A STUDY ON SUPPLY CHAIN EXCELLENCE FUTURE SCENARIO IN

PROFESIONAL COURIER

ABSTRACT

In a move to cut down costs, producers are exploring around the globe in search
for the lowest cost exporters/suppliers. Lured towards developing countries in
south-east Asian region for lower-wages, transportation industry is stretching its
reach longer than ever before. Major players are focusing overseas markets for
outsourcing cheap manufacturing as well as expanding their businesses.

This result in outbound logistics. And acceleration in manufacturing capacity is

driving many producers to shutter superfluous plants. The rest of the plants are
gaining the developing rhythm, but must export overseas now to sustain their
positions in the market. Couriers are basically a service for sending money or
goods at some extra cost. It involves a person or a company engaged in
transporting, dispatching and distributing letters, parcels and mails. In a rather
layman term, it can be said that, compared to normal mail service, a courier
possess many added features.

A courier is much faster, safer and secured than ordinary mail. It is a specialized
service with authenticated signatures. It has tracking service with each service
being treated as a specific individual case. The courier industry specializes in
time-definite, reliable transportation services for documents, packages and
freight. This is done via a combination of transport networking that includes
road, rail, sea and air for door-to-door delivery. This extensive distribution
system is supported by infrastructure that comprises hubs, warehouses, IT
technology and human resources, as well as offices in various cities.
More and more courier companies appear on a regular basis, and you may have
noticed different courier logos and branding on vans and planes across the
world. Many of these courier companies operate independently, whereas others
rely on some of the larger courier companies when it comes to providing
international deliveries. One of the main reasons for the increase in courier
companies is the boom in global trade, probably largely down to the Internet.
Couriers have to deal with all sorts of requests from delivering simple mail
documents to large electronic items like computers, printers and televisions.
Simply put, the courier market has grown due to demand from customers and
businesses. The study therefore focuses on the various aspect of the supply
chain management in courier industry which makes it efficient to any market
variation.

INTRODUCTION :
A courier is a person or a company who delivers messages, packages, and mail.
Couriers are distinguished from ordinary mail services by features such as
speed, security, tracking, signature, specialization and individualization of
services, and committed delivery times, which are optional for most everyday
mail services. As a premium service, couriers are usually more expensive than
usual mail services, and their use is typically restricted to packages where one
or more of these features are considered important enough to warrant the cost.
Couriers before the industrial era
In ancient times runners and homing pigeons and riders on horseback were used
to deliver timely messages. Before there were mechanized courier services foot
messengers physically ran miles to their destinations. To this day there are
marathons directly related to actual historical messenger routes.
Types of couriers
In cities, there are often bicycle couriers or motorcycle couriers but for
consignments requiring delivery over greater distance networks, this may often
include lorries, railways and aircraft.
Representative couriers
Over time, demand for a new type of representative courier has emerged. With
the increase in fuel prices and productivity goals monitored closely by
companies, this new type of all-in-one courier has developed to "take care of
business". Workers in companies have more work and less time to be out of the
office. Operating largely using independent contractors that have gone through
a screening process and background checks have found a niche in the courier
industry. Research, in transit pet care, complex paperwork filing, and a host of
other services are now offered in this new category of courier service. Page | 8

Strategic level
 Strategic network optimization, including the number, location, and size of
warehousing, distribution center, and facilities.
 Strategic partnerships with suppliers, distributors, and customers, creating
communication channels for critical information and operational improvements
such as cross docking, direct shipping, and third-party logistics.
 Product life cycle management, so that new and existing products can be
optimally integrated into the supply chain and capacity management activities.
 Information technology chain operations.
 Where-to-make and make-buy decisions.
 Aligning overall organizational strategy with supply strategy.
 It is for long term and needs resource commitment.

Tactical level
 Sourcing contracts and other purchasing decisions.
 Production decisions, including contracting, scheduling, and planning
process definition.
 Inventory decisions, including quantity, location, and quality of inventory.
 Transportation strategy, including frequency, routes, and contracting.
 Benchmarking of all operations against competitors and implementation of
best practices throughout the enterprise.
 Milestone payments.
 Focus on customer demand and Habits.

Operational level
 Daily production and distribution planning, including all nodes in the supply
chain.
 Production scheduling for each manufacturing facility in the supply chain
(minute by minute).
 Demand planning and forecasting, coordinating the demand forecast of all
customers and sharing the forecast with all suppliers.
 Sourcing planning, including current inventory and forecast demand, in
collaboration with all suppliers.
 Inbound operations, including transportation from suppliers and receiving
inventory.
 Production operations, including the consumption of materials and flow of
finished goods.
 Outbound operations, including all fulfillment activities, warehousing and
transportation to customers.
 Order promising, accounting for all constraints in the supply chain, including
all suppliers, manufacturing facilities, distribution centers, and other customers.
 From production level to supply level accounting all transit damage cases &
arrange to settlement at customer level by maintaining company loss through
insurance company.

SCOPE OF STUDY

The development in the field of transportation, communication and information

on account of globalization has found charging the expectations of the
customers. It is against this backdrop the marketing professionals need to assign
due priority to the application of modern marketing principles in particular.

An efficient “supply chain management” plays a vital role in the success of any
organization. A chain system has to be designed carefully, as it normally takes
years to build and is not easily changed. This study provides a bird’s eye view
of distribution channel of Professional courier. This report would do well to the
entire person interested in learning about distribution channel of Professional
courier

A general idea about Professional courier presence in aluminum market is also

well given by this report. After a thorough analysis of various facts and figures,
a set of recommendations, with regard to the distribution channel, has been
given in the concluding part of the report. The company would find it useful to
look into the viability of the implementation of the recommendations, once
implemented, and are expected to fetch immense benefits to the company. It is
thus clear that this report would serve a variety of purposes and its

OBJECTIVES OF THE STUDY :

 Making smooth availability of product to the target market.

 Achievement of the best possible coverage of the target market.

 Ensuring that the consumer incurs the minimum extenuation in procuring

the product.

 Safe in quality & accuracy in quantity.

 Quick services.

 Ensuring that the firm is able to carry on with its manufacturing activities,
confident that the channel will take care of the distribution job.

 Ensuring that the distribution is cost effective.

The primary objective of channel of the distribution is to bridge the
gap by resolving spatial.
 CHAPTER II

COMPANY PROFILE

THE PROFESSIONAL COURIERS proudly introduces as one of the leading

and largest courier company in India. It was established in 1987 and aimed to
launch a domestic courier service that would serve the needs of a billion Indians
spread across the country. Initially it was started with 7 offices in India. Since
then we have expanded our network to nearly 20,000 destinations. This was
possible by the dedication of several hundred professionals who are trained to
do this specified job in an outstanding dedication.This group has the best of the
best brains from industry on advisory council to keep all the systems working
towards the goal of continuous process improvement.

Network supervision is carried out by all hub center in-charges with a well
planned, co-ordinated transport system of vans, bus, train and air couriers inter
connecting all destinations. All the latest electronic information systems like
pagers, trunk radios, cellular phones etc., are being used to yield greater
operational efficiency and high productivity. This in essence has helped TPC to
recast our operations to better standards so as to cater to "A Wide Range of
Customers Growing Needs " in delivering their consignments more and more
safely at an optimum cost with a higher efficiency at greater performance levels.

In 1999 we have launched the Professional International Couriers Pvt Ltd to

provide international courier services. There is a consistent effort to keep upto
date with the latest technological developments in our industry and convert
them into meaningful product inputs and turnout as Global Leader in this
industry in the years to come. The Professional Couriers has the largest network
in India, covering more than 20,000 destinations with around 1040 main offices.

The International documents and samples booked by The Professional Couriers

are handled by Professional International Couriers through their offices in
Chennai, Calcutta, Delhi and Mumbai. Professional International Couriers, in
association with their International counterparts in Singapore and Dubai are
well equipped to cater International delivery with more than 230 Countries
worldwide.

DIRECTORS

Mr. THOMAS JOHN, B.Com, L.L.B, (ICWAI)

Chairman

He has Graduated in Commerce & Law from Osmania University, Hyderabad,

AP and has passed his Intermediate in ICWA. He has over 30 years of
experience in the courier industry.

Mr.S.AHAMED MEERAN, B.Com.

Managing Director

He has Graduated in Commerce from SadakathullahAppa College (Madurai

Kamraj University), Palayamkottai, Tamilnadu. He has over 31 years of
experience in the courier industry.
Mr. P.M.ABRAHAM, B.Sc

Director - Operations

He has Graduated in Science from Christian College, Chengannur, Kerala. He

has over 31 years of experience in the courier industry.

Mr.OOMMEN C. CHACKO, B.Sc.

Director - Finance

He has Graduated in Science from Marthoma College, Thiruvalla, Kerala. He

has over 31 years of experience in the courier industry.

Mr.SURESHBHARATHAN, B.Com, (ICWAI)

Director - Administration

He has Graduated in Commerce from Kerala Varma College, Trichur, Calicut

University and has passed his Intermediate in ICWA. He has over 30 years of
experience in the courier industry.

Mr.V. SRINATH, M.Tech

Director - Information Technology

He is the son of the late Mr.T.Balachandran, one of the founders of the Group
Company & late Mrs.V.Padmavathy, former Director of the Company. He has a
Masters Degree in Technology from the Indian Institute of Technology,
Chennai. He has over 25 years of experience in the courier industry.
INTRODUCTION OF THE INDUSTRY:

The beginning : 1986 - A year of glory for the Directors of this company
because it was the year in which they were united and ventured in to Courier
Business.

The Professional Couriers (TPC) was incorporated on 1st November 1987. The
founders were young, qualified and could have sought employment anywhere.
But they were made of different stuff. They decided that they should build their
own fortunes with their own hand and had visions of creating an organization,
which could provide employment to thousands of youngsters, like them but
perhaps with lesser chances of being winners in the rat race. This is a daring
venture indeed, but they jumped headlong into it. Thus was born TPC with a
purpose.

The OctoProfessionals : The eight Directors of this company had a high

ideology of excellence in service and employment creation for the young and
ambitious, thus a company was born with an ideology of Rural Employment &
Rural Empowerment. In its infant stages TPC was nurtured with tender care by
them. This involved a great sacrifice choosing a road full of obstacles while one
with clear passage, routine though was gaping at them, tempting them to take.
Those were also the days when the concept of courier was pretty vague.
Therefore they had to pioneer a path for their organization - TPC and impart to
it a culture of its own with an accent on ethics and excellence.

TPC gives employment to thousands of people. It has turned hundreds of

ambitious aspiring youngsters to be the proud Managers of an elite company.
Much more, it is today a Courier organization which is being looked upon by
the others as a role model of what a courier should be.

Today TPC in India has 20 Regional Offices, over 2485 Offices, over 5000
Collection Centers and easily well over 25,000 destinations, where delivery is
possible, by far, the biggest Courier Network in India. Its organization paved
the way for a reliable and an economically affordable express courier service
which was considered a luxury in India prior to it's incorporation. THE
PROFESSIONAL COURIERS was founded in 1987 by

In its ambition to grow from strength to strength, it has launched in 1999, it’s
International Subsidiary Company M/s The Professional International Couriers
Pvt.Ltd. and had opened its International Hub Operations at Chennai, Delhi,
Kolkata& Mumbai. Its Business Associates in Dubai & Singapore catered to its
services in 230 Countries.

2007, the Group had formed a company M/s.The Professional Couriers Network
Ltd. (PCNL) to consolidate its Operations base in entire North/West/East and
Central India and the same had focused on strengthening its Network of
Franchisees and its own offices, with its Corporate Office at New Delhi, India.

2009 was a daring year for the Group in forming separate Companies namely,
M/s The Professional Couriers USA Inc., Newyork/USA, Professional Couriers
LLC., Dubai/UAE, Professional Couriers Pte Ltd., Singapore and established
there its own Offices and Operations.
As part of the company’s Corporate Social Responsibilities, it has found a
Charitable Trust in the year 2009 M/s.The Professional Couriers Charitable
Trust (Regd) with its Head Office at Mumbai, India

FEATURES OF OUR NETWORK

Efficient and safe delivery of your consignments.

Well co-ordinate own fleet of transport system of vehicles, leased Rail

Wagons, bus and train On Travel Couriers, inter connecting all destinations.
Hand-carrying valuable documents without any delay.

1. Network supervision by Hub center in-charges.

2. Monthly billing facility for bulk volume customers.
3. Offering Desk pickups and Door deliveries at no extra cost.
4. Offering (POD) Proof of Deliveries on your request.
5. Extensive Network in India covering all bank locations
6. Overnight service to Metros and several major Cities/Towns in
India and International Service to all corners of the Globe.
7. Cargo service by Air/Surface available to all destinations.
8. Express Collection Centres available nearest to you.
9. Customized service packages to fit specific needs.
10.Transit Insurance facility for non-insured goods on request.
11.Consignment delivery status available in our Consignment status
available on your mobile phone by SMS.
IMPORT

II. GIFT & SAMPLES

The Courier Imports Regulations permit Duty Free clearance of Gifts and
Samples valued up to Indian Rupees 10,000/=

Important Note: The value limit of Rs: 10,000/= should be the ACTUAL
MARKET VALUE OF THE SHIPMENT i.e. the price at which the goods
would be sold in the market place. Customs reserve the right to adjudicate
correct market values and, in such cases, Duty would be levied on the shipments
regardless of the value declared by the Shipper.

Shipments are opened and checked at random during customs clearance.

Shipments may be required to be detained at customs for further paperwork or
valuation purposes.

III. ALL OTHER SHIPMENTS

Introduction:

Shipments must be accompanied by a 'printed' Commercial Invoice that should

declare the Actual Market Value of the Goods. Customs reserve the right to
adjudicate correct market values and Duty would be levied on such re-assessed
'fair value'.

It is in the interest of the Shipper and the Consignee to declare the correct value
of the goods. Values declared for customs purposes only, values wrongly
declared, etc. would result in shipments being detained and the consignee being
asked to produce Catalogues, Technical write-ups or Manufacturer's Price Lists,
which would result in clearance delays.
Every package is opened and examined by customs. Shipments may be required
to be detained at customs for further paperwork or valuation purposes.

Shipments that are detained are submitted to the Express Industry Council
Warehouse, which is a customs bonded warehouse, and a Detention Note is
issued for each detained shipment.

CUSTOMS ASSESSMENT

All import shipments are assessed by customs on a CIF (Cost, Insurance and
Freight) basis only.

FOB (Free on Board): Where values are declared on an FOB basis (or nothing
declared), 20% towards Freight Cost and 1.125% towards insurance cost is
added to the value declared, to arrive at the CIF cost.

C & F (Cost and Freight): Where values are declared on a C&F basis, 1.125%
Insurance Cost is added to the C&F Value to arrive at the CIF Cost.

In addition to the above, for all import shipments, 1% of the CIF value is added
towards Landing Charges. All assessments are done on the CIF Cost Plus 1%
Landing Charges.

Customs may arbitrate 'fair value' of a shipment based on information that they
have, in case they feel that the value declared by the Shipper is incorrect. Duty
would be levied on such fair value.

Customs Clearance Hours: Clearance of all Samples, Gifts and Packages is

undertaken by customs during the normal working hours i.e. between 1030
hours to 1700 hours only. Every second Saturday of the month is observed as a
holiday, and customs do not work on Sundays.

GOODS PROHIBITED FOR CARRIAGE INTO INDIA ON COB MODE:

Precious Metals - Gold, Silver etc.

Gems and Jewellery

All items that require testing by regulatory authorities (such as Chemicals,

Powders, Liquids etc.).

Chemicals falling under Chapters 28 (Organic), 29 (Inorganic),

38(Miscellaneous Chemicals) of the Customs Tariff book.

Plants and parts thereof.

Animals and parts thereof.

Currency in any denomination.

Packages weighing over 70kgs each.

Maps indicating incorrect boundaries of India.

PERISHABLES

Prohibited items when imported into India by the COB mode could result in:

Customs permitting clearance subject to levy of fines and penalties on the

consignee as well as the authorised courier.

Customs confiscating the shipment in addition to levy of fines and penalties.

DETAINED SHIPMENTS:

The following shipments are generally detained by customs for the reasons
given below:
Prescription Drugs

Pharmaceuticals

For Valuation Purposes

100% Export Oriented Unit, Export Processing Zone, Software Technology

Park

Requirement of Duty Exemption Certificate

Import Licence

Proof of Bonafide Exporter

Feature Films

Prohibited Items

Repair and Return

Regular Bill of Entry

PRESCRIPTION DRUGS

All prescription drugs/medication for 'personal use' must be accompanied by a

prescription of a registered medical practitioner and must have the correct value
declared. There are many drugs termed as LIFE SAVING DRUGS - some
falling under List 3 of the customs tariff 2002-03 which attract duty of 26.67%
and others under List 4 of the Customs tariff 2002-03 which attract NIL duty.

Consignees wishing to avail of Duty Exemptions of other than listed Life

Saving Drugs must approach the Director General Health Services and obtain
Duty Exemption Certificate prior to import.
All prescription drugs require to be first cleared by the Assistant Drug
Commissioner of Customs. A Doctor's prescription is essential. Once the 'No
Objection Certificate' is obtained, the shipment is presented to Customs for
valuation and clearance.

The commercial invoice depicting the correct name of the drug, as well as the
correct value, would ensure immediate clearance, after obtaining the 'No
Objection Certificate" from the Assistant Drug Commissioner. Customs reserve
the right to demand the supplier's bills or price lists.

PHARMACEUTICALS

Many pharmaceuticals/drugs may be required to be cleared through the

Assistant Commissioner of Drugs by providing Form 10/Form 11 which are a
form of Import Licence. This is generally required for consignees who are
pharmaceutical companies. Once these forms are provided, the shipment would
be cleared through Customs, subject to valuation and levy of Duty, where
applicable.

FOR VALUATION PURPOSE:

Shipments not accompanied by a Commercial Invoice depicting the actual

market value of the goods, or where customs have any concern regarding the
value declared, would be detained. Such shipments can only be cleared through
customs upon production of the following by the consignee:

Commercial Invoice

Catalogue

Manufacturer's Price List

Technical Write Up
To ensure speedy clearance of the shipment, it is in the interest of the Shipper
and Consignee to ensure correct values are declared at all times, and catalogues
of the items accompany the consignment, 100% EXPORT ORIENTED
UNIT, EXPORT PROCESSING ZONE AND SOFTWARE
TECHNOLOGY PARK:

Importers situated in Export Processing Zones or Software Technology Parks,

or those companies deemed as Export Oriented Units, are granted the benefit of
Duty Free Imports.

For shipments destined to such importers, it is mandatory for Shippers to ensure

that the status of the importer is clearly declared on the air waybill as well as on
the Commercial Invoice. Otherwise, such shipments may be treated as normal,
dutiable shipments.

For shipments detained by customs, importers are required to customs clear

through their own service providers and fulfil the necessary customs
obligations. Customs do permit transhipment of such shipments to other
International Customs Airports in India. The consignee is required to appoint a
registered customs house agent (customs broker), who would have to file a
regular bill of entry for imports, to undertake such clearance.

REQUIREMENT OF DUTY EXEMPTION CERTIFICATE

Certain importers may avail of Clearance of shipments under concessional rate

of duty subject to provision of a Duty Exemption Certificate along with an
Essentiality Certificate. Such importers are:

Government Organizations
Recognized Universities and Research Institutes

Charitable Organizations

Recognized Hospitals

Shipments of such importers are detained at customs and can only be cleared
against submission of the Duty Exemption Certificate by the Consignee.

IMPORT LICENCE

Certain items fall under the list of Restricted Items that require clearance under
a Special Import Licence (SIL).

A SIL is freely available and can be purchased in the open market by any
importer for clearance of shipments.

Such shipments can be cleared:

.Against an Import Licence, in which case the Consignee is required to appoint

a customs house agent to file a regular bill of entry for imports for clearance.
All extra costs are to be borne by the Consignee.

.. Against payment of a penalty/fine in lieu of an Import Licence. In such a case,

the Consignee is required to write to the customs authorities requesting for
adjudication in lieu of an Import Licence.

PROOF OF BONAFIDE EXPORTED: Exporters, who import into India items

such as labels and hangtags used in the manufacture of exports, are exempted
from payment of Customs Duty. Such shipments may be detained by customs
who may request for proof of being a bonafide exporter or proof of export
orders, etc.
Generally such shipments are permitted Duty Free clearances against
submission of a notarised copy of a valid registration cum membership
certificate of an Export Council.

FEATURE FILMS: All feature films, in any language, must be accompanied by

a Commercial Invoice that should depict the length of the film and a brief
synopsis. Such shipments would be detained by customs and clearance only
permitted against a No Objection Certificate from the Censor Board.

Videos and other such goods, containing training material, can be cleared
through customs against a declaration from the Shipper giving all details of the
content, length of the tape, etc.

Customs reserve the right to view such items to verify the contents.

Prohibited Items: Items prohibited for import into India by the Courier-on-
Board (COB) mode, may be permitted for clearance against levy of penalty/fine
subject to the following:

Chemicals and items that require testing:

Clearance may be permitted against a regular bill of entry for imports that can
only be undertaken by a customs house agent. This would mean that the
consignee would have to appoint a customs house agent for the clearance, and
correct valuation papers and a chemical analysis report would also be required.

Precious Metals, Gems and Jewellery:

Clearance may be permitted against a regular bill of entry for imports that can
only be undertaken by a customs house agent. The Consignee is required to
appoint a customs house agent for the clearance, which involves customs
examination at the Diamond Plaza Cargo Complex, and assessment and
valuation at the Courier Terminal. This procedure can only be performed by a
customs house agent and not by a registered courier.

REPAIR & RETURN

Items exported from India for repairs and imported after completion of repair,
are levied Duty on:

To-and-fro Freight Cost

Insurance Cost

Repair Cost

Such items must be accompanied by a Commercial Invoice that must clearly

state the words "Repair and Return" and the repair cost.

These items would be detained at customs and the Consignee is required to

submit export documentation in the form of the original export shipping bill as
well as the original customs-attested export invoice. Repair and Return benefit
would only be granted if the identity of the goods exported is established to be
the same as the goods imported after repair i.e. the serial and part numbers of
the item must tally and must be stated on both the export and import
documentation.

REGULAR BILL OF ENTRY

The Courier Import Regulations provide for the customs officer to reserve the
right to detain any shipment for clearance against a regular bill of entry.
Generally, such shipments are those that require clearance against an Import
Licence, as well as shipments where the value is more than Indian Rupees
1,00,000/=. All shipments having this value or more require the importer to
submit the Exchange Control Copy of the regular bill of entry to the Reserve
Bank of India at the time of making remittance of the cost of goods to the
overseas supplier.

These shipments can only be cleared through customs by filing of a regular bill
of entry by a customs house agent, and cannot be cleared against a courier bill
of entry.

Professional International Couriers can offer the services of reputable customs

house agent located at Mumbai & Chennai to Consignees wishing to appoint a
customs house agent. The cost for these services is to be negotiated directly
between the Consignee and the Customs House agent. Agent has reserved the
right to refuse acceptance for clearance of any shipment without allocating any
reason to do so.

IMPORTS CONSOLIDATION

Professional International Couriers is designated agent for receiving import

consolidations.

Consolidated shipments for various destinations across India are received at

Mumbai & Chennai consigned to Professional International. On receipt of the
shipment, Professional International sends a Cargo Arrival Notice to the
consignee, and would await any of the following instructions:

Transshipments of the shipment to international customs airports in India. If the

Consignee requires this facility, the consignment is transhipped for self-
clearance by the Consignee.

Clearance at Mumbai by the Consignee's own customs house agent. In this case,
the Delivery Order and documentation would be handed over to the appointed
agent for clearance.

Clearance by Professional International at Mumbai & Chennai and reforwarding

thereafter to the final destination. Additional charges would apply for this
service, subject to the customs documentation involved

SERVICES

The Professional Couriers offers a comprehensive range of solutions to the

requirements of delivery of Documents/Non-Documents, all types of cargo –
high value, critical and urgent shipments all over India and any part of the
World. Based on the specific requirements of each individual or corporate the
company provides customized services with the application of multi-modal
distribution systems integrated by Surface Transport and by Air Freight/Sea
Freight.
 INTERNATIONAL (International Destinations)

The Professional Couriers is dedicated to reach every Documents, Non-

Documents-Sample Shipments, Commercial Shipments, Import& Export Goods
to every possible places in the world as per customer requirements.

TPC is committed to provide affordable International courier service adhering

to the stringent time schedules and quality standards. Professional International
Couriers Pvt Ltd., a sister

concern in the Professional Group of companies, provides international express

service with a great degree of operational versatility and professional Customer
Care with the shipment status that can monitor on a continuous basis through its
web based Track & Trace System.

Business associates offices established in New York/USA, Singapore and

Dubai/UAE functions as the World Hubs for ensuring International connectivity
to the rest of the world through a Network of our Strategic Business Partners.

Global Express

All documents / Non-documents are delivered worldwide at most economical

rates. The chosen modes of operational connectivity gives us a cutting edge for
faster services as per the requirements of the customers.
University Express

Special Messenger Services are made available for exclusive deliveries of

University Applications of Students

NATIONAL (Domestic Sector)

Express Service

Your time sensitive Documents / Non-documents are delivered next day in all
Metros/Major Cities & Towns on priority basis.
Air Cargo

All your bulk consignments are sent through as cargo in flights to various
destinations as per the

choice of the customers. This provides specialized handling and door-to-door

delivery of critical priority shipments such as medicines (vaccines), perishable
commodities (fruits and vegetables) and other time sensitive cargo by air
transport. Based on customer requirements, air cargo shipments are delivered to
the specific destination in 24 – 48 hrs.

Surface Cargo

All your bulk consignments are transported through our own fleet of Vehicles
and through our own leased Railway Wagons and through other modes to
various stations all over India. Supported by container LCVs, TPC ensures
added safety and on time delivery for surface transit cargo.

Logistic Solutions

Warehousing and Dispapches – We provide godown facilities and function as a

logistic service provider for procurement, storage, processing, packaging and
dispatch of goods as per customer needs, thus functioning as a one shop stop for
all logistic solutions.

Pick & Pack

Packaging and Processing – Customers get opportunity in availing services even

for insertions of documents in envelopes, labeling, processing and packing.
Dawn to Dusk

Same day service - This offers morning bookings made delivery by evening of
the same day.

Mass Mail

Processing outsourced – This gives customers opportunity to outsource the

services of couriers in doing all process that needs specialization in handling
bulk mails. This includes mobile phone bills, interest warrants, annual reports,
AGM notices, product promotional literature, greetings and others.

Ad & Add

A media courier – This offers space on every consignment/document for

advertisement for customers to display their product, service or message as
stickers. This includes handling and delivery of bulk printed materials such as
magazines, periodicals, telephone directories, yellow pages, trade samples and
advertisement materials.

RED ALERT Service

High Alert handling till the end. This service features Special Security handling,
Safe and sure service & continuous monitoring of the shipments under special
care.

SURFING Channel
Get customer responses for your surveys. This is designed as a channel for
Searching for your needs, Supporting with responses & Help channeling
business for the customers.

SPECIAL MESSENGER Service

For that important document and person. This channel is designed for delivery
to designated person, Holiday delivery & Delivery on specific time.

Domestic Sector

Express Service

Your time sensitive Documents / Non-documents are delivered next day on

priority basis.
Air Cargo

All your bulk consignments are sent through cargo flights to various
destinations. This provides specialized handling and door-to-door delivery of
critical priority shipments such as medicines (vaccines), perishable commodities
(fruits and vegetables) and other time sensitive cargo by air transport. Based on
customer requirements, air cargo shipments are delivered to the specific
destination in 24 to 48 hrs.

Surface Cargo

All your bulk consignments are transported through our own trucks and through
Railways to various stations all over India. Supported by container LCVs, TPC
ensures added safety and on time delivery for surface transit cargo.

Logistic Solutions

Warehousing and dispatches – We provide godown facilities and function as a

logistic service provider for procurement, storage, packing and despatch as per
customer needs.

Pick & Pack

Packaging and Processing – Customers get opportunity in availing services even

for insertions of documents in envelopes, labelling, processing and packing.

Dawn to Dusk
Same day service (Intra-City Courier only) - This offers morning bookings
made delivery by evening of the same day.

Mass Mail

Processing outsourced – This gives customers opportunity to outsource the

services of couriers in doing all process that needs specialization in handling
bulk mails. This includes mobile phone bills, interest warrants, annual reports,
AGM notices, product promotional literature, greetings and others.

Ad & Add

A media courier – This offers space on every consignment/document for

advertisement for customers to display their product, service or message as
stickers. This includes handling and delivery of bulk printed materials such as
magazines, periodicals, telephone directories, yellow pages, trade samples and
advertisement materials.

CHAPTER – III

REVIEW OF LECTURE

Customers - Supplier Relationship Issues: Customer satisfaction is absolute for

staying abreast in competitive environment that can be achieved only by quickly
responding to customer needs. Efficient consumer response (ECR) is a supply
chain management strategy that attempts to address the inefficiencies in the
supply chain. Hoffman and Mehra (2000); Harries et al. (1999); Sparks and
Wagner (2003) discussed efficient consumer response (ECR) as a supply chain
strategy by analyzing the adoption of ECR strategy in some industries. Jonsson
and Zineldin (2003) proposed conceptual model including behavioural
dimensions of supplier-dealer relationships and presented hypotheses about how
to achieve satisfactory inter-organizational relationships. Lambert and Pohlen
(2001) provided a framework for developing supply chain metrics that translates
performance into shareholder value.

The framework emphasized on managing the interface between customer

relationship management and supplier relationship management at each link in
the supply chain. It is concluded that long-term relationships between customer
and supplier can lead to higher satisfaction. 4.4 Customer relations Issue: A
company's customer relations practices can affect its success in managing the
supply base as well as its performance (Scott and Westbrook, 1991; Ellram,
1991; Turner, 1993).

A key element of successful supply base management involves downstream

integration of customers as well as the management of upstream suppliers. Each
entity in the supply chain is a supplier as well as a customer. When a customer
driven corporate vision is implemented simultaneously with effective TQM and
supply base management practices, it can produce a competitive edge in a
number of different ways. These include increases in productivity, reductions in
inventory and cycle time, increased customer satisfaction, market share and
profits. However, there is little empirical evidence in the literature linking
customer relations practices and performance to support the conceptual
foundation of customer driven corporate policy. 4.5 Issue of Supply chain
Design: Manufacturing firm’s supply chain design is based on effective
integration. Braganza (2002) and Power (2005) examined different perspectives
on integration and suggested that integration of several functions at different
organizational levels achieve above average financial and performance results.
It is observed that current static approaches and theoretical models are
ineffective in considering all variables and constraints for designing supply
chain. Manson- Jones et al. (2000) demonstrated how the “lean" and “agile"
paradigms might be integrated.

They designed a total performance metric and developed a route map for
integration of lean production and agile supply in the total chain. Lalwani et al.
(2006) suggested that one of the reasons for this might be the difficulty of
grasping the full dynamic complexity of the processes and systems encountered.
Authors proposed that current developments in systems thinking and continuous
system simulation, when applied within the context of an operations
management framework, may offer the good design of SC and improve in
supply chain performance. 4.6 Logistics management: Many years practitioners
and professionals were confused between “logistics" and “supply chain
management", the usage of each term varied according to the industry. Lummus
et al. (2001) examined the historical definitions of both terms, and proposed a
hierarchy for the relationship between logistics and supply chain management.
Srivastava and Srivastava (2006);

Meade and Sarkis (2002) presented a framework to manage product returns in

reverse logistics by focusing on product ownership data, average life cycle of
products, past sales, forecasted demand and likely impact of environmental
policy measures .It is observed that reverse logistics is one of the toughest
supply chain challenges. Once the product has been manufactured it is very
important that there should be an adequate structure to distribute it to the
customers. Neves et al. (2001); Ma and Davidrajuh (2005) proposed distribution
channels planning model. Authors explored the use of an iterative approach for
designing distribution chain in an agile virtual environment; and proved that
quick adaptation to changing market situation and automation of supply chain
management processes are essential. 4.7 Global Issues: Shortened product life
cycles and increasing global competition has tempted traditional manufacturers
to contemplate on their competencies, such as product design and development,
and a decision to outsource. Jennings (2002) and Zeng (2003) projected
strategic benefits and problems relating to the outsourcing decision.

These include issues of cost, quality, flexibility, strategic focus, and

diversification, the potential loss of critical skills and knowledge, and
appropriation of final product value. A model was developed, structuring the
contextual factors: capability, cost, technology, supply and product market
conditions, to enable a consideration Rajendra Kumar Shukla et al. /
International Journal of Engineering Science and Technology (IJEST) ISSN :
0975-5462 Vol. 3 No. 3 March 2011 2065 of the outsourcing decision. Buxey
(2005) and Svensson (2001) explored the linkage between firms' outsourcing
activities and the occurrence of supply chain disruptions. Blowfield (2005)
discussed the experience of employing global social and environmental
standards, in terms of a global ethic. It was concluded that strategic
development of SCM capabilities such as efficient inbound and outbound
transportation, warehousing, inventory control, production support, packaging,
purchasing, order processing, and information dissemination enables a
manufacturing firm to identify key performance measures. 4.8 Partnership
Issues:

As global markets grow increasingly efficient, competition no longer takes

place between individual businesses, but between entire value chains. Therefore
executives are developing supply chain partnerships/collaboration in an attempt
to reduce costs, improve service and to gain competitive advantage. Horvath
(2001) proposed that Collaboration through intelligent e-business networks
would provide the competitive edge to all the participants in a value chain to
prevail and grow. It is found that collaborative partnerships can be achieved
both via trust and through electronically mediated exchange. Frankel et al.
(2002) showed that one of the most common usages of partnerships is in the
provision of transport and distribution services. Authors recommended that
rather than devoting effort and resources to build an in-house supply chain it
can often be much more costeffective to form a partnership with a shipping
company, and allow them to perform the job of distribution at a lower cost than
the enterprise could manage itself.

4.9 Environmental issues: Power (2005) presented a conceptual framework to

investigate supplier relations, lean manufacturing, environmental management
practices; and their relationship to one another. It is found that efforts to
improve a supplier’s environmental management practice raise critical issues of
transaction costs and efficacy of approach for the buyer. It is recommended that
an environmental bias is to be introduced into the decision making process
which would allows more environmentally conscious decisions to be made. 4.10
Trust & Commitment: The two fundamentals components of improving the
relationship are trust & commitment (De Ruyter et al. 2001).

The cooperation arises directly from both relationship trust & commitment
(Morgan & Hunt 1994). According to past research, trust has two dimensions:
“honesty” & “benevolence” (Kumar et al. 1995). There are several dimensions
of trust in fresh produce supply chain performance such as confidence in
preferred trading partner, always keeps promises, always honest, good
reputation, trust in preferred trading partner, believe information provided, close
personal friendship, trading partner always consider best interests (Batt 2003).

Trust is the belief that the partners will act in ways that will bring positive
outcomes for the firms & does not want to take unexpected actions that may
bring a negative outcome (Anderson &Narus 1990). Trust (Moorman et al.
1993) is the willingness to rely on an exchange partner in whom one has
confidence. Or trust as a belief, a sentiment or an expectation about an exchange
partner and results from the partner’s expertise, reliability & intentionality.

Trust is the extent to which the buyer believes that the supplier has the
necessary expertise to perform the activity effectively & reliably (Ganeshan
1994) 5. Performance Measurement in Supply Chain: Performance
measurement is very important as a strategic tool and also provides means to
achieve the objectives required, fulfilling a firm's mission/strategy statement.
Many firms have been observed to evaluate performance, primarily on the basis
of cost and efficiency (Skinner, 1971).

This has resulted in most measures focusing on financial data such as return on
investment, return on sales, price variances, sales per employee, productivity
and profit per unit production etc. As a result of globalization and competition
the organizations have started adopting innovative business practices and
performance improvement initiatives such as TQM, JIT and SCM. Following
are the various supply chain performance evaluation criteria.

Competition has shifted from one firm competing with another to one supply
chain competing with another (Vickery, Calantone, &Droge, 1999). Several
authors have addressed how relationships beyond firm’s boundaries could lead
to superior value creation in order to achieve sustainable competitive advantage
(Dyer &Nobeoka, 2000; Dyer &Syngh, 1998; Flynn, Huo, & Zhao, 2010;
Krause, Handfield, & Tyler, 2007; Mesquita, Anand, & Brush, 2008). In this
competitive environment, Supply Chain Management (SCM) has emerged as an
important strategy to develop relationships and improve firm performance (for
reviews, see Chen &Paulraj, 2004; Terpend, Tyler, Krause, &Handfield, 2008).
Despite the increasing interest in SCM area, academics and practitioners still
lack solid methodologies to guide and support SCM evaluation and
implementation (Akkermans, Bogerd, &Doremalen, 2004; Croxton, Garcia-
Dastugue, Lambert, & Rogers, 2001; Lambert, Cooper, &Pagh, 1998).
Methodologies related to SCM implementation have been provided by
consulting companies and are restricted in publication and use.

A very important aspect of this development is that it should provide a

framework for analysis, an efficient method for SCM field development and a
clear explanation for practical applications, which can be considered of
fundamental importance for researchers and practitioners (Chen &Paulraj, 2004;
Wacker, 1998). In this article, we propose a structured methodology to evaluate
SCM practices, in order to explore this gap.

This methodology must be based on objective criteria and must establish

measurement scales that allows firms to analyze degree of adherence to an ideal
SCM implementation. These criteria and scales are results of a deep literature
review focused on identifying and selecting a SCM conceptual model as a
reference. The proposed methodology was based on the conceptual model of
Supply Chain Management proposed by Cooper, Lambert, and Pagh (1997).

It involves eleven referential axes of analysis established from key business

processes, SCM horizontal structures, initiatives and practices. We expect to
develop a tool that allows academics, consultants and decision-makers to assess
firm maturity modeled on SCM practices, as an input to identify and implement
actions to increase degree of firm adherence to the reference model and,
consequently, provide improvements to the whole chain, making firms more
competitive. Article structure consists of five major sections besides this
introduction.

Section two summarizes the SCM theoretical framework. Section three

discusses the selection of the SCM conceptual model used as reference to
develop the methodology. Section four presents the research methodology.
Section five presents the development of the methodology for evaluating
companies' degree of adherence to a SCM conceptual model. Section six
delivers main conclusions. Supply Chain Management Nowadays, most
individual businesses no longer compete simply as autonomous organizations
but rather as supply chains.

A supply chain is referred to as a set of companies involved in the upstream and

downstream flows of products, services, finances, and information from a
source to a customer (Mentzer et al., 2001). In brief, it can be understood that
the supply chain constitutes a network of business relationships. From this point
of view, as stated in section 1, the success of a single business primarily
depends on its ability to integrate its network of business relationships.

Thus, a source of competitiveness could be closely related to the supply chain in

which the company is inserted. Christopher (1992) pointed out that currently the
real competition is not company against company, but rather supply chain
against supply chain. Evaluating Supply Chain Management 29 RAC, Rio de
Janeiro, v. 19, n. 1, art. 2, pp. 26-44, Jan./Fev. 2015 www.anpad.org.br/rac In
this context, Supply Chain Management (SCM) has emerged as a form of
achieving adequate integration of a company’s network of business
relationships. Supply chain management extends the idea of integrating internal
business functions, departments, and processes beyond the company’s frontier
to all companies in a supply chain (Cooper, Lambert, &Pagh, 1997; Fawcett,
Magnan, & McCarter, 2008).

Hammer (2002) suggest that companies that are able to work in close
association with partners for project development and for the management of
processes that involve the entire supply chain will succeed. There are many
definitions for supply chain management. Taking into account all the above
mentioned aspects and specific objectives and purposes, The Global Supply
Chain Forum definition was adopted for the development of this article:
“Supply Chain Management is the integration of key business processes from
end user through original suppliers that provides products, services and
information that add value for customers and other stakeholders” (Lambert et
al., 1998, p. 1). The practicality and sectorial nature of SCM studies is
remarkable in many publications. Authors used to analyze SCM implementation
and/or make-or-buy decision as, for example, Ferreira and Padula’s (2002)
research into the beef supply chain, Silva and Fleury’s (2000) work on the food
industry, and Scavarda and Hamacher’s (2001) investigation into the
automotive industry. We intend to extend this discussion to reconcile both
theoretical and practical perspectives, especially regarding SCM evaluation.

SCM Conceptual Model From a review of relevant literature, we identified six

SCM conceptual models that recognize the need of implementing business
processes (Bowersox&Closs, 2001; Cooper et al., 1997; Melnyk, Stank,
&Closs, 2004; Mentzer et al., 2001; Srivastava, Shervani, & Fahey, 1999;
Supply Chain Operations Reference Model, Overview [SCOR], 2005; Vollman,
Cordon, &Heikkilä, 2000). According to Lambert, Garcia-Dastugue, and
Croxton (2005), only two of those conceptual models provide enough
information to support research development in this important area: Cooper et
al. (1997), and the Supply Chain Council (SCOR) models. In this context,
Cooper, Lambert and Pagh’s SCM conceptual model (Cooper et al., 1997) was
selected to support the evaluating methodology development proposed in this
article, for many reasons. One is its high frequency of inclusion in existing
research, much superior to the SCOR model. Another is the fact that it is
defined broadly and abstractly enough to facilitate its potential study (Lewis,
1998). Additionally it is comprehensive, since it encompasses eight main
business processes involving at least six functional areas. It has a more
academic and didactic base since it clearly presents a conceptual structure and
provides detailed information about the business processes which amplifies the
possibilities for theory development.

CHAPTER – IV

RESEARCHMETHODOLOGY
 
A Research is a careful investigation or inquiry; especially through search
for new facts in any branch of knowledge .It is a systemized effort to gain more
knowledge. ‘Research methodology is a way to systematically solve the
research problem. It may be understood as a science of studying how research is
done scientifically. It is necessary for the researcher to know not only the
research methods or technique but also the methodology. Researcher always
needs to understand the assumption underline various technique and they need
to know the criteria by which they can decide that certain technique and
procedures will be applicable to certain problems and other will not.

TYPE OF RESEARCH:

The method of conducting research deals with research design, data

collection method, sampling method. It explained about the nature of research
work to be done such as descriptive nature of research, which is used in this
study.
DESCRIPTIVE RESEARCH:

The researcher has adopted descriptive research design for the purpose of
this survey. Descriptive studies are those studies which are concerned with
describing the characteristics of a particular individual, or of a group.

 
TYPES OF DATA
1) Primary data
2)Secondary data

PRIMARY DATA:
First time collected data are referred to as primary data. In this research
the primary data was collected by means of a Structured Questionnaire. The
questionnaire consists of number of questions in printed form. It has both open-
end closed end questions in it.

SECTION IPERSONAL DATA:

This section includes questions soliciting the respondent’s details such as
Age, Gender, Marital status, Education, Designation, section and Work
experience.

SECTION IISCALE FOR MEASURING THE ISSUES:

It comprises of single open ended type and various close ended questions
which includes yes no type, scaling and other optional questions.
SECONDARY DATA:

Data which has already gone through the process of analysis or were used
by someone else earlier is referred to secondary data. This type of data was
collected from the books, journals, company records etc

SOURCE OF DATA:

The data has been collected from the employees PROFESSIONAL

COURIES IN COIMBATORE.

SAMPLING UNIT:
Sampling unit refers to process of defining the target population that will
be sample. Hence for the present study, data was collected by means of
questionnaire from the employees.
 
 SAMPLE SIZE:
Sample size plays a critical role, because the generalizability of the
conclusion depends on sample size. Sample size for the present study is 120.

SAMPLING METHOD:
Sampling means the method of selecting a sample from a given universe
with a view to draw conclusions about the universe. Sample means
representative of universe selected for the study. Sampling is a process of units
(e.g. People) from a population of the interest Sampling method is divided into
2 types1) Probability Method2) Non Probability Method The sampling method
that was chosen is entirely non probabilitistic in nature. In non probabilitistic
method the researcher has adopted convenience sampling method. In this
method, the researcher select the accessible population members from which to
get information and the items selected are easy to approach or easy to measure.

TOOLS AND TECHNIQUES:

In this research the tools such as Simple percentage analysis, chi square, and
correlation are used for data analysis.
 CHAPTER IV
DATA ANALYSIS AND INTERPRETATION

TABLE 4.1
HOW MANY PARCELS DO YOUR COMPANY RECEIVES EVERY
DAY

Parcels
Frequen Percent Valid Cumulative
cy Percent Percent
200-400 20 16.3 18.2 18.2
400-600 38 30.9 34.5 52.7
600-800 36 29.3 32.7 85.5
Valid more than 16 13.0 14.5 100.0
800
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0

INTERPRENTATION:

From the table above that can interpreted that the 20% of the parcel received
from the everyday 200-400, 31% of the parcel received from the everyday
400-600, 30% of the parcel received from the everyday 600-800, 13% of the
parcel received from the everyday more than 800 .
CHART 4.1
HOW MANY PARCELS DO YOUR COMPANY RECEIVES EVERY
DAY
TABLE : 4.2

HOW MANY AUTHORIZED DEALERS ARE

AVAILABLE IN THE CITY FOR THE COMPANY

Dealers
Frequen Percent Valid Cumulative
cy Percent Percent
10-20 19 15.4 17.3 17.3
20-30 32 26.0 29.1 46.4
30-40 38 30.9 34.5 80.9
Valid
40-50 20 16.3 18.2 99.1
5.00 1 .8 .9 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0
INTERPRATATION :

From the above table that can be interpretated that the authorized delear 10-20
in number of respondent performance 15.4%, the city delears are highest
number of respodent in 30-40, percentage 26.0%, lowest number of respondent
10-20, percentage 15.4%, Avarage respodent in 40-50, in percentange 16.3%.

CHART: 4.2

HOW MANY AUTHORIZED DEALERS ARE AVAILABLE IN THE

CITY FOR THE COMPANY
TABLE : 4.3

How many numbers of area hubs are available in the Bangalore

city

Bangalore
Frequen Percent Valid Cumulative
cy Percent Percent
Less than 19 15.4 17.4 17.4
5
5-7 39 31.7 35.8 53.2
8-11 35 28.5 32.1 85.3
Valid
more than 15 12.2 13.8 99.1
11
23.00 1 .8 .9 100.0
Total 109 88.6 100.0
Missin 14 11.4
System
g
Total 123 100.0

INTERPRATATION :
From the table Bangalore city highest hubs in respondent 5-7, percentage
31.7%, the Bangalore city lowest hub s in number of respondent, more than 11,
percentage 12.2 Average respondent in percentage 15.4 .

TABLE 4.3
TABLE : 4.4

How are the receipts generated at the authorized dealer while receiving the
parcel

Receipts
Frequen Percent Valid Cumulative
cy Percent Percent
Computerized 63 51.2 57.3 57.3

Valid receipts
Manual Receipts 47 38.2 42.7 100.0
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0
INTERPRATATION :
From the table the courier parcel receipt highest respondent in computerized
bills, the respondent 63, percentage 51.2, lowest manual receipt number of
respondent 47, percentage , 38.2
CHART : 4.4
TABLE : 4.5

Customer add in the information which is printed on the

receipts:-

Name
Frequen Per Valid Cumulative
cy cent Percent Percent
Yes 54 43.9 49.1 49.1
Valid No 56 45.5 50.9 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0
INTERPRATATION :
From the table parcel received bill added customer name number of highest
respondent56, percentage 45.5%. Parcel received bill added customer name
lowest respondent 54, percentage 43.9 %.

CHART : 4.5

CHAPTER – 4.6

Customer address in the information which is printed on the receipts

Address
 Frequen Percent Valid Cumulative
cy Percent Percent
Yes 60 48.8 54.5 54.5
Valid No 50 40.7 45.5 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :

From The table highest respondent added parcel address in courier60,

percentage 48.8%, lowest respondent in don’t add in address in parcel receipt,
50, percentage 40.7,

CHART : 4.6
TABLE : 4.7

Customer phone number the information which is printed on the receipts

Cucumber

Frequen Percent Valid Cumulative

cy Percent Percent
Yes 64 52.0 58.2 58.2
Valid No 46 37.4 41.8 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :

From the table customer phone number added in bill receipted highest
respondent in 64, percentage 52.0%,Lowest respondent in 46, percentage
41.8%.

CHART : 4.7
TABLE 4.8

The Bar code information which is printed on the receipts

Barcode
Frequen Percent Valid Cumulative
cy Percent Percent
Yes 63 51.2 57.3 57.3
Valid No 47 38.2 42.7 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :
From the table bill receipt added in barcode details highest respondent 63,
number of respondent 51.2, Lowest respondent 47, Number of percentage
38.2%,

CHART :4.8

TABLE 4.9

The bill receipted added in customer care contact number information which is
printed on the receipts:-
Customer care

Frequen Percent Valid Cumulative

cy Percent Percent
Yes 53 43.1 48.2 48.2
Valid No 57 46.3 51.8 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :

From the above parcel received bill add in customer care contact number
mostly respondent 57, percentage 46.3%, lowest respondent in added in
customer care contact in 53, percentage 43.1%.

TABLE : 4.9
The nay other Policies added in receipt bills.

Policies
Frequen Percent Valid Cumulative
cy Percent Percent
Yes 55 44.7 50.0 50.0
Valid No 55 44.7 50.0 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0
INTERTRATATION :

From The table bill receipt add in any other policy highest respondent and
lowest respondent average the percentage.
TABLE : 4.10

How many trips in a day are made for collecting parcels from the authorized
dealers

Collecting
Frequen Percent Valid Cumulative
cy Percent Percent
Valid 1 trip 21 17.1 19.1 19.1
 2 trip 45 36.6 40.9 60.0
3 trip 29 23.6 26.4 86.4
more than 4 15 12.2 13.6 100.0
trip
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0

INTERPRATATION :

From table collecting parcel highest trip in 2trip number of respondent 45,
percentage 36.6%, Lowest Trip More than 4Trips Percentage 12.2%.

TABLE : 4.11
Total Numbers of vehicles which are available to collect the parcels from the
dealer

Vehicles
Frequen Percent Valid Cumulative
cy Percent Percent
1-5 17 13.8 15.5 15.5
5-10 43 35.0 39.1 54.5
10-15 34 27.6 30.9 85.5
Valid
15-20 15 12.2 13.6 99.1
5.00 1 .8 .9 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :

From the table maximum collect parcel in vehicle number of highest respondent
43, percentage 35.0, Lowest respondent 15-20, vehicle, number of percentage
12.2%.

CHART: 4.11
TBALE : 4.12

What are the numbers of employees working in the area hub

Employees
Frequen Percent Valid Cumulative
cy Percent Percent
<5 29 23.6 26.4 26.4
5-10 30 24.4 27.3 53.6
10-15 36 29.3 32.7 86.4
Valid more than 15 12.2 13.6 100.0
15
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0
INTERPRATATION :

From the table Highest number employees working in area in percentage

29.3%, lowest percentage 12.2%

CHART : 4.12

TABLE: 4.13

On an average how long does it take to do the segregation of parcels from

different location prior to dispatch

location
Frequen Percent Valid Cumulative
cy Percent Percent
Valid 15-30 min 24 19.5 21.8 21.8
30-45 min 32 26.0 29.1 50.9
45-60 min 38 30.9 34.5 85.5
 more than 60 16 13.0 14.5 100.0
min
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0

INTERPRATATION :

From the table mostly long distance courier reached in highest respondent 45-
60mins, percentage 30.9%, Lowest respondent more than 60minits, percentage
13.0%

CHART : 4.13

TBALE : 4.14
How many vehicles are available to dispatch the parcels to the destinations

Destinations
Frequen Percent Valid Cumulative
cy Percent Percent
1-5 22 17.9 20.0 20.0
5-10 34 27.6 30.9 50.9
Valid 10-15 36 29.3 32.7 83.6
15-20 18 14.6 16.4 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :

From the table highest respondent in 10-15, percentage 29.3%, Lowest number
of respondent 15-20 dispatch of vehicle in number of respondent 18, percentage
14.6%.

CHART : 4.14
TBALE : 4.15

Does your company outsource the logistics to a third party

vendor

Numbers
Frequen Percent Valid Cumulative
cy Percent Percent
1-5 52 42.3 47.3 47.3
Valid 5-10 58 47.2 52.7 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :
From the table Company Outsource highest respondent 58, percentage 47.2%.
Lowest respondent 52, percentage 42.3

CHART : 4.15
TBALE : 4.16

How many trips of vehicle are made for the dispatch of parcels in a day

Parcel every day

Frequen Percent Valid Cumulative
cy Percent Percent
1 trip 52 42.3 47.3 47.3
Valid 2 trip 58 47.2 52.7 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :

From the table trip vehicle in highest in 2trip number of respondent 58,
percentage 47.2%, Lowest respondent 52, percentage 42.3%.

CHART : 4.16
TBALE : 4.17

Is the facility for tracking the package available online

package
Frequen Percent Valid Cumulative
cy Percent Percent
Yes 45 36.6 40.9 40.9
No 35 28.5 31.8 72.7
Valid 3.00 21 17.1 19.1 91.8
4.00 9 7.3 8.2 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0

INTERPRATATION :
From the table Highest number of respondent in 45, percentage 36.6%, lowest
respondent 35, percentange28.5%.

CHART : 4.17
TBALE : 4.18

an average how many days does it take to send a parcel

anywhere in India

send parcel
Frequen Percent Valid Cumulative
cy Percent Percent
1 day 51 41.5 46.4 46.4
Valid 2 days 59 48.0 53.6 100.0
Total 110 89.4 100.0
Missin Syste 13 10.6
g m
Total 123 100.0
INTERPRATATION :
From the table Highest respondent in 2day, number of respondent 59,
percentage 48%, lowest respondent 51, percentage 41.5%.

CHART: 4.18

TBALE : 4.19

What kinds of vehicles are used to dispatch the parcel destination area hub to
the customer address
kinds driving
Frequen Percent Valid Cumulative
cy Percent Percent
Motorbike 55 44.7 50.0 50.0
s
Valid Small 55 44.7 50.0 100.0
trucks
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0
INTERPRATATION :

From the table highest respondent and lowest respondent are equal average
percentage

CHART : 4.19
TBALE : 4.20
Fulfilling the overall needs of the company

Needs
Frequen Percent Valid Cumulative
cy Percent Percent
Strongly 21 17.1 19.1 19.1
agree
Agree 40 32.5 36.4 55.5
Valid Disagree 36 29.3 32.7 88.2
Strongly 13 10.6 11.8 100.0
Disagree
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0

INTERPRATATION :

From the above table that can be interpreted that the opinion about Fulfilling the
overall needs of the company of respondent are 19% of the respondents are says
that is strongly agree, 37 % of the respondents are says that agree, 12% of the
respondents are says that strongly disagree, 33% of the respondents are says that
disagree.

CHART : 4.20
TABLE : 4.21

Reduce time packing processing time

Frequen Percent Valid Cumulative

cy Percent Percent
Strongly 18 14.6 16.4 16.4
agree
Agree 39 31.7 35.5 51.8
Valid Disagree 35 28.5 31.8 83.6
Strongly 18 14.6 16.4 100.0
Disagree
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0

Interpretation
From the above table that can be interpreted that the opinion about reduce the
package processing time of the of respondent are 16% of the respondents are
says that
is strongly agree, 36 % of the respondents are says that agree, 15% of the
respondents are says that strongly disagree, 32% of the respondents are says that
disagree.
CHART : 4.21

TBALE : 4.22
Improved delivery speed

Frequen Percent Valid Cumulative

cy Percent Percent
Valid Strongly 22 17.9 20.0 20.0
agree
Agree 40 32.5 36.4 56.4
Disagree 35 28.5 31.8 88.2
 Strongly 13 10.6 11.8 100.0
Disagree
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0

INTERPRETATION:
From the above table that can be interpreted that the opinion about Improved
delivery speed
of respondent are 20% of the respondents are says that Improved delivery speed
is strongly agree, 37 % of the respondents are says that agree, 12% of the
respondents are says that strongly disagree, 32% of the respondents are says that
disagree.

CHART : 4.22
TABLE 4.23
IMPROVISIED LOGISTIC MANAGEMENT

Logistic
Frequen Percent Valid Cumulative
cy Percent Percent
Valid Strongly 19 15.4 17.3 17.3
agree
Agree 46 37.4 41.8 59.1
Disagree 32 26.0 29.1 88.2
Strongly 13 10.6 11.8 100.0
Disagree
 Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0

INTERPRETATION:
From the above table that can be interpreted that the opinion about improvised
logistic management of respondent are 17% of the respondents are says that
strongly agree, 42 % of the respondents are says that agree, 11% of the
respondents are says that strongly disagree, 30% of the respondents are says that
disagree.

CHART : 4.23
TABLE 4.24
REDUCE THE OVER COST
Overcost
Frequen Percent Valid Cumulative
cy Percent Percent
Valid Strongly 20 16.3 18.2 18.2
agree
Agree 40 32.5 36.4 54.5
 Disagree 34 27.6 30.9 85.5
Strongly 16 13.0 14.5 100.0
Disagree
Total 110 89.4 100.0
Missin 13 10.6
System
g
Total 123 100.0

INTERPRETATION:
From the above table that can be interpreted that the opinion about overall cost
of respondent are 18 % of the respondents are says that strongly agree, 36 % of
the respondents are says that agree, 15 % of the respondents are says that
strongly disagree, 31 % of the respondents are says that disagree.

Chart 4.24
REDUCE THE OVER COST
CHAPTER –VI

FINDING AND SUGGESTION CONCULSION.

FINDING :

From the table above that can interpreted that the 20% of the parcel received
from the everyday 200-400, 31% of the parcel received from the everyday
400-600, 30% of the parcel received from the everyday 600-800, 13% of the
parcel received from the everyday more than 800 .
From the above table that can be interpretated that the authorized delear 10-20
in number of respondent performance 15.4%, the city delears are highest
number of respodent in 30-40, percentage 26.0%, lowest number of respondent
10-20, percentage 15.4%, Avarage respodent in 40-50, in percentange 16.3%.
From the table Bangalore city highest hubs in respondent 5-7, percentage
31.7%, the Bangalore city lowest hub s in number of respondent, more than 11,
percentage 12.2 Average respondent in percentage 15.4 .

From the table the courier parcel receipt highest respondent in computerized
bills, the respondent 63, percentage 51.2, lowest manual receipt number of
respondent 47, percentage , 38.2
From the table parcel received bill added customer name number of highest
respondent56, percentage 45.5%. Parcel received bill added customer name
lowest respondent 54, percentage 43.9 %.

From The table highest respondent added parcel address in courier60,

percentage 48.8%, lowest respondent in don’t add in address in parcel receipt,
50, percentage 40.7,

From the table customer phone number added in bill receipted highest
respondent in 64, percentage 52.0%,Lowest respondent in 46, percentage
41.8%.

From the table bill receipt added in barcode details highest respondent 63,
number of respondent 51.2, Lowest respondent 47, Number of percentage
38.2%,

From the above parcel received bill add in customer care contact number mostly
respondent 57, percentage 46.3%, lowest respondent in added in customer care
contact in 53, percentage 43.1%.
From The table bill receipt add in any other policy highest respondent and
lowest respondent average the percentage.

From table collecting parcel highest trip in 2trip number of respondent 45,
percentage 36.6%, Lowest Trip More than 4Trips Percentage 12.2%.

From the table maximum collect parcel in vehicle number of highest respondent
43, percentage 35.0, Lowest respondent 15-20, vehicle, number of percentage
12.2%.

From the table Highest number employees working in area in percentage

29.3%, lowest percentage 12.2%

From the table mostly long distance courier reached in highest respondent 45-
60mins, percentage 30.9%, Lowest respondent more than 60minits, percentage
13.0%

From the table highest respondent in 10-15, percentage 29.3%, Lowest number
of respondent 15-20 dispatch of vehicle in number of respondent 18, percentage
14.6%.

From the table Company Outsource highest respondent 58, percentage 47.2%.
Lowest respondent 52, percentage 42.3

From the table trip vehicle in highest in 2trip number of respondent 58,
percentage 47.2%, Lowest respondent 52, percentage 42.3%.

From the table Highest number of respondent in 45, percentage 36.6%, lowest
respondent 35, percentange28.5%.
From the table Highest respondent in 2day, number of respondent 59,
percentage 48%, lowest respondent 51, percentage 41.5%.
From the table highest respondent and lowest respondent are equal average
percentage

From the above table that can be interpreted that the opinion about Fulfilling the
overall needs of the company of respondent are 19% of the respondents are says
that is strongly agree, 37 % of the respondents are says that agree, 12% of the
respondents are says that strongly disagree, 33% of the respondents are says that
disagree.

From the above table that can be interpreted that the opinion about reduce the
package processing time of the of respondent are 16% of the respondents are
says that
is strongly agree, 36 % of the respondents are says that agree, 15% of the
respondents are says that strongly disagree, 32% of the respondents are says that
disagree.

From the above table that can be interpreted that the opinion about Improved
delivery speed
of respondent are 20% of the respondents are says that Improved delivery speed
is strongly agree, 37 % of the respondents are says that agree, 12% of the
respondents are says that strongly disagree, 32% of the respondents are says that
disagree.

From the above table that can be interpreted that the opinion about improvised
logistic management of respondent are 17% of the respondents are says that
strongly agree, 42 % of the respondents are says that agree, 11% of the
respondents are says that strongly disagree, 30% of the respondents are says that
disagree.

SUGGESTIONS:

 As per the study the following are the suggestions:

 The Performance Appraisal in the organization should be in a full fledge
way so that the others will be accepting this.
 A s t h e P e r f o r m a n c e A p pr a i s a l i s h e l p f u l t o t h e e m p l o y e e s
b y t h e a s s i g n m e n t o f   superiors task by training & development
which should be more effective so that the other employees will also be
attracted.
 T h e   P er f o r m a n c e   A p pr a i s a l   s h o u l d   b e   a s s i s t   e f f e c t i v e l y   t o  
t h e   e m p l o y e e s   a s   i t recognizes the competence and potential of an
individual.
 Employee’s appraisal should be fairly done according to the
companies policies so that it will assist the performance of the
employees.
 The company should give some advises and suggestions to the employees
during the process and should get there feedbacks about the process.
 The employees should assess and appraised by their HOD once in a year.
 The employees should be aware of appraisal and the organization should
follow this to motivate the employees.
CONCULSION:

This chapter provides an overview of purchasing and the purchasing process,

including the objectives of a world-class purchasing function, purchasing’s
span of control, the purchasing cycle, and the documents used to manage the
purchasing process. These topics provide the foundation from which to
introduce the tools, techniques, and strategies used by purchasing
organizations in a competitive market.

This chapter also points out the many different categories of purchases. In
addition to buying production material and items, purchasing can be
responsible for buying transportation, services, packing supplies, MRO items,
capital equipment, and even the corporate jet! There is no one system or
approach that applies to all purchase situations. Purchases can vary according
to type, importance, impact on quality, time frame for delivery, and dollar
volume. We rarely find purchasing personnel who are experts in all the
different types of purchases, which is why so many purchasing departments
have specialized personnel. These personnel all have one thing in common,
however: the opportunity to manage large amounts of resources through the
purchasing process. By utilizing eprocurement tools, purchasing can achieve
the goals of satisfying user requirements, minimizing non-value-added time,
and focusing on deployment of sourcing strategies that can provide tangible
value to their enterprise.
Anderson, D. L., Copacino, W. C., Lee, H. L., & Starr, C. E. (2003). Creating
and Sustaining the High-Performance Business: Research and Insights on the
Role of Supply Chain Mastery. Retrieved August 8, 2013,
from http://supplychainventure.info/PDF/AccentureSupplyChainMasteryWhite
Paper.pdf.

Baird, N., &Kilcourse, B. (2011). Omni-Channel Fulfillment and the Future of

the Retail Supply Chain.Retrieved August 7, 2013,
from http://www.scdigest.com/assets/reps/Omni_Channel_Fulfillment.pdf.

Ballou, R. H., Gilbert, S. M., &Mukerjee, A. (1999) Managing in the new era of
multi-enterprise supply chains. Proceedings of the Twenty-Eighth Annual
Transportation and Logistics Educators Conference.Eds.Bernard J. LaLonde&
Terrance L. Pohlen. Toronto: Council of Logistics Management, 23–37.

Blackhurst, J., Craighead, C. W., Elkins, D., &Handfield, R. B. (2005) An

empirically derived agenda of critical research issues for managing supply-
chain disruptions. International Journal of Production Research, 43(9), 4067–
4081.

Bradley, P. (2013) Collaboration bears fruit. CSCMP’s Supply Chain

Quarterly, 7(2), 34–36.

Christopher, M. L. (1992) Logistics and Supply Chain Management. London:

Pitman Publishing.

Cooke, J. A. (2013) Kimberly-Clark connects its supply chain to the store

shelf. DC Velocity, 11(5): 53–55.
QUESTIONARY:
1) How many parcels do your company receives every day?

1.200-400
2. 400-600
3. 600-800
4. more than 800

2) How many authorized dealers are available in the city for the company?

1.10-20
2. 20-30
3.30-40
4.40-50

3) How many numbers of area hubs are available in the Bangalore city?

1.Less than 5
2. 5-7
3. 8-11
4. more than 11

4) How are the receipts generated at the authorized dealer while receiving the parcel?

1.Computerized receipts

2. Manual Receipts

5) Please tick Yes/No for the information which is printed on the receipts:-

Yes No

Particulars
Customer Name

Receipts Name

Customer Address

Receipts Address

Customer Phone Number

 Receipts Phone Number

Bar Code

Customer Care Number

Policies and Regulations

7) How many trips in a day are made for collecting parcels from the authorized dealers?

A.1 trip

B.2 trip

C.3 trip

D. more than 4 trip

8) Total Numbers of vehicles which are available to collect the parcels from the dealers?

A.1-5
B.5-10
C. 10-15
D.15-20

9) What are the numbers of employees working in the area hub?

A.< 5
B.5-10
C.10-15
D. more than 15

10) On an average how long does it take to do the segregation of parcels from different
location prior to dispatch?

(a) 15-30 min

(b) 30-45 min

(c) 45-60 min

(d) more than 60 min

OUTBOUND SUPPLY CHAIN:-

1) How many vehicles are available to dispatch the parcels to the destinations?

(a) 1-5
(b) 5-10
(c) 10-15
 (d) 15-20

2) Does your company outsource the logistics to a third party vendor?

(a) Yes

(b) No

3) How many trips of vehicle are made for the dispatch of parcels in a day?

(a) 1 trip
(b) 2 trip
(c) 3 trip
(d) more than 4 trip

4) Is the facility for tracking the package available online?

(a) Yes
(b) No

5) On an average how many days does it take to send a parcel anywhere in India?

(a) 1 day
(b) 2 days
(c) 3 days
(d) more than 4 days

6) What kinds of vehicles are used to dispatch the parcel destination area hub to the
customer address?

(a) Motorbikes

(b) Small trucks

Role of Information Technology:-

1) Does your courier company use computer application to process packages (if yes which one)?

(a) No
(b) Yes
2) Please rate your response on the scale of 5 (1-stongly disagree 5-strongly agree)

Has the computer application helped in? 1 2 3 4 5

Fulfilling the overall needs of the company

Reduce the package processing time

Improved the delivery speed

Improvised logistic management

Reduce the overall cost