A

Project Report

On

‘A study of Warehousing activities of GATI’

By

ANIKET D ADHAV
Class: SYBBA - IB
Under the guidance of
Dr. Amol Mane
In Partial Fulfillment of
Bachelor Degree in Business Administration (International Business)

Submitted To

Alandi (D), Pune

Affiliated to

Savitribai Phule Pune University

Academic Year 2020-2021
 CERTIFICATE

This is to certify that, the project report entitled ‘A study of warehousing activities of
GATI’
which is submitted by Mr. ROHAN KELAPPAN, Class: SYBBA (IB) in partial fulfilment
of Bachelor of Business Administration (International Business) has satisfactorily completed
the project work under our guidance and supervision.
We wish our best wishes for his/her future endeavour.

DR. AMOL MANE DR. AMOL MANE DR. B.B. WAPHARE

Project Guide Head of the Dept. Principal
BBA&BBA IB Dept.
 ACKNOWLEDGEMENT
I take this opportunity to express my sincere gratitude to everyone who has directly or indirectly
helped me in completing the project successfully.

I am very much thankful to Prof. Dr. B.B. Waphare, Principal of MIT ACSC, Alandi for his
continuous support and help.

I express my deep sense of gratitude to Dr. Amol Mane, HOD of BBA & BBA (IB) Dept.,
MIT ACSC, Alandi, Pune as project guide guide for his constant encouragement throughout
this project report.

I am also thankful to Mr. ASHUTOSH MISHRA, Warehouse Manager, GATI. Ltd. for
permitting me to conduct a project on the topic ‘A study of warehousing activities of
GATI’
I take this opportunity to thank my family members and friends without their cooperation it
would not have been possible to complete this project.

Date: Student Name: ANIKET

ADHAV
Class: SY BBA IB
 DECLARATION

I, hereby declare that the project report on “A study of warehousing activities of

GATI” is written and submitted by me to MAEER’S MIT Arts, Commerce and Science
College, ALandi (D), Pune , towards the partial fulfillment for the study of BBA (IB) in year
2020-2021 is original work done by me, which is based on Primary and Secondary data and it
is based on the knowledge and material gained from the company.

The contents provided are true to the best of my knowledge and belief.

I further declare that, this project report has not been submitted to any other College or
University for any other degree or course earlier.

Place: Alandi (D), Pune,

Date:

Name of the student : ANIKET ADHAV

CLASS: SYBBA (IB)

 INDEX

Chapter No. Name Of The Chapter

1. Introduction And Research Methodology

1.1 Introduction Of Project
1.2 Scope Of The Study
1.3 Significance Of The Study
1.4 Research Methodology
1.8 Limitations Of The Study
2. Literature Review
2.1 Theoretical Background
2.2 Literature Review
3. Company Profile
3.1 Name, Address And Location Of The Company
3.2 Company Profile
4. Survey Analysis And Interpretation
4.1 Data Analysis And Interpretation
5. Findings
5.1 Findings
6 Suggestions and Conclusion
6.1 Suggestions
6.2 Conclusion
References ( Bibliography)
Annexure

LIST OF TABLE

Table Name Of The Table

No
4.1 Age Group
4.2 Gender
4.3 Education Qualification
4.4 Year Of Experience Before Joining
 4.5 Opinion About Physical Working Condition

List Of Graphs

Graph Name Of The Chart

No
4.1 Age Group
4.2 Gender
4.3 Education Qualification
4.4 Year Of Experience Before Joining
4.5 Opinion About Physical Working Condition
 CHAPTER-1
INTRODUCTION AND RESEARCH METHODLOGY

GATI LTD.

• Introduction of the project

Gati is an Indian multinational courier delivery services company headquartered in

Hyderabad, India. It is known for supply chain solutions with express distribution and also
offers warehousing, freight forwarding, trading, cold chain, e-commerce and fulfilment
services. Gati has offices in all major cities of India, with presence in Singapore, Hong
Kong, China, Nepal and Thailand.
Gati Ltd started operations in 1989 as a door-to-door cargo company. A division of
Transport Corporation of India (TCI), Currently, Gati is one of the leading express
distribution and supply chain solution companies in India. The company's scale of
operations is large, ranging over a wide network connecting 603 districts across India. Gati
provides multi-modal transport services with connectivity across air, road, ocean and rail.
During 2009-10, the company introduced a new division called RedSun‘, which offers
services related to weather sensitive items, reengineering items; value added distribution
and SME logistics support. In 2010-11, Gati came up with the GoTo-Market strategy under
the Express Distribution Service segment, which offers differential pricing option based on
distance and time sensitivity. Gati was introduced in the market as a door-to-door cargo
company with commitment on delivery and money back guarantee. The first experiment
was conducted between Chennai and Madurai. Gati operated its business with a group of
front-end entrepreneurial delivery set-up. Members of this set- up were known as Gati
Associates (GAs). This concept was new. Some of the key clients are Sony, Hitachi, LG,
Samsung, Onida, Nokia, Electrolux, Titan, HUL, Dabur, Cummins, Ingram Micro,
DataCraft, ABB, Siemens, Schneider Electric, Asian Paints, Cadila, Wipro, UTI Bank,
Ashok Leyland, HDFC Bank, Mahindra Group, Hero Honda, Tata Motors etc.
 Scope of the study.

The place where raw material and/or finished goods are stored is referred to as warehouse or
store. Generally, warehouse is structure or building design keeping in mind raw material and
finished goods it is going to store. Therefore, warehouse management should be able to:

• Receive the purchase goods and entered upon the stock register.

• Inventory Accounting of raw material, work-in-progress or finished goods.

• Preservation of the inventory

• Ability to access goods whenever called upon.

• Appropriate record keeping through coding as to preserve goods and reduce

obsolescence.

• Proper stocking of goods as ensure smooth handling.

If above objectives are met, warehouse management significantly increases the overall
efficiency of the production and organization. A robust warehouse management would ensure
that:

• A smooth flow of production

• Appropriate layout management to reduce material handling and equipment handling

• Reduce to wastage as well as spoilage

• Eliminate the possibility of theft and damage

• Ensure preservation of environment and reduce pollution.

• Encourage cost reduction and driving efficiency

• Significance of the study

Implementing a Warehouse Management System (WMS) is imperative for any logistics
system. A WMS has many capabilities for your business which can bring many benefits. Long
term such as reduced errors, cost savings and better customer service. Below are some of the
reasons on the importance of a warehouse management system for 2020.
Cost savings
Having more staff within your operations generally means you have higher overheads. With an
operational WMS system it can help optimize processes. So you won’t need to hire more staff.
Inventory Control and Accuracy
One of the main functions of a Warehouse Management System is to improve all stock control
and tracking. You will be able to assist clients with goods and products. In which they want
and keep up to date with relevant stock information. This should in the long run improve all
customer satisfaction levels. Also, remove all potential operating costs incurred due to any
errors which can improve profits and cost reductions.
Warehouse Space
For Warehouse Managers, having enough storage space is important for effective warehouse
operations. A warehouse management system functionality is designed to locate relevant items.
Such as sell-by date, packing, receiving and shipping. This means long term your inventory
holding costs can be lowered potentially.
Enhance Customer Service
With a Warehouse Management System, it enables all inventory. Paper work which can be
reduced so all tickets, packing lists and reports can all be maintained. Not to mention by
streamlining all processes from order to delivery, availability on products can be more accurate
by specific delivery dates to customer which in the long haul will reduce customer complaints
and an overall improved customer service.
Reduce lost inventory
Implementing a WMS system, each item within the warehouse assigned in a slot which is
tracked. from the process, none of the products within the warehouse should be misplaced.

• Research methodology
• Primary Data: primary data is collected from internet and survey.
• Secondary Data: secondary data is collected through discussion with the
 merchant and the employee of the company.
Data collection is made by mostly by primary data.

• Limitation of the study.

High Setup Costs

The biggest disadvantage of having a warehouse is that the initial setup cost for setting a
warehouse is huge and companies that are small are not able to afford the initial set up expenses
of warehouse resulting in them depending on the public warehouse or rented warehouse for
storing their goods. In simple words, high setup costs are one of the biggest hurdles in the
company having its own warehouse for storage of products produced by the company.

Additional Administrative Costs

Another limitation of warehouses is that apart from initial setup costs the company also has to
pay recurring expenses like salary to warehouse employees, electricity bills and other
administrative expenses which in turn reduce the company’s profits. In simple words, the
benefits of having a warehouse should outweigh the recurring administrative expense in order
to be warehouse being profitable for the company.

Not Helpful in increasing Sales

Warehouses can only help in maintaining the constant supply of goods for meeting demand
from the consumers but if the company is thinking that setting up warehouses will help in
increasing the sales than the company is wrong as sales can only increase when a company has
a good product as well as a good marketing strategy. In simple words, warehouses can play a
good supporting role in ensuring that the company never runs out of the product but if the
company’s product is not good than having a warehouse is of no use and will lead to wastage
of the company’s resources.
CHAPTER-2
Literature review

Theoretical background

Warehouse management

Meaning:

A warehouse management system (WMS) is a software application designed to support

and optimize warehouse functionality and distribution center management. These
systems facilitate management in their daily planning, organizing, staffing, directing,
and controlling the utilization of available resources, to move and store materials into,
within, and out of a warehouse, while supporting staff in the performance of material
movement and storage in and around a warehouse.
Warehouse management systems support warehouse staff in performing the processes
required to handle all of the major and many minor warehouse tasks such as receiving,
inspection and acceptance, put-away, internal replenishment to picking positions,
picking, packing, value added services, order assembly on the shipping dock,
documentation, and shipping (loading onto carrier vehicles). A warehouse management
system also helps in directing and validating each step, capturing and recording all
inventory movement, and status changes to the data file
A warehouse management system usually represents the central unit in the software
structure of a warehouse. The WMS receives orders from the overlying host system,
mostly an ERP system, manages these in a database and, after appropriate optimization,
supplies them to the connected conveyor control systems
Definition:

A warehouse is a building for storing goods.Warehouses are used

by manufacturers, importers, exporters, wholesalers, transport businesses, customs, etc. They
are usually large plain buildings in industrial parks on the outskirts of cities, towns, or villages.

They usually have loading docks to load and unload goods from trucks. Sometimes warehouses
are designed for the loading and unloading of goods directly from railways, airports,
or seaports. They often have cranes and forklifts for moving goods, which are usually placed
on ISO standard pallets loaded into pallet racks. Stored goods can include any raw materials,
packing materials, spare parts, components, or finished goods associated with agriculture,
manufacturing, and production. In India and Hong Kong, a warehouse may be referred to as a
"godown". There are also godowns in the Shanghai Bund

A warehouse can be defined functionally as a building in which to store bulk produce or goods
(wares) for commercial purposes. The built form of warehouse structures throughout time
depends on many contexts: materials, technologies, sites, and cultures.

In this sense, the warehouse postdates the need for communal or state-based mass storage of
surplus food. Prehistoric civilizations relied on family- or community-owned storage pits, or
‘palace’ storerooms, such as at Knossos, to protect surplus food. The archaeologist Colin
Renfrew argued that gathering and storing agricultural surpluses in Bronze Age Minoan
‘palaces’ was a critical ingredient in the formation of proto-state power.

Concepts:

Warehouses or distribution centres are places where raw materials, semi-finished or finished
goods are stored. They represent an interruption in the flow of material and thus add cost to the
system. Items should be warehoused only if there is an offsetting benefit gained from storing
them.
Warehouses include plant warehouses, regional warehouses, and local warehouses. They may
be owned and operated by the supplier or intermediaries such as wholesalers, or they may be
public warehouses. The latter offer a general service to their public that includes providing
storage space and warehouse services. Some warehouses specialize in the kinds of services
they offer and the goods they store.

The general warehouse where goods are stored for long periods and where the prime purpose
is to protect goods until they are needed. There is minimal handling, movement, and
relationship to transportation. Furniture storage or a depository for documents is examples of
this type of storage. It is also the type used for inventories accumulated in anticipation of
seasonal sales.

The distribution warehouse has a dynamic purpose of movement and mixing. Goods are
received in large-volume uniform lots, stored briefly, and then broken down into small
individual orders of different items required by the customer in the marketplace. The emphasis
is on movement and handling rather than on storage. This type of warehouse is widely used in
distribution systems. The size of the warehouse is not so much its physical size as it is the
throughput or volume of traffic handled.

Transportation consolidation

As discussed before, transportation costs can be reduced by using that concept of warehouse.
This is accomplished by consolidating small (LTL) shipments into large (TL) shipments.
Consolidation can occur in both the supply and distribution systems. In physical supply, LTL
shipments from several suppliers can be consolidated at a warehouse before being shipped as
TL to the factory. In physical distribution, TL shipments can be made to a distant warehouse
and LTL shipments made to local users.

Product mixing

Although transportation consolidation is concerned with the reduction of transportation costs,

product mixing deals with the grouping of different items into an order and the economics that
warehouse can provide in doing this. When customers place orders, they often want a mix of
products that are produced in different locations.

Without a distribution centre, customers would have to order from each source and pay for LTL
transport from each source. Using a distribution centre, orders can be placed and delivered from
a central location.

Literature review

• Staudt et al. (2015) present a structured analysis of the literature on the warehouse
activities performance evaluation, including OP. For OP, the study highlights time,
quality, cost, and productivity as the main performance evaluation criteria (Staudt et al.
2015). They find the most-used time aspects to be lead time and picking time

• According to Gu et al. (2010), there is a gap between the published research and the
practice of projecting and operating warehouses. The authors state that, to establish this
 interface between academia and practice, there must be an improvement in the state-of-
the-art for warehousing project methodology

• As a search strategy, the terms “warehouse design” and “facility planning” and
“logistics” were employed. Since any research involving systematic reviews of
literature generally include a minimum of ten years, the study covered the years 1999
through 2015 (Yang et al., 2006; Li et Cavusgil, 1995; O’Donnell et David, 2000; Ngai
et al., 2011; Ngai et al., 2008).

• Although a number of recent accounts on physical distribution, logistics, and supply-

chain management based on systematic reviews of the literature may be identified (e.g.
Carter et Easton, 2011; Gligor et Holcomb, 2012; Denk et al., 2012; Pilbeam et al.,
2012; Wong et al., 2012; Winter et Knemeyer, 2013), the issue of warehouse design has
not yet being addressed. Considering the proposal of Kirca and Yaprat (2010), the study
was structured into the following stages.

• Warehouse resources are frequently understood to include personnel, material handling

equipment, an information technology system, and a storage system (Hackman et al.,
2001; Rouwenhorst et al., 2000). However, there is no full agreement on what
constitutes a warehouse resource.

• For example, some view bar code scanners and carton boxes as resources
(Rouwenhorst et al., 2000). The inclusion or exclusion of resources from the warehouse
resource lists seems to be arbitrary. An argument can easily be made to consider pen
and paper as warehouse resources, as well as the lighting and ventilation systems.
There does not appear to be a conceptual definition of warehouse resources based on
their attributes which would allow grouping them into a useful typology. Besides, a
 nominal possession of a resource may not be sufficient for higher performance or a
competitive advantage; given the modern challenge of warehouses to do more with
less, the quantity, or capacity, of a resource must be taken into consideration (Peschke,
2001).

• To clarify specific parts of the definition, the mission of the warehouse is commonly
understood as a combination of storage and throughput of products at a desired level
of quality and minimum resource cost (Gu et al., 2007; Frazell, 2002). Only those
resources that support the required level of storage capacity and throughput directly
may qualify as key warehouse resources. In other words, key warehouse resources have
a critical bottleneck potential that will affect the flow of goods or related information
directly and have an impact on quality and cost. We will refer to this statement as the
inventory flow impact test (IFIT).

• The proposed formal definition of a key warehouse resource and two tests can be used
as tools to create a useful typology of key resources in a typical warehouse. But first,
we turn to academic literature to briefly examine already available classifications of
warehouse resources. It provides several lists of various warehouse resources. The
most succinct list is comprised of four resources: labor, space, equipment, and
warehouse management system (Hackman et al., 2001).

• However, the list of key warehouse resources identified above appears to be

incomplete. Some resources have been overlooked by researchers and need to be added
to this list. They can be discovered by identifying potential bottlenecks in the typical
inventory flow of a warehouse .This illustration reflects a common approach of
warehouse managers and warehouse management system designers as well as some
authors who wrote for practitioners (Frazell, 2002; Keller and Keller, 2014);

• Academic research, the putaway operation (moving goods from the receiving area to
storage locations) tends to be viewed as part of another step: receiving (Gu et al., 2007)
or storage (Rowenhorst et al., 2000)

• Receiving activities are unloading, checking for discrepancies, and repacking (Gu et
 al., 2007; Rowenhorst et al., 2000). Shipping may involve goods preparation for
transportation (palletizing, stretch-wrapping), quality control, and loading into a
transport conveyance such as a truck (Rowenhorst et al., 2000).

• There is practically no academic literature on warehouse doors that considers the

supply and demand relationship within the traditional warehouse operations. The
scarce cross-docking literature considers the optimum door layout for truck
assignments (Gue, 1999) or travel and waiting time minimization due to congestion
(Bartholdi and Gue, 2000) and is not applicable to 8 the insufficient door capacity
problem in an existing traditional warehouse operation.

• Existing handbooks and textbooks, e.g., Tompkins and Smith (1998) and Ballou
(2007), provide instructions for engineers on design and calculations of doors to match
initial desired throughput requirements, but they do not address the need to
accommodate an increase in the actual throughput over time. Ackerman (1999)
suggests designing new warehouse buildings with depressed footers to allow future
installation of dock doors as necessary. This great advice is, unfortunately, a missed
opportunity for companies conducting warehouse operations in existing regular
buildings, but his suggestion of moving away from dedicated door assignments to
flexible arrangements (Ackerman, 1999) could be a feasible practical recommendation
to implement.

• The survey was administered online by a commercial service using online panels. As
recommended in online survey methodological literature (Bethlehem and Biffignandi,
2012; Callegaro et al., 2014, 2015), collected data were screened for cases of satisficing
(careless respondents’ behavior) and misrepresentation fraud, and such responses were
eliminated. Data cleaning resulted in retaining 215 responses. It has been noted in
online survey methodological literature that a response rate for nonprobability online
panel surveys is nearly impossible to estimate and is less useful (Bethlehem and
Biffigandi, 2012)
Chapter - 3
Company profile

Name, Address And Location Of the Company

Name : Gati LTD.
Address and Location : Plot No.20, Survey No.12, Kothaguda, Kondapur, Hyderabad –
500084.
Company Details
CIN : L63011TG1995PLC020121
Company Name : GATI LIMITED
Company Status : Active
RoC : RoC-Hyderabad
Registration Number : 20121
Company Category : Company limited by Shares
Company Sub Category : Non-govt company
Class of Company : Public
Date of Incorporation : 25 April 1995
Age of Company : 25 years, 11 month, 21 days
Activity : Supporting and auxiliary transport activities; activities of travel agencies

Website : https://www.gati.com

Customer care : https://www.gati.com/contact-us/customer-care

COMPANY PROFILE

Gati – Leading End to End Logistics Solutions in India

Synonymous with facilitating hassle-free and personalized flow of goods between the point of
origin and the point of consumption, Gati offers end to end Logistics solutions for individuals
and corporates alike. Ever since its inception in 1989, Gati has applied analytics to logistics
services thus redefining each phase in the logistic process, from transportation to handling, be
it procurement and distribution or global and production.

Gati, founded in 1989, is India’s pioneer in Express Distribution and Supply Chain Solutions,
with a strong presence in Asia Pacific region and SAARC countries, along with an extensive
network across India providing timely deliveries to 19,000 pincodes, covering 735 out of 739
districts in India.

Gati’s integrated and IT backed multi modal network of air, road and rail coupled with Pan
India warehousing facilities across India, allows us to provide customized Supply Chain
Solutions to customers across industries.

The pro logistics solutions offered by Gati spans more than 99% of districts in India and have
the rare distinction of largest multi-modal connectivity comprising surface, air, and rail. Further
boosting the logistics management are over 500 pick-up points in India and coverage of more
than 200 countries managed by a sizeable workforce of over 5500 people.

In order to provide all-inclusive multi-modal logistics services that deliver excellence, Gati
offers a bouquet of technology-enabled services on the foundation of web-based GEMS (Gati
Enterprise Management Services). The discerning clientele can log on to the website and track
their orders online. Scanned copy of Proof of Delivery (POD) is sent by email to the customers.
Regular e-mail updates of consignments are an integral part of providing holistic services to
each customer. Five call centres armed with a toll free number provides assistance at hand
24x7x365 across India. SMS updates on mobile phones further help in staying connected to
the customer at all times.

Coupled with the technological endeavour, the committed and credible workforce and the
inherent sense of dedication and perfection has made Gati India’s leading name in Warehouse
Management, International Freight Forwarding, Express Distribution Services, Supply Chain
Solutions, Cold Chain Transportation Solutions, Custom Clearance and e-Commerce
Solutions. Serving over 9000 customers, Gati is also the preferred name in serving the top 10
names in healthcare, engineering, automotive and consumer durable industry.

1. VISION
Ingenuity in motion to serve stakeholders for market leadership, by far.

2. MISSION
Always be customer-centric and proactive. Create digitally-enabled, well-governed, logistics
magic, worldwide.

3. VALUES

1. Entrepreneurship with a Purpose

Practice the owner’s mindset, as the organisation is the collective soul of its employees. Be
unwilling to accept ‘it cannot be done’ as an answer. Take initiative to push limits. Use
resources consciously, chase goals aggressively, be frugal and pursue passion for business
excellence.

2. Customer Centricity
Recognize that our customers are the reason for our existence. Be obsessive about delighting
customers and all stakeholders. As our Vision and Mission suggest, go to infinite ends to deliver
the best customer experiences.

3.Innovation and Execution

Constantly strive to challenge conventional views and drive innovation with new ideas, a
futuristic outlook and perspectives from the youth. Maximise impact by delivering world-class
solutions leveraging IT, digital platforms and newer technologies. Be agile, flexible and lead
the disruption.

4. Collaboration
Build a highly capable and committed team to build growing businesses which deliver highest
value by fostering a meaningful relationship with all stakeholders by practicing highest
standards of business ethics, humility and governance.

5. Care for Environment and Society

Always aim to minimise the impact on environment, supporting scientific research that reflects
environmental and sustainability concerns. Build a culture of empathy within the companies
towards colleagues as well as underprivileged individuals around us. Be responsible corporate
citizens and contribute to a better society, country and world at large.
 Chapter 4
Survey Analysis And Interpretation

Survey Analysis And Interpretation

• Gati Kausar Cold Chain Logistics

Gati Kausar is a subsidiary and cold-chain arm of India’s logistics giant Gati Limited. It is the
longest established cold-chain company in India, with 30 years of expertise in the cold-chain
distribution business. Gati Kausar offers customized solutions for temperature sensitive
shipments including consumer foods, pharmaceuticals, retail and agri-food sectors.

• Gati Inventory Supply Chain Management

GIETL, a subsidiary of Gati Limited, offers clients a unique business partnership in domestic
distribution management with focus on logistics efficiency. Some of the services GIETL
provides are imports/exports of products as importer/exporter of record (IOR/EOR), billing &
distribution to end customers and high sea sales management. We also provide distinctive
supply chain solutions to consumer goods companies.

• Gati E-Connect End-to-end Solutions for all your eTailing needs:

The Indian e-Commerce market is flourishing as a result of increasing internet and mobile
penetration, growing acceptability of online payments and favourable demographics. Gati E-
connect, the e-Commerce Logistic Solutions vertical of Gati, is India’s first integrated e-
Commerce logistic solutions provider. Backed by the pioneer and leader in Express
Distribution in India, Gati E-connect has an extensive reach of more than 99% of districts in
India. Whether you have a Business to Business (B2B), Business to Customer (B2C) or
Customer to Customer (C2C) requirement, your quest for the perfect logistics partner ends
here. Our services ensure that your customers keep coming back to you because positive buying
experience is a vital step in improving consumer confidence in an online retail environment
thereby inducing repeat purchase
DATA INTERPRETATION

• Is GATI good for long term investment?

As on 16-Apr-2021, the Fundamentals of GATI are Poor and hence it's not good for long term
investment ! See Financial Performance of GATI . Please look at the other parameters such as
Valuation, Price Momentum, News & Corporate Governance and/or consult an Investment
Advisor before taking an investment decision!

• Is GATI Under Valued or Over Valued?

As on 16-Apr-2021, GATI is Over Valued and hence NOT a good buying opportunity according
to Share Valuation at this time!

• What is the Intrinsic Value of GATI ?

As on 16-Apr-2021, the Intrinsic Value of GATI is Rs. 45.08 determined based on Median of
the 3 historical models.

• Why should I choose Gati Packers Movers?

Gati Packers Movers is a well known and highly reliable name in the mover's packers segment.
We have a highly trained staff for packing, unpacking, loading, unloading, and transportation
of goods. We use the safest and secure packaging material and containers so as to ensure the
safety of the items that are being moved.

• How much time would a pre-move survey take at my home?

A pre-move survey could take anywhere between 2 to 4 hours depending upon the nature and
the number of the items to be shifted.

• Why do I need insurance if everything is packed professionally?

You must get your goods insured even when they are packed professionally as it would save
you from any monetary loss in case the items are damaged or destroyed due to unforeseen
reasons such as fire, accidents, sabotage, riots, etc during the moving process.
 Chapter 5
Findings

5.1 Findings

Gati provides end to end integrated supply chain services and solutions to businesses across
industry verticals. With 5 Mn + 3PL/WH Capacity including 3 e-fulfillment centres Gati caters
to customers in various sectors, including e-commerce, Hospitality, Healthcare, Computer
peripherals & spare parts, Consumer electronics and Automotive spares.

Gati-KWE provides customized, state-of-the-art warehousing services for the industry segment
along with offering industry-specific advantages. It offers complete supply chain solutions
comprising core logistical activities and value-added services such as freight forwarding,
customs clearance, inventory management, import/export management, packaging and
labeling, distribution, assembly/installation, after sales support and reverse logistics.
 Chapter 6
Conclusion

Warehouse management systems help control the flow of inventory through distribution
centers. Also, a WMS can manage fulfillment operations. As a result, the company’s processes
gain efficiency and cost savings.