A

PROJECT REPORT
ON

“Logistics Management Of Different Companies”

SUBMITTED TO
SAVITRIBAI PHULE PUNE UNIVERSITY IN
PARTIAL FULFILMENT OF THE COURSE
BACHELOR OF BUSINESS ADMINISTRATION
(INTERNATIONAL BUSINESS)
BY
(Aadesh Munot)
SEAT NO: 513
B.B.A.-IB Sem-III

UNDER THE GUIDANCE OF PROJECT GUIDE

Asst. Prof. Snehal H. Borkar

MARATHAWADA MITRA MANDAL’s COLLEGE OF

COMMERCE, PUNE 302/A, DECCAN GYMKHANA,
PUNE-411004
YEAR 2021-22

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 DECLARATION
This is to certify that the project-work titled “Logistics Management Of
Different Companies” has been completed satisfactorily and submitted in partial
fulfilment of Bachelor Degree in Business Administration (International Business) of
Savitribai Phule Pune University for the academic year 2021-2022 by the following
student of MARATHAWADA MITRA MANDAL‟s COLLEGE OF COMMERCE,
PUNE 411004. My intention to understanding this project lies towards enhancing my
knowledge in the field of Logistics Management.

PROJECT GUIDE B.B.A.-IB. CO-ORDINATOR PRINCIPAL

Asst. Prof. Snehal Borkar Dr. Kalpana Vaidya Dr. Devidas Golhar

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ACKNOWLEDGEMENT

I would like to express my sincere thanks to the Savitribai Phule Pune

University and Principal- Dr DEVIDAS GOLHAR, Co-Ordinator of
Department- Dr. Kalpana Vaidya, and Marathwada Mitra Mandal‟s
college of Commerce for giving me the opportunity to prepare and
present this report.
“There is a good saying that the work is successfully completed if the
person is guided properly at the right time by the right person”, with that
the good opportunities that we receive as well as the efficient supervision
and the most valuable the internal guidance.
Hereby, I would like to express my deep gratitude towards our „Asst.
Prof. SNEHAL BORKAR, who helped and guide me in project work.
Her encouragement and whole-hearted co-operation throughout the
progress helped me in completion of project.
Last but not the least I would like to thank my family and friends for their
encouragement and direct or indirect support in completion of the project.

(Aadesh Munot)

SYBBA-IB (Logistics Management)

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Company 1 - RC Logistics
Company 2 - Blue Dart
Company 3 - Tata Motors
SR. NO. TOPIC PG. NO.

1 INTRODUCTION 5
AND HISTORY

2 OBJECTIVE 9

3 MODE OF TRANSPORT 11

4 ANALYSIS AND 20
INVENTORY

5 CONCLUSION 33

6 RECOMMENDATION 35

7 REFERENCE 37

C.1. INTRODUCTION:

1.1. Company Profile –

RC a Logistics Company is renowned for its domain expertise and
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experienced manpower in the Logistics sector. RC can best understand
your Logistics and distribution requirements and can offer the most
suitable Logistics model and solution to you. RC has the strong network
coverage across India traversing over 3,50,000 km. everyday covering over
150 locations through more than 50 routes operating 24hours a day 365
days a year reaching these locations through its fleet of SLR(Short Luggage
Room), VP(Various Parcel Room), Air Carriers and through truck vehicles
operating on. All RC vehicles have all-weather proof containers for safe
transit. RC also operates through Air to locations directly covered by
flights and to all other locations on a multi modal basis.

RC has an Integrated Logistics Management. It is our 3PL Product that

optimises your company’s supply chain. First, we examine the linkages
between your suppliers, producers, buyers, intermediaries and end users
in order to identify time and cost inefficiencies. Next, we deploy our
unique mix of local know-how, global practices and cutting-edge
technology to provide integrated supply chain solutions. These range from
specific services such as warehouse management, statutory compliance
and invoicing - to an entire gamut of third party logistics services.

The Latest of the material handling equipment are used at RC hubs to

ensure safety and remove Laxity from material handling. Equipment
including hydraulic hand pallet trucks, dock levellers, trolleys, and forklifts
‘multilevel pallet stackers are used by RC. Chain Pulleys and Cranes
handle consignments which are not possible by smaller equipments to
manoeuvre. It might not be out of place to mention here all the hubs of RC
are on platform level height. Any Logistician will understand and
appreciate the essentiality and importance platform level warehouses have
for material handling.

RC started its business as a door-to-door service in 1999 with 4 routes, 1

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office, 4 container, 3 mounted vehicles and 6 employees.

1.2. HISTORY

∙ 1999 RC starts its businesses with 4 routes, 1 office, 3 mounted vehicles

and 6 employees.
∙ 2002 RC opens hubs at Delhi and Ahmadabad.
∙ 2003 RC launches Door to Door Services.
∙ 2005 RC start taking VP on lease basis in trains.
∙ 2008 RC starts their Air Services in major sector on India. ∙ 2010 Won the
tender of Moser Bear Ltd. For transportation in air cargo.

C.2. INTRODUCTION:

1.1. Company Profile –

BLUE DART is South Asia's leading integrated air express carrier and
premium logistics-services provider. It has the most extensive domestic
network covering over 13,880 locations, and service more than 220
countries and territories worldwide through its Sales alliance with DHL,
the premier global brand name in express distribution services.
BLUEDART’S vision is to establish continuing excellence in delivery
capabilities focused on the individual customer. In pursuit of sustainable
leadership in quality services, they have evolved an infrastructure unique
in the country today. Blue Dart Aviation, dedicated capacity to support
their time definite morning deliveries through night freighter flight
operations.

Warehouses at 14 locations across the country as well as bonded

warehouses at the 6 major metros of Bangalore, Chennai, Delhi,

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Mumbai, Kolkata and Hyderabad.

1.2. HISTORY

∙ Blue Dart was founded by Akhlaque (chairman) and his friends

Khushroo Dubash and Clyde Cooper in November 1983.
∙ In its early years, Blue Dart had a business agreement with Gelco
Express International, UK, for the operations of international air package
express services from India.
∙ In 2010–11, it introduced ′cash on delivery (COD) ′ to its customers as
an additional payment option for its courier services.
∙ Khushroo Dubash initiated studies on a "Hub and Spoke" concept for
the company's distribution networking.
∙ Blue Dart has received ISO 9001:2000 certification for its quality
deliverance in area of operations, products and services.

C.3. INRODUCTION

1.1. Company Profile

The Tata Group (www.tata.com) comprises 96 operating companies in

seven business sectors: information systems and communications;
engineering; materials; services; energy; consumer products; and
chemicals. The Tata Group is one of India's largest and most respected
business conglomerates, with revenues in 2005-06 of $21.9 billion (Rs
967,229 million), the equivalent of about 2.8 per cent of the country's GDP,
and a market capitalization of $46.9 billion. Tata companies together
employ some 202,712 people. The Group's 28 publicly listed enterprises—
among them stand out names such as Tata Steel, Tata Consultancy
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Services, Tata Motors and Tata Tea—have a combined market
capitalization that is the highest among Indian business houses in the
private sector, and a shareholder base of over 2 million. The Tata Group
has operations in more than 54 countries across six continents, and its
companies export products and services to 120 nations.
Tata companies have always believed in returning wealth to the society
they serve. Two-thirds of the equity of Tata Sons, the Tata promoter
company, is held by philanthropic trusts that have created national
institutions for science and technology, medical research, social studies and
the performing arts. The trusts also provide aid and assistance to non-
government organizations working in the areas of education, healthcare
and livelihoods. Tata companies also extend social welfare activities
around their industrial units. The combined development related
expenditure of the trusts and the companies amounts to around 4per cent
of the net profits of all the Tata companies taken together.
1.2. History
∙ The Group was founded by Jamsetji Tata in the mid 19th century, a period
when India had just set out on the road to gaining independence from
British rule.
∙ Consequently, Jamsetji Tata and those who followed him aligned
business opportunities with the objective of nation building. This approach
remains enshrined in the Group's ethos to this day.
∙ Founded by Jamsetji Tata in 1868, Tata’s early years were inspired by the
spirit of nationalism.
∙ It pioneered several industries of national importance in India: steel,
power, hospitality and airlines.
∙ In more recent times, its pioneering spirit has been showcased by
companies such as TCS, India’s first software company, and Tata
Motors, which made India’s first indigenously developed car, the
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Indica, in 1998 and recently unveiled the world’s lowest-cost car, the
Tata Nano.

C.1.OBJECTIVE
1.1. MISSION
We shall adopt and internalise a work culture which demonstrates a
"we can we will" attitude to reflect in our daily responsibilities so as
to far exceed our objectives, consistently striving towards market
dominance. We will create historical landmarks forming a strong
edifice for the future overcoming all obstacles pro-actively as our
personal responsibility and commitment to create delight for the
customer with impeccable personalised services.

1.2. VISION

To be a conscious learning organisation maintaining

flexibility for change so as to provide the most customised
solutions .Striving towards global market share whilst maintaining
dominance in the domestic market through good hr practice and
excellent customer service.

C.2. OBJECTIVE

1.1. MISSION
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To assure safe, secure, cost-effective and superior service, to our
customers through highly skilled personnel, quality equipment, timely
customer oriented response and professional management. Achieving
projected returns on investment / productivity goals while expanding to
international operations and constantly improving our customer service
quality and performance.

1.2. VISION
To be the best and set the pace in the express air and integrated
transportation and distribution industry, with a business and
human conscience. We commit to develop, reward and recognise
our people who, through high quality and professional service,
and use of sophisticated technology, will meet and exceed
customer and stakeholder expectations profitably.

C.3. Objectives

1.1. Mission

"Tata Motors is committed in letter and spirit to Corporate Social

Responsibility".
1.2. Vision

The vision statement of Tata Motors Limited, India's largest automobile

company, is to be "best in the manner in which we operate, best in the
products we deliver, and best in our value system and ethics.

C.1. MODE OF TRANSPORT

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1.1. EXPRESS

RC services are an express service which involves movement of cargo in

all weather proof sealed containers on feeder and express routes. The
service is time definite with a published transit schedule covering more
than 125 destinations nationwide and provides the flexibility for surface,
air and multi-modal connectivity with a wide reach associated with
Indian airlines and air taxi operators such as jet airways, Sahara etc.

1.2. DRAFT ON DELIVERY.

Draft on delivery is an unparalleled value-added service wherein the seller can

dispatch goods through RC to the buyer and be assured that the delivery
would take place only when the draft has been collected .In the RC DOD
system pre-alerts are sent to the consignee to allow reasonable time for the
draft to be made, thus meeting the desired objective of express transit with
the amount ready for collection.

1.3. ALL RISK COVER

The management of RC hereby undertakes and declares that: ‚The

Company would redeem the value of the loss in the uneventful case of
any shortage or damage to the consignment whilst in the custody of RC,
subject to the risk charge having been paid by the sender or the recipient
as per the company policy. The amount corresponding to the loss as
declared would be paid by the company to the sender or the recipient as
required without waiting for any request for the same.‛

1.4. SAFEBOX

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The safe box comes in two convenient sizes of 17‛ x 17‛ x 12‛ and 16‛ x 12‛
x 9‛ easily accommodating up to 20 & 10 kgs respectively of your cargo.
The robust design is further reinforced with internal insulation for safety
of your cargo. So you save on packaging cost and for a nominal amount
it is ready for delivery with auto insurance up to Rs.5000 absolutely free
of cost.

1.5. RC AIR

To ensure that time sensitive cargo reaches the destination through a faster
mode meeting all your requirements for the time definite deliveries. RC Air
connects your cargo through airlines, altos and uses the services for morning
and evening flights to provide a wide variety of connectivity to suit different
market cut offs.

1.6. ILM

RC works on the value chain concept using a framework for examining

linkages between suppliers, producers, buyers, intermediaries & end users.
RC ensures the success of the entire chain, marrying local knowhow with the
best global practices, technology & perspective.

1.7. CONSULTING

RC offers value added services beyond physical operations in the form

of logistics consultancy covering a wide spectrum of the Indian
economy. The company plays a pivotal role in guiding diverse market
segments on existing and recommended logistics models with various
simulation modules to map transactions using historical data and
providing befitting supply chain solutions.

1.8. HOW FAST IT WORKS

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∙ Cargo from VADODARA to GUWAHATI booked on
Saturday, JULY 14, 2021 at 18.00 hrs.
∙ Will travel a distance of 2280 km/ 1425 miles.
∙ Check posts through which your cargo will pass.
∙ Documents required 2 Copies of Consignor's Invoice with ST & CST No.
Printed permits / forms required VAT FORM 505/VAT FORM-515.
∙ Octroi applicability Certificate.
∙ Entry tax applicability (Subject to nature of transaction your virtual
cargo would be delivered on).
∙ By Air mode Sunday 15, 2021 at 15.00 hrs.
∙ By Rail mode Tuesday, July 17, 2021 11.00 hrs.

C.2. MODE OF TRANSPORT

1.1. Business Integrations

These tools may be efficiently integrated with your systems to provide

you with a convenient and cost effective solution to your shipping
requirements. Blue Dart has been the only Indian Air Express Company
that has invested extensively in Technology infrastructure to create
differentiated delivery capabilities, quality services and customised
solutions for the customer.

1.2. It’s Competitive Advantage lies in:

∙ Blue dart’s vast and unparalleled Domestic Network Linked by some of

the most advanced communications systems and positioned to offer a
consistent, premium, standardized quality of service.

∙ A spectrum of services to provide customized solutions Blue dart is the

only express carrier in the country today which offers an entire range of
services that extend from a document to a charter-load of shipments.

Its services are relentlessly monitored to deliver a net service level of

99.96% (as on February, 2005).
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 ∙ It’s Customs and Regulatory expertise

Company had a dedicated team of specialists who provide the expertise

for customs as well as regulatory clearances at all States within the
country, to support seamless service to the customer.

∙ It’s Technology-

Designed to enhance the reliability of our operations and process

efficiency, and add value to the customer through time and cost savings.

∙ It’s Air Network

The only one of its kind in the country today, that is focused on carriage
of packages as its prime business, rather than as a by-product of a
passenger airline. A dedicated aviation system to support Blue Dart's
services is self-sustaining, with its own bonded warehouses, ground
handling and maintenance capability.

∙ Its financial credibility –

Fitch Ratings India Pvt. Ltd. has assigned the highest "F1+ (Ind)" [F one
plus (Ind)] rating for their short term debt programme of Rs. 30 cores.
Further, ICRA Ltd. has also assigned the highest "A1+" (pronounced A
one plus) Rating for their Commercial Paper Programme of Rs. 25 cores.

∙ Its People force

Committed, diverse and over 4,000 strong are company’s most valued
asset. All company’s achievements have been possible because they have
a team who believes in themselves and their company, a team with a
winning attitude. Blue dart is a learning organization, valuing self-
development, and most of company’s managers are homegrown.

1.3. Features and Benefits-

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∙ Wide Market Reach

Click on Location Finder for the locations serviced by Dart Apex, or Contact
Blue Dart.

∙ COD (Cash on Delivery)

The invoice value of the shipment booked by you will be collected from the
consignee in the form of cash at the time of the delivery. The cash collected
from the consignee will be returned to you to complete the transaction.

∙ DOD (Demand Draft on Delivery)

The invoice value of the shipment booked by you will be collected from the
consignee in the form of a demand draft at the time of the delivery. The
demand draft collected from the consignee will be returned back to you to
complete the transaction.

∙ FOD (Freight on Delivery)

The freight of the shipment will be collected from the consignee at

the time of delivery.

∙ FOV (Freight on Value) - Insurance Arrangement

Blue Dart Express (BDE) can facilitate arrangements to insure your

goods through an insurance company. In an eventuality of the
shipment being damaged or lost while in BDE custody, BDE would
assist you in the claim process and ensure the claim is settled in the
minimum possible time after shipper/consignee handover required
documents to the insurance company.

∙ Single-window Clearance

Shipments are picked-up from your location, transported to their

destination, processed through the regulatory channels and delivered to
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the consignee. Click on Contact Blue Dart to organize a pick-up, and check
Regulatory for the regulatory requirements to clear your shipment, or
Contact Blue Dart for further information.

∙ Real-time Information

On the status of your shipment at all stages of transportation, through our

advanced tracking system. You may Track your shipment through the net,
or Contact Blue Dart.

∙ Time-Definite Delivery

Click on Transit Time Finder to confirm the delivery time for your
shipment, or Contact Blue Dart.

∙ Free Proof of Delivery on Demand

You may use Tracking, or Contact Blue Dart for information on date and
time of delivery as well as name of recipient. You can also view, download
and print copies of Proof Of Deliveries and Delivery challans of Dart Apex
shipments.

∙ Speed

Backed by our air network night operations focused on carriage on freight,

shipments are uplifted the same night for early morning deliveries at major
metros∙

Flexibility

Dart Apex offers options of Airport-to-Door and Door-to Airport delivery

services, apart from a Door-to-Door service.

∙ Economical

Dart Apex offers a cost-effective logistics solution with time bound

deliveries that provide cost-savings in warehousing and inventory. Price
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Finder will provide you with the applicable tariff for your shipment.

C.3. MODE OF TRANSPORT

1.1. Logistics Flow

Gujarat is a better choice for logistical reasons and a satisfactory

industrial and labour environment in the State. The State, like West
Bengal, is well-connected by air, sea and land routes. Besides, the
Delhi-Mumbai
Industrial Corridor (DMIC) passing two-thirds through Gujarat and
the proposed Special Investment Region (SIR) would soon make it
even more attractive.
The location of the nano plant was close to the Charade railway station, it
was just 200 km from Rajkot, where the best engineering workforce can be
found.

Ports were just 300-400 km away from both Pipavav and Mundra (Mundra
had the edge given its container depots for vehicles - Maruti uses them -
and a huge ro-ro (or roll on, roll off) terminal for loading and unloading
vehicles).

Then there was a 6-lane highway just 1 km away from the land earmarked
for Tata Motors. If the Tata’s gave the go ahead, the State could acquire this
kilometer of land, too.

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Last week, Tata’s gave their go-ahead. In less than 24 hours, the 1,000 acres
owned by the state were transferred to the Tata’s at market rate.

1.2. Tata Motors makes passenger cars, multi-utility vehicles and light,

medium and heavy commercial vehicles-

∙ Passenger cars: The Company launched the compact Tata Indica in 1998,
the sedan Indigo in 2002 and the station wagon Indigo Marina in 2004.
Tata Motors also distributes Fiat’s cars in India.

∙ Utility vehicles: The Tata Sumo was launched in 1994 and the Tata Safari
in 1998.
∙ Commercial vehicles: The commercial vehicle range extends from the
light two-tonne truck to heavy dumpers and multi-axle vehicles in the
above 40-tonne segment.
∙ Passenger buses: The Company also manufactures and sells passenger
buses, 12-seaters to 60-seaters, in the light, medium and heavy segments.

1.3. Tata Nano - ONE LAKH CAR PROJECT ‚People’s Car‛

A promise is a promise,‛ said Rattan Tata, Chairman, Tata Motors, on 10th

January, 2008, when the Nano was first displayed at the Auto Show in
Delhi. The Nano project didn’t grab the attention of only Indians; the entire
world had their eyes glued to the world’s cheapest car. A truly People’s
Car, this time is from India. Though the dealer price is Rs. 1 lakh, the price
on road, when it will be launched, will reach around Rs. 1,25,00but it will
be still more affordable and will be more ecofriendly than most other cars
giving a mileage of around23km/litres. The price of the car is such that a lot
of Richard HNIs, if interested, can buy the car just by a single swipe of their
credit cards. Providing a car worth rupees one lakh car was the dream of
the chairman of Tata motors Mr. Rattan Tata. And with high qualified IT
skills people he has shown the Indian talents to whole the world.
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 ⮚ Idea conceived by - Rattan Tata

⮚ Cost of development - 1700 cores

⮚ Manufacturing cost (excluding dealer margin and taxes) - Rs 65,000per

unit

⮚ Development of Design - India

⮚ Time for designing the car - 4 years

⮚ Team - A team of 150 engineers, everyone below age 28

⮚ Biggest hurdle - To make a car cheap car without Compromising design

Details of Nano Specs:

Engine: 624 cc / 33 bhp

4 door, 5 seater (and yes 4 Wheeled too)

Rear Engine

Weight: 600 kgs

Mileage - 22-23 km/liter

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 C.1. ANALYSIS AND INVENTORY

1.1. LOGISTICS FLOW CHART

∙ Currently, the use of marketing approaches is not enough for business

success; the use of modern highly effective methods and methods for
managing stream processes, for example, logistics, is also required.

Logistics coordinates all the structures of the enterprise and is of great

importance for customers, suppliers of the company, its owners and
shareholders. The goal of logistics is the most rational promotion of goods
and services from a supplier to an end user. It is aimed at optimizing costs,
streamlining production processes, marketing, and related services within
a single enterprise or group of enterprises, as well as strategic
management of financial and information flows. Logistics is a complex
process, representing a single chain of inter-related actions: from marketing
and receipt of an order for production, storage, and transportation.
∙ Logistics is a kind of philosophy of a successful business and at the same
time the art of meeting the needs and desires of both consumers and
suppliers. The supplier’s goal is to minimize costs and maximize profits,
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and the client’s goal is to receive a good quality product or service, at a
reasonable price on time and with top-level service. Using logistics helps to
optimize all processes in the enterprise, accelerate a turnover of working
capital, reduce all types of product inventories during production, delivery
and sale, reduce production costs, and ensure complete customer
satisfaction with the quality of goods and services.
∙ Logistics Flow Charts solution extends Concept Draw DIAGRAM with
powerful Logistics Management Software. It provides a large collection of
pre-designed vector logistic symbols, pictograms, objects, and clipart,
useful for easily creating various Logistics Flow Charts and Diagrams to
reflect the logistic activities and processes of an enterprise or company,
depicting a company's logistics and supply chain, logistics planning, stages
of movement goods from a seller to a buyer, a demonstration of ways to
enhance the economic sustainability of the enterprise in the market, the
development of plans for implementing logistics reforms and effective
movement of products to the market .Designing with pleasure Logistics
flowchart, Inventory flow chart, Warehouse flowchart, Logistics flowchart,
Warehouse management flowchart,Inventory management flowchart, or
any other. Logistics diagram using the unique tools of Logistics Flow
Charts solution.

1.2. FUTURE EXPANSION

∙ Logistics services provider RC plans to invest Rs 3-4 core (30 – 40 million)

in five years to expand its operations on the back of the boom in Rail
activities in the country.
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∙ As a result of the expansion, the company's turnover is likely to touch Rs
25 core (Rs250 million).
∙ The company expects to fund its expansion through internal accruals and
debt as it claims to have strong bottom line and cash reserves. The
privately-held RC has been growing at 50 per cent and posted a turnover
of Rs 7 core (Rs 70 million).
∙ The company expects similar growth this year as well, Mr.
Ashwinikumar Singh, owner, told in the meeting held in Ahmadabad.
∙ RC intends to set up logistics parks comprising warehouses, vendor
management services, raw material management and finished products
storages at 3 locations across the country.
∙ Each park will come up on an area of 5000 Sq. ft. A group company,
which is into the realty business, has already completed around 50 per
cent of the land acquisition.
∙ The company is planning to strengthen its presence in the air cargo
segment by taking private space in the civil aircraft on lease. These would
cover five cities in the country by the next financial year, according to Mr
Singh.
∙ RC has also placed an order for 5 trucks to add to its current fleet of 20
vehicles.
∙ The company doesn't own the vehicles, but hires them through its
network of 59 vendors.

1.3. COMPANY’S TURNOVER:

The company hopes to double its turnover to Rs 14 core; he told the

employees in the meeting. The privately-held company has been growing

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at 50 per cent and posted a turnover of Rs 7 core. It expects a similar
growth this year, Mr Singh said. In three years, RC will add 7 thousand sq
ft of space to its existing 3 thousand sq ft. It will set up logistics parks
warehouses, vendor management, raw material management, finished
products storages, and also distribute consignments. These parks will
come up in 38 locations across the country, Mr. Singh said.

1.4. QUALITY

A quality service relies upon constant customer interaction and feedback.

An immediate response to the changing environment with pre-defined
business processes managed effectively and efficiently leads to the highest
output from the lowest input and this is the strongest measure of quality.
The best certification of a quality organisation is the measurement of the
scale of the smile on the customers face‛ .

1.5. STRENGTH

∙ Over 125 destinations spread across 28 states & 7 union territories.

∙ Warehousing space exceeding 15000 square feet.
∙ Over 20 all weather-proof vehicles.
∙ More than 100 routes, linked through 4 hubs.
∙ Delivering more than 500 ton load a month.
∙ Operating 24 hours a day, 365 days a year.

C.2. ANALYSIS AND INVENTORY

1.1. SWOT ANALAYSIS OF BLUE DART

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∙ Strengths of Blue Dart
Strengths are the advantages that the company has over
its competitors. Let’s look at some of the strengths of Blue Dart.
a) Branding – Blue Dart has a strong branding image and brand equity.
b) Global Presence- It has a global presence with its services in over 220

countries, the company is globally recognized.

c) Advanced Technology– It has smart truck technology with
‚intelligent‛ pick-up, route planning technologies
d) Extensive Network– Blue Dart has the most extensive domestic
networking which covers over 21,000 locations.
e) Marketing– Good advertisement and visibility to reach out to
maximum people in a creative way.

∙ Weaknesses of Blue Dart

Weaknesses are factors that need to be worked on to strengthen the

company.

a) Less Visibility– Blue Dart is lesser know when the comparison is made
to global players on a higher level. It needs to work on its brand visibility
by focusing on its marketing.
b) Lack of Proper Training– Lack of training to courier and delivery
people who directly meet the customer is a problem as they are the face of
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the company.

∙ Opportunities of Blue Dart

Opportunities are external factors that can strengthen the company if

grabbed at the right time and worked on properly.

a) Global Expansion – Blue Dart can expand on a global level and aim
for better penetration.
b) Diversification– The rural areas of India are having an increase in
logistics, the company can expand its services to villages and rural
areas.
c) Increase in Trade – Rise in trade around the globe in
manufacturing goods will lead to an increase in the transportation
of goods leading to an increase in business of Blue Dart.

∙ Threats of Blue Dart

Threats are potential harms that can affect the company if not waved off
correctly as early as possible.

a) Political Situations– Bad economic & Scenario related to politics

b) Fuel Prices – The hike in prices of fuel is a serious threat for the
company as its whole business depends on fuel and road transportation.
c) Different Regulations – Set of Rules and Regulations are different in
different countries resulting in delayed operations and deliveries.

1.2. LOGISTICS IN BLUE DART

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The Information Technology industry is, perhaps, typical of the changing

and escalating logistic demands of various industries today, irrespective

of their category as 'old' or 'new' economy. In the IT industry, the

difference between success and failure is closely linked to the

supply/value chain integration, of which there are two distinct processes:

∙ The delivery of goods to the customer in the most reliable transit period

(and preferably the shortest) possible. 'Reliable' alludes to a certain

guaranteed transit time for packages to reach customers or the response

that organisations need in the event of any exceptions.

∙ The reverse flow of acknowledged signed delivery records without which,

in many cases, recovery of bills are virtually impossible. Especially so in the

case of companies placing multi-location orders that could cover hundreds

of cities. The task for the supplier is staggering - plan logistics for deliveries

to all these locations, and hope for 100% of the delivery records to be

returned before bills can be submitted to the customer. In most IT

companies, the role of 'logistics' or 'fulfillment' is key.

∙ With organizations moving towards close to perfect standards like

Six Sigma, interaction with logistics suppliers has taken on a critical

role moving up sometimes to the level of the CEO of the organization.

∙ Blue Dart Express Limited applied and found solutions to these critical

demands much before other players could even recognize their need.

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Through its exceptional people processes, superior technology, and stress

on quality systems over the last, almost two decades now, Blue Dart was

quick to fulfill these needs:

∙ The country's most reliable air and surface network offer a pre-

determined delivery schedule with close to 100% accuracy. The IT

industry could plan its production with precision and avoid expensive

inventory build-up.

∙ Blue Dart offers the country's most comprehensive communications

technology. Much before the internet was prevalent; Blue Dart customers

could dial into the network through Power Dart 2000 and track their

packages. As an added option, Fax dart could fax a copy of the delivery

record the minute the Blue Dart system was updated.

∙ The country's only express airline with a fleet of three Boeing 737s

ensured that packages were flown to their destinations overnight.

Another tremendous advantage was that the individual size of packages

that could be carried multiplied manifold.

∙ Retrieval of signed delivery records posed the industry's most intriguing

problem. Blue Dart was quick to understand this requirement and put in

place a 100% retrieval system.

∙ Blue Dart not only handles large volumes and oversize packages

overnight - it also provides the industry with status of their shipments and

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retrieves such records as are necessary for billing. The entire cycle has been

considerably shortened, enabling the industry to achieve healthy bottom-

line.

1.3. SERVICES OF BLUE DART

∙ REGIONAL SERVICES IN SAARC AREA

Between India, Bangladesh, Bhutan and Nepal.

Blue Dart offers the fastest, most reliable, door-to-door express deliveries

for your documents and packages to countries in the SAARC region

through Regional Priority. The service offers access to over 13,700 locations

in India, and over 800 locations in Bangladesh, Bhutan and Nepal,

providing the widest coverage in the region through a quality network, an

integrated air and ground infrastructure dedicated to express

transportation and innovative technology support.

∙ Regional Priority: Documents (RPDX)

The most dependable and secure delivery for non dutiable, critical
and important shipments such as legal documents and tenders.
The Blue Dart Envelope provides secure and attractive packaging
for your documents, brochures and reports up to 500gms.

∙ Regional Priority: Non-Documents (RPDT)

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Fast reliable and safe door deliveries for samples and non-commercial

shipments. Currently available between India and Nepal only.

1.4. Company’s Future Plans:

To focus on the core domestic products to expand their market share and

consolidate their unique and premium position in the Indian market, and

expansion into the near Mid-East and Far East markets and the SAARC

(South Asian Association of Regional Co operation) countries. Blue Dart

would also leverage its vast customer base for global distribution through

its alliance with DHL. They plan to leverage their established

infrastructure to continue adding value and customised solutions to the

changing and evolving demands of the customer. They would also provide

global logistics customers with access to their quality domestic and

regional distribution. Their domestic network will continue to

differentiate itself in all areas of our core competencies - supply chain

management, logistics and Ecommerce.

Position themselves as the preferred, seamless link to a country projected

to be an economic superpower of the 21st Century. Through their

technology development,premium services, quality network and strategic

alliances, the plan to carve for themselves a leadership position in the

industry as India's and the region's link to the world.

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Continue to deliver value to their stakeholders through our People

Philosophy and Corporate Governance based on distinctive Customer

Service, Business Ethics and Accountability, and Profitability.

C.3. ANALYSIS AND INVENTORY

1.1. INVENTORY

Above three strategies used for inventory, helped in, reducing inventory
reduces the working capital cost, reduces warehousing costs and
obsolescence costs. To reduce inventory, demand fluctuation will have
to be reduced, reliability of inventory replenishment will have to
increased, Inventory Record Accuracy will have to be above ~95% and
supply chain length will have to be reduced.

1.2. STRENGTH

Brand name TATA

Cost price low
Fuel efficient
Safe

1.3. OPPORTUNITIES

Large market for selling

Awareness in the market
First car in low range
Can hit in global market

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 1.4. WEAKNESS

Low power
Not a status symbol
Delay in manufacturing
Limited features

1.5. THREATS
Company rival
Not sure to hit in rural and semi-urban areas

1.6. New Product Development and Nano

As seen before, A product can be considered new under the following

situations:-

a) New-to-the-world products

b) New product lines

c) Additions to existing product lines

d) Improvements and revisions of existing products

e) Repositioning

f) Cost reductions

As far as Nano is concerned, it falls into new to the world products in the
context that it has made a history for the cheapest car ever made without
compromising on quality. I.e. best way value analysis.

It can also be considered as new product in the since of cost reduction as

it’s the first time in the history that such a cheap car is produced. The
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story of the Nano is not confined to its impact on the auto industry. It's a
tale that illuminates the India of today—an eager, ambitious nation with
a combination of engineering talent, a desire for low costs and value,
and the hunger of young managers looking to break from a hidebound
corporate environment. Indeed, the team that worked on the Nano—on
average aged between 25 and 30—has helped to flatten Tata Motors'
stodgy, multilayered management structure, which has resulted in an
unexpected side-benefit called "organizational innovation".

1.7. Idea Generation and Nano

A dream is born –Says, ‛I observed families riding on two wheelers -- the

father driving the scooter, his young kid standing in front of him, his wife
seated behind him holding a little baby. Add to that the slippery roads &
Night time too. It is downright dangerous. It led me to wonder whether
one could conceive of a safe, affordable, all weather form of transport for
such a family.

So when Tata Motors needed someone to take charge of the company's

most ambitious plan yet to build the world's cheapest car ever Ravi Kant,
who by then had become the company's managing director, again turned
to Wagh. Wagh remembers what he learned marketing the little truck.
"People want to move from two-wheelers to four-wheelers," he says.
"Today they can't afford it."
More and more can, but Indian car buyers today represent a tiny
slice of a potentially giant market India has just seven cars per
1,000 people. India's auto industry has grown an average of 12%
for the past decade, but just 1.3 million passenger vehicles were
sold in India in the fiscal year ending March 2006. That means a
billion Indians buy about the same number of cars in a year as
300 million Americans buy in a month.
If four wheels cost as little as two wheels, that could change fast.

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About 7 million scooters and motorcycles were sold in India last
year, typically for prices between 30,000 rupees and 70,000 rupees,
about $675 to $1,600. Tata is targeting a price of 100,000 rupees one
lakh, in Indian terms of measurement or about $2,500 at current
exchange rates, for its small car. That sounds impossibly cheap in the
West but remains three times higher than. India's annual per capita
income. The average pay for factory workers at Tata Motors is just
$5,500 a year.

1.8. Idea Screening

Trying to build a car cheap enough for motorcycle buyers seems to make
sense now but seemed crazy several years ago when Rattan Tata, long-time
chairman of Tata Motors and scion of the nation's giant Tata Group
conglomerate, first mentioned his dream of building a one-lakh car in 2003.
"They are still saying it can't be done," he says, insisting that it can and will.
"Everybody is talking of small cars as $5,000 or $7,000. After we get done
with it, there will hopefully be a new definition of low-cost."

C.1. CONCLUSION

Today we are essentially operating in a global market. In this era of

crumbling economic barriers, the customer reigns supreme. The successful
enterprises in this fiercely competitive economy are those which are able to
ensure a high level of customer satisfaction and at a considerably low cost.
The focus today is not on meeting the customer’s expectations, but on
exceeding them. The strategic role of logistics and supply chain
management in this regard becomes vital. To achieve the objectives of
logistic and supply chain management, it is essential to have a well-defined
organizational structure that supports the corporate mission and improves
and influence logistics system performance. With the growing nature and
scope of logistics and supply chain management in the overall performance
of the enterprise over the years, there have been changes in the logistics
organizational structure from being a part of various functions like
manufacturing, finance, and marketing to a core function.

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 While designing a logistics organizational structure, firms need to follow
certain principles of organization, like unity of command, span of control,
authority and responsibility, line and staff relationships, centralization and
decentralization of power etc.

At the same time, it is essential to take into consideration the various

factors like the size of organization, corporate structure and strategy, the
role of logistics and supply chain management in the overall value-
addition activities, availability of IT infrastructural resources, and
environmental uncertainty.

C.2. Conclusion

Blue Dart is a globally growing company with a great distribution network

all over the world. The company has an advanced technology system to
properly function its services. It needs to work on its visibility and
expansion in rural areas to become a leader in the logistics industry. Its
services have reached countries across borders which is due to its efficient
functioning and great marketing skills. Marketing has evolved a lot with
time, and in today’s world digital marketing is the new trend that is helping
the company level up its marketing game. If this interests you, you should
learn how to create impactful and targeted digital marketing campaigns by
learning the up and coming field that is taking the world by storm. All you
have to do is be a part of IIDE’s Online Digital Marketing Course which up
skills you in all aspects of the rising digital marketing field.

C.3. Conclusion

The great wonder car by Tata’s has stunned the entire world. Critics who
often said that it was not possible to make a car at a price below $3000 were
taken to a back sit when Rattan Tata the chairman of Tata Motors unveiled
this car in New Delhi at a price of $2500. Since then it has been in lime light
and has been making news in the auto sector throughout the world.

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 ❖ Suggestions

A. Facilitate dialogue between employees.

The character of a business is represented by the behaviour’s of its

employees. Which, in turn, is representative of a business and its
objectives? By committing to strengthening employee relationships,
manufacturing managers are committing to strengthening their entire
business.When you talk to employees, they’ll start talking to each other,
too. It’s not only a function of human nature, but a strengthening tool
that allows businesses to compete efficiently.

B. Maintain an efficient inventory.

Inventories can make or break businesses. Manufacturing leaders must
have the ability to manage their inventory in order to manage their
operations and, arguably more importantly, the relationships they share
with customers.What it comes down to is staying organized. To do that,
managers must rethink their inventory practices. Who is managing the
inventory? Is quality control a priority? Can the current system support
future growth?
Prioritizing inventory management allows businesses to efficiently
eliminate waste. When businesses are able to show they can manage
their customers’ needs by maintaining an accurate depiction of their
inventory, they’ll be able to increase their business’ profitability.
C. Keep customers informed.
Smooth logistics management results in great customer service — which
leads consumers to spend money. In fact, 70 percent of customers are
willing to spend more money with companies they believe provide
excellent customer service.
Customers are a business’s most important asset. Not only do they hold
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 purchasing power, but their opinions have the power to influence other
consumers. Therefore, it’s vital to keep them ‚in the know.‛ In other
words, it’s necessary to be honest with them.
That means businesses have to be wholly transparent throughout the
logistics of the purchasing process. When customers are informed,
they’ll be happy. Sending informative emails, viable tracking numbers
and other updates can ensure they aren’t in the dark. In turn, they’ll
offer their support.
D. Learn from the competition.
Inspiration can be found anywhere — even in the competition.
That’swhy businesses should take note of their competitors’ experiences
as a source of free knowledge. Some things managers can look out for: ∙
New methods of logistics management

∙ Efficient staff training programs

∙ Modern software systems

By learning what practices work well for for their competitors, logistics
managers will be able to stay up to date with industry updates.

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 C.1. REFERENCE

∙ http://www.logisticworld.com/
∙ http://www.wikiapedia.com/
∙ http://www.google.com/
∙ http://www.safeexpress.com/

C.2. REFERENCE

∙ http://www.logisticworld.com/
∙ http://www.wikiapedia.com/
∙ http://www.google.com/
∙ https://www.mbaskool.com/
∙ https://iide.co/
∙ https://www.bluedart.com/
∙ https://www.bluedartaviation.com/

C.3. REFERENCE

∙ http://www.logisticworld.com/

∙ http://www.wikiapedia.com/

∙ http://www.google.com/

∙ https://www.tatamotors.com/

∙ https://www.tata.com/

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