Jaypee Business School

Jaypee institute of information technology

(Declared Deemed to be University u/s 3 of UGC Act)

Corporate Internship Report on

Sales and market analysis

Report submitted as a partial requirement for the award of the three-year

Bachelor of Business Administration Program

BBA 2020-23

Company: Global Projekt Logistique

Start Date for Internship: 15th June 2022

End Date for Internship: 30th July 2022

JBS-Faculty Supervisor:

Dr Shivani Kapoor
 Self-Certificate

Iithei undersignedisolemnlyideclareithatitheiprojecti reportiCorporatei In

ternshipiisibasedionimyiworkicarriedi outiduringi myistudyiunderitheisu
pervisioniofiDriShivianiiKapoor.
Iiassertitheistatementsi madeiandiconclusionsi drawniareianioutcomeiof
imyireseiarchi work.i Ii furthericertifyi thatitheiworkicontainediinitheirepo

rtiisioriginaliandihasibeenidoneibyimeiunderithei generalisupervisioniofi
myisupervisor.
TheiworkihasinotibeenisubmitteditoianyiotheriInstitutioniforianyiotheri
degree/diploma/
certificateiinithisiuniversityiorianyiotheriUniversityiofiIndiaioriabroad.
Iihavei followedi thei guidelinesiprovidedibyithei universityiiniwritingithei
report.
WheneveriIihavei usedimaterialsi(data,itheoreticalianalysis,ianditext)ifr
omiotherisources,iIihavei givenidueicrediti toi themiinitheireport'si textia
ndi tiheiridetailsi inithei references.

iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiii Name:iMayankiBisht

iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiii Enrollmentinumber:i20709136
TurnitiniplagiarismireportifromiLRC
 Acknowledgement

Aisix-weekiIndustryitrainingiisiaigoldeniopportunityiforilearningiandiself-
development.iconsiderimyselfiveryiluckyiandihonoreditoihaveisoimanyiwonderfulipeopleileadimei
throughiinicompletioniofithisiproject.

IiwouldilikeitoiacknowledgeiandigiveimyiwarmestithanksitoimyimentoriDriShivaniiKapooriwhoima
deithisiworkipossible.iHeriguidanceiandiadviceicarriedimeithroughiallitheistagesiofiwritingimyiproj
ect.iIiwouldialsoilikeitoithankimyisupervisoriMr.iManishiSingh,igeneraliforwardingi&freightiforilettingim
yitimeiatiglobaliprojektilogistiqueibeianienjoyableimoment,iandiforihelpingimeiatieveryitimeiIinee
dedithemiandilettingimeiexperienceitheicorporateiworldithatiIihaveialwaysidreamediof.

IitakeithisiopportunityitoiextendimyisincereigratitudeitoiMr.iSupratimiiiiMajumdar,iDirector,iGlobali
ProjektiLogistiqueiforigivingimeianiopportunityitoiundertakeiinternshipitrainingianditheiprojectio
nitheitopiciAnalyzingicustomeribehavioriinilogistique.
LastibutinotitheileastiIiamigratefulitoientireistaffiofiGlobaliProjektiLogistique,iwhoihelpedimeitoiun
derstandimarketingiandisalesiprepositionsiinitheicorporateisector.
 Table of Contentsi i

Contents
Self-Certificate.............................................................................................................................................2
Acknowledgement.......................................................................................................................................5
ExecutiveiSummary.....................................................................................................................................7
MissionistatementiofiGLOBALiPROJEKTiLOGISTIQUE...........................................................................8
Reliability,iSafetyi&iEfficient................................................................................................................8
WhoiAreiwe.........................................................................................................................................9
WhyiUs................................................................................................................................................9
ProductiPortfolio..........................................................................................................................................10
TruckingiServices.................................................................................................................................12
Servicesiprovided..............................................................................................................................13
Import...............................................................................................................................................13
Export................................................................................................................................................13
CrossiTrades......................................................................................................................................14
ProductiManagement........................................................................................................................15
Strengths i of i Global i Projekt i Logisti cs........................................................................................26
Weaknesses i of i Global i Projekt i Logisti cs....................................................................................27
Opportuniti es i for i Global i Projekt i Logisti cs...............................................................................28
Threats i to i Global i Projekt i Logisti cs............................................................................................29
To i Conclude....................................................................................................................................30
FinancialiHighlights............................................................................................................................33
RatioiAnalysis.....................................................................................................................................38
TypesiofiReverseiLogistics..................................................................................................................44
ReverseiLogisticsiComponents:..........................................................................................................44
1.iHowitoiputimyiknowledgeiandiskillsiintoipractice..........................................................................58
2.iTheibenefitsiofinetworking............................................................................................................58
3.iUnderstandingiworkplaceiculture..................................................................................................58
4.iEnthusiasmiisiinvaluable................................................................................................................58
5.iKeepingiaijournaliisigreatiforipersonaligrowth...............................................................................59
6.iHowiimportantigoodicommunicationiis.........................................................................................59
7.iTheibenefitsiofitakingionifeedback.................................................................................................59
 Execut ve Summary

Global Projekt Log st que s a young team of ded cated sh pp ng profess onal who l ve & breathe
the sh pp ng bus ness.
They prov de custom zed solut ons w th an eye for deta led execut on, g v ng dry run-on
documentat on or sh pment layout. Our emphas s s on long term relat onsh ps w th our partners
and stake holder. We value and respect cargo however B g or Small, w th the same ded cat on.
The report br efs about everyth ng that have done and learned wh le th s nternsh p. The key
learn ngs of the nternsh p were
How to put my knowledge and sk lls nto pract ce-From conduct ng comprehens ve compet tor
analys s research, to des gn ng a market ng and commun cat on plan, my knowledge of bus ness
and market ng theor es was transformed nto a ser es of pract cal techn ques and sk lls that can
now mplement n real-l fe bus ness scenar os, all thanks to my nternsh p.
The benef ts of network ng-Dur ng my nternsh p, learned how to commun cate and bu ld relat
onsh ps w th the people worked w th. learned how to ntroduce myself, talk about my nterests,
knowledge and sk lls
Understand ng workplace culture-Culture nfluences commun cat on, and as an nternat onal
student, learned that every company or organ zat on has ts own culture.
Enthus asm s nvaluable-As an ntern, d scovered t’s essent al to be enthus ast c and open to
learn ng new sk lls, ask ng for more work and be ng cur ous to learn and ask quest ons. Th s att
tude w ll show that you enjoy be ng part of the team and that you're keen to help.
The report also talks about the swot analys s wh ch have done by myself goes as follows
Strengths of Global Projekt Log st cs
Recent Results, Strong Free Cash Flow, Good RO , Strong Brand Portfol o, Outstand ng
Performance n New Markets, H ghly Sk lled Labour, Mergers and Acqu s t ons.
Weaknesses of Global Projekt Log st cs
More nvestment s Needed n New Technolog es, F nanc al Plann ng s Not Be ng Performed
Properly and Eff c ently, H gh Labour Outflow, Not Very Successful n ntegrat ng Compan es w th
D fferent Work Cultures, H gh Compet t on, Product Market ng.
Opportun t es for Global Projekt Log st cs
New Env ronmental Pol cy, New Taxat on Pol cy, Open New Markets Through Government
Agreements, New Customers Through Onl ne Channels, Econom c Recovery
Threats to Global Projekt Log st cs
Legal Act ons, L qu d Term nal l ng Bus ness, F erce Compet t on, L ab l ty Laws, Quant tat ve
ncreases n Commod t es, Operates Globally
Conclus on
Global Projekt Log st cs s a well-known log st cs company w th s gn f cant global pos t ons. Dur ng
the SWOT analys s of Global projekt Log st cs, we found that the company s h ghly dependent and
enjoys strong brand awareness and trust from ts customers. t has a sol d log st c base and covers
all markets t serves, but suffers from more act ve research and development from an ncreas ng
number of manufacturers and compet tors n the same space.
But be ng such a huge brand across mult ple countr es, Global projekt Log st cs should cont nue to
nnovate and develop more products and launch them n the market w th the best poss ble market
ng strateg es.
Espec ally d g tal market ng wh ch s v tal n today’s grow ng and expand ng world, to get better
results and to rema n compet t ve n the market. f you don’t have any dea of what d g tal market
ng s or want to learn more about t and upgrade yourself, here s Onl ne D g tal Market ng Course
to know more.
Recommendat on
My only recommendat on to Global Projekt Log st que would be to mprove the r d g tal med a
market ng as t has proven to be a lot benef c al for everyone. For the seller, t has prov ded h
m/her the potent al customers, and for the buyer, t has g ven a lot of opt ons from the comfort of
the r screens.
 General study of organ zat on

M ss on statement of GLOBAL PROJEKT LOG ST QUE

Rel ab l ty, Safety & Eff c ent
Rel ab l ty
Rel ab l ty s based out of knowledge and exper ence over years of sh pp ng n both establ shed and
emerg ng markets. Rel ab l ty also comes out of assoc at on w th key partners who have the same
bel ef on del verables and accountab l ty.
Safety
Safe (ty): of the cargo comes f rst rrespect ve of the s ze and value, because of our concern
towards del verables n terms of t me, resources and future repeat orders – we opt m ze sh pp ng
log st cs modes & opt ons w th no comprom se on safety.
Eff c ent
Eff c ent(cy): emerges out of everyday processes from the t me of hand hold ng nto tender b ds, to
execut on of cargo w th both pre/post sh pment procedures. Eff c ency s based on “Ka zen” – do
ng t r ght the f rst t me.
Who Are we
We are a young team of ded cated sh pp ng profess onals who l ve and breathe the sh pp ng bus
ness. Our performance s based on a deep understand ng of ndustr al products and work flows, th
nk ng out of the box to solut ons hav ng both knowledge sk lls and the fresh approach of a young
enterpr se.
We prov de custom zed solut ons w th an eye for deta led execut on, g v ng dry run on
documentat on or sh pment layout. Our emphas s s on long term relat onsh ps w th our partners
and stake holder. We value and respect cargo however B g or Small, w th the same ded cat on.

Why Us
Network ng w th the r ght local partner hav ng ns ght knowledge to access b l ty, mport
documentat on and hav ng scored h gh on del verables – help us to bu ld up rel able partners who
also become stake holders to project & log st cs execut on.
 Product Portfol o

A r cargo sea cargo warehous ng heavy l ft project

Global Projekt Log st que offers an array of serv ces nto core act v t es l ke sh pp ng worldw de through A R &
SEA. Custom broker serv ces over the world through our trusted and renowned partners spec ally deal ng for
“Door to Door” del very n Afr ca & C S, Heavy L ft Projects , Charter ng , Break Bulk & Super OOG handl ng ,
on demand Warehous ng along w th the correct consult ng for procedures of documentat on - Pre &
Post sh pments.

Industry Expertise

Pharm aceutical Electrification Sugar Plants Cem ent plants Transm ission & Institutional Trafos Pressure
Projects Distribution Books vessels / boilers
 Log st cs Expert se

VESSEL CHARTER NG
Global Sh pp ng Serv ces sourced a part charter vessel to meet our urgent schedules and del very
schedule under an L/C a happy customer for all your Full and Part Charter needs, contact the
experts at GPL

PROJECT MANAGEMENT
Global Projekt has full profess onal expert se for your end-to-end log st cs and project
management need. Expert solut ons on 3PL & 4PL act v t es for you supply cha n movement.

HEAVY HAUL LOG ST CS

Global Projekt take care of your heavy cargo effect vely. Hav ng a solut on base serv ce, we
understand the sc ence beh nd the Heavy log st cs stat ng” Don’t worry be heavy”.

BREAK BULK SERV CES

At Global, we understand the need of customer and offer them not only convent onal BB serv ce,
but BB load ng on conta ner zed vessel to keep a check on log st cs cost.

OVERS ZED CONTA NERS & SPEC AL EQU PMENTS

Experts n OOG Flat racks, Open tops, platforms for fast and rel able ocean fre ght serv ce when BB
sn’t acceptable. nclud ng p ck up, load block and brac ng, NCB nspect ons.”
nternat onal fre ght forward ng

A r Cargo

• D g tal & global a r log st cs serv ces

• Cover ng the world w th partner network
• Compl cated & DG a r export & mport clearance
• Partnersh p w th core carr ers

Sea Cargo

• D g tal fre ght management

• Spec al ze n cr t cal & compl cated sh pment
• Complete & correct sh pp ng
Procedure

Warehous ng & Custom Broker

• D g tal wms pan nd a on demand

• D g tal document management
• Transparent & fast custom brok ng serv ces

Truck ng Serv ces

• D g tal fre ght book ng

• L ve track ng & updates
• Partner w th prom nent asset owners n nd a

Serv ces prov ded

 mport
Whether you are a f rst-t me mporter, or a seasoned profess onal, we w ll be able adv se you on
the most su table sh pp ng methods and oversee the handl ng of your sh pment from the sh pper's
warehouse, r ght up to your door.
You are nv ted to contact us for mport adv ce, whether t be to establ sh sh pp ng costs or sh
pment method alternat ves, ass stance n determ n ng correct customs tar ffs, or to ensure mport
compl ance w th regulatory bod es.
A rfre ght and sea fre ght
Customs documentat on fac l t es
Warehous ng & d str but on
Cargo nsurance
Door Del very
Space and nventory at Or g n

Export
Whether you are sell ng overseas for the f rst t me, an exper enced exporter try ng to break nto
new markets or s mply mov ng your personal effects, our team s there to adv se and ass st.
From the moment of departure, sh pments w ll be mon tored as appropr ate though to the f nal
stages of clearance and del very by our overseas agents.
Our serv ces nclude:
Consol dat on and d rect load ng
FCL and LCL conta ner serv ce
Full documentat on
Handl ng and forward ng of dangerous goods
Cargo nsurance
Customs declarat ons
A rport to a rport or door to door
Warehous ng and storage

Cross Trades
F nd ng a rel able log st cs prov der n a fore gn country can be a daunt ng task, fraught w th r sk
and uncerta nty.
We take that uncerta nty away. As part of our value added serv ces, we are able to manage the
movements of your cargo to and from th rd-party countr es. These cross-trades allow us to act as a
s ngle po nt of contact for your moves, offer ng secur ty and peace-of-m nd that the ent re
transport solut on s be ng handled profess onally, by our trusted partners.
We are members of a spec al st network of agents that prov des us w th a global coverage of l ke-m
nded fre ght forwarders. Th s network allows us to hand-select the best partners for each and
every job, allow ng us to ma nta n the personal, spec al zed serv ces commensurate w th a
company of our s ze, wh lst offer ng the global reach of mult -nat onal organ zat ons.
We can handle most sh pments, to and from most parts of the world and can act on behalf of bus
nesses, pr vate nd v duals and agents al ke.
Network ng w th the r ght local partner hav ng ns ght knowledge to access b l ty, mport
documentat on and hav ng scored h gh on del verables – help us to bu ld up rel able partners
who also become stake holders to project & log st cs execut on

Project Challenges

 Execut ng a full-fledged EPC project n a country w th l m tedly developed nfrastructure

fac l t es
 Handl ng complex log st cs n nd a
 Tak ng cont ngency r sk measures to m t gate r sks ar s ng due to poss b l ty of h gh average
ra nfall n a trop cal country.
 Employ ng mag nat ve and nsp red eng neer ng to ach eve cost eff c ency and ensure t
mely and qual ty del very of project to Customer sat sfact on.
 The log st cs n nd a are handled by us w th aggregat on of equ pment as per the d spatch
schedule

Wh le study ng the local cond t ons n terms of geography, customs requ rements and other
statutory and regulatory conform ty, we would be des gn ng the cost effect ve, rel able and safe
log st cs framework for the customers , for smooth handl ng of cargo from ts very ncept on t ll the
f nal door del very - “sure to door”.

 Contracts w th heavy haulers and spec al zed equ pment suppl ers
 Contracts w th Surveyors for port operat ons
 Plann ng and execut on of operat ons at s te ( both or g n and at dest nat on)
 L ft ng and transportat on of over d mens onal cargoes at or g n and dest nat on
 Custom clearance processes end to end.
 Spec al zed serv ce for surveys and perm ts
 On-s te ass stance w th superv s on
 T mel ne updates at every stage
 Part and full charters of vessels
  Spec al zed n handl ng hazardous and sens t ve cargo

Vert cals where we spec al ze n:

Energy : Solar & W nd
EPC : Sugar & Cement plants, Hydro projects, Electr f cat on projects
Transm ss on & D str but on projects
Plant & Mach nery ( Cap tal Goods)
Product Management
We take on the awkward, the remote and the compl cated work. We do t because t s d ff cult and
we love us ng creat v ty and ntell gence to solve complex project cargo log st cs problems. We
offer project coord nat on and turnkey transport solut ons; from personal consultat on to deta led
plann ng and surveys, through to f nal execut on.
We are able to obta n the necessary perm ts, whether for nland transport or country-spec f c
over-fl ghts all as part of our full-serv ce portfol o. Fam l ar w th customs regulat ons at pol t cal
borders and w th a global network of selected agents, our project.

Global Log st cs ndustry

n 2020, the lockdowns mplemented because of Cov d-19, d srupted most sectors and espec ally
accelerated change across the global log st cs market. t led many global f rms to d vers fy the supply cha n
to de-r sk the r bus ness model. Dur ng the early phases of the pandem c, the Bus ness-to-Bus ness (B2B)
log st cs market nearly came to a halt. n contrast, the last-m le del very serv ces w tnessed a boost ow ng
to onl ne reta l, part ally offsett ng the decl ne n other log st cs segments. n the second half of 2020 as
overall demand returned, the a r and sea fre ght volumes mproved. As recovery cont nues, the global log
st cs market s ze s projected to grow from USD 2,734 b ll on n 2020 to USD 3,215 b ll on by 2021, a growth
of 17.6% on Y-O-Y bas s (Source: Globalnewsw re, 2020). The preva l ng trend towards omn channel d str
but on, technology adopt on and prol ferat on of e-commerce, among others have proved benef c al for
the log st cs market growth. However, a shortage of conta ner ava lab l ty s expected to create a problem
n supply cha ns and t s l kely to keep rates h gh through the f rst half of 2021. Th s s tuat on s l kely to be
back to pre-COV D-19 level once trade flow rebalances across geograph es.

About nd an Log st cs ndustry

Over the past few years, the nd an log st cs ndustry has been on a constant move. The nd an log st cs
sector s valued at USD 215 b ll on and has been w tness ng a CAGR of 10.5% (Source: Outlook nd a, 2021).
After the Cov d-19 outbreak n March 2020, restr ct ons on the movement of goods and backlogs d srupted
the supply cha n. Demand for essent al products pushed the log st cs operators to ensure that the goods
reach the customers and stores. Ra l fre ght replaced roads because of restr ct ons and th s led to a faster
movement of cargo. There was an ncrease n technology adopt on by the log st cs players to enhance
operat onal eff c enc es. Go ng forward, the technolog cal n FY 2019-20. Ut l t es, pharmaceut cals, d
agnost cs, consumer goods and durables, agrochem cal, and fert l zers sector were among the few that
performed better dur ng the f scal. Good agr cultural performance (Source: Bus ness Standard, 2021) and
geared-up Government spend ng are the pos t ve elements character z ng the economy. The recovery
scale would determ ne the susta nab l ty of the Government’s h gher f scal def c t and debt between med
um and long term. The second wave of the v rus could dampen the est mated growth prospects and also
dent consumer and corporate conf dence. trends that emerged n FY 2020-21 are expected to ga n further
tract on n FY 2021-22. Bes des, several factors l ke strong nfrastructure, channel all ances, urban zat on,
and ncreased consumer preference for the reduced del very t me are go ng to act as a growth catalyst for
the log st cs space.

Key trends
shap ng the domest c log st cs ndustry The log st cs ndustry n nd a has evolved s gn f cantly over the last
decade. The sector has been n-step match ng the dynam c requ rements of the modern consumer and var
ed customers both small and large scale. As d g t zat on takes the hold, new technolog es and collaborat ve
bus ness model has helped n chang ng the bus ness landscape, meet ng evolv ng customer expectat ons
and sett ng new trends. The broad trends can be def ned as follows:
Chang ng consumer
behav or Grow ng e-commerce ndustry ncreas ng demand from E-commerce players s boost ng requ
rement of fulf lment centers across nd a. Also, log st cs compan es are reduc ng the e-commerce r sk by
mak ng sure that r ght products are del vered to the r ght customer at the r ght t me. Both play a key role by
allow ng each other to grow.

Demand for cold cha n

The cold cha n sector s termed as the sunr se sector, and the Government s mak ng cont nuous efforts by
mplement ng favorable pol c es such as prov d ng nfrastructure status to cold cha n ndustry, prof t-l nked
tax hol day, pr or ty sector lend ng status and lower GST. Organ zed reta l and food serv ce ndustr es have
emerged as new cold cha n segments, pr mar ly due to chang ng consumpt on patterns. Demand for a large
var ety of fresh fru ts and vegetables, da ry products, meats and poultry products and other temperature
sens t ve commod ty has led to a r se n cold cha n nfrastructure. ncreased nternet penetrat on and d
sposable revenue ncome has expanded the demand for cloud k tchens. W th the prol ferat on of E-grocers
and food tech players there s a grow ng trend for cold storage spaces and cloud k tchens.

D g tal payment ecosystem

There has been a man fold ncrease n d g tal payments post Cov d-19. To g ve a further boost, the
Government earmarked ` 1,500 Crores for a scheme to ncent v ze d g tal payments wh ch w ll help speed
up the day-to-day operat ons for log st cs compan es.

Mach ne learn ng
1. Better plann ng & dec s on-mak ng lead ng to reduced costs

2. Offers data analys s to f gure out better strateg es for opt m z ng nventory
3. Def nes and pred cts future stats and f gures
4. Automates processes wh ch leads to resource management by replac ng trad t onal techn ques
nternet of Th ngs ( oT)
1. mproved secur ty and theft detect on
2. H gher employee safety
3. End to end product track ng

Enhanced sh pment track ng

1. GPS track ng allows constant 2-way commun cat on w th the fleet
2. mprove the qual ty of Customer Serv ce

Autonomous dr v ng (Trucks & Drones)

1. Reduce human error on road thus lead ng to publ c health and safety
2. Product ve ut l zat on of travel t me lead ng to mprovement n product v ty
3. Drones would lead to decrease n cost and t me for onl ne del ver es

Cloud-based log st cs solut ons

1. Enables real-t me v s b l ty across log st cs processes and data
2. Easy to scale up thus help ng develop dynam cs supply cha ns
3. Reduces cap tal expend ture and cost of software ma ntenance and upgrades

Blockcha n
1. Enhanced transparency due to accurate documentat on across the supply cha n journey
2. Shared, permanent and tamper-proof ledger w th cod f ed rules helps to potent ally el m nate
the mult ple aud ts requ red by nternal systems and processes thus lead ng to better secur ty
3. Decentral zed arch tecture coupled w th scalable, secure and transparent framework opens up
vast opportun t es ncreas ng nnovat on

Opportun t es for nd an Log st cs ndustry

Domest cat on & redes gn of supply cha ns
Post Cov d-19, the relat onsh p of the West w th Ch na has turned qu te sour. t led them to look at
nd a as a sourc ng partner for goods and become a substant al alternat ve for mports from Ch na.
W th str ct qual ty control, ava lab l ty of cheap labor, Engl sh-speak ng and sk lled workforce, nd a
has the advantage of penetrat ng faster n th s space.
R s ng trade
The bottlenecks result ng out of the pandem c are eas ng out gradually, lead ng to ncrease n
ndustr al output, wh ch s backed up by products’ demand across the globe. Th s has streaml ned
nd a’s trade flow fast, as there has been surge n domest c export as well as mport n the second
half of FY 2020-21. Th s ncreas ng trade act v ty goes well for the nd an log st cs ndustry.

ncreas ng demand for warehous ng

At present, the demand for the warehous ng spaces across the country s largely be ng dr ven by
three aspects. F rst, entry of several fore gn players because of eased FD rules and flex ble labour
laws. Second, expans on of domest c ndustr es n the country ow ng to Government’s v s onary
deas such as ‘Make n nd a’ and ‘Aatman rbhar Bharat’. Th rd, need for safety stocks to prevent
stockouts, caused by changes n customer demand, ncorrect forecast, and var ab l ty n lead t mes
for raw mater als.

Formal zat on of the log st cs ndustry

The log st cs ndustry s head ng towards be ng organ zed. Th s w ll not only result n reduct on of
overall costs but w ll also enhance competenc es. The organ zed log st cs ndustry w ll be able to
attract more players and h gher nvestments from other sectors. Th s w ll a d n bu ld ng
nfrastructure, adopt ng latest technolog es and d g t zat on nto the system. The n t at ves by the
Government would also lead to formal zat on of the log st cs sector by lay ng down a bas c
framework for the operat on of log st cs prov ders, promot ng excellence, creat ng qual ty jobs
and l vel hood opportun t es. For example: ntroduct on of the E-Way b ll (electron c documentat
on a med to track goods movement and prevent tax evas on under GST) ncreased transparency,
enhanced eff c ency and reduced the overall lead t me to del ver goods.

Vacc nes & pharma log st cs

The Government has rolled out two vacc nes nat onally and a nat onw de noculat on dr ve has
already started. W th th s, there has been a grow ng need for cold cha n solut ons. To extend the
reach of the dr ve, the Government has earmarked over ` 35,000 Crores towards the COV D-19
vacc nes and the r d str but on. t w ll create a vast opportun ty for the log st cs compan es, wh ch
are capable of handl ng the cold cha n.

Conta ner zat on

The boost n trade s translat ng nto h gher demand for conta ner zat on. At present, nd a sources
ts ent re conta ner needs from Ch na. There s a conta ner shortage on major l ner routes caus ng
delays n sh pment of export goods result ng n s gn f cant fre ght rate h kes. To overcome th s, nd
a s look ng to enter the conta ner manufactur ng sector, as the country a ms to g ve thrust to ts
exports. nd a’s M n stry of Ports, Sh pp ng and Waterways has already set up a comm ttee to
study the poss b l ty of manufactur ng conta ners at Bhavnagar n Gujarat.
Atman rbhar Bharat
W th an a m of mak ng the country ndependent and self-susta nable aga nst the compet t on n
the global supply cha n, n May 2020, the Government announced a spec al econom c package of ₹
20 Lakhs Crores wh ch s equ valent to almost 10% of nd a’s GDP under Atman rbhar Bharat
campa gn. The campa gn has cumulated to surge n warehous ng demand espec ally n the
temperature-controlled warehous ng space. TC serves an mportant role n advanc ng the
Government’s v s on of Atman rbhar Bharat campa gn. Our serv ces w ll mprove ag l ty, credent al
stab l ty, transparency, and speed, add ng to the overall development n nd a’s log st cs space.

Challenges
The log st cs sector has operated n the background and s st ll largely unorgan zed. Desp te log st
cs be ng g ven the sectoral status, t st ll cont nues to be character zed by several challenges.

Regulatory challenges
nfrastructure bottlenecks
nfrastructural problems such as bad roads, poor connect v ty, and lack of susta nable transport
modes such as coastal sh pp ng, nland waterways, and ra lways have ncreased costs per transact
on n the nd an log st cs sector. Desp te decent cap tal outlay for nfrastructure development,
there has been a delay n execut on because of a complex env ronment and loose regulatory
clearance, and problem n land acqu s t on. There are, however, suff c ent port and a r capac t es,
but the lack of effect ve connectors has mpacted goods movement.

nsuff c ent ntegrat on

A major poser encountered by the ndustry today s nsuff c ent ntegrat on of transport networks,
nformat on technology, and warehous ng & d str but on fac l t es. Regulat ons are mposed by nat
onal, reg onal, and local author t es and they d ffer demograph cally, h nder ng the creat on of a
nat on-w de network.

nadequate nsurance coverage

Unl ke most developed econom es, the goods be ng transported nto nd a are not adequately
nsured. n fact, log st cs serv ce prov ders (LSPs), warehouse serv ce prov ders (WSPs) and
transporters end up tak ng nsurance on behalf of the r customers for ‘d rect cash deb ts’ for s gn f
cantly h gh amounts. Further, LSPs cont nue to be h ghly vulnerable due to the unfa r r sk allocat
on between them and sh ppers. Sh ppers are somet mes absolved of l ab l ty even when they are
at fault, and these costs are borne by LSPs.

Secur ty, health, safety and env ronment concerns

Safe handl ng and transportat on of raw mater al ntermed ates and f n shed products n the
supply cha n have long been recogn zed as h ghly mportant n the log st cs bus ness. Therefore,
overcom ng the Challenges for nd an Log st cs ndustry CO SR FS 35 challenges of secur ty by ensur
ng customers that the Company ma nta ns proper safety-handl ng nformat on to prevent
unwanted loss of conta nment and asset ntegr ty rema ns at the forefront. Truck dr vers face
occupat onal hazards l ke acc dents ow ng to d ff cult dr v ng cond t ons, prolonged work ng hours,
long per ods away from home and fam ly wh ch greatly mpacts the r health. Therefore, encourag
ng them to focus on the r health s another aspect that needs to be looked upon. Explor ng su table
smart technology to mprove env ronmental stewardsh p, reduce damage and ensure sourc ng
and d str but ng products n a susta nable way s t me-consum ng but these can pay d v dends at a
huge scale n the long term.

R s ng fuel pr ces
For the nd an log st cs ndustry, r s ng fuel pr ce s an ncreas ng problem. f the fuel pr ces r se, t s
l kely to ncrease transportat on costs for the log st cs compan es and cut down the r operat ng
ncome. There s a need to br ng n un form ty n taxat on by br ng ng the ‘petroleum products’ nto
the GST net.

Large segment of unorgan zed sector Most of the log st cs ndustry n the country s
controlled by unorgan zed players. t compr ses small truck owners, warehouseoperators, fre ght
forwarders, last-m le connect v ty prov ders, among others who have d s ntegrated work
processes. (e.g., truck owners/operators).

Sk ll development
The nnovat ons and developments n the cold supply cha n, spec al zed warehous ng, and d g t zat
on have made t a necess ty to have a sk lled workforce. n nd a, the major ty of the workforce s n
the nformal/unorgan zed sector and s unsk lled. To tackle th s challenge, publ c-pr vate
partnersh ps w ll be requ red to up-sk ll or re-sk ll the current and the future workforce. Th s w ll
close gap between demand and the supply of sk lled manpower.

Afr ca log st cs
We offer cargo clear ng serv ces through reg stered clean ng agents and spec al sts n border
clearance serv ces, n all trans t and dest nat on countr es.
We perform full fleet management, route plann ng,
t me frames coord nat on, and constant track ng &
report ng to our cl ents w th unl m ted cl ent access
to cargo movement.

Our Spec al zat on n Afr can routes has enabled us to

offer rel able transportat on, d str but on and
clearance serv ces at most compet t ve tar ffs.

• Spec al sts n cross-border transportat on to SADC countr es & all locat ons further
north on the Afr can cont nent
• Close knowledge of Afr can transportat on cond t ons and challenges
 Russ a & C S
C S market of SCM serv ces needs strateg cally cons dered and balanced
nnovat ve dec s ons wh ch could substant ally mprove var ous aspects of
key bus ness process ntegrat on n the reg on whether your goods are
transported by ra l, road, a r or sea or n a comb nat on of these modes of
transport, whether your goods are heavy goods or hazardous goods –
thanks to the r many years of exper ence and an extens ve network of local
offices, our spec al sts w ll always find the best way to transport your cons
gnment.

We are cover ng below C S dest nat ons w th rel able and trusted partners:

Armen a | Azerba jan | Georg a | Kazakhstan | Kyrgyzstan | Moldova |

Mongol a | Russ a | Taj k stan | Turkmen stan | Ukra ne | Uzbek stan | Belarus |
Balt c states: Eston a - Latv a - L thuan a

For every transport route, our ded cated, b l ngual and exper enced log st
cs partners n C S, deal w th every challenge that the real zat on of your
cargo br ngs w th t. Be t pharmaceut cals or project cargoes -we are rel
able and safe, del ver ng sure to door.
  V a Novoross ysk to Russ a / Kazakhstan / Kyrgyzstan / Taj k stan
 V a Georg a Pot to Azerba jan / Armen a / Turkmen stan / Uzbek stan
 V a Ch na Q ngdao to Magnol a / Kazakhstan /
Kyrgyzstan / Taj k stan / Turkmen stan / Uzbek stan
 V a F nland and Russ a to Moscow

Swot analys s
Strengths of Global Projekt Log st cs
Your organ zat on’s strength s someth ng that makes t stand out from the rest. t can be a compet
t ve advantage that sets t apart from ts compet tors. Some of the strengths of Global projekt Log
st cs are as follows –
 Recent Results: Growth n operat ng prof t w th an ncrease n operat ng marg ns. The log
st cs player reported a consol dated net prof t of Rs 228.01 crore n the quarter ended
September 30, 2021, as aga nst a net prof t of Rs 57.25 crore n the same per od last year.
  Strong Free Cash Flow: There s a strong free cash flow that puts resources nto the hands
of the company to expand nto new projects.
 Good RO : t s relat vely successful n new projects and prov des a h gh return on cap tal
expend tures through the creat on of new revenue streams.
 Strong Brand Portfol o: Over the years Global projekt Log st cs has nvested n bu ld ng a
strong brand portfol o. Th s brand portfol o can be very useful f an organ zat on wants to
expand nto new product categor es.
 Outstand ng Performance n New Markets: Global projekt Log st cs has accumulated
exper ence to enter new markets and ach eve success. The expans on has helped organ zat
ons create new revenue streams and d vers fy bus ness cycle r sks n the markets n wh ch
they operate.
 H ghly Sk lled Labour: H ghly sk lled workforce through successful educat on and tra n ng
programs. By nvest ng enormous resources n the tra n ng and development of Global
projekt Log st cs employees, they not only create h ghly qual f ed employees but also mot
vate them to ach eve more.
 Mergers and Acqu s t ons: A track record of successfully ntegrat ng add t onal compan es
through mergers and acqu s t ons. Over the past few years, he has successfully ntegrated
several technology compan es to opt m ze operat ons and establ sh a stable supply cha n.

Weaknesses of Global Projekt Log st cs

Strategy s all about cho ces and weaknesses are areas where compan es can mprove through
SWOT analys s and leverage the r compet t ve advantage and strateg c pos t on ng.
 More nvestment s Needed n New Technolog es: G ven the scale of the expans on and
the mult ple geograph c reg ons n wh ch the company w ll expand, Global projekt Log st
cs’ overall ntegrat ng processes requ re more money to be nvested n technology. Current
nvestments n technology are not al gned w th the company’s v s on.
 F nanc al Plann ng s Not Be ng Performed Properly and Eff c ently: The l qu d asset rat o
and l qu d ty rat o nd cate that a company can use ts cash more eff c ently than t currently
s.
 H gh Labour Outflow: W th h gher dropout rates compared to other organ zat ons n the
ndustry, Global projekt Log st cs, and has to spend s gn f cantly more on employee tra n ng
and development than ts compet tors.
  Not Very Successful n ntegrat ng Compan es w th D fferent Work Cultures: As ment
oned earl er, Global projekt Log st cs s successful at ntegrat ng small compan es. t has ts
share of fa lures to merge f rms that have d fferent work cultures.
 H gh Compet t on: The da ly stock s h gh compared to ts compet tors, so the company has
to ra se more cap tal to nvest n the channel. Th s could affect the long-term growth of
Global projekt Log st cs.
 Product Market ng: Although the product s successful n terms of sales, ts pos t on ng and
un que sell ng propos t on are not clearly def ned, mak ng t vulnerable to attack from
compet tors n th s sector.

Opportun t es for Global Projekt Log st cs

Opportun t es are potent al areas for compan es to focus on to mprove results, ncrease sales, and
ult mately prof t.
 New Env ronmental Pol cy: New opportun t es w ll create a level play ng f eld for everyone
n the ndustry. Th s s a great opportun ty for Global projekt Log st cs, nc. to real se the
benef ts of new technolog es and ga n market share n new product categor es.
 New Taxat on Pol cy: New tax pol c es can have a s gn f cant mpact on the way Global
projekt Log st cs does bus ness and open up new opportun t es for them to ncrease ts
prof tab l ty.
 Open New Markets Through Government Agreements: New technology standards and
government free trade agreements prov ded to Global projekt Log st cs open up opportun
t es for Global projekt Log st cs to enter newly developed markets.
 New Customers Through Onl ne Channels: The company has nvested huge amounts of
money n ts onl ne platform over the past few years. Th s nvestment opened up a new
sales channel for Global projekt Log st cs. Over the next few years, compan es w ll be able
to se ze th s opportun ty by better understand ng the r customers and meet ng the r needs
through b g data analyt cs.
 Econom c Recovery: Econom c recovery and r s ng consumer spend ng after years of
recess on and slow ndustr al growth are opportun t es for Global projekt Log st cs to
attract new customers and ncrease market share.

Threats to Global Projekt Log st cs

Threats are env ronmental factors that can harm a company’s development. Here are some of
Global projekt Log st cs’ threats:
  Legal Act ons: The company may face legal act on n other markets g ven the cont nu ng
fluctuat ons n d fferent laws and product standards n those markets.
 L qu d Term nal l ng Bus ness: the ma n threat to the bus ness ar ses from changes to
government pol c es and nadequate port nfrastructure as well as geopol t cal nstab l ty.
 F erce Compet t on: Strong prof tab l ty has ncreased the number of players n the
ndustry over the past two years, putt ng downward pressure on overall revenue as well as
prof tab l ty.
 L ab l ty Laws: Vary from country-to-country Global projekt Log st cs may face a var ety of l
ab l ty cla ms as a result of these market pol cy changes.
 Quant tat ve ncreases n Commod t es: Th s could jeopard ze Global projekt Log st cs’
prof tab l ty. A shortage of sk lled labour n certa n global markets threatens Global projekt
Log st cs’ cont nued earn ngs growth n the market.
 Operates Globally: Because the company operates n many countr es, t s exposed to
currency fluctuat ons, espec ally g ven the unstable pol t cal env ronment n many markets
around the world. Th s may face some challenges n the market and may result n some
losses as well.

Th s ends our elaborat ve SWOT analys s of Global projekt Log st cs. Let us conclude our learn ng
below.

To Conclude
Global Projekt Log st cs s a well-known log st cs company w th s gn f cant global pos t ons. Dur ng
the SWOT analys s of Global projekt Log st cs, we found that the company s h ghly dependent and
enjoys strong brand awareness and trust from ts customers. t has a sol d log st c base and covers
all markets t serves, but suffers from more act ve research and development from an ncreas ng
number of manufacturers and compet tors n the same space.

But be ng such a huge brand across mult ple countr es, Global projekt Log st cs should cont nue to
nnovate and develop more products and launch them n the market w th the best poss ble market
ng strateg es.

Espec ally d g tal market ng wh ch s v tal n today’s grow ng and expand ng world, to get better
results and to rema n compet t ve n the market. f you don’t have any dea of what d g tal market
ng s or want to learn more about t and upgrade yourself, here s Onl ne D g tal Market ng Course
to know more.

We hope th s blog on the SWOT analys s of Global projekt Log st cs has g ven you a good ns ght
nto the company’s strengths, weaknesses, opportun t es and threats.
 f you enjoy n-depth company research just l ke the SWOT analys s of Global projekt Log st cs,
check out our DE Knowledge portal for more fasc nat ng case stud es.
Thank you for tak ng the t me to read th s, and do share your thoughts on th s case study of the
SWOT analys s of Global projekt Log st cs n the comments sect on below.

Organ zat onal structure

 F nanc al Analys s

Overv ew
Global Projekt Log st que Pr vate L m ted s an unl sted pr vate company ncorporated on 21
December, 2017. t s class f ed as a pr vate l m ted company and s located n New Delh , Delh . ts
author zed share cap tal s NR 50.00 lac and the total pa d-up cap tal s NR 50.00 lac.

The current status of Global Projekt Log st que Pr vate L m ted s - Act ve.

The last reported AGM (Annual General Meet ng) of Global Projekt Log st que Pr vate L m ted, per
our records, was held on 30 November, 2021. Also, as per our records, ts last balance sheet was
prepared for the per od end ng on 31 March, 2021.

Global Projekt Log st que Pr vate L m ted has two d rectors - Suprat m Majumdar and Chandr ma
Majumdar.

The Corporate dent f cat on Number (C N) of Global Projekt Log st que Pr vate L m ted s
U74999DL2017PTC327487. The reg stered off ce of Global Projekt Log st que Pr vate L m ted s at
Flat No. 204, A rl nes Apartments, Plot No. 5, Sector 23 Dwarka, New Delh , New Delh , Delh .
F nanc al H ghl ghts
Prov ded here are the f nanc al nd cators for f nanc al year end ng on 31 March,
2021. Actu al numbers and more f nanc al data, updated unt l 31 March, 2021.
Operat ng Revenue Under NR 1 cr
EB TDA 122.80 %
Net worth 34.42 %
Debt/Equ ty Rat o -5.2
Return on Equ ty N/A

Here s a summary of f nanc al nformat on of Accrual NTELL GENCE GLOBAL

PROJEKT LOG ST QUE LTD for the f nanc al year end ng on 31 March, 2021.

Operat ng Revenue Under NR 1 cr

EB TDA 122.80 %
Networth 34.42 %
 Debt/Equ ty Rat o -5.2
Return on Equ ty N/A
Total Assets 83.84 %
F xed Assets -45.53 %
Current Assets 158.23 %
Current L ab l t es -97.72 %
Trade Rece vables N/A
Trade Payables -100.00 %
Current Rat o 47.6
Revenue / turnover of Accrual NTELL GENCE MANUALS ND A PR VATE L M T
ED s Under NR 1 cr
Net worth of the company has ncreased by 34.42
% EB TDA of the company has ncreased by

122.80 % Total assets of the company has

ncreased by 83.84 % L ab l t es of the

company has decreased by -97.72 %
ACCRUAL INTELLIGENCE MANUALS INDIA PRIVATE LIMITED

As on (units in INR) 31 March, 31 March, 31 March, 31 March,

2021 2020 2019 2018
Equity & Liabilities
Shareholders’ Funds
Share Capital 5,00,000 5,00,000 5,00,000 5,00,000
Reserves and Surplus (9,02,250) (11,13,332) (6,03,113) (4,86,780)
Money Received Against Share 0 0 0 0
Warrants
Share Application Money Pendin 0 0 0 0
g Allotment
Non-Current Liabilities
Long Term Borrowings 20,67,059 4,95,754 3,26,754 50,000
Deferred Tax Liabilities 0 0 0 0
Other Long Term Liabilities 0 0 0 0
Long Term Provisions 0 0 0 0
Current Liabilities
Short Term Borrowings 0 0 0 0
Trade Payables 0 1,345 0 99,438
Other Current Liabilities 23,600 10,34,657 4,24,557 4,98,222
Short Term Provisions 0 0 0 0
Total Equity and Liabilities 16,88,409 9,18,424 6,48,198 6,60,880

Assets
Non-Current Assets
Fixed Assets
Tangible Assets 45,712 83,915 1,53,988 1,68,243
Intangible Assets 0 0 0 0
Capital Work-in-Progress 0 0 0 0
Intangible Assets Under Develop 0 0 0 0
ment
Non-Current Investments 0 0 0 0
Deferred Tax Assets 3,13,915 1,94,013 66,623 5,562
Long Term Loans and Advances 2,05,500 2,05,500 2,05,500 0
Other Non-Current Assets 0 0 0 0
Current Assets
Current Investments 0 0 0 0
Inventories 0 0 0 0
Trade Receivables 4,68,630 0 0 25,000
Cash and Cash Equivalents 6,54,652 4,24,996 2,20,245 1,63,081
Short Term Loans and Advances 0 10,000 1,842 2,98,994
Other Current Assets 0 0 0 0
Total Assets 16,88,409 9,18,424 6,48,198 6,60,880
ACCRUAL INTELLIGENCE MANUALS INDIA PRIVATE LIMITED

As on (units in INR) 31 March, 31 March, 31 March, 31 March,

2021 2020 2019 2018
Continuing Operations
Revenue from operations 9,90,000 7,63,000 10,62,800 2,19,000
Other income 0 0 0 0
Total revenue 9,90,000 7,63,000 10,62,800 2,19,000
Cost of materials consumed 0 0 0 0
Purchases of stock in trade 0 0 0 0
Changes in inventory 0 0 0 0
Employee benefit expenses 6,20,050 8,99,800 1,71,480 70,081
Finance costs 0 0 200 0
Depreciation and amortization 38,204 70,073 1,01,630 28,345
Other expenses 2,40,566 4,30,736 9,66,885 6,12,916
Total expenses 8,98,820 14,00,609 12,40,195 7,11,342
Total revenue less total expenses 91,180 (6,37,609) (1,77,395) (4,92,342)
Prior period and exceptional items 0 0 0 0
Profit before extraordinary items 91,180 (6,37,609) (1,77,395) (4,92,342)
Extraordinary items 0 0 0 0
Profit before tax 91,180 (6,37,609) (1,77,395) (4,92,342)
Current tax expense 0 0 0 0
Deferred tax expense (1,19,902) (1,27,390) (61,061) (5,562)
Profit from continuing operations 2,11,082 (5,10,219) (1,16,334) (4,86,780)
Profit from discontinuing operation 0 0 0 0
s (after tax)
Net profit/loss 2,11,082 (5,10,219) (1,16,334) (4,86,780)
ACCRUAL INTELLIGENCE MANUALS INDIA PRIVATE LIMITED

As on 31 March, 202 31 March, 202 31 March, 201

1 0 9
Total Debt/Equity Ratio
Total Debt/Total Assets Ratio 1.24 1.67 1.16
Total Assets/Equity Ratio
Net Debt/Equity Ratio
Quick Ratio 47.60 0.41 0.52
Current Ratio 47.60 0.42 0.52
Interest Coverage Ratio -885.98
Gross Margin 100.00 100.00 100.00
Net Margin 21.32 -66.87 -10.95
EBITDA Margin 13.07 -74.38 -7.11
Return on Fixed Assets 461.77 -608.02 -75.55
Return on Equity
Return on Capital Employed 18.43
Total Asset Turnover 0.59 0.83 1.64
Fixed Asset Turnover 21.66 9.09 6.90
Days Receivables Outstanding 172.00 0.00 0.00
Days Payables Outstanding
Days ofiInventory
 Rat o analys s
Rat o analys s s an mportant f nanc al analys s techn que wh ch allows us to ga n ns ghts nto a
company’s l qu d ty, prof tab l ty and operat onal eff c ency by analyz ng the f nanc al statement of
the organ zat on.
F nanc al Rat os helps the company n s mpl f cat on of account ng data and
accommodat ng n comparat ve study. They also help n locat ng the weakness of
the bus ness by analyz ng the f nanc al statements.
Not only th s but they are also useful n forecast ng and est mat ng the trends of the bus ness.

The degree to wh ch the bus ness rel es on f nanc ng ts object ves and the ab l ty to
repay th e debt are measured us ng l qu d ty proport ons and cap tal des gns.

Rat o Analys s
L qu d ty Rat os
Th s rat o helps to understand the ab l ty of the f rm to meet ts current l ab l t es

 Current Rat o or Work ng Cap tal Rat o

Th s rat o expla ns the relat onsh p between current assets and current l ab l t es of a bus nes
s. Th s rat o s used to assess the f rm’s ab l ty to meet ts short-term l ab l t es.
Current Rat o = Current Assets / Current
L ab l t es Current Rat o = 1,123,282 /
23600
= 47.60

 Qu ck Rat o or Ac d Test Rat o

Th s rat o nd cates whether the f rm s n a pos t on to pay ts current l ab l t es w
th n a mo nth or mmed ately
Qu ck Rat o = L qu d Assets / Current L
ab l t es Qu ck Rat o = 1,123,282 / 23600

= 47.60
Solvency Rat o
These rat os are calculated to assess the ab l ty of the f rm to meet ts long-term l ab l t es.

 Debt Equ ty Rat o

Th s Rat o expresses relat onsh p between long term debts and shareholder’s
funds. Th s rat o s calculated to assess the ab l ty of the f rm to meet ts long-term
l ab l t es.
Debt Equ ty Rat o = Debt / Equ ty or Long-term debts / Shareholder’s funds or
net worth Debt Equ ty Rat o = 5.20

 Total Assets to Debt Rat o

Th s rat o expresses the relat onsh p between the total assets and the long-
term debts. t measures the extent to wh ch long term debts are covered by assets
wh ch nd cates the marg n of safety ava lable to prov ders of long-term loans.
Total Assets to Debt Rat o = Total
Assets / Debts Total Assets to Debt
Rat o = 1.24
Turnover Rat os
These rat os nd cate the speed or number of t mes the cap tal employed has been
rotated n t he process of do ng bus ness.

 Total Assets Turnover Rat o

Th s rat o s used to measure the eff c ency w th wh ch a company s ut l z ng ts
assets to ge nerate revenue.
Total Assets Turnover Rat o = Net Sales / Average
Total Assets Total Assets Turnover Rat o = 0.59

 F xed Assets Turnover Rat o

Th s rat o helps us n understand ng how eff c ent an organ zat on s n sales
generat on from ts ex st ng f xed assets.
F xed Assets Turnover Rat o = Net Sales / Average
Total Assets F xed Assets Turnover Rat o = 21.66

Prof tab l ty Rat o

These rat os are used to measure the prof tab l ty of the bus ness.

 Net Marg n Rat o

Th s rat o helps expresses the prof t from bus ness operat ons as a percentage of net sales.

Net Marg n Rat o = Revenue -

Cost / Revenue Net Marg n Rat o
= 21.32
 Gross Marg n Rat o
Th s rat o compares the gross marg n of the organ zat on to the revenue of the company.

Gross Marg n Rat o = 100.00

 Return of F xed Assets Rat o

Th s rat o helps the nvestors n understand ng how effect ve the company s n
convert ng th e money t nvests nto net ncome

Return of F xed Assets Rat o = Net Revenue / Average Total

Assets Return of F xed Assets Rat o = 21.66

 Return on Cap tal Employed Rat o

Th s rat o assesses the company’s prof tab l ty and cap tal eff c ency.

Return on Cap tal Employed Rat o = Operat ng Earn ngs / Cap tal
Employed Return on Cap tal Employed Rat o = 18.43

F nanc al Rat os of The Organ zat on

Accrual ntell gence Manual Group Pr

vate L m ted F nanc al Rat os as on 31
March 2021

Rat os 31 March 2021

Total Debt / Equ ty Rat o 5.20

Total Debt / Total Assets Rat 1.24

o

Qu ck Rat o 47.60

Current Rat o 47.60

Gross Marg n 100.00

Net Marg n 21.32

EB TDA Marg n 13.07

Return On F xed Assets 461.77

Return On Cap ta Employed 18.43

Total Asset Turnover 0.59

F xed Asset Turnover 21.66

Days Rece vable Outstand ng 172.00

 Project descr pt on
Project 1
Object ve- Mon tor and report reverse and forward log st cs ssues

Reverse log st cs s a type of supply cha n management that moves goods from customers back to
the sellers or manufacturers. Once a customer rece ves a product, processes such as returns or
recycl ng requ re reverse log st cs.

Reverse log st cs start at the end consumer, mov ng backward through the supply cha n to the d
str butor or from the d str butor to the manufacturer. Reverse log st cs can also nclude processes
where the end consumer s respons ble for the f nal d sposal of the product, nclud ng recycl ng,
refurb sh ng or resale.
 5 Steps to Good Reverse Log st cs

1. Process the Return

The return process starts when the consumer s gnals they want to return a product. Th s
step should nclude return author zat on and dent fy the product’s cond t on. Th s process
also nvolves schedul ng return sh pments, approv ng refunds and replac ng faulty goods.
2. Deal w th Returns
Once a returned product arr ves at your locat on or central zed process ng center, nspect
t and determ ne ts return category. (Note: f you have opt m zed reverse log st cs, you
should know where the product should go before t arr ves.) Sort products nto the d spos t
on opt ons: f x, resell as new, resell as a return, recycle, scrap or refurb sh.
3. Keep Returns Mov ng
Reduce your da ly waste by send ng repa rable tems to the repa r department.
4. Repa r
After rev ew ng the returned tem/equ pment and determ n ng whether t can be repa red,
move t to the repa r area. f not poss ble, sell any sellable parts.
5. Recycle
Any parts or products that you cannot f x, reuse or resell should be sent to the area for
recycl ng.
Types of Reverse Log st cs
The d fferent types of reverse log st cs are also known as reverse log st cs components. They focus
on returns management and return pol c es and procedures (RPP) and account for remanufactur
ng, packag ng, unsold goods and del very ssues. Other types of reverse log st cs account for
leases, repa rs and product ret rement.

Reverse Log st cs Components:

 Returns management: Th s process deals w th product returns from customers or avo d

ng returns n the f rst place. These act v t es should be fast, controllable, v s ble and stra
ghtforward. Customers judge a company on ts return flow and re-return pol c es. A re-
return s the return of an tem a second t me. Often, these returns tr gger the extended
return pol c es, such as offer ng store cred t. For example, a customer buys a returned
product on clearance, takes t home and d scovers t broken. The store pol cy would not
normally accept the return, but t does allow for a store cred t for the faulty product. A re-
return can also occur when a vendor rejects the return and g ves t back to the purchaser w
thout a refund. Th s scenar o could happen w th custom-made tems.
 Return pol cy and procedure (RPP): The pol c es about returns that a company shares w th
customers s ts RPP. These pol c es should be v s ble and cons stent. Employees should
also adhere to them.
 Remanufactur ng or refurb shment: Another type of reverse log st cs management
ncludes remanufactur ng, refurb sh ng and recond t on ng. These act v t es repa r, rebu ld
and rework products. Compan es recover nterchangeable, reusable parts or mater als
from other products, also known as the cann bal zat on of parts. Recond t on ng nvolves
tak ng apart, clean ng and reassembl ng products.
 Packag ng management: Th s type of reverse log st cs focuses on reuse of pack ng mater
als to reduce waste and the d sposal.
 Unsold goods: Reverse log st cs for unsold goods handles returns from reta lers to
manufacturers or d str butors. These types of returns can be due to poor sales, nventory
obsolescence or a del very refusal.
 End-of-l fe (EOL): When a product s EOL, t s no longer useful or does not work. The
product may no longer meet a customer's needs or be replaced by a newer, better vers on.
Manufacturers often recycle or d spose of products that are end-of-l fe. These goods can
create env ronmental challenges for manufacturers and countr es.
 Del very fa lure: W th fa led del ver es, dr vers return products to sort ng centers. From
there, the sort ng centers return the products to the r po nt of or g n. Wh le rare, some sort
ng centers may have the staff ava lable to dent fy why a del very fa led, correct the
problem and resend.
 Rentals and leas ng: When a p ece of equ pment comes to the end of ts lease or rental
contract, the company that owns the product can remarket, recycle or redeploy t.
 Repa rs and ma ntenance: n some product agreements, customers and compan es ma
nta n equ pment or repa r t f ssues ar se. n some cases, the company sells damaged
returned products to another consumer after repa r.
 Project 2

Object ve- Process serv ce orders

Order Process ng Expla ned

As the name mpl es, order process ng s the process or workflow that happens after a customer
places an order. Th s starts w th conf rm ng the products are n stock, then p ck ng the tems from
nventory and send ng them to a sort ng area. Next, each nd v dual order s comp led, carefully
packed, labeled and sh pped to the customer’s address, e ther d rectly (for bus nesses w th
smaller sh pp ng volumes) or through order consol dat on (for bus nesses w th h gher sh pp ng
volumes).

5 Steps n Order Process ng Workflow

Order process ng ncludes f ve ma n steps from order placement to del very — and somet mes cont
nues on f a customer starts a return process. But what s actually happen ng wh le an order s process
ng? Here’s a breakdown of the typ cal workflow:

1. Order placement: When the bus ness rece ves a customer order, order deta ls ( nclud ng tems,
tem quant t es, sh pp ng deta ls and del very addresses) are typ cally sent to an order management
system. f the company has several fulf llment centers or warehouse locat ons, the OMS w ll
automat cally determ ne the appropr ate warehouse locat on to sh p from, based on the del very
address and tem ava lab l ty. Th s helps reduce trans t t mes and del very costs. n some nstances,
one order w th mult ple tems may be fulf lled from several warehouse locat ons to ensure faster del
very. For example, f one fulf llment center does not stock a certa n tem or that tem s out of stock,
the customer may rece ve two sh pments from two d fferent locat ons so they do not have to wa t for
tems to be re-stocked.
2. P ck ng nventory: The process of collect ng a spec f ed quant ty of tems from nventory to sat
sfy customer orders. Order p ck ng must be a h ghly controlled process because t d rectly nfluences
the product v ty of the overall order process ng workflow — the sooner orders are accurately p
cked, the sooner they can be packed and sh pped. To eff c ently p ck orders, organ zat ons generally
employ d fferent p ck ng strateg es, nclud ng but not l m ted to:

 P ece p ck ng, where each p cker collects the necessary products for one order at a t me.
 Zone p ck ng, where each p cker s respons ble for p ck ng tems w th n a zone of the
warehouse. All tems are collated n the end.
 Batch p ck ng, where order p ckers collect products for several orders s multaneously, n
batches.

P ck ng can be done manually by us ng p ck ng sl ps and spreadsheets, or automat cally us ng

barcodes and scanners, or even p ck ng robots or mach nes.

3. Sort ng: Th s s when p cked tems are separated accord ng to the r dest nat on. f zone or batch p
ck ng strateg es are used, for nstance, each tem must be sorted nto ts respect ve order before t can
be packed and sh pped. Sort ng s an essent al step toward accuracy and customer sat sfact on
because t’s the perfect t me for workers to ensure all ordered tems are present and n good cond t on
for sh pp ng.

4. Pack ng: The process of protect vely pack ng tems nto appropr ate sh pp ng boxes. The pack ng
process also ncludes we gh ng the packages and label ng them w th rec p ents’ addresses and any
necessary del very nstruct ons. Whether tems are packed n custom packag ng or pla n corrugated
sh pp ng boxes, t’s mportant to pr or t ze d mens ons and we ghts that can be eas ly handled and are
cost-effect ve.
5. Sh pp ng: The process of transport ng orders to the r f nal dest nat on. Orders can e ther be sh
pped d rectly to the customer, or they m ght f rst be consol dated w th other orders go ng to nearby
locat ons to cut costs and m n m ze the total number of sh pments. f orders are consol dated, mult
ple orders are usually sh pped w th the same carr er and then forwarded to spec f c locales as
necessary. When sh pp ng, t’s mportant to use a rel able track ng system so you — and your
customers — can mon tor orders.

Once tems are del vered, bus nesses often follow up w th customers to ensure sat sfact on or answer
any quest ons regard ng the product purchased. f the order process ng steps are carr ed out effect
vely — mean ng all tems are del vered accurately, t mely and safely — customers are more l kely to
be sat sf ed.
 Project 3

Object ve- Research and respond to customer requests

Serv ce response log st cs s the process of respond ng to nd v dual serv ce requests. Agents, reta
lers, wholesalers, franch ses, electron c channels, etc. acts as an ntermed ary n serv ce response
log st cs.
The four concerns of serv ce response log st cs are as follows:
1) Serv ce capac ty: The f rm's serv ce system s des gned to handle a number of customers per
day. But when the demand from the customer exceeds the capac ty, the f rm h res more
personnel to meet the demand.

2) Wa t ng t me: t s the management of the actual wa t ng t me and standard wa t ng t me. Keep

customers occup ed, start the serv ce qu ckly, keep customers nformed, group customers
together, etc. are the techn ques used n wa t ng t me.

3) D str but on channels: D str but on channels nclude enterta nment, enterta nment, and eduta
nment, where enterta nment comb nes restaurant and enterta nment elements, enterta nment
enta ls reta l locat ons w th enterta nment elements, and eduta nment comb nes learn ng w th
enterta nment.

4) Serv ce qual ty: Rel ab l ty n perform ng serv ce, respons veness means promptness, ab l ty to
convey trust to customers, show ng empathy towards customers, phys cal character st cs of serv
ces nclude prov d ng fac l t es to customers are the f ve d mens ons of serv ce qual ty.
 Project 4

Object ve- Analyze sh pp ng and nventory data

n the f eld of log st cs and warehous ng, there s of course a lot of software that helps you w th the
opt mal route, warehouse ut l zat on and supply cha n management. But what are the bas c KP s n
th s area? Whether you are a data sc ent st, analyst or bus ness analyst, t s useful to understand
what the nd v dual departments actually do. What are the r goals? How do they earn the r money
d rectly or nd rectly? How can the success be measured? These quest on w th the r respect ve
answers helped me to understand the key f gures of the nd v dual departments.

Sources for Data

The f rst quest on s of course where to get data for poss ble KP s and further analyses. Typ cally,
sources for such data are:
 ERP systems
 Order management systems
 Mater al management systems
 Route opt m zat on systems
 and s nce a few years also more and more sensors by OT
Due to the fact that such systems grow qu ckly n terms of data volume, t s recommended to bu ld
a sol d data platform

Why the mportance n th s Area w ll ncrease

Espec ally n t mes of the Corona pandem c, we saw how mportant t s to have rel able supply cha
ns. To mon tor and opt m ze these supply cha ns, sensors and systems are needed .
By mak ng th s data ava lable, mportant KP s can be def ned. Only through th s nternal bus ness
processes become v s ble and measurable. The var ous areas can be only opt m zed through th s
way— nclud ng mater al management, warehous ng, transport, purchas ng, etc. — and the
supply cha n be opt m zed.
KP s
Here are some KP s n th s area came across w th. Of course, th s s only a small select on of KP s,
but th nk some of the most mportant ones, as they are often found n the l terature.
How rel able s your suppl er?
 Rel ab l ty of Suppl er = Number of goods del vered on t me and n good cond t on / total
goods
 Mult ple new stock del ver es each week.
How sat sf ed are your customers?
 Customer returns of good tems.
 Customer returns of damaged tems.
 Return to vendor stock.

Warehouse KP s
 Warehouse ut l zat on = Occup ed area / total area
 Sum of the mater al outflow
 Storage durat on
 nventory cost rate = nventory cost/ nventory value
Transportat on KP s
 On T me Del very
 Cost per Transport
 Project 5
Object ve - Work collaborat vely w th other organ zat ons w th n the supply cha n to support bus
ness processes

1. Collaborate n areas where you have a sol d foot ng.

Compan es are often tempted to use collaborat on as a way to f ll gaps n the r own capab l t es. n
pract ce, the most successful collaborat ons bu ld on strengths rather than compensat ng for
weaknesses. A manufacturer seek ng to collaborate w th a major reta ler n order to mprove ts
own forecast ng performance, for example, w ll have l ttle to ga n from access to the reta ler’s po
nt-of-sale data unless t has the n-house analyt cal capab l ty to make effect ve use of that data. S
m larly, there s l ttle po nt n enter ng collaborat ons to boost sales f any ncrease n demand s l
kely to run nto manufactur ng-capac ty constra nts.
Potent al collaborators should also be sure they have the r ght support ng nfrastructure n place n
advance of any collaborat ve effort. s the top management comm tted to the collaborat on
process and ready to offer support over the long term? Are nhouse nformat on technology ( T)
systems robust enough to fac l tate real-t me data shar ng f requ red?

2. Turn w n-lose s tuat ons nto w n-w n opportun t es w th the r ght benef t-shar ng model.
Some collaborat ons prom se equal benef ts for both part es. f, for example, a manufacturer and a
reta ler collaborate to opt m ze product m x, both could expect to benef t from the result ng
ncrease n sales. n other cases, however, the collaborat on m ght create as much value overall but
the benef t could fall more to one partner than to the other. Here’s one real-l fe example: a reta ler
and a manufacturer were able to reduce overall log st cs costs between factory and store by cutt
ng out the manufacturer’s d str but on centers and treat ng the reta ler’s d str but on network as
one ntegrated supply cha n, from manufactur ng plant to store shelf. However, the reta ler’s
supply cha n execut ves struggled to ga n acceptance for the dea from the r leadersh p because t
resulted n the reta ler carry ng a far larger fract on of the log st cs cost.
Rather than shy ng away from such asymmetr c collaborat ons, smart compan es can make them
work by agree ng on more soph st cated benef t-shar ng models. These can come n the form of d
scounts or pr ce ncreases to more fa rly share ncreased marg ns or cost reduct ons, or they can
nvolve compensat on n other parts of the relat onsh p. For example, when one reta ler
collaborated w th a manufacturer on a cobranded product l ne, the manufacturer agreed to
absorb the upfront product-development costs n return for an expanded share of the reta ler’s
product offer ngs across a w der set of categor es.
Benef t shar ng can help to overcome d fferences n strateg c pr or t es, too. One growth-focused
manufacturer was persuaded to jo n a supply cha n waste reduct on collaborat on w th a reta ler
by establ sh ng an agreement to depos t part of the sav ngs both compan es ach eved nto a jo nt
pool, wh ch would then be nvested n efforts to generate add t onal sales.
S m larly, n the product-flow mprovement case descr bed n the s debar (page 6), the
manufacturer prov ded the upfront nvestment n new reta l-ready packag ng, wh le ts reta l
partner reaped most of the benef ts n terms of ncreased ava lab l ty and reduced labor costs. The
two compan es establ shed a jo nt benef ts pool and agreed to use a percentage of the sav ngs to
fund future cost-reduct on efforts and a sales- mprovement program.

3. Select partners based on capab l ty, strateg c goals, and value potent al.
The b ggest potent al partner m ght not be the best one. Many compan es a m to collaborate w th
the r largest suppl ers or customers because they assume that the greatest value s to be found
there. n many cases, however, th s turns out not to be true. Collaborat on may be of more nterest
to a smaller partner, wh ch m ght nvest more t me and effort n the program than a very large one
that s already juggl ng dozens of s m lar n t at ves.
A better approach s one that assesses current customers or suppl ers across three key d mens
ons. F rst, s there enough potent al value n collaborat ng w th th s partner to mer t the effort?
Both partners n a prospect ve collaborat on need to be sure that t w ll del ver a suff c ent return
to just fy the upfront nvestment. Second, do both partners have suff c ently common strateg c
nterests to support the collaborat on? A reta ler that has pr or t zed growth n a part cular reg on
or segment w ll have more to ga n from collaborat ng w th a manufacturer that has a strong offer
ng n the same area. Th rd, does the partner have the r ght nfrastructure and processes n place to
prov de a bas s for the collaborat on? Collaborat ng to mprove forecast ng and demand plann ng
s l kely to be frustrat ng f one partner’s ex st ng plann ng processes, systems, or performance are
nadequate.

4. nvest n the r ght nfrastructure and people.

Both manufacturers and reta lers that part c pated n our research c ted a lack of ded cated
resources as one of the top three reasons for the fa lure of collaborat on efforts. Compan es
frequently underest mate the resources requ red to make collaborat ons work, assum ng that
staff n var ous funct ons can do what’s requ red n add t on to the r other respons b l t es.
n pract ce, even relat vely s mple collaborat ve tasks w ll be more d ff cult than equ valent act v t
es conducted w th n the walls of the organ zat on. That’s because staff must overcome d fferences
n culture, organ zat on, and term nology, not to ment on the bas c challenge of f nd ng the r ght
contact w th n the partner organ zat on w th whom to l a se.
D sconnects w th n one organ zat on can create problems, too. A “grassroots” collaborat on
started between two supply cha n managers can lead to rap d performance mprovements, only
to be snuffed out when those h gher n the organ zat on fa l to understand the n t at ve’s potent
al. Alternat vely, a collaborat on agreement made between two board-level execut ves w ll f zzle
out f the managers respons ble for execut ng t th nk t s yet another short-l ved sen or
management wh m, f they can’t see how the collaborat on w ll help them ach eve the r own
object ves, or f they lack the ncent ve to put add t onal effort nto the project on top of the r ex st
ng day-to-day roles.
To prevent both of these problems, best-pract ce compan es devote extra resources to the r
collaborat ons, part cularly n the early stages of a new relat onsh p. Appropr ate nfrastructure for
a successful collaborat on beg ns at the top of the organ zat on, w th a steer ng comm ttee of sen
or leaders who can set the def n ng v s on for the collaborat ve effort and allocate resources to
support t. The deta led des gn of the collaborat on program s then completed by a team compr s
ng members of all relevant funct ons from both partners n the collaborat on. The team for a
demand-plann ng effort, for example, should nclude members from sales, f nance, and supply cha
n for the manufacturer, and from purchas ng, merchand s ng, and store operat ons for the reta
ler. Th s team w ll also be respons ble for the day-to-day mon tor ng of the effort once t s up and
runn ng.
Execut on of the collaborat on should take place w th n the l ne organ zat on and w ll ult mately
form part of the everyday respons b l ty of the staff ass gned to t. The best compan es avo d forc
ng the r front-l ne staff to “re nvent the wheel” by prov d ng strong support when establ sh ng
each new collaborat on. They may, for example, leverage exper ence ga ned n prev ous collaborat
ons by sett ng up teams to support the r colleagues dur ng the n t al phase of subsequent efforts.

5. Establ sh a jo nt performance-management system.

An effect ve performance-management system helps a company to ensure that any long-term
project s on track and del ver ng the results t should. n supply cha n collaborat on efforts, both
part c pants should use the same performance-management system. By bu ld ng common metr cs
and targets—and jo ntly mon tor ng progress—compan es avo d the m sal gned ncent ves that
damage so many collaborat on efforts.
P ck ng the r ght metr cs can be challeng ng, however, and t w ll nev tably nvolve trade-offs. n a
collaborat on to reduce log st cs costs, for example, the partners may have to choose between a
pallet conf gurat on that’s opt m zed to su t a reta ler’s restock ng processes, wh ch w ll reduce n-
store labor costs, and one that opt m zes truck f ll, wh ch w ll reduce transportat on costs from d
str but on center to reta l store.
How to overcome these potent al confl cts? The tr ck s to keep th ngs s mple by p ck ng the
smallest poss ble number of metr cs requ red to g ve a p cture of the collaborat on’s overall
performance, and then to manage those metr cs closely, w th regular jo nt rev ews and problem-
solv ng sess ons to address trade-offs. The real power of any performance-management system
comes from th s frequent, robust d alogue between partners, yet th s s also the element most
commonly gnored or underemphas zed by collaborat ng compan es.
6. Collaborate for the long term.
The f nal v tal ngred ent of a successful collaborat on s stam na. t may take t me and effort to
overcome the n t al hurdles and make a new collaborat on work. Both part es need to recogn ze
th s and bu ld an appropr ate long-term perspect ve nto the r goals and expectat ons. Th s means
nclud ng metr cs that rev ew performance beyond the f rst year, as well as conduct ng jo nt, long-
term plann ng so both partners can understand each other’s longer-term object ves and dent fy n
t at ves they can work on together over t me. Such plann ng helps compan es to break out of the
short-term project mental ty that can l m t the benef c al mpact of collaborat on. Nevertheless,
partners must also ensure that they are do ng everyth ng they can to capture any ava lable qu ck w
ns, so the collaborat on starts del ver ng value as qu ckly as poss ble.
When compan es take a long-term perspect ve, the r collaborat ve efforts can become a v rtuous c
rcle: a greater understand ng of each other’s capab l t es, knowledge, and costs w ll often reveal
new potent al sources of value, wh le the exper ence of work ng closely together means that later
n t at ves w ll take less t me and be eas er to execute than early ones.

Recommendat on

D g tal Med a Market ng has proven to be a lot benef c al for everyone. For the seller, t
has prov ded h m/her the potent al customers, and for the buyer, t has g ven a lot of opt
ons from the comfort of the r screens.

But, there are certa nly some drawbacks to t. These are as follows:
Lack of Human Touch: Although the marketer always try to make h s/her posts
‘relatable’ for the consumer, the f rst nst nct of the v ewer s always that th s s just
 another advert sement to sell products. W th the retro and v ntage culture mak ng a
comeback, t s adv sable for the market ng agenc es to get out of the posts and stor es
norm.
There are other d g tal means to market your product as well. t m ght have a h gher n t al
cost, but runn ng a long-term campa gn, to maybe organ ze a phys cal event that h ghl
ghts your product’s features. A good example to th s would be “Coke Stud o or Nescafe
Basement”. These are mus c- o r e n t e d shows sponsored by the beverage brands.
The market ng strategy here has only one purpose, and that s to jo n the beverage’s
name w th someth ng joyful, that s mus c.
Make a commun ty: As prev ously d scussed, the consumers always quest on the brand
on ts genu ne ntent on. To overcome th s barr er of trust, t s always adv sable to prov de
value for free. A strong recommendat on would be to create a commun ty around your n
che. For example, you are a travell ng agency, creat ng a Facebook page where travel t ps
and d scuss ons take place. A traveler would f nd that group very valuable and may get
some good nformat on out of t. The commun ty also has a power to grow very fast, s nce
the l ke-m nded people double down on the promot on.

Avo d No sy Platforms: Wh le platforms l ke nstagram are very popular, and almost the
ent re aud ence would be there. t’s the closely kn tted smaller platforms l ke Telegram
and D scord, where one can eas ly f nd the r target aud ence. Th s s because one would
only jo n a group on these platforms based out of natural nterest.
Don’t fall n the trap of Cl ckba t: Cl ckba t can be def ned as content whose ma n purpose
s to attract attent on and encourage v s tors to cl ck on a l nk to a part cular web page. But
as you’ve probably exper enced many t mes before, cl ck ng on these types of l nks often
results n d sappo ntment…because the content of the blog post or art cle you cl ck
through to really doesn’t l ve up to what’s been prom sed. For example, that “one we rd tr
ck that w ll make you m ll ons” turns out to be not all that we rd, and not all that effect ve.
Generally, when we talk about cl ckba t, we’re referr ng to headl nes that are created for
the sole purpose of ent c ng a cl ck w thout hav ng the relevant content to back t up. We
came across publ c say ng that creat ng content can help bus nesses grow, but not just
any content. The content should be or g nal and should be transparent ns de out. Otherw
se, t would confuse and frustrate the v ewer, thus leav ng a bad mpress on.
f you nadvertently create cl ckba t from t me to t me, your aud ence w ll probably forg ve
you. But f you make a hab t of purposely com ng up w th outrageous headl nes, t s
guaranteed your reputat on w ll suffer.
Wh le you may attract cl cks and traff c n the short-term, those people are go ng to qu
ckly stop trust ng you – wh ch means those w ll be one-t me cl cks…not long-term readers,
followers or customers.

Key learn ngs

1. How to put my knowledge and sk lls nto pract ce

From conduct ng comprehens ve compet tor analys s research, to des gn ng a market ng and
commun cat on plan, my knowledge of bus ness and market ng theor es was transformed nto a
ser es of pract cal techn ques and sk lls that can now mplement n real-l fe bus ness scenar os, all
thanks to my nternsh p.

2. The benef ts of network ng

Dur ng my nternsh p, learned how to commun cate and bu ld relat onsh ps w th the people
worked w th. learned how to ntroduce myself, talk about my nterests, knowledge and sk lls w th
entrepreneurs and bus ness owners, as well as how to ask quest ons and ga n a better understand
ng of bus nesses not only n the co-work ng space, but also others n the market. Th s process
overall helped me develop my profess onal network and emphas zed the mportance of creat ng
these connect ons. also connected w th most of them v a L nked n, wh ch s obv ously a great
network ng platform for profess onals.

3. Understand ng workplace culture

Culture nfluences commun cat on, and as an nternat onal student, learned that every company
or organ zat on has ts own culture. t’s essent al to observe others and learn how they engage and
nteract w th co-workers, or help them w th projects and tasks. qu ckly learned that whenever
someth ng s unclear for me, or don’t understand, t’s f ne to ask for clar f cat on.

4. Enthus asm s nvaluable

As an ntern, d scovered t’s essent al to be enthus ast c and open to learn ng new sk lls, ask ng for
more work and be ng cur ous to learn and ask quest ons. Th s att tude w ll show that you enjoy be
ng part of the team and that you're keen to help. Hav ng cur os ty and enthus asm also means that,
as an ntern, you get a lot out of what you’re do ng, wh ch opens lots of opportun t es.

5. Keep ng a journal s great for personal growth

Dur ng my nternsh p, had a journal and took notes every day about new th ngs learned,
feedback was g ven by my manager, strengths and weaknesses not ced, and th ngs wanted to
research and learn more about. Th s helped me understand myself more and dent fy the areas
that needed to mprove n.

6. How mportant good commun cat on s

Commun cat on s the key to success n a profess onal env ronment. learned that t’s mportant to
commun cate w th my manager v a phone, ema l or SMS f have quest ons or f don’t know how
to work on a task. Ask ng for help and clar f cat on s better than pretend ng you’ve understood
what you need to do, no matter what. However, also found that f you can Google someth ng,
then do. Avo d ng ask ng quest ons f you can f nd answers elsewhere s part of be ng a good
commun cator – keep n m nd that everyone’s t me s valuable. As an ntern, good commun cat on
w ll help w th product v ty, eff c ency, engagement and growth.

7. The benef ts of tak ng on feedback

Ask ng for and rece v ng profess onal feedback s very mportant. t s essent al to take note of both
the pos t ve and negat ve po nts for the future, so you can grow and excel n your career. learned
that somet mes ask ng for feedback or rece v ng feedback s d ff cult to hear, but t w ll have a s gn f
cant mpact on your future career and success.
am really grateful to have had the opportun ty to do an nternsh p and have rece ved so much
value from what learned.

References

https://www.mck nsey.com/bus ness-funct ons

https://towardsdatasc ence.com/how-to-data-analys s- n-log st

cs-and-warehous ng-4ceaa276d5d4

https://homework.study.com/explanat on/what-are-the-four-
concerns-of-serv ce-response-log st cs.html
https://www.google.com/search?q=log st
cs+company+structure&sxsrf=AL
CzsYBWg6S7cZYlWeD9LMD3RJW439UPQ:1661358196293&sou
rce=lnms&tbm= sch&sa=X&ved=2ahUKEw Ov
nJ8d_5AhU9mFYBHYRTD8UQ_AUoAXoECAEQAw&b w=1536&b
h=750&dpr=1.25# mgrc=Pl_9o62Wu1DUOM

https://www.researchgate.net/publ cat on/319342843_The_

mpact_of_the_log st cs_management_ n_customer_sat sfact
on