Project Report On

ASSESSING THE WAREHOUSE OPERATIONS PROCESS FLOW OF TATA CROMA

WAREHOUSE

By

Rajit Ranjan Chowdhary

Roll No.-20220250026

PGDL&SCM – Session of 2022-23

Under the Supervision of

Dr. Sarbani Mitra Head of Department

In Partial Fulfillment of the Requirements for the Degree of Post Graduate Diploma

INDIAN INSTITUTE OF SOCIAL WALFARE AND BUSINESS

MANAGEMENT
COLLEGE SQUARE WEST, COLLAGE SQURE, KOLKATA-700073
 DECLARATION

Title of Project Report – Warehouse Operations process at Tata Croma Warehouse, Kolkata.

………………………………………………………………………………………

I declare

(a) That the work presented for assessment in this Project Report is my own, that it has not
previously been presented for another assessment and that my debts (for words, data, arguments
and ideas) have been appropriately acknowledged

(b) That the work conforms to the guidelines for presentation and style set out in the relevant
documentation.

Date: …………… Rajit Ranjan Chowdhary

PGDL&SCM Class of 2022-23
 ACKNOWLEDGEMENT

Perseverance, inspiration and motivation have played a great role in the success of any venture. It
would be incomplete to submit this report without acknowledging the people behind this endeavor and
without whose support I wouldn’t have able to achieve this. It gives me immense pleasure to express my
gratitude to everyone who shared with me their precious time and effort during the project.
First of all, I thank Infinity Retail Private Limited (TATA CROMA) for granting me the
permission to work with the esteem organization. I am also thankful to:

Mr. Rounik Dutta (Warehouse Manager) my industry guide, for his patience and guidance,
encouragement and for sharing his expertise in writing this feasibility study.
Then to Dr. Sarbani Mitra my faculty guide for giving her valuable time and precious knowledge for
guidance of this project.
I thank to all my market developers of the Tata Croma. They guided and helped me in all possible ways
they could, at every stage of the report. I would also like to thank all the staff members of Tata Croma at
Sarat Bose Road. Who provided me all the relevant information and their kind support on the basis of
which this report and my summer intern ship has been prepared.
Finally I thank my college IISWBM, Kolkata for having given me this opportunity to put to practice, the
theoretical knowledge that I imparted from the program.

Rajit Ranjan Chowdhary

IISWBM
Kolkata (W.B.)
 CERTIFICATE

I Dr. Sarbani Mitra hereby certify that Rajit Ranjan Chowdhary student of Post
Graduate Diploma at Indian Institute of Social Welfare and Business Management at
Calcutta University, Kolkata has completed the Project Report on―“Warehouse
Operations Process” at Tata Croma Warehouse.

Dr. Sarbani Mitra

Head of Department

TABLE OF CONTENTS Page No.

Chapter 1: Introduction 7
Concept of Warehousing 7
Nature and Importance of Warehousing 8
Warehouse Management 9
Type of Warehouse 10
Function of Warehouse 11-12
Warehouse Location 12-13
Need for Warehousing 14
Benefit of Warehousing 15-18
Warehouse Location and Design 19-20
Warehouse Process 21
Inbound and Outbound Logistics Operations 22
Material Handling 23-29
Croma Company Process 30
Company Profile 31
Policies of Followed 34
Mission & Vision 34
Value 35
Industry Profile 36
Industry Snapshot 38
Logistics Scenario in India 38-41
Major Competitor of India 42-43
Reverse Logistics 44-47
Organization Structure 48

Chapter 2: Review of the Literature 49-51

Chapter 3: Research Methods and Procedures 52

Purpose of the Study 52
Statement of Problem 52
Objective of Study 53

Chapter 4: Data Collection 54

Detailed analysis 54-58

Chapter 5: Findings and recommendations 59

Findings 59
 Recommendations 59
Conclusion 59
References 60
Bibliography 60
 Chapter-1
INTRODUCTION
We all need different types of products in our homes on the basis of our daily requirements. Sometimes we
may buy these items in bulk as per our storing capacity and store them in our homes. For example, there are
some grocery items, like flour, rice, etc., that we buy in bulk and then store them in our kitchens.

Likewise, a business also requires raw material, work-in-progress and finished goods to ensure the smooth
running of its operations throughout the year. However, sometimes these items may not be available due to
their scarcity or limited production in a particular time period, and here comes the role of warehousing. Take
the example of a textile mill. It requires cotton balls or raw cotton for the production of clothes. As the
production of textiles takes place throughout the year and there is a need for the continuous supply of
raw cotton. Here, there is the need for storage of raw cotton subsequently to ensure smooth production
without having any stock-out and breakdown. Warehousing does not end just with the storage of raw
material, i.e., cotton, because after the production of textiles, it requires sales or distribution, and, thus, it
needs storage of produced items for a certain period of time. A warehouse is any place, premise or a
building where items, materials or products are stored.

In this chapter, you will study the concept of warehouse management. The chapter also describes the
nature and importance of the warehouse. Moreover, you will also study various types of warehouses and
their operations. At last, the chapter sheds light on warehouse locations, growth of e-fulfilment and its
effects on warehousing.
Concept of Warehousing
Warehousing and inventory storage are not a modern concept. Warehouses have been existing since the
early days of the Indus Valley Civilisation and Harappa. For instance, a warehouse that served Naval
Trade was found in ‘Lothal’ (now in Gujarat) in around 2600 BC. Then, in the 18th and 19th centuries during
the Industrial Revolution in Europe, warehouses started evolving and took a more specialised role in the
industry. During this period, warehouses became more approachable and efficient in terms of product
movement.
According to Robert Hughes, warehousing is a set of activities that are involved in receiving and storing
goods and preparing them for reshipment. It is deemed that warehousing not only serves as a storage facility,
but as a hub for various other activities, such as receiving, identifying, holding and assembling inventory and
ensuring its availability to meet the demand. Thus, a warehouse acts as an integral part of logistics that
stores products between the point of origin and the point of consumption.
Warehousing involves getting products ready for reshipment with an ultimate objective to maintain the
uninterrupted flow of goods. Readily availability of goods will ensure a higher degree of customer service
and will further lead to customer satisfaction.

Warehouse Management System (WMS) is one of the most important concepts in modern warehousing.
WMS is basically software that is used to track and manage warehouse activities. It is generally built in
relation to Enterprise Resource Planning (ERP system) or industrial-strength relational database. It
tracks and maintains all information related to the arrival and shipping of products in the warehouse.
The core of WMS is a database of stock-keeping units and locator system. By this, it is easy to manage
 both the stock-keeping units and the storage locations. WMS facilitates in performing the following
activities:
 Receiving and shipping: WMS is able to record the inflow and outflow of inventory. It helps record all
the essential financial transactions, generate bills for payment for upstream suppliers, and send invoices
to downstream consignees.
 Stock locator system: WMS also tracks storage locations of all individual products stored in a
warehouse. It helps manage and track empty locations in the warehouse to ensure efficient utilisation of
both space and labour hours.
Generally, features of WMS are divided into three broad categories, i.e., basic features, high-end features
and advanced features as shown in Table:

Basic Features High-end Features Advanced Features

Appointment schedule Radio Frequency (RF) directed operation Multi-Distribution Center (DC) view

receiving Cycle counting Stock keeping unit slotting

Quality assurance Cartoon manifesting Broken case flow
Put-away Replenishment Electronic Data Interchange (EDI) capacity
Location tracking Value-added services Parcel shipping
Work order management Vendor/carrier compliance Impact analysis
Picking Trailer manifesting Traffic management
Packing and consolidation Configurability Import/export management
Shipping Returns Application Service Provider (ASP) supply
Pick/put to light
Yard management
Wave management
Labour management
Task interleaving
Flow-through processing

Nature and Importance of Warehouse

Warehouse management provides a path to product-based organizations to manage their warehouse in a
desirable or satisfactory way. This enables organizations to lower down wastage in terms of space and
labour hours and assures more efficient inventory utilization.

A warehouse is an integral part of supply chain management which holds goods before they are
shipped and delivered to customers. Basically, production and consumption do not take place
simultaneously. Thus there is a gap between the two. Warehousing bridges that gap by storing goods
between these two processes and further creates time utility.

The importance of warehouses is explained as follows:

 They enable the storage of raw material, finished goods, semi-finished goods, goods in transit,
seasonal goods, etc.
 They enable the efficient distribution of goods; for example, storage of crops after harvesting to
distribution in the areas where there are shortages.
  They also ensure stable prices, as stored output can be used during the time of low production.
 They also enable grading, picking and branding of goods.
 They also provide perfect space for the preservation of perishable commodities. For example, storage
of meat, vegetables and fruits in cold storage.
 They are also used to improve the quality of products as they mature, for example, wine storage.
 They ensure proper supply during the breakdown in production or during the unpredictable increase
in demand.

WHAT IS WAREHOUSE MANAGEMENT

A warehouse management system (WMS) is a key part of the supply chain and primarily aims to control the
movement and storage of materials within a warehouse and process the associated transactions, including
shipping, receiving, put away and picking. The systems also direct and optimize stock put away based on real-
time information about the status of bin utilization. A WMS monitors the progress of products through the
warehouse. It involves the physical warehouse infrastructure, tracking systems, and communication between
product stations.

More precisely, warehouse management involves the receipt, storage and movement of goods, (normally
finished goods), to intermediate storage locations or to a final customer. In the multi-echelon model for
distribution, there may be multiple levels of warehouses. This includes a central warehouse, a regional
warehouses (serviced by the central warehouse) and potentially retail warehouses (serviced by the regional
warehouses).

Warehouse management systems often utilize automatic identification and data capture technology, such as
barcode scanners, mobile computers, wireless LANs and potentially radio-frequency identification (RFID) to
efficiently monitor the flow of products. Once data has been collected, there is either batch synchronization
with, or a real-time wireless transmission to a central database. The database can then provide useful reports
about the status of goods in the warehouse.

Warehouse design and process design within the warehouse (e.g. wave picking) is also part of warehouse
management. Warehouse management is an aspect of logistics and supply chain management.

TYPES OF WAREHOUSES
The warehouse is the most common type of storage though other forms do exist (e.g., storage tanks, computer
server farms). Some warehouses are massive structures that simultaneously support the unloading of numerous
in-bound trucks and railroad cars containing suppliers’ products while at the same time loading multiple trucks
for shipment to customers.

Below we discuss five types of warehouses:

1. Private Warehouses - The warehouses which are owned and managed by the manufacturers or
traders to store, exclusively, their own stock of goods are known as private warehouses. Generally
these warehouses are constructed by the farmers near their fields, by wholesalers and retailers near
their business centers and by manufacturers near their factories. The design and the facilities
provided therein are according to the nature of products to be stored
2. Public Warehouses - The warehouses which are run to store goods of the general public are
known as public warehouses. Anyone can store his goods in these warehouses on payment of rent.
An individual, a partnership firm or a company may own these warehouses. To start such
warehouses a licence from the government is required. The government also regulates the functions
and operations of these warehouses. Mostly these warehouses are used by manufacturers,
wholesalers, exporters, importers, government agencies, etc.
3. Government Warehouses -These warehouses are owned, managed and controlled by central or
state governments or public corporations or local authorities. Both government and private
enterprises may use these warehouses to store their goods. Central Warehousing Corporation of
India, State Warehousing Corporation and Food Corporation of India are examples of agencies
maintaining government warehouses.
4. Bonded Warehouses - These warehouses are owned, managed and controlled by government as
well as private agencies. Private bonded warehouses have to obtain license from the government.
Bonded warehouses are used to store imported goods for which import duty is yet to be paid. In
case of imported goods the importers are not allowed to take away the goods from the ports till
such duty is paid. These warehouses are generally owned by dock authorities and found near the
ports
5. Co-operative Warehouses - These warehouses are owned, managed and controlled by co-
operative societies. They provide warehousing facilities at the most economical rates to the
members of their society.

The process of warehousing takes place in five stages as shown in Figure:

Receiving Putting away Storing Order Picking Packing and

Shipping

FUNCTIONS OF WAREHOUSES
The prime function of a warehouse is to provide the facility of storage for the goods which are surplus
with the organization. A Warehouse does not only mean storing inventory, but also involves several
other functions. For example, a warehouse manager receives a bulk of ordered goods. On receiving the
goods, the warehouse manager needs to check whether the goods have arrived as per the order placed or
not. If there is some correction, then the manager needs to inform his seniors. After that, the warehouse
manager sends goods for storage where they are categorized and stored in a proper storage system. When
goods are required for production/ sales purposes, the warehouse manager needs to check their availability
and sort them according to the order. Not only this, but the manager also needs to transport goods to the
production centre/store through a proper medium. Thus, there are a set of activities that are common to
most warehouses. These are as follows:
 Receiving: This includes tasks related to the receipt of all incoming products at the warehouse, ensuring
that the quality and quantity of the received products are as ordered, and then disbursing the products to
storage.
 Pre-packing (if required): This happens when products are received in bulk from the supplier and are
required to be packaged individually in merchandisable quantities.
 Transporting to the appropriate storing place: This is also referred to as put away. This includes
material handling, location identification and placement.
 Storage: The method of storage depends on the size, quantity and the handling characteristics of the
product.
 Order picking: This task involves physical picking of the product from the storage place to meet the
demand.
 Packaging or pricing (if required): This refers to activities normally left till the last moment to avoid
reprising as the inventory sits in storage.
 Sorting: This includes the shipment of products as per their packaging and destination.
 Consolidation and shipping: This includes checking orders for completeness and preparing shipping
documents, such as bills of lading, weighing shipments, loading trucks and related tasks.
 Claim settlements: Any transit damage material and material rejection claim settlements are done in the
warehouse to control shrinkage.
The activities of a warehouse are depicted in Figure:

Retrieval System Case Picking Broken Case

System Picking System

Put-Away Material Handling Sorting

Receiving Cross Docking Shipping

The basic functions of a warehouse include the following:

 Store goods in a systematic and orderly manner: This includes the storage of products from the
stage of production till their consumption.
 Provide protection: This includes protecting products from natural factors, such as heat, wind and
rain. It helps reduce spoilage during storage.
 Risk bearing: After handing over the products to the warehouse, the responsibility of these
products, including any losses on account of shrinkage, theft or damage, is borne by the warehouse
 operator.
 Financing: When products are deposited in a warehouse, the depositor gets a receipt and/or a
warrant. This warrant or warehouse receipt can be used by the trader as collateral to take a loan from
a financial institution.
 Processing: Certain commodities require some processing to make them consumable. For example,
wood is seasoned and fruits are ripened. At times, warehouses perform such activities at the behest
of the owner.
 Transportation: This facility is provided by some warehouses to certain depositors. It collects the
product from the point of origin and delivers it to the desired location at the behest of the depositor.
 Provide regular flow: This includes commodities, such as rice and wheat, which are produced
during a particular season, but are consumed throughout the year.
 Easy handling: Mechanical equipment in modern warehouses enables easy handling of products
including loading and unloading.
 Job creation: Employment opportunities are created for skilled and unskilled workers in semi-
urban areas.
Warehouse Location

The location of warehouses is directly related to market coverage and the effectiveness and efficiency of the
distribution system. Thus, an organisation should locate its warehouse to get closer to its target customers.

Historically, a warehouse can be viewed as a large box used to store surplus inventory for a long period of
time. But, nowadays, warehouse facilities have become distribution activity hubs that add value by not
only storing goods, but also processing them. Now, there is focus on productivity and operational efficiency.
If there is proper planning, then architectural design, construction and operational know-how can be done
easily in an efficient manner. When designing a warehouse, it is important to understand an
interrelationship between customer service and costs.
When a product is stored in convenient locations, it is easy to retrieve when requested by a customer. The
various factors that need to be considered while choosing the warehouse location are as follows:

 Layout and flow of building: The desired or optimal layout of any warehouse can be determined
according to operations conducted under it. The type of equipment stored in the warehouse is
restricted by the ceiling height and column spacing. It ensures that the layout or product can be
rightly fit in the given space.
 Availability of skilled workforce: Locating a warehouse in a remote area can definitely be cost-
effective but finding skilled labour and workforce can be an arduous task. Hence, it is important to
choose a warehouse located in the area where there is an adequate supply of labour. It is also
important to consider whether the area has a seasonal supply of workers. If yes, then this will
hamper an organisation’s needs.
 Intensity of use: The location of a warehouse also gets affected by the frequency or intensity of
operations inside the warehouse. In the case of the light assembly, less intensive usage will work
better. However, certain factors, such as emissions, noise level and the availability of outdoor
storage need to be considered. These needs or factors can influence target future operations.
  Proximity to major linkage: It involves means of transport to be used, i.e., land, rail, water or air
transportation. It is important that the location site of a warehouse is easily accessible by any of
these means of transport depending on the preference of the organisation. On the other hand,
proximity to customers is another important factor to be considered.
 Material-handling capacity: It includes the availability of handling equipment, storage facility
and staging facility. It can be moving, packing and storing of stock in any form or it occurs
whenever material is moved in a warehouse.
 Size: It is important for warehouse capacity to accommodate inventory accordingly and it should be
fit inside the organisation. For a start-up organisation, it is essential to make sure that there is
enough room around the warehouse to make sure that it will not create any problem for their future
expansion. A warehouse facility must be capable of accommodating inventory and should fit in the
size of the organisation. For start-ups and new organisations, it is important to ensure that there is
enough room around the facility for expansion. This ensures proper utilisation of time and money,
with healthy business growth.
 Regulations: Before buying a warehouse, one has to consider all regulations and policies in the
concerned location. It becomes significant because there are certain areas or locations in which the
government does not allow the storage of certain products, for example, the prohibition of LPG
storage facility in residential areas.
NEED OF STUDY
There is a well-known proverb “Without practical knowledge no one can achieve

Success”. It is like experience is the best teacher. One can learn from facing a situation.

The main aim or the objective of any study is to clarify the thinking of student

This study is taken up to Fulfill the requirement of P.G.D.L & S.C.M degree of IISWBM. The training is
undertaken during January 2022 to January 2023 and the main purpose of the training is to know the
application of the theoretical aspects in our course in the Logistics environment and gain firsthand experience
and expose ourselves to logistics field.

NEED FOR WAREHOUSING

Warehousing is necessary due to the following reasons.

1. Seasonal Production- You knows that agricultural commodities are harvested during certain seasons,
but their consumption or use takes place throughout the year. Therefore, there is a need for proper
storage or warehousing for these commodities, from where they can be supplied as and when required.
2. Seasonal Demand- There are certain goods, which are demanded seasonally, like woolen garments in
winters or umbrellas in the rainy season. The production of these goods takes place throughout the year
to meet the seasonal demand. So there is a need to store these goods in a warehouse to make them
available at the time of need.
3. Large-scale Production - In case of manufactured goods, now-a-days production takes place to meet
the existing as well as future demand of the products. Manufacturers also produce goods in huge
 quantity to enjoy the benefits of large-scale production, which is more economical. So the finished
products, which are produced on a large scale, need to be stored properly till they are cleared by sales.
4. Quick Supply - Both industrial as well as agricultural goods are produced at some specific places but
consumed throughout the country. Therefore, it is essential to stock these goods near the place of
consumption, so that without making any delay these goods are made available to the consumers at the
time of their need.
5. Continuous Production- Continuous production of goods in factories requires adequate supply of raw
materials. So there is a need to keep sufficient quantity of stock of raw material in the warehouse to
ensure continuous production.
6. Price Stabilization- To maintain a reasonable level of the price of the goods in the market there is a
need to keep sufficient stock in the warehouses. Scarcity in supply of goods may increase their price in
the market. Again, excess production and supply may also lead to fall in prices of the product by
maintaining a balance of supply of goods, warehousing leads to price stabilization.
7. Bulk Production- Due to borderless economies and globalization, manufacturing generally takes place
throughout the year not only to meet the domestic demands or existing demands but also for the future
demands. In order to enjoy the benefits of economies of scale, manufacturers produce goods in bulk
because by purchasing large volume of raw materials, the raw manufacturer can reduce the ordering
cost as well as carrying cost.
8. Ensuring supply near the place of consumption- This is a fact that agricultural as well as industrial
(including FMCG) goods are produced at separate locations but are consumed throughout the nation.
Therefore, traders (suppliers, wholesalers or retailers) in order to meet regular and uncertain demands
of the customers, stock adequate quantities of raw materials in the warehouses. Further, they have the
fear of losing customers in case of stock out.
9. Non-stop production- Non-stop production commonly known as continuous or regular production of
goods requires the adequate supply of raw materials. Considering the uncertainties of future and
country specific problems like traffic jams, bad climatic conditions, inadequate infrastructure facilities
like bad roads, water logging, road blockage etc, it becomes essential to have sufficient supply of raw
material in the warehouse to ensure non-stop production.

Benefit of Warehousing
In the previous section, you have studied various functions of warehouses, and the roles and
responsibilities performed by a warehouse manager. Efficient warehousing activities not only help in solving
the purpose of storing products, but also help in managing the smooth functioning of various business
functions. This further helps an organisation in providing, better customer service. Apart from this, efficient
warehousing helps the organisation in dealing with several other issues. These are as follows:
 Seasonal production: Different agricultural products are harvested during different seasons, but they
may be consumed throughout the year. Consequently, these products should be stored properly in
warehouses, so that they can be made available to customers whenever they are needed. For example,
agricultural products, such as fruits and vegetables, are harvested at specific times, but their demand
occurs throughout the year.
Seasonal demand: There are some products that have seasonal demand; for example, woollen
garments are required during winters while umbrellas are required during the rainy season. These
goods are produced throughout the year to meet the seasonal demand. Therefore, such goods need to
 be stored in appropriate warehouses, so that they can be provided to consumers whenever required.
 Large-scale production: The goods are manufactured to meet the existing as well as the future
demands for products. The organizations find it economical to manufacture goods in enormous
volumes in order to earn the advantage of extensive production. Therefore, the products are produced
in huge quantities, which require proper storage until they are moved out of the warehouses for sale.
For example, the outdoor house decoration lights and crackers are produced the whole year, but are
mostly sold only during the short festive season.
 Quick supply: Both the industrial and agricultural goods are produced at some specific places, but are
consumed throughout the country. Therefore, it is essential to stock these goods near the place of
consumption, so that these products are immediately available to customers as and when required.
 Continuous production: For ensuring uninterrupted production, factories require sufficient stock of
unprocessed material. Therefore, there is a need to hold an adequate stock of raw material in
warehouses.
 Price stabilization: For maintaining a reasonable price level in the market, it is essential for
organizations to keep an adequate amount of stock in the warehouse. Any scarcity in the supply of
goods may increase their price in the market. Again, the excess supply may also lead to a fall in the
prices of the goods. Effective warehousing enables organizations to maintain a balance in the supply of
goods, which further leads to price stabilization.

The benefits of warehousing can be divided into two categories as shown in Figure:
Benefits of
Warehousing

Operational/Service
Economic Benefits
Benefits

Economic Benefit
The economic benefits of warehousing are related to the reduction of overall logistics and supply chain
costs. For example, if adding a warehouse in the logistics system reduces the overall cost of the supply chain
by an amount more than the required investment and operational cost, then it helps in reducing the total
cost. The four major economic benefits are:
 Consolidation and break bulk: It helps in reducing transportation costs by using warehouse
 competence to group shipment. In consolidation, the warehouse receives materials from various
sources. The materials are formed in specified quantities into a large single shipment to the desired
destination. Consolidation helps in achieving the lowest possible freight rate, timely and controlled
delivery, and reduced congestion at the customer’s end.

The consolidation arrangement of warehousing is shown in Figure:

Plant A

Customer

Consolidation Arrangement of Warehousing

A B C
Plant B

Plant C

Break-bulk arrangement of warehousing receives a single large shipment and arranges for the delivery for
multiple customers. It helps in achieving economies of scale by transporting a larger consolidated shipment.
Break-bulk arrangements split out individual orders and arrange for local delivery.
Break-bulk arrangement of warehousing is shown in Figure

Customer A

Break Bulk Arrangement of Warehousing

Plant A Customer B

Customer C

 Cross-docking: Cross-docking involves multiple manufacturers. In cross-docking, inventory from

various origins is combined and then shipped to a destination in a pre-specified assortment. Cross-docking
is extensively used in the retail sector to replenish fast-moving store inventories. Cross-docking requires
exact on-time delivery from each manufacturer. The product is sorted by destination at the time when it is
received and unloaded at the warehouse. Then, the product is moved from the warehouse to the delivery
destination. The economic benefit of cross- docking includes a reduction in the handling cost as the product
is not stored at the cross-dock facility.
 Cross-docking arrangement of warehousing is illustrated in Figure

OUTBOUND TRUCKS
INBOUND TRUCKS UNLOADING CROSS DOCKING

A|B|C

A|D|X

D|E|F
B|E|Y

C|F|Z
X|Y|Z

 Processing: Warehousing is also used for protracting production by undertaking processing and light
manufacturing tasks. Postponing involves shifting the point of differentiation towards the end of the
value-addition curve. This can be achieved in reality by deferring the operational process
(differentiation process) to a later stage in the supply chain. A warehouse that has the capability of
packaging/ labelling enables an organisation to postpone final production until actual demand is
known. Take an example where a manufacturer processes and packs vegetables in cans. However,
cans are not labelled at the time of packaging. On receiving an order from a particular customer, the
warehouse can fulfil final processing by labelling cans and finalising the packaging process.
 Stockpiling: This warehousing service is provided for a seasonal product’s storage. For example,
several agricultural products are harvested at specific times, but are consumed throughout the year.
Such a situation requires warehouse stockpiling to fulfil the market demand by providing an inventory
buffer.

Operational Service Benefits

Warehouse management is a part of logistics and supply chain management. Thus, it becomes necessary
for a manager to manage the warehouses effectively for the smooth functioning of a supply chain.
When a warehouse is justified on the basis of services, it may result in the improvement in time and place
capability of the overall supply chain. For example, establishing a warehouse in the supply chain may
increase cost, but it may also increase market share, revenue and profit. Operational/ service benefits that
can be achieved through warehousing are:
 Stock spotting: The selected quantity of a product is spot stocked in a warehouse to fulfil the
customer order during an important marketing period. The manufacturer with limited or seasonal
products is inclined to avail of this service. This is done by committing inventory in advance to the
strategic markets.
 Assortment: In this, a combination of products is stocked according to the orders anticipated from
 the customer. The assortments represent multiple products from multiple manufacturers assorted as
specified by the customer. For example, a sports gear shop may stock products from different
manufacturers or special assortments as required by customers. Assortment warehouses improve
service and reduce transportation costs by eliminating the number of suppliers and allowing large
shipment quantities.
 Mixing: Warehouse mixing is similar to the break bulk process except that in mixing, several
different manufacturer shipments are involved. In mixing, large quantity shipments that enjoy lower
transportation rates are shipped from the manufacturing plants. After they arrive at the warehouse, a
combination of products is made for each customer. This is useful when the factories are
geographically separated by large distances.
 Production support: Production support warehouses provide a regular supply of components
required in the production or assembly process in an economical and timely manner. The safety
stocks are justified due to long lead times or variations in usage.
 Market presence: It is a major advantage of the local warehouses as local warehouses can be more
responsive to customer’s requirements and offer speedier delivery as compared to distant warehouses.
Thus, these local warehouses often result in enhancing market share and increasing profitability.

A pictorial representation of warehouse mixing is shown in Figure:

Customer W
Plant A, Product 1 1
1 2 3 4

Plant B, Product 2 2
Customer X
Mixing Warehouse
1 2 3 4
Plant C, Product 3 3

Customer Y
Plant D, Product 4 4
1 2 3 4

WAREHOUSE LOCATION AND DESIGN

Warehouse designers must also consider the interdependency of these costs. Once an organization has
decided on a general location for the site of its warehouse, it must determine whether it should be a rural
setting or an urban one. For example, Croma generally sets up its warehouses in rural areas because, in
such areas, labour cost is low, although transportation costs go higher.

Organizations have various options when it comes to selecting a specific location type. They can look for
an existing property or build a new one as per their needs. In the case of generic needs, they can lease or
buy an existing building.
 Labour costs: These costs are incurred in every warehouse, irrespective of the throughput and size of
the warehouse.
 Facility costs: These costs are dependent on whether the inventory is placed in a single warehouse or
distributed into many.
 Inventory costs: Inventory costs increase with an increase in the distribution network. Organisations
with large distribution networks require additional inventory in their warehouses to handle out-of-stock
inventory conditions.
 Inbound and outbound transportation costs: These costs decrease with an increase in the network
as the more the number of warehouses, the higher is the role of inbound shipping, which is more
effective than the outbound one.

One example of such product mixing is shown in Figure:

Supplier A Customer A

Products Products

A B C D B H F

Supplier B Customer B
Supplier C Customer C
Products Products
Shows an example of space allocation
Warehouse in a warehouse:
Products Products
E F G H Square Feet (SF) A Space
D C Sum Actual in
Assignable Space Quantity each Required SF
I J K L I E L
Office Spaces – – – 380
Front Office – – –
Supervisor 1 120 120
General Manager 1 180 180
Clerical 1 80 80
Office Support – – – 80
Spaces
Support/File Room 1 80 80
Tenant (subtotal) – – – 460
Receiving and – – – 4,100
Shipping
Staging 1 2,500 2,500
Docks 4 400 1,600
Warehouse – – – 35,600
Forklift Parking 20 112 2240
Dispatcher 1 120 120
Inventory Control 2 120 240
Bulk Storage 1 6,000 6,000
 Controlled Storage 2 1,600 3,200
Rack Storage 1 20,800 20,800
Package Assembly 1 1,500 1,500
Package Disassembly 1 1,500 1,500
Tenant Suite – – – 40,160
WAREHOUSE PROCESS

INBOUND AND OUTBOUND LOGISTICS OPERATIONS

Logistics is the management of the flow of goods, information and other resources, including energy and
people, between the point of origin and the point of consumption in order to meet there requirements of
consumers. It involves the integration of information, transportation, inventory, warehousing, material-
handling, and packaging, and occasionally security.

Logistics is mainly of 2 types:-

Inbound logistics is one of the primary processes of logistics, concentrating on purchasing and arranging the
inbound movement of materials, parts, and/or finished inventory from suppliers to manufacturing or assembly
plants, warehouses, or retail stores.

INBOUND PROCESS:-

SOURCE ORDER
PLACEMENT

VENDOR

RECEIVE TRANSPORT

INBOUND LOGISTICS OBJECTIVES

1. Ensure that material received and related information are processed and made available promptly to
production, store and other department.
2. Completely and accurately document goods received and goods returned
3. Accept only items that were properly ordered
4. Accept only materials that meet purchase order specification.
5. Safeguard goods received.
6.  Ensure that vendor, inventory and purchase order information is accurately updated to reflect receipt
7. Return rejected items promptly.
8. Completely and accurately document all transfer to and from storage.
9. Maintain safe working conditions and storage of hazardous materials
10. Properly transfer all materials requested.

Outbound logistics is the process related to the storage and movement of the final product and the related
information flows from the end of the production line to the end user.

OUTBOUND PROCESS
CUSTOMER ORDER ORDER
ORDER TRANSMISSION PROCESSING

CUSTOMER ORDER
TRANSPORTATION ORDER
DELIVERY
SELECTION
OUTBOUND LOGISTICS OBJECTIVES
1. To make available the right quantity of right quality products at the right place and time in right
condition.
2. Meeting customer demand with perfection
3.  Balance between supply and demand.
4. To reduce the cost of operations and maintain transparency
MATERIAL HANDLING
Material handling involves short-distance movement within the confines of a building or between a building
and a transportation vehicle. It utilizes a wide range of manual, semi-automated, and automated equipment and
includes consideration of the protection, storage, and control of materials throughout their manufacturing,
warehousing, distribution, consumption, and disposal. Material handling can be used to create time and place
utility through the handling, storage, and control of material, as distinct from manufacturing, which creates
form utility by changing the shape, form, and makeup of material.
How to Optimize Material Movement

The logistics journey isn’t over when a shipment arrives at your warehouse.

With dozens (if not hundreds) of different products going to different sections, offloading and transporting
goods inside a warehouse can be a huge challenge.

However, with the right system in place for material handling, your warehouse staff can offload, store, and
pick items a lot more efficiently.
In this article, we’ll cover what material handling is, why it’s one of the keys of effective warehouse
management, and review basic principles, equipment, methods, and how Locus can help you optimize your
entire logistics journey.

What is Material Handling?

Material handling, often called material movement, is the short-range movement of materials from
manufacturing all the way to distribution. 

The goods may go through a system of transportation, then storage, and then distribution. Material handling
happens in the shipping and delivery stages throughout the supply chain, packaging and moving goods in
pallets and other units.

Material Movement Throughout the Supply Chain

Material movement takes place throughout every stage of your business’ supply chain, from manufacturing to
distribution.

Let’s take a look at that supply chain in detail:

1. Manufacturing
During the manufacturing process, you have to move and handle inbound shipments and finished goods within
your factories and storage spaces.

2. Transportation
The manufacturer will send the products to a wholesaler or internal warehouse. The products need to be
handled and set up as units (on pallets, perhaps), for easier shipping.
3. Storage and warehousing 
The products need to be offloaded safely and effectively, as well as moved internally within the warehouse to
different storage racks or shelving so they can be stored until they are needed by the supplier or retailer.

4. Distribution 
The materials will be distributed out to retailers or customers, and have to be packed and combined into
shippable units and loaded onto trucks.

ROLE OF MATERIAL HANDLING

Material handling plays an important role in manufacturing and logistics, which together represent over 20%
of the U.S. economy. Almost every item of physical commerce, was transported on a conveyor or lift truck or
other type of material handling equipment in manufacturing plants, warehouses, and retail stores. While
material handling is usually required as part of every production worker's job, over 650,000 people in the U.S.
work as dedicated "material moving machine operators" and have a median annual wage of $31,530 (May
2012). These operators use material handling equipment to transport various goods in a variety of industrial
settings including moving construction materials around building sites or moving goods onto ships.

Essential Equipment for Material Handling During Shipping & Warehousing

1. Pallets
Pallet is the structural foundation of a unit load which allows handling and storage efficiencies. Goods
or shipping containers are often placed on a pallet secured with strapping, stretch wrap or shrink wrap
and shipped.

2. Pallet trolley
 Pallet trolleys are material handling equipments used for moving the consignments which is carried in
pallets.
3. Forklift trucks
A forklift (also called a lift truck, a fork truck, or a forklift truck) is a powered industrial truck used to
lift and move materials short distances.. Forklifts have become an indispensable piece of equipment in
manufacturing and warehousing operations.
4. Elevators
It is a material handling Equipments which is used to carry the goods from top to bottom.
5. Hosting equipment
If you have a warehouse with more vertical levels than a forklift or truck can easily access, you need to
install some kind of hoisting equipment, like a winch or jack and ensure proper accessibility.

Essential Material Handling Principles

If you want to optimize your logistics process, you need to set up robust material handling systems throughout
your business.

1. Make use of consistent unit loads throughout the supply chain

For maximum efficiency, use the same size and format for your unit loads.

Palletize your cargo to use pallet trucks, winches, and jacks for smooth processing.

With gas or liquids, use containers that are compatible with your supplier’s trucks and warehouses.

2. Space utilization
Make sure you utilize every inch of available space in your warehouse. You also need to think vertically to
increase the cubic area of your warehouse lot.

3. Ergonomic principle
Humans can’t move and arrange heavy objects without help and forgetting that can lead to frequent injuries
among your staff.

With hand trucks, pallets, pallet jacks, platform trucks, dock equipment, and the right process a single
warehouse worker can load a truck without issue.
How Route Planning & Optimization Lead to Smoother Material Movement
Material handling doesn’t happen in a vacuum. If you want to create a reliable, repeatable process, you also
need to improve other parts of your outbound logistics process.

1. Better route planning and realistic ETAs mean less time pressure
When drivers and warehouse workers feel the time crunch, avoidable mistakes happen, like dropping a
package, or storing a product in the wrong section.

With Locus, you can plan efficient routes in seconds, factoring in time windows, unloading times, vehicle
capacities, and more. 

Our route optimization software also includes GPS-tracking and live ETAs to ensure things go smoothly on
every delivery.

Locus helped Hardie’s Fresh Foods speed up their planning 8x, and reduce planning manpower by 60%, while
reducing mileage by 20% and increasing on-time delivery rates to 94%.

Its on-time delivery rates are steadily increasing at 1.5% MoM as the drivers get used to the new system, and
the manager estimates they will reach 98-100% before the end of the year.

When almost 100% of deliveries happen on time, it gives your staff space to handle materials with care,
lowering the chance of injuries and damaged goods.

2. Predictable weekly planning

Weekly planning helps maintain a predictable logistics process across your whole operation, from internal
warehousing and storage to distribution and delivery.

It makes it easy to coordinate with your warehouses or distribution centers and make sure that every location
has access to the inventory it needs at any given time.
3. Incorporate reverse logistics
You can combine reverse logistics with your delivery routes to effectively collect the reusable packaging, like
drums, you use during the handling process.

For example, a brewery could pick up empty barrels or kegs as it makes new deliveries to bars and restaurants
around town.

4. Always send a compatible vehicle

With Locus, you can set vehicle specific capabilities like refrigeration, loading docks, or cargo size, to make
sure that you always send a vehicle compatible with a particular warehouse’s unit loads

Final Thoughts
The journey of your goods isn’t just about the truck and the road, and neither is it just about the few meters it
travels between a truck and a warehouse.

You need to pay attention to both shipping and logistics, as well as material handling, to ensure control of
materials and product safety throughout every step of its journey.

Using Locus can help you simplify your route planning, save money on gas & driver wages, and give your
operations managers more time and money to double down on material movement processes.

DOCUMENTS USED IN INBOUND AND OUTBOUND LOGISTICS

WAREHOUSE OPERATIONS

1. Incoming manifest: The “Manifests” of inbound and outbound means of transport refer to paper-
made manifests of cargo, truly and accurately reflecting the particulars of goods on the means of
transport, submitted to the Customs by the principals of inbound and outbound ships, aircrafts and
trains or by their agents.

2. Trip sheet: The trip sheet is part of your paperwork, regardless of whether you're a truck driver or a
bus driver, it must be filled out. The trip sheet serves a couple of purposes: first, it's how you get
paid for the trips that you do, whether you're running by the mile, or running by the trip, or you're
running by the hour. The trip sheet will allow you to get paid; second, it's a backup, in case some of the
paperwork goes missing—bills of lading and whatnot— that will be written on your trip sheet and
finally it's also for fuel tax. Large commercial vehicles are subject to fuel tax based on a formula of
miles driven in that province or state and the number of gallons or liters purchased for that vehicle.
3. Vendor document copy: Vendor documents are groupings of documents that illustrate how the
construction team plans to build elements of the project. They are made up of things like shop
drawings, material and product data and samples. They are typically submitted for review and approval
 on an agreed upon schedule. Croma is routinely used for the management of both the submission of
the documents themselves as well as the reviews associated with them. The diagram below depicts the
basic steps typically seen in a Supplier (or Vendor) Document submission process.
4. Truck loading sheet: The truck loading sheet is used by trucking companies to record details
about the material being hauled. This is a carbonless form with 4 parts/copies, consecutively
numbered, and personalized with your business contact information. This form is custom printed
therefore you can upload your own unique design as long as it is the same size and ink color. This form
has sections for you to write the customer's name, the date, Job name, job location, Pit, Material being
hauled, Time started, time stopped, hours rental, truck number, truck type, driver name, load count, and
signature.

5. Proof of delivery: A proof of delivery (POD) is a shipping receipt that substantiates that a carrier

has satisfied its terms of a contract of carriage by confirmation of the recipient. When the sender sends
multiple documents through the mail, there is a possibility of some not reaching the intended recipient.
Generally, post offices provide additional service of guaranteed delivery, known as a (advice or
acknowledgment of receipt), wherein they require the recipient to sign a paper, and that paper is filed
by the postal service for a specified number of days. In e-commerce, businesses exchange millions of
electronic documents to track delivery information using computer to computer communication
techniques like email,  FTP and EDI. These documents contain a variety of transaction details,
including information regarding purchase orders, invoices, shipping details, product specifications, and
price quotes. Electronic documents can exchange new data as well as corrections to previously
transmitted messages. Legal complications can arise if the recipient company refutes receiving a
corrected product specification or a message about a delayed shipment. Both companies could be in
strong disagreement with each other, each proving/not proving the existence of that particular
communication.

PROCESS IN CROMA
RECEIVING GOODS

QUALITY
CHECK GOODS

UNDAMAGED DAMAGE GOODS

GOODS
 STORAGE
GOODS
CROMA CALL TO
FIELD ENGINEER TO
CHECK THE
DAMAGED GOODS

OUT BOUND

SOLVE THE
PROBLEM AND
SEND TO RETURN THE
CUSTOMER CONSIGNMENT TO
STORAGE

PROOF OF DELIVERY
AND THEN UPDATE TO
SYSTEM
COMPANY PROFILE

Infiniti Retail Limited launches its first ‘Croma’ electronics mega store in the South with a bang
~Opens 20,000 sq. feet of consumer durables and electronics retail store in Bangalore amidst fashion,
fireworks & revelry~

Bangalore, November 23, 2007: Cromania: the new buzzword that descended on the city of Bangalore on
Friday evening as the city witnessed an electrifying fusion of fashion and technology like never seen before.
The occasion was the unveiling of South India’s first mega store, Croma, a national chain of multi brand
consumer electronic and durable mega store at Brigade Road. Mr. Ramadorai, CEO & MD, Tata
Consultancy Services inaugurated the mega store, spread across 20,000 sq. feet, along with Mr. Ajit Joshi,
MD & CEO, Infiniti Retail Limited amidst the city’s corporate honcho’s, social dignitaries and glitterati.
The launch evening saw a scintillating event, complete with a splendid high-tech laser display of technology
and human interface built around the concept of ‘See-Touch & Feel’. The evening culminated with a dose of
fashion, as noted fashion designer Prasad Bidappa dazzled with his ‘electronically’ inspired collection in an
electrifying show.

The inauguration of Croma at the Brigade road marked the entry of Infiniti Retail Limited in South India for
the first time. Congratulating the company on the launch, Mr. S. Ramadorai, CEO& MD, Tata Consultancy
Services said, “Infiniti Retail Ltd. has done an outstanding job with Croma in other parts of the country. It
was only a matter of time for the brand to find its way to the erudite South market and what better place to
start than our very own IT capital, Bengalooru. I congratulate Croma on the launch and wish them all the
success.”

Speaking at the inauguration, Mr. Ajit Joshi, Managing Director and Chief Executive Officer, Infiniti
Retail Limited said, “We are thrilled to finally launch in the city of Bengalooru. Today is an important day
for us, as this launch also marks our entry into the South. We are sure that the launch of Croma will herald a
whole new retail experience for consumers in Bengalooru and will only add to the electric atmosphere of this
electronics city. With the widest range of products, unparalleled customer service and a unique shopping
experience, the Croma mega stores will set new benchmarks in the consumer durables and electronics
retailing in South India.”

Croma, is a large-format, multi-brand consumer durable and electronic store that has on offer, the widest-ever
range of electronic gizmos. Spread over a sprawling 20,000 square feet of space, the Croma mega store at Eva
mall, Brigade road will offer Bangalore’s tech-savvy, more than 6,000 products and 180 national and
international brands, across eight product categories. Infiniti Retail Ltd. plans to open two more Croma mega
stores in Bengalooru by March 2008.

‘CROMA’ – ENHANCED SHOPPING EXPERIENCE

The ‘Croma’ mega-stores will offer consumers the following benefits:

 Largest Product Offerings: ‘Croma’ offer consumers more than 6000 products across 8 categories of
consumer electronics and durables and the Information technology products.
 We Help you Buy: At ‘Croma’, we don’t sell, we help you buy! The burgeoning advancement in the
consumer durables category presents a unique challenge for marketers and customers – ‘extensive
choice’. In an effort to help consumers make informed decisions, ‘Croma’ has trained professionals
who have undergoing an extensive training programme that has equipped them with in-depth
knowledge of the products and brands available at the store, thereby allowing them to provide the right
kind of guidance to the customer.
 National Brand: ‘Croma’ is India’s first nationwide Electronic Mega Store offering a unique
shopping experience that is consistent across the country.

About Infiniti Retail Limited

Infiniti Retail Limited is a 100% subsidiary of Tata Sons. The company has launched ‘Croma’, a national
chain of mega stores of consumer electronics and durables. The first Croma store was launched in Juhu,
Mumbai in October 2006. Currently they are operating a total of 11 Croma stores in India, i.e. 5 Croma stores
and a Croma Zip store at the domestic airport in Mumbai, 2 Croma stores in Ahmedabad, 2 Croma mega
stores in Pune, 1 in Surat and now in Bengalooru which would take the tally to 12 Croma stores in the country.
With ‘Croma’, Infiniti Retail Ltd. has entered into a technical and sourcing agreement with Australian retail
giant, Woolworths Ltd. Infiniti Retail Ltd., will own and run the retail operations in India, while Woolworths
will provide technical support and strategic sourcing facilities from its global network.

It is, therefore, the duty and responsibility of the CROMA Supply Management function and the Warehouse
Manager (regardless if they are CROMA staff, Partners or commercial companies) to closely ensure adequate
and safe storing conditions, efficient warehouse operations and complete and accurate recording of all
inventory movements.
Objective

The objectives of warehouse and inventory management are to:

 Ensure satisfactory receipt of goods;

 Provide the ability to rapidly deliver goods requested;
 Keep accurate account of the inventory movements and balance;
 Maintain complete and accurate records of the inventory situation (physical, reserved, buffer, on hand,
distribution, contingency, temporary and in transit inventories);
 Maintain adequate storage conditions, to ensure that the inventory is in usable or serviceable condition
when needed;
 Implement appropriated measures to guarantee the safety and security of the goods.
 Ensure the inventory is maintained according to the Layout & Storage plan; and items are conveniently
staked.

Key principles
Effective warehouse and inventory management includes proper planning, recording, controlling and
monitoring of the inventory. While the planning of transactions (objectives, needs, priorities, budget,
procurement, etc.) is performed at the CROMA operational level the execution involves the
warehouse. Effective coordination and communication between the CROMA offices and the
warehouses are, therefore, essential. Ineffective inventory management could result inter alia in
incorrect quantities released, incorrect data recorded, poor decisions, excessive inventory levels,
inefficient use of funds, damage and losses.

CROMA WAREHOUSING
A well-equipped warehousing system and process of planned and controlled storage help customers to have
more control over their goods without worrying about storage & damages, minimizing the inventory costs at
the same time.

Logistics development platform ESR has leased 309,000 square feet of warehousing space at Gurgaon's Sohna
Logistics Park to Tata Croma, which will be the company's biggest distribution centre in North India, said its
CEO Abhijit Malkani.

Croma's distribution centre is within ESR Sohna Logistics Park, a 76.84-acre development located inside the
KMP loop. It will ease and optimize the last-mile delivery challenges for the retailer in Delhi and neighboring
regions.

"This Grade A green building will help Croma scale its operations in north India, implement automation and
create a long-term value chain in a future-ready sustainable space," said Malkani.

Recently, LAS Ventures said it is in talks to raise a ₹300-crore fund to develop grade A warehouses across the
country to tap into demand from the e-commerce, third-party logistics and manufacturing sectors.

The Delhi-based warehousing company is currently developing the first phase of a one-million sq ft facility in
Sohna, Gurgaon, and is expected to complete it by November this year. The facility is next to ESR's logistics
park.
Sohna is poised to become the most strategic warehousing destination in northern India. Recent and upcoming
infrastructure developments will aid the region's accessibility and enable quicker access to Delhi-National
Capital Region (NCR).
"We at Croma, believe in getting closer to our customers and serving their electronic needs in a reliable and
fast manner. The opening of DC at ESR Sohna in Gurgaon is a step in that direction as we expand our
presence in NCR," said Avijit Mitra, managing director, Croma Infiniti-Retail Ltd.
The park will be integrated with the ESR India app for digital facility management. It is pre-certified
'platinum' by the Indian Green Building Council.

Our warehousing and distribution services come in both dedicated and shared multi-customer environments.
We offer to de-consolidate or segregate your merchandise in a quick and effective manner without any
unnecessary delays. Our storage services are characterized with reasonable pricing for both short-term and
long-term periods.

The striking features of our freight warehousing and logistic warehousing services include -

 Handling of electronics goods storage with efficiency

 Surety of safety and privacy
 Assistance for clients in reducing fixed overheads, increasing efficiency and cutting down valuable
management time.
 Quality control checks on entry and exit of goods
 24 hours security

THE POLICIES FOLLOWED IN THE COMPANY:

 Working together requires a friendly atmosphere of trust and respect among all employees of the
company.
 The company strongly supports an open door policy.
 Suggestions are looked upon positively from the employees.
 The system works with a family based and friendly organization.
 Attendance, punctuality and Late Coming are essential for the smooth functioning of the Company.
 Code of Conduct, Anti-Bribery and Anti-Guidelines are some of the policies that are strictly followed
in this company.

MISSION & VISION

Our Vision

To be the most professional security leader in the industry, by exceeding our customers’ expectations, whilst
valuing each and every employee.

Our Mission
Croma Vigilante’s mission is to ensure we exceed our client’s expectations in all aspects of our business
operations. To deliver service excellence through our innovative approach and military ethos. Through our
culture of continuous development in staff learning, IT and service enhancements we aim to proactively
provide a specialist management structure to our staff and clients requirements.

QUALITY OBJECTIVES:
We aim to provide an Awesome Customer Experience and encompass Total Quality Management into our
Systems Oriented Environment. In our Learning Organization, we strive to have Continuous Process
Improvement in our bid to become the No.1 SCM Company in Asia Pacific.

 Customer Service – Delivering a service which not only meets the needs of the customer but exceeds
them.
 Delivering Value – Operating within our means and delivering value for money. Developing our Staff
&
 Organization – Ensuring our staff have the skills and knowledge to perform effectively and maximize
their potential.
 Accountability – Ensuring we operate with complete transparency & professionalism and are
responsible for all acts and omissions.
 Emergency Preparedness & Response Planning – Ensuring we continuously address the initial
response to threats and risks that the business faces.
 Business Continuity – Ensure we have systems and procedures in place for prevention and recovery
when dealing with potential threats to the company.

OUR VALUES
Responsibility: We will be responsible towards our own work, our teams and also towards the country,
community, customers, partners and environment.

Integrity: We will conduct our business fairly, with honesty and transparency.

Teamwork: We will work as a team and partners around the world, building strong relationships based on
tolerance, understanding and mutual cooperation.

Excellence: We will constantly strive to achieve the highest possible standards in our work and in the quality
of the goods and services we provide

SWOT Analysis of Tata Croma

For Tata Croma, SWOT analysis can help the brand focus on building upon its strengths and opportunities
while addressing its weaknesses as well as threats to improve its market position.
Tata Croma Strengths
The strengths of Tata Croma looks at the key aspects of its business which gives it competitive advantage in
the market. Some important factors in a brand's strengths include its financial position, experienced workforce,
product uniqueness & intangible assets like brand value. Below are the Strengths in the SWOT Analysis of
Tata Croma :
1. Trusted Brand TATA and first large format specialist in retail chain for consumer durables
2. Trusted service offered
3. Strong presence in Indian consumer durable market
4. Attractive promotional offers for bulk buying
5. Wide reach all over India with over 70 stores
Tata Croma Weaknesses
The weaknesses of a brand are certain aspects of its business which are it can improve to increase its position
further. Certain weaknesses can be defined as attributes which the company is lacking or in which the
competitors are better. Here are the weaknesses in the Tata Croma SWOT Analysis:
1.Still hasn't been able to reach across all major cities which might be potential market
2. Despite being a strong player in India, faces market share competition from international and unorganised
market
Tata Croma Opportunities
The opportunities for any brand can include areas of improvement to increase its business. A brand's
opportunities can lie in geographic expansion, product improvements, better communication etc. Following
are the opportunities in Tata Croma SWOT Analysis:
1.Opportunity to enter into other services like hypermarket
2. Domestic expansion as well as going global
3. More advertising to increase brand visibility
Tata Croma Threats
The threats for any business can be factors which can negatively impact its business. Some factors like
increased competitor activity, changing government policies, alternate products or services etc. can be threats.
The threats in the SWOT Analysis of Tata Croma are as mentioned:
1.International and domestic players entering the market
2. Continuous improvement in technology means difficult inventory management

INDUSTRY PROFILE

Logistics is the management of the flow of goods between the point of origin and the point of consumption in
order to meet some requirements, of customers or corporations. The resources managed in logistics can
include physical items, such as food, materials, animals, equipment andliquids, as well as abstract items, such
as time, information, particles, and energy.
The logistics of physical items usually involves the integration of information flow, material
handling, production, packaging, inventory, transportation, warehousing, and often security. The complexity
of logistics can be modeled, analyzed, visualized, and optimized by dedicated simulation software. The
minimization of the use of resources is a common motivation in logistics for import and export. The Economic
liberalization and the relaxed FDI norms have been a tremendous help in the growth of the sector. Other
factors that have helped are augmentation of retail, agriculture, pharmaceutical, automobile and FMCG sector.
.Infrastructure is one of the biggest challenges faced by the Indian logistics sector and has been a major
deterrent to its growth. Infrastructural problems like bad road conditions, poor connectivity, inadequate air and
sea port capacities and lack of development of modes of transports like railways and alternates like inland
water transport and domestic aviation have been constant irritants. Due to the infrastructural bottlenecks costs
per transaction in Indian logistics sector is very much high compared to those in the developed markets. Less
economy of scale due to high fragmentation of industry, lack of skilled labor and manpower are also one of
the major challenges for the logistic sector.

A third-party logistics provider (abbreviated 3PL, or sometimes TPL) is a firm that provides service to

its customers of outsourced (or "third party") logistics services for part, or all of their supply functions. Third
party logistics providers typically specialize in integrated operation, warehousing and transportation services
that can be scaled and customized to customers' needs based on market conditions and the demands and
delivery service requirements for their products and materials. Often, these services go beyond logistics and
included value-added services related to the production or procurement of goods, i.e., services that integrate
parts of the supply chain. Then the provider is called third-party supply chain management provider (3PSCM)
or supply chain management service provider (SCMSP). Third Party Logistics System is a process which
targets a particular Function in the management. It may be like warehousing, transportation, raw material
provider, etc.

Typically, a core company providing services or products is considered the first party; the customer, the
second party. A third-party, then, is a firm hired to do that which neither the first or second party desires to do.
A third-party logistics firm is a firm that provides outsourced or “third party” logistics services to companies
for some portion or all of their supply chain management functions. 3PL typically specializes in custom
clearance, Freight Forwarding, Warehousing, transportation services that can be customized to customer needs
and demand.

The 3PL industry evolved in the 1970’s when during a time of expanding globalization and an increased use
of information technology (Song & Regan, Industries in Transition: Freight Transport Intermediaries in the
Information Age, 2001). The first generation 3PL’s (1970’s-1980’s) offered services such as transportation,
brokerage, and shipping. Second-generation 3PL’s (1980-1990) were mostly asset or non-asset based
companies with increased service offerings. The third-generation-3PL’s (2000 onwards) were mostly web-
based 3PL’s with increased supply chain integration (Nemoto&Koichiro, Advantage of 3PL in SCM, 2007).
Third-party logistics (3PL) is gaining importance as more and more organisations across the world are
outsourcing logistics activities to the 3PL service providers. By outsourcing logistics activities, organisations
are able to not only concentrate on their core business operations, but also achieve cost-efficiency and improve
delivery performance and customer satisfaction.
The 3PL market in India was under-developed and highly fragmented. However, recent trends show that the
Indian market has come of age with small family-run businesses giving way/progressing to professional-run
corporate enterprises. This refreshing change is indeed a welcome sign for the growth, as professionalism can
go a long way in building efficiencies and reducing costs.

TYPES OF 3PL PROVIDERS

Third-party logistics providers include freight forwarders, courier companies, as well as other companies

integrating & offering subcontracted logistics and transportation services Iine in
Hertz and Alfredsson (2003) describe four categories of 3PL providers

 Standard 3PL Provider: this is the most basic form of a 3PL provider. They would perform activities such
as, pick and pack, warehousing, and distribution (business) – the most basic functions of logistics. For a
majority of these firms, the 3PL function is not their main activity.
 Service Developer: this type of 3PL provider will offer their customers advanced value-added services
such as: tracking and tracing, cross-docking, specific packaging, or providing a unique security system. A
solid IT foundation and a focus on economies of scale and scope will enable this type of 3PL provider to
perform these types of tasks.
 The Customer Adapter: this type of 3PL provider comes in at the request of the customer and essentially
takes over complete control of the company's logistics activities. The 3PL provider improves the logistics
dramatically, but do not develop a new service. The customer base for this type of 3PL provider is
typically quite small.
 The Customer Developer: this is the highest level that a 3PL provider can attain with respect to its
processes and activities. This occurs when the 3PL provider integrates itself with the customer and takes
over their entire logistics function. These providers will have few customers, but will perform extensive
and detailed tasks for them.

INDUSTRY SNAPSHOT
The Indian Logistics Industry is estimated at US$ 125 billion in 2010
 Generated employment for 45 million people
 The industry is expected to grow annually at the rate of 15- 20 per cent, reaching revenues of
approximately $ 385bn by 2015.
 Highly Unorganized with organized sector responsible only for 6%
 Market share of organised logistics players is also expected to double to approximately 12 per cent by
2015
 The size of the 3PL industry is estimated to be~US$1.5 bn in FY11 (1% of logisticscost).
 The share of 3PL services is expected to increase from 6% in FY06 to 13% in FY11, at a CAGR of 25%
 Logistics costs are 10-20% of GDP
 Indian Infrastructure is rated 54th among the 59 countries -- Road : 56/59, Rail: 25/59, Seaport: 51/59,
Airport: 40/59.
Several factors helped the growth of logistics industry in India over the decade that includes changing tax
system, rapid growth in industries such as automobile, pharmaceuticals, FMCG and retail. However, major
sectors that are investing huge amounts in logistics industry are aviation, metal & mining and consumer
durables. With increasing competition and cost, focus on outsourcing, entry of foreign players is having
positive impact on the industry. Three major contributors for the growth of the logistic industry are:
emergence of organized retail, increase in foreign trade and India becoming soon the manufacturing hub.As
per the World Bank’s Logistics Performance Index 2010, India is placed at 47th position out of 155 countries.

LOGISTICS SCENARIO IN INDIA:-

India’s logistics market is expected to expand at an annual compounded growth rate of 8% over the next five
years, reaching USD 330 billion by 2025. This expansion will be supported by several factors, including the
fast-developing Ecommerce industry, impending technical advancements, and an expanding retail sales
market.

In 2021, India’s intercity logistics expenditure was USD 209 billion, accounting for approximately 87 percent
of overall logistics expenditure. The on-demand/spot market accounted for 63% of total spending, while the
contract market accounted for 37%. Metro cities accounted for as much as 40 percent, or USD 84-billion of
the total inter-city logistics spend of USD 209 billion.

India’s freight business has a massive spot market, with USD 120-130 billion in annual trade value expanding
at a rate of 9-10 percentage. Agriculture accounts for 25% of the entire spot market. Due to their modest
production quantities and drop sizes, MSMEs operate on the spot market, accounting for 25% of total truck
bookings. The remaining 50% is driven by large manufacturing enterprises that reserve FTL trucks on a spot
basis.
Key Actors In Logistics Sector
1. Shipper
The end customer or shipper provides a load that is transferred on a daily basis. They could be manufacturers,
traders, distributors, or any other party that owns the transported items. Shipments are provided with their
tonnage, preferred truck type, loading and unloading location(s), an estimated freight rate, and loading
instructions.

2. Transporter
The transporter undertakes all financial and operational risks associated with transporting the items from the
loading site to the unloading location. He is accountable for truck placement, documentation, payments,
tracking of items, and collection from the end customer upon submission of proof of delivery(POD)

3. Broker
Typically a one-person operation based in a transport area, the booking agent associates himself with 100 to
150 trucks distributed among ten to twenty fleet owners. Brokers charge a nominal price per truck booking
based on source, destination and vehicle type.

4. Fleet Owner
Fleet owners often own trucks and employ 1-2 drivers per vehicle. 75% of India’s trucking inventory is owned
by individuals with up to 5 trucks. Small fleet owners and single truck owners rely heavily on agents to
provide loads and maintain a high utilization rate for their trucks.

Reasons For Rapid Growth

1. Evolved Government Regulations
Strong expansion, aided by government reforms, in the transportation and logistics sectors is projected to be
the primary driver of India’s logistics business. GST has transferred all manual transactions to digital form,
utilizing e-way bills and Fastags to increase system transparency.

2. Emergence of new players

Numerous start-ups in the logistics sector have aided the growth of the business by introducing a more
innovative solution to the market. These firms operate across the supply chain, from discovery to booking,
value-added services, and execution, with consignors and truck owners as their target audience.

3. Technology Disruptions
By serving as a significant differentiator, new-age technology has revolutionized the logistics sector. Market
leaders in this domain will embrace automation technology to create smart logistics solutions that improve
quality, cut costs, and minimize human interference.

Final Thoughts
Today and in the future, India’s requirement is for comprehensive end-to-end logistics solutions. This would
include a platform for integrated infrastructure and assets, a platform for integrated services, and a platform
for integrated digital infrastructure. The domain is populated by a diverse range of actors, from extremely tiny
distributors and importers through medium-sized and large traders to multinational corporations. As a result,
the sector will continue to see consolidation, process standardization, technological advancements, and digital
transformations for increased agility and integration not just across modes of transportation but also between
users and third-party service providers. Customers seek efficient, cost-effective, customized solutions. The
emergence of third-party logistics (3PL) and fourth-party logistics (4PL) service providers would address
complex supply chain difficulties.

Following are the key challenges faced by logistics industry:

8 Major Challenges Faced By Logistics Companies In India

The estimated value of global logistics industry is to be worth 300 Billion USD. In India, around 10 to 15% of
product cost can be attributed to logistics, which is comparatively significant from other economies like USA
or China. Logistics companies in India are fast evolving, but this progress does not come without challenges.
Let us take a look at a few hindrances faced by businesses in this industry:
1. Transportation Issues
In India, a predominant mode of freight cargo transportation is via road, with nearly 60% cargo moved by road
and 32% by rail. Due to over-saturated rail networks and high rail tariffs. Movement of goods is done by road
transportation, which proves to be quite inefficient, because of poor road infrastructure, multiple checkpoints,
and congestion.
2. Port Sector Issues
Due to high turnaround times for ships because of overcrowded berths and delay in cargo evacuation unloaded
at berths, logistics companies in India suffer unreasonably. Coastal shipping in India gets hampered due to the
weak land side and port facilities, and insufficient depth at ports discourage large vessels, thus curbing the
large scale use of it for freight movements.
3. Tax Structure and Warehousing Problems
The complicated tax regime places several hardships on logistics companies in India. Multiple State and
Center taxes lead to considerable loss of time in transit on roads. The poor state of warehousing and their
restricting locations are one of the few major concerns of this industry. Storage facilities are quite fragmented
for low margin products thereby resulting in a disincentive to create a large integrated warehousing space. The
Government owned most of the large warehouses and used for food grain.
4. Technological and Skill Deterrents
In India, automation of processes is still in the embryonic stage and non-standardization in the industry due to
its fragmentation further slows down the progress. Acceptance and adoption of technological advancements
like RFID, tracking, warehouse management system, etc. can resolve the issues between domain requirement
and IT. Besides this, there is lack of quality workforce in this sector, and the available skill set needs to be
upgraded urgently.
5. Fuel Costs
The highest challenge in logistic industry is high fuel costs. If the fuel prices goes high is likely to increase
transportation costs to the shippers. Raising the fuel prices are increasing the surcharges added to freight rates,
this will cut down the revenue and earnings of truckers as fuel prices increase.
6. Customer Services
Customers want the full clarity into where their delivery is at on time. Now a days, the location of a shipment
is as
associated as your social network. In fact, the customer anticipation have increased, their readiness to pay for
speedy shipping has declined with just about 50% of consumers not in the mood to pay anything excess for
less than two-day shipping.
7. Driver Shortage & Retention
Employment and detainment of the driver will be an issue despite the lower demand of the shipments.
8. Government Regulations Carriers face significant compliance regulations imposed by government of state
and other authorities.
CRISIL Research's report on the Indian logistics industry provides an overview of the various modes and
infrastructure segments, in addition to an assessment of the supply-chain cost structure in nine non-bulk
segments and third-party logistics (3PL) opportunities in India. The report will present a segment-by-segment
view of the state of the industry in terms of its size, growth drivers and future outlook, business models, nature
of the industry, and Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis for the segment.

Highlights:

1. Analyze the various logistics segments (modes, infrastructure and 3PL) in terms of their current market size,
growth drivers, future prospects and SWOT analysis.

2. Analyze the logistics chain and the corresponding costs across a sample of industries in the manufacturing
sector.

3. Identify (on a best effort basis) the commodity mix across modes and infrastructure components.

4. Analyze the 3PL market in India, its growth prospects, opportunities and threats.

5. Analyze key 3PL providers in terms of their strengths and weaknesses, asset base, services offered,
industries served, coverage etc.

Major Competitor of India

TOP 10 LOGISTICS AND SUPPLY CHAIN COMPANIES IN INDIA:

1. TNT Express 
Corporate office – Bangalore, Karnataka | Establishment – 1994 |
Business – Shipping and logistics | Website – www.tnt.com |
TNT is a global leader in logistic solution which was established in year 1946 by Ken Thomas in Australia.
Company has more than 70000 employees worldwide serving in almost every country including India. It
started shipping and logistics operation in India in the year 1994.

2. DHL 
Corporate office – Mumbai, Maharashtra | Establishment – 1969 |
Business – Courier, Supply chain and logistics | Website – www.dhl.co.in |
It is among the top logistics company in India which has more than 285000 employees worldwide. DHL is a
part of the leading network which delivers solutions to all logistics needs from shipping to courier services.

3. All Cargo Logistics Ltd. 

Corporate office – Mumbai, Maharashtra | Establishment – 1993 |
Business – Logistics solution | Website – www.allcargologistics.com |All cargo logistics ltd is a multinational
brand which provides logistics solution. Company has almost 190 offices worldwide and global footprints in
more than 90 countries. It is a flagship company of well known Avvashya group.
4 . Agarwal Packers and movers 
Corporate office – New Delhi, India | Establishment – 1987 |
Business – Transportation and packaging | Website – www.agarwalpackers.com |

Agarwal packers and movers is an Indian logistics company which has transportation, warehouse and
packaging business. It has more than 75 offices in India and recently started international operation for
material shifting and shipping.

5. Gati Logistics
Corporate office – Singapore Establishment – 1989
Business – Courier and logistics service Website – www.gati.com 
Gati is one of the top logistics company in India which has a great network of distribution and supply chain
solution. It has a strong presence in south Asian countries including China, Singapore and Hong Kong.

6 .DTDC 
Corporate office – Mumbai, Maharashtra | Establishment – 1990 |
Business – Courier and logistics service | Website – www.wiprofurniturebusiness.com|

DTDC courier and cargo limited is the largest domestic distributor in Indian market, which was established in
the year 1990. It offers various logistics service which includes international, domestic and premier services.

7. Blue Dart
Corporate office – Chennai, Tamilnadu | Establishment – 1994 |
Business – Courier and logistics service | Website – www.bluedart.com |

Blue Dart is a Chennai based company started in the year 1994 providing shipping solution to more than 220
countries and territories. It is ISO 9001-2008 certified company which offers express package and courier
services.

8. First Flight 
Corporate office – Mumbai, Maharashtra | Establishment – 1986 |
Business –Courier and logistics | Website – www.firstflight.net |

First flight was established in the year 1986 setting up first three offices in Kolkata, Delhi and Mumbai. It is
largest courier company in India having more than 1200 offices in the country and offering courier services to
more than 220 countries worldwide.

9. FedEx
Corporate office – Dallas, USA | Establishment – 1973 |
Business – Logistics and transportation | Website – www.fedex.com |
Globally recognized shipping brand FedEx has existence in more than 220 countries and territories. Company
has a wide network to deliver shipping in every nook and corner, it delivers more than 3.6 million shipments
every day.

10 .Globe Express services

Corporate office – Mumbai, Maharashtra | Establishment – 1888 |
Business – Transportation, warehouse and packaging | Website – www.globeexpress.com |
Global Express services are a well-known name in courier industry. It was established long back in the year
1888 which has almost 85 corporate offices worldwide.

Reverse Logistics:
Learn everything you need to know about reverse logistics, including the types of logistics, the process
involved, steps, benefits, challenges and how to use reverse logistics to create value for your business. Plus,
get advice on what it takes to be successful at reverse logistics and reduce the costs that come with returned
products.

In this article:

 Reverse logistics explained step by step

 Six strategies to optimize reverse logistics
 Reverse logistics and the supply chain

What Is Reverse Logistics?

Reverse logistics is a type of Supply Chain Management that moves goods from customers back to the sellers
or manufacturers. Once a customer receives a product, processes such as returns or recycling require reverse
logistics.

Reverse logistics start at the end consumer, moving backward through the supply chain to the distributor or
from the distributor to the manufacturer. Reverse logistics can also include processes where the end consumer
is responsible for the final disposal of the product, including recycling, refurbishing or resale.

When Is Reverse Logistics Used?

Organizations use reverse logistics when goods move from their destination back through the supply chain to
the seller and potentially back to the suppliers. The goal is to regain value from the product or dispose of it.
Worldwide, returns are worth almost a trillion dollars annually and have become increasingly common with
the growth of ecommerce.

The objectives of reverse logistics are to recoup value and ensure repeat customers. Less than 10% of in-store
purchases are returned, compared to at least 30% of items ordered online. Savvy companies use reverse
logistics to build customer loyalty and repeat business and to minimize losses related to returns.

Reverse Logistics vs. Traditional Logistics

Traditional product flow starts with suppliers and moves on to a factory or distributor. From there, the goods
go to retailers and customers. Reverse logistics management starts at the consumer and, moving in the
opposite direction, returns products to any point along the supply chain.

Well-designed supply chains are responsive to changes and can handle some reverse logistics requirements.
This reverse process can return products one step back in the chain or to the original supplier. They can even
send returned products back to regular sales or discount channels (like liquidators).

How Reverse Logistics Works

Reverse logistics moves goods from the traditional endpoint of the supply chain at least one step backward.
This process can involve various plans and controls. Some companies prefer to outsource this work.

Reverse Logistics Process

The reverse logistics process involves managing returns and buying surplus goods and materials. The process
is also responsible for dealing with any leases or refurbishments. Reverse logistics vary across different
industries, and there are different economic incentives for improving reverse logistics management.
For example, in the beverage industry, the reverse logistics process uses empty tap containers. Beverage
production companies want to recapture the value of their containers by reusing them. This requires planning
transportation, managing shipping loads and cleaning the containers.

In the construction industry, reverse logistics moves and recycles salvaged materials to new sites. As the
construction industry adopts more sustainable practices to reduce waste, there is an opportunity for cost
savings by using reverse logistics.

In the food industry, reverse logistics is responsible for returning packaging materials and pallets. Companies
also must deal with rejected food shipments. Rejections can create logistical challenges due to delays that lead
to food spoilage and concerns over tampering. The Reverse Logistics Association is developing secure, quick,
reliable, login (SQRL) codes on packaging to provide detailed product information and address these logistical
challenges.

5 Steps to Good Reverse Logistics

1. Process the Return

The return process starts when the consumer signals they want to return a product. This step should
include return authorization and identify the product’s condition. This process also involves scheduling
return shipments, approving refunds and replacing faulty goods.
2. Deal with Returns
Once a returned product arrives at your location or centralized processing center, inspect it and
determine its return category. (Note: If you have optimized reverse logistics, you should know where
the product should go before it arrives.) Sort products into the disposition options: fix, resell as new,
resell as a return, recycle, scrap or refurbish.
3. Keep Returns Moving
Reduce your daily waste by sending repairable items to the repair department.
4. Repair
After reviewing the returned item/equipment and determining whether it can be repaired, move it to the
repair area. If not possible, sell any sellable parts.
5. Recycle
Any parts or products that you cannot fix, reuse or resell should be sent to the area for recycling.

Impo
rtance of Reverse Logistics to Your Business

Reverse logistics is important because it maintains an efficient flow of goods. The process reduces costs,
creates value, decreases risk and completes the product life cycle.
Gartner Research says that about 70% of businesses plan to invest in the "circular economy." This circular
economy follows traditional logistics and then continues around through what Gartner calls a closed-loop
supply chain.

With this practice, companies are participating in a system focused on a sustainable economy. Companies find
new uses for disposed products with recovery, repair and recycling. Materials once typically viewed as waste
have value again.

The circular economy also ensures compliance as many countries institute a policy requiring "producers" to
develop more sustainable practices. The guidelines outline subsidies for waste prevention, research and
development and recycling. Other policies restrict landfills, mandate collection and recycling programs, and
penalize certain waste practices.

Challenges of Reverse Logistics

A challenge of reverse logistics is that the flow must be bi-directional. Managers need to set up the right
infrastructure for it to be effective. That often requires software that can automate and track every step of
reverse logistics. Additionally, once that infrastructure is in place, management needs to continually monitor
and evaluate the organization’s reverse logistics processes to ensure efficiency.

Companies must track inbound and outbound logistics to get the full picture. Inbound Logistics manages the
receipt of raw materials or goods from the supplier to the manufacturer. Outbound logistics is the processes
that deliver the finished goods to the end user. Both inbound and outbound logistics are measured from the
manufacturer’s perspective, while reverse logistics can be part of any point in the supply chain.

ORGANIZATION STRUCTURE
Group Managing Director
Director
Senior Manager Manager Manager Manager
Finance &
Regional operations & Information Business Corporate&
HR/Admin
forwarding Service Technology Development& planning
Marketing

Finance Manager HR/Admin

Manager Sub sidiaries
(Group) (group)
Heritage worldwide

Express ptc Ltd

Ych logistics Pvt Ltd

Melewar logistic

Sdnbhd

Freight connections

Worldwide Ptc.Ltd

IT Manager

Systems Analyst/ Systems Systems Analyst/ Systems User Support

Analyst/ Analyst/ &
Communications Programmer
Programmer Maintenance
Specialist Programmer professional

Chapter-2

REVIEW OF LITERATURE
Warehouse Design and Control: Framework and Literature Review:
 In this project we analyze problems that are encountered during the (re)design of a warehouse or a warehouse
subsystem. We determine clusters of publications concerning specific problems as well as open areas for
future research. A design oriented approach on the other hand primarily aims at a synthesis of a large number
of both technical systems and planning and control procedures.
A Review of Warehousing Models:
In this section we present an overview of models and algorithms proposed in the literature for warehouse
design, planning and control. In doing so, we follow the classification of problems at a strategic, tactical or
operational level. Apart from the design problems, we briefly discuss some previous literature overviews and
some papers on warehouse design methods.
Warehouse Literature Overviews:
In 1971, 1982 and 1983 respectively, Miebach, Matson and White and J\1cGinnis et al. reviewed the
operations research and material handling literature. They concluded that important gaps in the research fields
existed and that most research seemed to concentrate on rather limited problems. In 1992, Goedschalckx
created a WWW-page1 with an extensive list of publications.
Warehouse Design Methods:
Ashayeri and Geldel's review the literature concerning warehouse design and concluded that a pure analytical
approach, as well as an approach that solely uses simulation, will in general not lead to a practical general
design method. However, they suggest that a combination of the two approaches may lead to a good design
method. Ashayeri and Goetschalckx provide a step-wise general design procedure. Duve and Boeker propose
a step-wise design method for warehouse design and provide several examples. Yoon and Sharp suggest an
elaborate conceptual procedure for the design of an orderpick system.
Warehouse Design Problems:
Strategic Level At the strategic level, two problem dusters have been identified: one dealing with the selection
of systems and equipment based on technical capabilities, and the second one dealing with the design Of the
process flow and the selection of warehouse systems based on economic considerations. Roll et a1. proposed a
systematic procedure for determining the size of a warehouse container.
Literature search and selection strategy
To conduct literature search and selection methodology systematically and transparently, we follow the
guidelines presented by Durach et al. (2017). The sample is generated through the following steps:
Step 1: Define the research scope: According to the topic, research on integration decision and optimization
of smart warehouses is reviewed in this research. Based on the previous research, the research scope could be
refined as suggested in Section 1.
Step 2: Determine the required characteristics for primary studies: Based on Step 1, the inclusion and
exclusion criteria should be established to determine if an article is relevant to the review:
(1) Research related to smart warehouse operations management can be included.
(2) Research related to warehouse operations management can be included. Research focusing on supply chain
management, inventory management, and warehouse location should be excluded.
(3) Research topics that are not relevant to the logistics section (e.g., data warehouse and knowledge
warehouse) should be excluded.
(4) Research in English with a publication date from January 2015 to December 2020 can be retained.
(5) Research published in high-impact journals that meet all following criteria can be included to ensure focus
on the research topic:
a) The journals should be peer-reviewed.
b) The journals should be cited by the Science Citation Index Expanded (SCIE) or Social Sciences Citation
Index (SSCI) database.
c) According to the 2019 Journal Citation Reports (JCR), the journals should rank in the first quartile in the
related JCR category.
(6) The research with a document type of article or review can be included
Step 3: Retrieve samples of potentially relevant literature: Web of Science Core Collection is used as the
database in this review. To implement these criteria defined in Step 2, we restrict the period within the years
range from 2010 to 2020 and select the options SCIE and SSCI in the search setting. We use the initial
keywords set gathered from the topics of previous literature reviews as the starter of the search. The papers in
the initial searching results are analyzed and some keywords are extracted from the initial search result to
refine the keywords list. The refined keywords set are listed in Table 2.
Step 4: Select pertinent literature: In this step, the inclusion and exclusion criteria listed in Step 2 are
applied. Relevant literature is selected and classified according to the review framework. A total of 657
publications were selected.
Step 5: Synthesize literature: Literature is synthesized and examined in the following sections. 2.3 Result
analysis 2.3.1 The trend of publications with time To analyze the research trend of smart warehouses, we
collect the data of publication distribution from the search result. Figure 4 shows an increase in the number of
publications since 2010. These results indicate the growing research interest in different aspects of smart
warehouses. The general trend of the publications is on the rise. The emergence and implementation of new
warehousing technologies have contributed to the increasing trend. We observe that articles published in
2015–2020 focus more on emerging equipment, such as RMFS, autonomous vehicle storage and retrieval
system (AVS/RS), and shuttle-based storage and retrieval system (SBS/RS). Furthermore, a significant boost
is observed in the number of articles related to warehouse operations management and optimization from 2018
to 2020. The number of articles published in 2020 is almost twice the number of articles published in 2018.
The increasing trend of the number of articles shows that the concern on the operations management and
optimization of warehouses has significantly increased, reflecting the rapid development and growing need for
warehousing systems.
 Chapter-4
OBJECTIVES OF STUDY
PRIMARY OBJECTIVE
 To study the overall inbound and outbound logistics warehouse operations in Croma, Infiniti Retail
Limited and to give suggestions.

SECONDARY OBJECTIVE:
 To find out the problems which the warehouse is facing in its inbound and outbound process.
 To create more efficiency in warehouse operations.
 To find out the turnaround time taken in warehouse operations.
NEED FOR THE STUDY

Warehouse is the place where goods are being stored and dispatched and my project focuses on the
INBOUND AND OUTBOUND LOGISTICS WAREHOUSE OPERATIONS OF CROMA INFINITI
RETAIL LIMITED to find out the issues affecting the inbound and outbound warehouse activities involved
in the company and to provide valid suggestions to sort out these issues. .The study on the transport, delivery,
storage and dispatch of the materials involved in the company. Identify the efficiency of warehouse operations
in the company and its effects on inbound and outbound activities in the company and find out the turnaround
time in the company.

STATEMENT OF PROBLEM

The problem faced by the company in the inbound and outbound operations can be resolved by studying the
existing procedures of the company and suggesting new measures .Following are the problems which the
company is facing:-

 Inbound and outbound activities needs to be studied and simplified

 The process can be more efficient by providing the suggestions from this study.
SCOPE OF THE STUDY
This study helps to gain realistic and accurate knowledge about the functioning of logistics companies. The
aim of the study is to know about the functions and procedures in various departments in an organization.
1. The company can understand the problems which occur in the inbound and outbound process.
2. The study on the inbound and outbound warehouse operations can be useful to increase the efficiency of
the warehouse.
 3. The study helps to find out the turnaround time taken in warehouse operations.

Chapter-4
RESEARCH METHADOLOGY

In order to accomplish the objectives of the study, it is essential to articulate the manner in which it is to be
conducted, i.e., the research process is to be carried-out in a certain framework. The Research Methodology,
which follows, is the backbone of the study. An Exploratory Research with the secondary data study was
conducted. Primary data was collected with the help of a questionnaire as well as secondary data. Research
Methodology is a way to systematically solve the research problem. The Research Methodology includes the
various methods and techniques for conducting a Research.

Purpose of the Research:

This project was undertaken to know the consumers‟ perception towards Tata Croma situated at Sarat Bose
Road. It aims to understand the level of awareness of Croma products and quality of services. The main
objective behind the project was to revive the sales of Tata Croma situated at Sarat Bose Road, Kolkata. The
Project was for two months i.e. from January 2022 to January 2023.
It consists of brief history of Croma, The Electronic Mega store, class room exercise and market research of
consumer perception towards Croma. The project comprises of field studies and collection of primary data
from the customers of Croma.
Sales at Tata Croma at Sarat Bose Road were unable to meet its predefined targets. So the main aim of
the research was to know the reasons behind fall in sales. To understand the reason behind low sales it was
important to understand the Consumers‟ perception towards Tata Croma at Sarat Bose Road.
RESEARCH OBJECTIVES:
1. To gain an insight about the perception of the customers towards Tata Croma at Sarat Bose
Road.
2. To find out various reasons behind nonperformance of Tata Croma at Sarat Bose Road
3. To provide recommendations to improve sales at Tata Croma, Sarat Bose Road.
Type of research: Exploratory and descriptive Research

The research design adopted is the single cross-sectional design, there was only one sample of 150
respondents and information was obtained from this sample only once.
Pilot survey (Exploratory Research) was also conducted before complete survey to test effectiveness of the
survey. Pilot survey was conducted on first 20 respondents to know the rectifications required in the
questionnaire.
 Chapter-6
Data collection
This research involved a study, which was descriptive in nature. Data was collected mainly through both primary and
secondary source. Primary data was collected through questionnaire filled by customers visiting Tata Croma at Sarat
Bose Road.
Method of data collection:
Primary data as well as secondary data was collected.
Secondary data was collected from Croma, LOGISTICS.

 The data collected was completely from the past records.

 Company database.

PRIMARY DATA COLLECTION:

Primary data is collected through direct interview method. Collected maximum information through direct
interview conducted among various departmental heads and other staff members in that organization through
observation.

This data is original in nature and is generated from results of personal interviews with the customers visiting
Tata Croma, Sarat Bose Road.
• General observation method: General observation method was used to know the problems faced by
consumers. Some problems were observed which cannot be known through questionnaire.
• Survey:- Survey was conducted to know the consumers‟ perception. Total respondents for the
research were 150.
SECONDARY DATA COLLECTION:
The process of secondary data collection and analysis is called ‘desk research’. This includes data which are
collected from earlier research work. Researchers believe that a problem can be partially solved with the help
of secondary data. The researcher using secondary data must also know the fundamentals of primary data
collection.

Some data was acquired from existing sources of information which were accessed due to availability of
various other forms of information and data. These data served as the secondary data to me. Sources for these
data are the company‟s websites, journals, publications and articles from industry experts/professionals,
previous market reports.

Sample design

Sampling unit: - Customers visiting Tata Croma at Sarat Bose Road.

Sample Size: The sample size taken was of 150 respondents for this study.

Sampling technique: Normal Convenience and judgmental sampling technique was followed.
Sampling method: Data was collected from the questionnaires filled by customers.
 Procedures:-
The following procedure was followed for the purpose of research:
1) Research title was decided and parameters to be measure were set.(idea generation)
2) The basic frame work for the activities to be done was made.(planning)
3) Objectives were laid out.
4) Questionnaire was made to know the consumers‟ perception towards Tata Croma
5) Then data was collected from the customers visiting the store of Tata Croma, Sarat
Bose Road. (data collection)
6) The data which was collected was recorded in the excel sheet on the daily basis. ( Data
feeding)
7) Data analysis was done through statistical tools in Microsoft Excel and Spss17
8) Results were drawn and on the basis of them interpretations were made.

Limitations:-
This study was taken up to accomplish the objectives still there were certain factors which
created obstacles in accomplishing the work.
These factors are:-
1. It was very difficult to take time of customers for filling the questionnaire.
2. The research was depending on the information provided by the respondents. It may
be unsatisfactory as most of the customers were reluctant to fill the questionnaire.
3. The time period was only 2 months.
4. Study was only confined to customers visiting the store i.e. Tata Croma, Sarat Bose Road.

METHOD USED FOR COLLECTING SECONDARY DATA

TURN AROUND TIME FOR THE MONTH OCTOBER 2022

ORDER TYPE Sum of TAT Sum of Quantity

Entertainment 111 32
CMP 1388 4142
Communication 1121 5219
Delivery
APL Remarks 5 Sum of Total Quantity
5
Digital
CUTOMER FIXED DELIVERY DATE 46 253 5145
APS
HOLD FOR FORM OR PERMIT
406 541 97
Grand Total 3077 10192
ON HOLD BY CHANGE OF INVOICE 160

ON TIME DELIVERY 53 4790

Grand Total 10192

 Total

6000

5000 5145
4790
4000
QUANTITY
TOTAL

3000

2000

1000

0 97 FOR 160 BY
CUTOMER HOLD ON HOLD ON TIME
FIXED FORM OR CHANGE OF DELIVERY
DELIV- PERMIT INVOICE
ERY REMARKS
DATE

INFERENCE
In the above graph shows, 5145 quantity of goods are holded for delivery as per customers preferred date. The
second bar shows 97 quantity of goods are holded for permit issues. The third bar shows 160 quantity of goods
are holded for change of invoice. The fourth bar shows 4790 quantity of goods are done on time.

TURN AROUND TIME FOR THE MONTH NOVEMBER 2022

54
 Order type Sum of TAT Sum of Total Quantity
Entertainment 54 35
CMP 741 1004
Communication 576 701
APL 4 5
Digital 74 147
APS 2 4
Accessories 57 12
Grand Total 1508 1908

1200

1000

800

600 Sum of TAT

Sum of Total Qty

400

200

0
CCST CTO CTO+CCST LSP LSP+CCST LSP+CTO+CCST SNP

INFERENCE
In this above graph TAT was high for the CTO order 741 of quantity 1004 and the TAT was low for
LSP+CTO+CCST order 4 of quantity 5.

TURN AROUND TIME FOR THE MONTH DECEMBER 2022

55
 Row Labels Sum of TAT Sum of Total Quantity
Entertainment 289 208
CMP 885 2334
Communication 756 4048
APL 8 67
Digital 106 327
APS 8 6
Entertainment 7 11
CMP 255 83
Grand Total 2314 7084

4500

4000

3500

3000

2500

2000
Sum of TAT
1500 Sum of Total Qty
1000

500

0
ST O ST P ST ST P
C CT C LS C C TO C SN
C +C C P+ +C
O SP+ L S O
CT L
+C
T
P
LS

INFERENCE
In this above graph TAT was high for the CTO order 885 of quantity 2334 and the TAT was low for
LSP+CTO+CCST order 7 of quantity 11.

Row Labels Sum of Total Quantity

CUSTOMER FIXED DELIVERY DATE 106

HOLD FOR FORM OR PERMIT 365

ON TIME DELIVERY 56 6613

Grand Total 7084

 Total

7000 6613

6000
TOTALQUANTITY

5000

4000

3000

2000

1000
365
106
0
CUSTOMER FIXED DE- HOLD FOR FORM OR ON TIME DELIVERY
LIVERY DATE PERMIT

REMARKS

INFERENCE
In the above graph shows, 106 quantity of goods are holded for delivery as per customers preferred date. The
second bar shows 365 quantity of goods are holded for permit issues. The third bar shows 6613 quantity of
goods are done on time

Chapter-7

Conclusion
57
The project titled the study on inbound and outbound operations of Croma logistics was undertaken to study the
inbound and outbound warehouse operations and turnaround time of YCH and the overall study gave me clear
idea of warehouse operations.

Efficient Supply Chain Management is the key to a successful business. Though improving the transportation,
enterprises hope that they improve their performance and gain competitive advantage, so company should try to
improve the process by the suggestions that made in the project
The project period was a great learning experience for me, this experience will surely enhance my career and it
will help me in future.
FINDINGS OF THE STUDY
1. The study reveals that the delivery were provided in good time
2. The study reveals that the majority of the customer feel that the customer perception provided by the
Croma logistics is fantastic.
3. From the interpretation we concluded that using barcodes in the area of inbound and outbound can
reduce the cycle time.
4. Company is handling the goods for DELL, LG, Samsang, Apple, HP, Lenevo, Bosch, Whilphool,
Hitachi Blue Dart and many more of Electronics items.
5. There is separate berth for loading and unloading at warehouse.
6. Company is using RFID and Barcode Reader for their operations.

SUGGESTION OF THE STUDY

1. Implement of RFID will monitor all the jobs taken by the workers
2. To improve the communication flow the contact b/w drivers is very important frequent communication
will give a proper flow in the communication
3. Good relationships with the customer is always enhances the business so we should improve the CRM
4. Using for rack system in the warehouse can easily identify the product and also it helps in smooth
ongoing process the correct product reduce cycle time
5. The use of Barcodes for automatic update system can reduce the time in receiving the material.
6. More number of in martial handing equipment should be get in the warehouse for better operation
7. There should be separate berth for inbound and outbound. to reduce vehicle waiting time

Chapter-8

References
Ackerman, K.B. Practical Handbook of Warehousing. New York, NY: Van Nostrand Reinhold, 1993.

58
Albright, B. "Recession Impacts Supply Chain Markets: WMS Growth Slows; Transportation and Events
Software Picks Up Speed." Frontline Solutions 3, no. 6 (2002): 10–12.
Bolten, E.F. Managing Time and Space in the Modern Warehouse. New York, NY: American Management
Association, 1997.
Forger, G. "Leading Trends in Manufacturing, Warehousing & Distribution." Modern Materials Handling 59,
no. 13 (December 2004): 38.
Friedman, D. "How to Select the Best Warehouse Management System." Material Handling Management 60,
no. 1 (January 2005): 28–29.
Harrington, L.H. "How to Solve the Warehousing Puzzle." Logistics Today 44, no. 9 (September 2003): 32–38.
Johnson, J.R. "Warehousing's Crystal Ball." Warehousing Management 9, no. 6 (July 2002): 24–28.
"An Overview of Warehousing in North America—Market Size, Major 3PLs, Benchmarking Prices and
Practices." North America Warehousing Market Report 2004. Stoughton, WI: Armstrong & Associates, Inc.,
2004.
Singer, T. "Trends in Warehousing and Distribution." Industrial Maintenance & Plant Operation 65, no. 11
(November 2004): 12–18.

Bibliography
 www.cromaretail.com

 Google for problem solving

 www.economictimes.com

 https://www.academia.edu

 Indian retail report 2022

 Wikipedia

 www.proquest.com

59