INDUSTRY PROFILE

Stores Management

A professionally managed Store has a process and a space within, to receive the incoming
materials (Receiving Bay), keep them for as long as they are not required for use (Custody)
and then to move them out of stores for use (Issue).

In a manufacturing firm this process forms a cycle to maintain and run the activities of
Stores.
The basic responsibilities of stores are to act as custodian and controlling agent for parts,
supplies, and materials, and to provide service to users of those goods.

Typically and at times essentially, a Store has to follow certain activities that are managed
through use of various resources and are thus called Stores Management.

The task of storekeeping relates to safe custody and preservation of the materials stocked, to
their receipts, issue and accounting.

The objective is to efficiently and economically provide the right materials at the time when it
is required and in the condition in which it is required.

The basic job of the Stores Manager hence is to receive the goods and act as a caretaker of
the materials and issue them as and when Production demands it. Needless to say
storekeeping activity does not add any value to the product. In fact it only adds to the cost.
The organization has to spend money on space i.e. expenditure on land, building and roads,
equipment, machinery and other facilities provided such as electricity, people i.e. salaries and
wages, insurance, maintenance costs, stationary, communication expenses and the cost to
maintain the inventory etc. All of these get added to the organizational overheads and finally
get reflected in the costing of the finished product. However, it is an essential function in any
manufacturing or marketing organization. This basic reason has propelled the evolution of
philosophies such as JIT, JIT II etc.

Thus, the basic functions, to manage a store, carried out are:

Receiving of incoming consignments (goods)

 Safe keeping of goods (Custody)

Disposal of undesirable goods

Inventory Management

Housekeeping and record maintenance

It all starts with a suitable Lay out design of stores. Depending upon the nature of items used
for processing by the organization the lay out and type of stores are selected. For example, a
process that requires use of raw materials, not costly enough, an open and nearby stores
with truck / rail inside movement possibility can be adequate. Similarly, for storing costly
material, a closed and restricted type of stores shall be needed.

However, irrespective of the type and lay out, any Stores would have, as its starting activity,
receiving and accounting of the incoming goods. This part of Stores is known as Receiving Bay.
Once the material has been received and cleared through inspection and accepted for use, it
needs safe custody till it's actually used.

It calls for a separate physical storage space, open or closed, as per need. It maintains all
documents that are able to trace an item, show all its details and preserve it up to its shelf life
in the manner prescribed or till it is issued for use. This part of Stores is called custody. Thus
the role of Custody is to receive and preserve the material and then to issue it to the user, as
and when needed. A stage comes when the material is needed for use. Stores thus release the
material from its custody to the user department and the process is called 'issue of goods. It
might also happen that after partial use, some materials having useable value in future are
returned to the stores and thus they also become part of the custody again.

In the long drawn process of preserving the materials till its use, some materials might get
obsolete and unserviceable and may require removal from stores, in order to clear space for
other incoming goods. This activity is known as Disposal of goods for which auction etc is
done.
Since the material has a cost, the organization would definitely like to incur optimum cost on
this account and thus there is a need to manage the materials within a store’s such that the
total cost of maintaining materials remains optimum.

The materials, lying unused but have future economic value are said to form inventory which
needs professional handling. Inventory control / management thus are a vitally important
aspect of any stores function. One of the basic functions of stores is to account for every
material received in Stores by maintaining proper records of all the incoming, stored and
outgoing materials so that proper accounting and audit trail is maintained.

Hence, record keeping is a vital function of stores. Of course, it also goes along the various
activities and with development in the information technology domain, the record keeping in
stores too is through electronic medium making the whole process smooth and efficient.
Any Stores as such is a physical entity which deals with material receipt, preservation and
issue. Material handling therefore is another vital function. Just as Lay out of a Stores is
designed considering the nature of material Stores has to handle, material movement
equipment and implements also are important.

Within a typical manufacturing organization, its Stores is seen having Forklifts, Over head
Cranes, Trolleys etc inside the Stores and trucks, Dumpers and Railway wagons as outside
Stores equipment to handle materials.

THE EVOLUTION OF STORES MANAGEMENT

Although the origins of inventory management are unclear, it is safe to say that some of the
first pioneers of this field were merchants and shop keepers. Inventory management before
the Industrial Revolution was very primitive. Shop keepers and merchants had to rely on their
hand-written notes and gut feelings to place orders. It was extremely difficult to account for
stolen goods because it would take shop keepers hours or even days to hand count all
physical inventories to see if anything was missing. To be fair, the scale of operations back
then were miniscule when compared to those today, so there was no push to improve
efficiency.

INDUSTRIAL REVOLUTION ERA TRACKING

The Industrial Revolution completely transformed production processes by increasing

efficiency and therefore lowering the cost per item. Lower item costs paired with a higher
standard of living led to a boom in the consumer goods industry. Inventory is driven by
demand and now that more people had disposable income, there were an increase in demand
for goods. Mass production and an improved customer experience at the point of sale became
the focus of businesses.
1880S – ENTER THE MACHINE READABLE PUNCH CARD

In 1889, Herman Hollerith invented the first punch card that was readable by machines. It
allowed people to record data for a variety of purposes, from census taking to work
timesheets, by putting tiny holes in sheets of paper. Harvard University was inspired by
Hollerith’s idea in the 1930s and created the first modern check-out system. It used a punch
card that corresponded with catalog items and was used to generate billing as well as manage
inventory. Customers would fill out the punch cards and a computer would read them,
sending the information to the storeroom, which would then bring the item to the customer. A
version of this system is still used today for expensive and controlled items such as
medication. However, it did not become too popular because of its high costs and slow lead
time.

1940S – THE BARCODE IS BORN

The precursor to the modern barcode was created in the late 1940s and early 1950s. It was
composed of ultraviolet light-sensitive ink and reader. Unfortunately technology had not yet
caught up to their idea, making the system too bulky and lacked the computing power needed
to be successful. In the 1960s, a group of retailers came together and came up with the
modern barcode to track inventory. Lasers allowed for cheaper and laser scanners. The first
barcode was born and widely accepted in the late 1960s, the Universal Product Code (UPC).
A 10-pack of Juicy Fruit gum was the first item to have its barcode scanned was on June 26,
1974 at a Marsh supermarket in Troy, Ohio.

1980S – SOFTWARE IMPROVES TRACKING

Technological advancements in the 1980s and 1990s made inventory tracking even more
efficient with the implantation of more advanced computers and software. These systems
worked in a cycle, from purchasing to tracking and monitoring inventory, then back again.
The price of barcodes and readers dramatically decreased because personal computers were
becoming more commonplace. One of the reasons why barcode inventory management was
slow to grow, especially with small and medium sized businesses were because businesses
had nowhere to store the information they collected. By now inventory tracking by hand was
replaced by scanning products and inputting information into computers by hand. In the early
 2000s, inventory management software developed even further so businesses no longer
needed to input data by hand and barcode readers could instantly update their databases.

2000S–THE INTRODUCTION OF RFID IN BARCODE

TECHNOLOGY

RFID (Radio-frequency identification) technology was first patented in 1970s and has
become a staple in warehouses, factories, and retail stores in the 2000s. It uses a microchip to
transmit product information, such as serial number, type of product, or manufacturer, to a
scanner. Think of it as a more advanced barcode. Scanners are able to read the RFID tag
without being in direct sight, which makes it ideal for reaching high shelves in warehouses. It
also is able to store more information that the basic barcode.

COMPANY PROFILE

DATA LINK CONSULTANCY

 As a professional HR recruitment and manpower sourcing company, we have gained

experience in providing all type of resources including skilled, semiskilled & unskilled
workforce. Our flexible work approach also allows us to work as per the specific
requirements of projects/clients. Further, our team of experienced industry specialists
also allows us to carry out specific tasks independently by taking advantage of the
available resources we have at our command and the understanding of industry needs.
Today, DLC represents the interests of over 3,000 Employees across 6 cities.
 We go way beyond talent sourcing. At DLC, we look at our clients as organizations
which need talent to compete and grow, this partnership approach has enabled us to
extend our relationships with our clients beyond the pool of talent that we recruit for
them to advising on new strategies and proficiencies, and building talent pools which
may be required in the future. This philosophy is the cornerstone of our reputation. We
find the right match between employers and candidates thus ensuring mutual satisfaction
to both parties. So clients secure high caliber employees, while the employees find
careers that not only fit their profile but also their personality.
 Working with us, you would join a roster of clients and partners that includes leaders
within several key industries, including telecommunications, insurance, retail, financial
services, and healthcare.

Presence
 Hyderabad

 Bangalore

 Pune

 Chennai

 Delhi

Services offered by Data Link Consultancy

Permanent Recruitment Solutions

Finding the right fit for the right position calls for a special set of skills and competencies.
We at DLC are equipped to offer RECRUITMENT consulting solutions for all positions. Our
strategy of operating as an extended arm of our clients has ensured positive results for our
clients. Our dynamic mix of well-honed executives, an impeccable selection criteria and
cutting edge recruitment advertising has enabled us to achieve results for our client’s diverse
recruitment needs. One of our major strengths is our dynamic database, which forms the
nucleus of our activities through which we are always able to provide clients with relevant,
 accurate and timely information to source the best professional talent in perfect tandem with
the requirement on hand.
Temporary/Contract staffing

Temporary staffing helps resolves headcount issues and minimize administrative overheads
by taking care of statutory obligations. DLC is one of the leading temporary staffing service
providers in the market currently with over 5000 employees on its payroll spread across 6
cities like Pune, Hyderabad, Delhi/NCR, Bangalore, Chennai and Mumbai.
Advantages of temporary/contract staffing

 No liability of permanent employment

 Helps to cope with headcount issues

 One single invoice for services rendered

 Flexibility in the duration of the contract

Payroll Outsourcing

Payroll management requires a high degree of planning, efficient work allocation, rigorous
quality adherence and agility. Our team offers error free payroll processing to our clients
through a fully customized payroll engine that helps to process multiple clients with varied
requirements. The engine is fully integrated with Employee Self Service window that
facilitates employee interaction and Client Self Service window that shares payroll related
MIS with client through a secured web network. We have a full-fledged expert team for
statutory compliance management, where we handle PF, PT, ESIC, LWF, contract labour,
shops and establishment act compliance for companies.

Advantages of Payroll Outsourcing

 Using a payroll processing service typically costs less than hiring an additional
employee to handle payroll.
 Companies can gain access to payroll specialists dedicated to ensuring they meet their
statutory obligations.
 The capital freed up by outsourcing can be invested more profitably elsewhere in the
business.
 Payroll outsourcing also allows for the latest technology in usage choosing the right
payroll partner would be a critical first step in maximizing the gains for any company.

Learning and Development

DLC Learning and development program includes helping clients develop training content
and trainers manuals/tools kits for internal training be it soft skills, functional or product
training. Through our unique “Train the Trainer” methodology we ensure that our clients have
the in-house expertise to deliver those training programs effectively. We design and develop
comprehensive modules for the programs that are relevant and customized to the client’s
context. Program Content is supported by building an experiential methodology through
which we will ensure that the training not only delivers the key concepts, but also provides an
experiential base that will increase participant involvement and learner retention dramatically.

Document collection services

Documents collected from client sites or client’s point of sale or retail outlets or from the
remotest of locations across length and breadth of Mumbai through a highly experienced
team of document collection professionals. Our complete document collection services
include service customization to client’s specific needs which helps your business deliver
better performance.
We offer
 Scheduled pickups & delivery services.
 Beat services using a milk run concept (applicable only in metropolitan cities)
 Hygiene checks.

Scanning and Digitizing

DLC offers a comprehensive scanning service which encompasses all major formats.

How it Works:

DLC collects your documents and transfers them to our scanning centers. Skilled technicians
use advanced scanners to create digital copies of your originals. Files are saved in the format
you choose such as TIFF, PDF or JPG. These are saved to disc or memory stick.
 Document Preparation: Remove staples, bindings etc.
 Document Scanning: Convert hardcopy to digital image.
 Image Enhancement: De-skew, increase digital quality, image clean up etc.
 Image Formats: TIFF, JPEGH, PDF compressed (200 dpi to 600 dpi).
DLC will scan any number of documents you want. Our customized software’s also enables
our team to give you various MIS as per your specific needs.

Advantages of Scanning & Digitizing:

 Fast and accurate
 Field Indexed Searches
 Data Exchange Capabilities.
 Low Cost Per Scan
 Clears office space.
 Archive for maximum security and accessibility.
We offer:

 Bulk Scanning of archived documents.

 Same Day Scanning
 Pay as you go scanning
 On-Demand Scanning
 Best practices for document security, access and compliance.

Corporate Employees Transportation services

We a “manpower agency” keep asking ourselves “WHAT NEXT” during our meetings on
business expansion plan. That’s how we ventured into the service of providing vehicles on
rentals to corporate for travelling purpose. Mr. Dilip Sharda (Managing Partner) initiated the
plan of venturing into the services of Car Rentals for Corporate employees ensuring
passenger comfort. The services commenced on 2nd Feb with 9 Maruti Echo Vehicles being
deployed across Mumbai.
Occupational Stress Management Plan

The objective of this plan is to present a set of steps you may use to design and implement
stress reduction actions both for you as well as your business organization.
Step1: Scope the stress problems.

Step2: Organize and operate the stress-management team.

Step3: Establish the occupational stress-management framework.

Step4: Design, Develop and Implement stress-management strategies and action plans.

Step5: Establish stress-management communications.

Step6: Monitor stress-management activities.

Step 7: Manage stress-management performance.

Stress Reduction Strategies at Data Link Consultancy

Each strategy of ‘The Occupational Stress Approach’ contains a business action plan with
several actions, p. The four stress-reduction strategies are:

Strategy1: Incorporate Basic Stress Reduction Actions into your Business Operations
this strategy describes the role of the first principle (the Principle of Temperance) of ‘The
OCCUP Stress Approach’.

Strategy2: Add Spirituality to your Basic Stress Reduction Actions

this strategy describes the role of the second principle (Faith) of ‘The OCCUP Stress
Approach’.

Strategy3: Improve your Stress Reduction Management Process with Better Relationships
this strategy describes the role of the Principles of Justice, Harmony, Friendship and
Kalokagathia (Goodness and Kindness) the third, fourth, fifth and sixth principles of ‘The
OCCUP Stress Approach’.

Strategy4: Strengthen your Stress Reduction Management Process with More Robustness
This strategy describes the role of the Principle of Courage the seventh principle of ‘The
OCCUP Stress Approach’.