OPS 206 - Fulfillment Procedure

Operation Processes
OPS 206 – Fulfillment Procedure
SCOPE
This procedure covers the process of the warehouse operational policies and
procedures to be followed by the employees of Maxab.
INTRODUCTION
The purpose of the policies and procedures is to:

• Serve as a means of defining and clarifying the roles and responsibilities associated
with warehouse personnel responsible for providing Maxab’s services.
• Serve as a point of reference for all staff to ensure that company policies and
procedures are properly and consistently applied.
• Assist staff in setting up the rules and understanding the operational aspects of
warehouse management.
RESPONSIBILITY
The Warehousing Team is responsible for all inbound, inventory management, and outbound
activities.
• Receiving and dispatching inventory.
• Storing the inventory as per the inventory storage guidelines prescribed by Maxab.
• Monitoring the shelf life of products and timely informing the planning team of
necessary action.
• Performing periodic verification of physical inventory and ensuring reconciliation of
physical inventory with books.
• Providing, sufficient and adequate areas for storing the various products in a manner
that maintains their quality, avoids them being damaged, and facilitates the process of
dispatching them in the least time and the most efficient manner
• Preparing required reports about inventory and warehouse operations.
REFERENCES
Operation → Procedure
⮚ OPS 202 – SKU Rejection Criteria
Accounting →f Form
➢ ACC -PURCHASE ORDER (ISSUED BY MAXAB’S PLANNING TEAM)
➢ ACC - PURCHASE RECEIPT (CREATED BY WAREHOUSE ACCOUNTING TEAM)
Version #1. 2022 Page: 1 of 27

Copyright © 2022- 2023 MAXAB All rights reserved. Issued: Feb/7th /2022
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ABBREVIATIONS & DEFINITIONS
Term Definition
PO Purchase Order
PR Purchase Receive
TO Transfer Order
RO Return Order
OFD Out for Delivery
NMV Net Merchandise Value
Standard Pallet Stacking

SPS
QC Quality Control
VMC Vendor Management Coordinator

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PROCEDURE
2.1. RECEIVING INVENTORY FROM SUPPLIERS:
2.1.1. THE OBJECTIVE OF THE RECEIVING PROCESS IS TO RECEIVE INVENTORY FROM SUPPLIERS
WHILE ENSURING THE FOLLOWING:
A. THE SKUS BEING RECEIVED ARE THE SAME SKUS AS THOSE THAT WERE ORDERED BY THE
PLANNING TEAM.
B. THE QUANTITY OF EACH SKU BEING RECEIVED IS THE SAME AS THE QUANTITY ORDERED BY
THE PLANNING TEAM.
C. ALL UNITS BEING RECEIVED ARE IN ACCEPTABLE QUALITY CONDITIONS (MENTIONED IN
2.1.5).
2.1.2. ANY SUPPLIER ENTERING THE WAREHOUSE MUST BE RECORDED AT THE WAREHOUSE
GATE.
2.1.3 RECEIVING PRODUCTS FROM EXTERNAL SUPPLIERS IS DONE ONLY DURING OFFICIAL
WORKING HOURS UNLESS THERE IS AN APPROVED EMERGENCY DELIVERY THAT MUST BE RECEIVED
OUTSIDE WORKING HOURS (WHICH MUST BE PLANNED BY PLANNING AND FULFILLMENT TEAM).
2.1.4 THE WAREHOUSE TEAM’S RESPONSIBILITY IS TO PREPARE THE UNLOADING DOCK,
ENSURING THAT IT IS CLEAN AND THAT ALL REQUIRED UNLOADING TOOLS ARE AVAILABLE (E.G.,
HANDHELDS, PALLETS, HAND PALLETS, FORKLIFTS), FOR AN EFFICIENT RECEIVING OF PRODUCTS IN A
TIMELY MANNER.
2.1.5 BEFORE RECEIVING ANY PRODUCTS FROM SUPPLIERS, THE FOLLOWING DOCUMENTS MUST
BE PRESENT:
A. PURCHASE ORDER (ISSUED BY MAXAB’S PLANNING TEAM)
B. SUPPLIER RECEIPT (ISSUED BY SUPPLIER)
C. PURCHASE RECEIPT (CREATED BY WAREHOUSE ACCOUNTING TEAM)
2.1.6 EVEN IF A PRODUCT HAS BEEN ORDERED ITS QUALITY SHALL BE CHECKED BEFORE IT IS
RECEIVED (AS PER GUIDELINES MENTIONED IN THE SKUS REJECTION CRITERIA MENTIONED IN OPS
202- SKU REJECTION CRITERIA). NO PRODUCT SHALL BE RECEIVED IF ANY OF THE FOLLOWING
POINTS APPLY TO IT:
A. PRODUCT WAS DELIVERED IN THE SAME VEHICLE AS OTHER PRODUCTS THAT MIGHT HAVE
CAUSED CROSS-CONTAMINATION.
B. PRODUCT APPEARS TO BE DAMAGED OR IN A BAD CONDITION.
C. EXPIRY DATE IS CLOSER THAN ACCEPTED (AS PER GUIDELINES MENTIONED IN 2.1.6)
D. PRODUCTION DATE PASSED THE DEFINED LIMIT
E. PRODUCT DESCRIPTION AND PACKAGING SHOULD CORRESPOND TO THE DESCRIPTION OF
PRODUCTS IDENTIFIED.
F. STORAGE TEMPERATURES DON’T APPLY.
2.1.7 THE PRODUCTION AND EXPIRY DATE OF THE PRODUCT BEING RECEIVED MUST BE CHECKED.
THE PRODUCT SHOULD NOT BE RECEIVED IF THE EXPIRY DATE IS TOO CLOSE. DEPENDING ON THE
PRODUCT SHELF LIFE, THE MINIMUM ACCEPTABLE REMAINING SHELF LIFE OF THE PRODUCT IS:

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PRODUCT SHELF LIFE MINIMUM ACCEPTABLE

REMAINING SHELF LIFE
9+ MONTHS HALF-PRODUCT SHELF

LIFE
6+ MONTHS 3.5 MONTHS
4 MONTHS 2.5 MONTHS
LESS THAN 3 MONTHS 2 MONTHS
2.1.8 THE RECEIVING TEAM MEMBER IS RESPONSIBLE TO COLLECT THE FOLLOWING

INFORMATION FOR EACH PRODUCT BEING RECEIVED:
A. QUANTITY RECEIVED
B. EXPIRY DATE
2.1.9 THE RECEIVING MEMBER IS RESPONSIBLE FOR ANY DISCREPANCIES THAT HAPPEN DURING
THE RECEIVING PROCESS.
2.1.10 UNORDERED RECEIPTS AND INVENTORY RECEIVED IN EXCESS QUANTITY SHALL NOT BE
ACCEPTED UNLESS APPROVED BY THE PLANNING TEAM AND WAREHOUSE HEAD. ACCEPTANCE SHALL BE
PROVIDED BASED ON THE PO CREATED FOR ADDITIONAL/ EXCESS QUANTITY.
2.1.11 GOODS RECEIVED NOTE SHALL BE CREATED BY THE ACCOUNTING PERSONNEL ON
RECEIPT OF INVENTORY INSIDE THE WAREHOUSE AND IT SHALL BE SIGNED /STAMPED.
2.1.12 SUPPLIER PALLETS THAT ENTER THE WAREHOUSE SHALL BE RECORDED ON THE SYSTEM
AS RECEIVED INVENTORY IF THEY ARE NOT RETURNED TO THE SUPPLIER DURING THE SAME VISIT OR
SUBSTITUTED WITH OTHER PALLETS.
2.1.13 IT SHALL BE THE RESPONSIBILITY OF THE SUPPLIER TO OFFLOAD PRODUCTS FROM THE
VEHICLE UNLESS OTHERWISE SPECIFIED BY THE COMMERCIAL TEAM.
2.1.14 ALL PRODUCTS SHALL BE OFFLOADED INSIDE THE WAREHOUSE PREMISES.
2.1.15 FOR THE FOLLOWING CASES, THE RECEIVING MEMBER SHALL OPEN THE OUTER
PACKAGING OF THE SELLING AND SCAN THE BARCODE OFF THE CONSUMER UNIT:
A. PRODUCTS THAT DON’T CONTAIN BAR CODES ON THE SELLING UNIT.
B. DIFFERENT PRODUCTS THAT HAVE THE SAME BARCODE ON THE SELLING UNIT.
2.2. RECEIVING WAREHOUSE TRANSFERS:
2.2.1 THE OBJECTIVE OF THE RECEIVING WAREHOUSE TRANSFERS PROCESS IS TO RECEIVE

PRODUCTS THAT HAVE BEEN TRANSFERRED FROM OTHER MAXAB WAREHOUSES WHILE INSURING THE
FOLLOWING:
A. THE PRODUCTS BEING RECEIVED ARE THE SAME PRODUCTS THAT ARE PRESENT IN THE TO
B. THE QUANTITY OF EACH PRODUCT BEING RECEIVED IS THE SAME AS THE QUANTITY PRESENT
IN THE TO
C. ALL UNITS BEING RECEIVED ARE IN ACCEPTABLE QUALITY CONDITIONS (MENTIONED IN
2.2.8).
2.2.2 ANY VEHICLE ENTERING THE WAREHOUSE MUST BE RECORDED AT THE WAREHOUSE GATE.
2.2.3 RECEIVING PRODUCTS FROM OTHER WAREHOUSES IS DONE ONLY DURING OFFICIAL
WORKING HOURS UNLESS THERE IS AN APPROVED EMERGENCY DELIVERY THAT MUST BE RECEIVED
OUTSIDE WORKING HOURS (WHICH MUST BE PREVIOUSLY COORDINATED BY THE PLANNING AND
FULFILLMENT TEAM).
2.2.4 BEFORE RECEIVING ANY PRODUCTS FROM OTHER WAREHOUSES, A TRANSFER ORDER MUST
BE PRESENT ON THE SYSTEM.

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2.2.5 PRODUCTS BEING RECEIVED SHOULD BE RECEIVED AS DAMAGED PRODUCTS AND

TRANSFERRED TO THE DAMAGED AREA IF ANY OF THE FOLLOWING APPLY TO THEM:
A. CROSS-CONTAMINATION WITH OTHER PRODUCTS DURING THE TRIP HAS OCCURRED
B. PRODUCT APPEARS TO BE DAMAGED OR IN A BAD CONDITION
C. REMAINING TIME TO EXPIRY OF A CERTAIN PRODUCT IS LESS THAN 2 MONTHS
2.2.6 THE RECEIVING TEAM MEMBER IS RESPONSIBLE TO COLLECT THE FOLLOWING
INFORMATION FOR EACH PRODUCT BEING RECEIVED:
A. QUANTITY RECEIVED
B. EXPIRY DATE
2.2.7 THE RECEIVING MEMBER IS RESPONSIBLE FOR ANY DISCREPANCIES THAT HAPPEN DURING
THE RECEIVING PROCESS.
2.2.8 PRODUCTS NOT PRESENT IN THE TO OR PRODUCTS PRESENT IN EXCESS QUANTITY SHALL
NOT BE ACCEPTED UNLESS APPROVED BY THE PLANNING TEAM AND WAREHOUSE HEAD. ACCEPTANCE
SHALL BE PROVIDED BASED ON A TO CREATE FOR ADDITIONAL/ EXCESS QUANTITY.
2.2.9 ONCE A TRANSFER ORDER HAS BEEN RECEIVED, THE RECEIVING WAREHOUSE MUST
CONFIRM ALL PRODUCTS THAT HAVE BEEN RECEIVED AND THEIR QUANTITIES .
2.2.10 FOR THE FOLLOWING CASES, THE RECEIVING MEMBER SHALL OPEN THE OUTER
PACKAGING OF THE SELLER AND SCAN THE BARCODE OFF THE CONSUMER UNIT:
C. PRODUCTS THAT DON’T CONTAIN BAR CODES ON THE SELLING UNIT.
D. DIFFERENT PRODUCTS THAT HAVE THE SAME BARCODE ON THE SELLING UNIT.
2.3. STACKING INVENTORY IN THE WAREHOUSE:
2.3.1. STACKING OF INVENTORY INSIDE THE WAREHOUSE SHALL BE DONE IN ACCORDANCE WITH
THE “STANDARD PALLET STACKING (SPS)” SPECIFICATIONS PLACED BY THE FULFILLMENT TEAM.
2.3.2 THE WAREHOUSE SHALL STACK PRODUCTS IN LOCATIONS THAT ENSURE THE PRODUCT IS
SAFE FROM ANY POSSIBLE DANGERS SUCH AS SUNLIGHT OR CROSS-CONTAMINATION.
2.3.3. LIQUID PRODUCTS SHALL NOT BE STACKED UPSIDE DOWN.
2.3.4 ENSURE THE BREAKDOWN OF THE PALLETS OF THE SAME SKU IS ACCORDING TO FEFO.
2.3.5 PRODUCTS TO BE STACKED ON RACK SYSTEMS SHOULD BE WITHIN THE RATED LOAD
CAPACITY.
2.3.6 THE RATED LOAD CAPACITY SHOULD BE CLEARLY MARKED ON THE RACKS.
2.4. PICKING INVENTORY FOR DISPATCH:
2.4.1 PRODUCTS SHALL BE PICKED FOR DISPATCH BASED ON THE” FIRST EXPIRY FIRST OUT”
BASIS.
2.4.2 NO PRODUCT SHALL BE PICKED FOR DISPATCH UNLESS IT IS PRESENT IN THE
CORRESPONDING “RUN SHEET” BEING PICKED.
2.4.3 THE WAREHOUSE SHALL KEEP A RECORD OF THE PICKER’S PRODUCTIVITY BY
DOCUMENTING THE START AND END TIME OF THE PICKING PROCESS FOR EACH RUN SHEET ALONG
WITH DOCUMENTING THE NAMES OF THE PICKERS THAT PICKED THE RUN SHEET.
2.4.4 THE WAREHOUSE TEAM SHOULD START THE PICKING PROCEDURES DIRECTLY AFTER RUN
SHEET GENERATION ON THE SYSTEM.
2.4.5 PICKED PRODUCTS FROM THE SAME RUN SHEET SHALL BE STACKED NEXT TO EACH OTHER
IN THE LOADING AREA IN FRONT OF THE VEHICLE THEY ARE TO BE LOADED IN.
THE FLEET
COORDINATOR IS RESPONSIBLE FOR ASSIGNING EACH RUN SHEET TO ITS CORRESPONDING VEHICLE .
2.4.6 PICKED PRODUCTS SHALL BE STACKED IN FRONT OF THEIR CORRESPONDING VEHICLE IN
THE SAME ORDER OF LOADING MEANING THAT THE PRODUCTS THAT ARE TO BE LOADED FIRST SHALL
BE PLACED CLOSEST TO THE VEHICLE’S BACK DOOR.
2.4.7 IF ANY PRODUCTS ARE NOT FOUND DURING THE PICKING PROCESS, THE PICKER SHALL
REPORT THE PRODUCT TO THE PICKING TEAM LEADER. IT IS THE RESPONSIBILITY OF THE PICKING

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TEAM LEADER TO CHECK THAT THE PRODUCT IS INDEED MISSING FROM THE WAREHOUSE . PRODUCTS
THAT ARE FOUND TO BE MISSING SHALL BE REPORTED TO THE WAREHOUSE MANAGEMENT AS
MISSING.
2.5. OUT FOR DELIVERY INVENTORY QUALITY CONTROL (OFD QC):
2.5.1 THE PURPOSE OF THE OFD QC PROCESS IS TO ENSURE THAT THE PRODUCTS BEING
LOADED INTO THE VEHICLE CORRESPOND TO THE PRODUCTS PRESENT IN THE RUN SHEET AND THAT
NONE OF THE PRODUCTS ARE DAMAGED.
2.5.2 ALL PRODUCT BAR CODES BEING SCANNED DURING THE CHECK SHALL BE SCANNED
DIRECTLY OFF THE PRODUCT, NOT THROUGH EXTERNAL SOURCES (SUCH AS PAPER).
2.5.3 IT IS THE QC MEMBER’S RESPONSIBILITY TO ENSURE PRODUCTS ARE LOADED INTO THE
VEHICLE DIRECTLY AFTER BEING CHECKED SO THAT NO DISCREPANCIES OCCUR BETWEEN THE QC
CHECK AND THE PRODUCT LOADING.
2.5.4 IT IS THE QC MEMBER’S RESPONSIBILITY TO FURTHER CHECK THE DESCRIPTION OF THE
PRODUCTS BEING LOADED AFTER SCANNING THEM TO MAKE SURE THE CORRECT PRODUCT IS BEING
LOADED (ESPECIALLY IN CASES OF PRODUCTS WITH PROMOTION).
2.5.5 EACH SKU BEING CHECKED SHALL BE PHYSICALLY COUNTED BY THE QC MEMBER AND ITS
COUNT SHOULD BE RECORDED IN THE SYSTEM.
2.5.6 IT IS THE QC MEMBER’S OBLIGATION TO MAKE SURE THE VEHICLE IS SEALED AFTER ALL
PRODUCTS HAVE BEEN CHECKED AND LOADED.
2.5.7 IN CASE THE QC MEMBER FINDS ANY PRODUCTS FROM THE RUN SHEET HAVE NOT BEEN
PICKED, HE SHALL ASK THE PICKER TO PICK THEM. IF THE PRODUCTS ARE NOT AVAILABLE IN THE
WAREHOUSE, HE SHALL REPORT THE PRODUCTS AS MISSING.
2.5.8 FOR THE FOLLOWING CASES, THE QC MEMBER SHALL OPEN THE OUTER PACKAGING OF THE
SELLING AND SCAN THE BARCODE OFF THE CONSUMER UNIT:
A. PRODUCTS THAT DON’T CONTAIN BAR CODES ON THE SELLING UNIT
B. DIFFERENT PRODUCTS THAT HAVE THE SAME BARCODE ON THE SELLING UNIT.
2.6. LOADING INVENTORY FOR DISPATCH:
2.6.1 INVENTORY BEING LOADED INTO A VEHICLE MUST MATCH THE INVENTORY PRESENT IN THE
VEHICLE'S CORRESPONDING “RUN SHEET”.
2.6.2 INVENTORY BEING LOADED INTO A VEHICLE SHALL PASS THE QUALITY CHECK HELD BY THE
QC TEAM MEMBER (AS SPECIFIED IN SECTION 2.5) DIRECTLY BEFORE BEING LOADED.
2.6.3 INVENTORY SHALL BE LOADED WITH CARE; ANY MATERIAL HANDLING THAT MAY CAUSE
INVENTORY TO BE DAMAGED DURING THE LOADING PROCESS, SUCH AS THE THROWING OF
INVENTORY, IS PROHIBITED.
2.6.4 EASILY DAMAGEABLE PRODUCTS, SUCH AS GLASS PRODUCTS, MUST BE STACKED
SEPARATELY IN THE VEHICLE TO DECREASE THEIR RISK OF BEING DAMAGED.
2.6.5 STACKING OF INVENTORY WITHIN A VEHICLE SHALL STRIVE TO EVENLY DISTRIBUTE THE
WEIGHT OF THE INVENTORY INSIDE THE VEHICLE TO PREVENT ANY DANGERS FROM HAPPENING DUE TO
UNEVEN WEIGHT DISTRIBUTION.
2.6.6 ALL UNITS OF THE SAME SKU SHALL BE STACKED WITHIN THE VEHICLE NEXT TO EACH
OTHER.
2.6.7 DETERGENTS SHALL NOT BE STACKED ABOVE FOOD PRODUCTS TO PREVENT CROSS-
CONTAMINATION IN CASE OF ANY LEAKAGE.
2.6.8 PRODUCTS WITH VULNERABLE PACKAGING SUCH AS SUGAR PACKS SHOULD NOT BE PLACED
IN FRONT OF THE VEHICLE’S BACK DOOR TO PREVENT THEIR ACCESS HANDLING DURING DELIVERY .
2.6.9 HEAVY PRODUCTS SHALL NOT BE STACKED ON TOP OF LIGHTER PRODUCTS.
2.6.10 THE FOLLOWING DIAGRAM IS AN ILLUSTRATION OF HOW PRODUCTS SHOULD BE STACKED
IN A VEHICLE VEHICLE’S STACKING DIAGRAM.

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2.7. SCRATCH CARDS DISPATCHING

2.7.1 SCRATCH CARDS SHALL RECEIVE SPECIAL TREATMENT DURING DISPATCH DUE TO THEIR
NATURE OF BEING SMALL PRODUCTS WITH HIGH VALUE.
2.7.2 SCRATCH CARDS SHALL BE KEPT IN THE WAREHOUSE SAFE AT ALL TIMES AND ACCESS TO
THEM SHALL BE LIMITED TO ONE INDIVIDUAL PER SHIFT.
2.7.3 IT IS THE RESPONSIBILITY OF THE SHIFT LEADER TO MAKE SURE THAT THE STOCK LEVELS
OF THE SCRATCH CARDS ARE CORRECT AT THE BEGINNING OF THE SHIFT. IN CASE ANY DISCREPANCY
IS PRESENT BETWEEN BOOK LEVELS AND ACTUAL STOCKS, IT MUST BE REPORTED TO THE WAREHOUSE
MANAGER AT THE BEGINNING OF THE SHIFT.
2.7.4 ORDERED SCRATCH CARDS SHALL BE TAKEN ONCE AS AN AGGREGATED TOTAL PER SKU
FROM THE SAFE.
2.7.5 THE PERSONNEL RESPONSIBLE FOR THE SCRATCH CARDS SHALL SEGREGATE THE SCRATCH
CARDS PER RUN SHEET AND PREPARE THEM IN AN ENVELOPE TO BE HANDED TO THE COURIER .
2.7.6 COURIERS SHALL REVISE WITH THE WAREHOUSE SHIFT LEADER THE SCRATCH CARD
QUANTITIES THEY ARE RECEIVING, AND COURIERS SHALL SIGN THAT THEY HAVE RECEIVED THE
SCRATCH CARDS FOR DOCUMENTATION PURPOSES.
2.7.7 SIGNED SHEETS SHALL BE STORED AND DISPOSED AT THE END OF EACH MONTH.
2.7.8 ANY ORDERED SCRATCH CARDS NOT FOUND IN THE SAFE SHALL BE REPORTED AS MISSING.
2.8 LAST MILE DELIVERY DEBRIEFING:
2.8.1 BOTH THE COURIER AND THE DEBRIEFING MEMBER MUST BE PRESENT DURING THE
DEBRIEFING PROCESS.
2.8.2 ANY VEHICLE BEING DEBRIEFED MUST HAVE ITS ENGINE SHUT THROUGHOUT THE
DEBRIEFING PROCESS.
2.8.3 IT IS THE DEBRIEFING MEMBER'S RESPONSIBILITY TO ENSURE THAT ALL PRODUCTS THAT
SHOULD BE RETURNED WITH THE COURIER ARE PRESENT IN THE VEHICLE. IN CASE ANY PRODUCTS
ARE MISSING, THE DEBRIEFING MEMBER MUST MARK THEM AS PENDING ON THE SYSTEM.
2.8.4 THE QUALITY OF PRODUCTS RETURNING FROM OFD TRIPS ALONG WITH THEIR EXPIRY
DATE SHALL BE CHECKED BEFORE RECEIVING THE PRODUCTS FROM THE COURIER . IF PRODUCTS
APPEAR TO BE DAMAGED, THEY SHOULD BE RECEIVED AS DAMAGED AND TRANSFERRED TO THE
DAMAGED AREA. IF THE DAMAGE IS ON THE CONSUMER UNIT THEN IT SHOULD BE EXPENSED ON THE
COURIER AND TO BE HANDED OVER TO HIM.
2.8.5 THE DEBRIEFING MEMBER SHALL NOT RECEIVE ANY PRODUCTS THAT WERE NOT
DISPATCHED ON THE SAME DAY. ANY PRODUCTS THAT ARE SUSPECTED TO HAVE BEEN SUBSTITUTED
DURING THE LAST MILE DELIVERY SHALL BE TAGGED AS PENDING AND REPORTED TO THE WAREHOUSE
SHIFT LEADER.
2.8.6 EXTRA PRODUCTS RETURNING WITH THE COURIER SHALL BE DOCUMENTED BY THE
DEBRIEFING MEMBER.
2.8.7 ANY STOCK DISCREPANCIES THAT ARE FOUND DURING A DEBRIEFING SHALL BE REPORTED
TO THE SECURITY TEAM FOR INVESTIGATION ACCORDING TO THE POLICIES MENTIONED IN THE
DEFICIT SETTLEMENT.
2.9. DEFICIT SETTLEMENT:
2.9.1 THE WAREHOUSE SECURITY TEAM SHALL INVESTIGATE ANY REPORTED DISCREPANCY
REPORTED DURING THE LAST MILE DELIVERY DEBRIEFING AND CONCLUDE ITS CAUSE.
THE
INVESTIGATION SHALL UTILIZE RECORDED CAMERA FOOTAGE OF THE VEHICLE LOADING ALONG WITH
A WAREHOUSE STOCK COUNT. IF NEEDED, RETAILERS SHALL BE CONTACTED.
2.9.2 ALL DETAILS OF THE INVESTIGATION MUST BE RECORDED AND REPORTED TO THE FINANCE
TEAM.

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2.9.3 IN CASE THE INVESTIGATION FINDS THAT THE INVENTORY DISCREPANCY WAS DUE TO
INVENTORY LOADING AND THAT THE MISSING PRODUCTS WERE NOT LOADED INTO THE VEHICLE, THE
DISCREPANCY SHALL BE TAGGED ON THE WAREHOUSE AND DISMISSED.
2.9.4 IN CASE THE INVESTIGATION FINDS THAT THE PRODUCTS REPORTED MISSING WERE
LOADED ONTO THE VEHICLE, THE DISCREPANCY SHALL BE TAGGED ON THE COURIER AND THE COST OF
THE MISSING INVENTORY SHALL BE COMPENSATED FROM THE COURIER AT THE END OF THE MONTH .
2.9.5 BENEFIT OF THE DOUBT SHALL BE GIVEN TO THE COURIER IN CASE NO EVIDENCE THAT THE
PRODUCT WAS LOADED ONTO THE VEHICLE IS PRESENT. IN THIS CASE, IT SHALL BE ASSUMED THAT
THE PRODUCT WAS NOT DISPATCHED FROM THE WAREHOUSE AND THE DISCREPANCY SHALL BE
TAGGED ON THE WAREHOUSE AND DISMISSED.
2.10 MIDDLE MILE VEHICLE STACKING, PICKING, LOADING, AND RECEIVING
THE MIDDLE MILE VEHICLE STACKING AND LOADING POLICIES ARE OUTLINED IN MAXAB’S
LOGISTICS POLICIES AND PROCEDURES MANUAL (SECTIONS 2.10 AND 2.11).
2.10. DAMAGED INVENTORY:
2.10.1. PRODUCTS SHALL NOT BE LABELED AS DAMAGED UNLESS THEY FIT THE DAMAGE
CRITERIA REFERRED TO IN MAXAB’S TAMU CRITERIA (TARGET ACCEPTABLE MARGIN
UNACCEPTABLE).
2.10.2. DAMAGED PRODUCTS SHALL BE CLEARLY MARKED AS DAMAGED, AND SHOULD BE
PRESENT WITHIN A VISIBLY MARKED DAMAGED AREA. ALL DAMAGED PRODUCTS MUST BE
TRANSFERRED AS DAMAGED ON THE SYSTEM AS SOON AS THEY ARRIVE AT THE DAMAGED INVENTORY
AREA.
2.10.3. DAMAGED NON-FOODS PRODUCTS SHOULD BE SEGREGATED FROM DAMAGED FOOD
PRODUCTS TO PREVENT ANY CROSS-CONTAMINATION. THE DAMAGED AREA SHOULD BE CLEARLY SPLIT
BETWEEN THE TWO CATEGORIES.
2.10.4. MANAGEMENT SHALL DEVISE A DISPOSAL PLAN FOR DAMAGED OR EXPIRED PRODUCTS.
THE PLAN SHOULD UTILIZE VARIOUS DISPOSAL METHODS INCLUDING REPACKING, RETURNING, OR
SELLING THE PRODUCTS OFFLINE.
2.10.5 IT IS THE RESPONSIBILITY OF THE COMMERCIAL TEAM TO ENSURE REPACKING MATERIAL
IS FREQUENTLY SUPPLIED BY VENDORS. THE WAREHOUSE MANAGEMENT SHALL COMMUNICATE TO THE
VENDOR MANAGEMENT TEAM ANY NEEDED REPAIR MATERIAL.
2.10.6. THE FINANCE DEPARTMENT SHALL ASSIGN PRICES FOR ANY DAMAGED PRODUCTS THAT
WILL BE SOLD OFFLINE. THIS SHALL BE DONE AFTER A SAMPLE PHYSICAL COUNT AND INSPECTION ARE
DONE ON THE DAMAGED PRODUCTS. IT IS THE RESPONSIBILITY OF THE FULFILLMENT TEAM TO ENSURE
THAT THIS CYCLE OCCURS EVERY MONTH.
2.10.7 THE FULFILLMENT TEAM SHALL NOT SELL ANY DAMAGED ITEMS UNLESS 3 OR MORE
OFFERS ARE OBTAINED IN ACCORDANCE WITH THE PRICES PLACED BY THE FINANCE DEPARTMENT
UNLESS APPROVAL FROM THE FINANCIAL TEAM IS PROVIDED.
2.10.8. IF THE LOSS OR DAMAGE IS CAUSED BY NEGLIGENCE, POOR STORING, OR POOR
HANDLING, THE STAFF MEMBER RESPONSIBLE FOR THE LOSS OR DAMAGE SHALL FACE DISCIPLINARY
ACTION AND BEAR THE COST OF THE DAMAGED MATERIALS.
2.10.9. IF THE LOSS OR DAMAGE IS CAUSED BY THEFT, ROBBERY, FIRE, MANIPULATION,
DISSIPATION, OR ANY OTHER ACCIDENT, THE DAMAGE AREA HEAD SHALL REPORT THE INCIDENT TO
THE WAREHOUSE HEAD TO DECIDE ON THE CORRECTIVE MEASURES THAT SHALL BE TAKEN.
2.10.10 PACKAGES THAT ARE PLACED IN THE DAMAGED AREA DUE TO PARTIAL DAMAGE IN THEIR
UNITS SHALL BE SEGREGATED ALONE.

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2.11 SUPPLIER INVENTORY RETURN:
2.11.1 IT IS THE WAREHOUSE’S RESPONSIBILITY TO ENSURE THAT DAMAGED RETURNABLE

PRODUCTS ARE RETURNED TO SUPPLIERS. RETURNING PRODUCTS TO THEIR SUPPLIERS IS OFTEN
NEEDED TO GET RID OF UNWANTED SKU QUANTITIES THAT MAY APPEAR DUE TO PRODUCT DAMAGE,
EXPIRY, OR ACCESS STOCK.
2.11.2 THE WAREHOUSE DAMAGE TEAM SHALL SHARE UPDATES ON PRODUCTS THAT NEED TO BE
RETURNED TO SUPPLIERS WITH THE VENDOR MANAGEMENT COORDINATOR (VMC) ON A
CONTINUOUS BASIS.
2.11.3 IT IS THE VMC'S RESPONSIBILITY TO COMMUNICATE THESE RETURNABLE PRODUCTS
WITH THE COMMERCIAL TEAM.
2.11.4 THE COMMERCIAL TEAM SHALL MANAGE WITH SUPPLIERS ANY ACTIONS THAT MUST BE
TAKEN FOR THESE PRODUCTS TO BE RETURNED. ONCE PLANTED, THESE ACTIONS MUST BE
COMMUNICATED TO THE WAREHOUSE VMC WHO IN RETURN SHALL INFORM THE WAREHOUSE DAMAGE
TEAM.
2.11.5 IT IS THE COMMERCIAL TEAM’S RESPONSIBILITY TO UPDATE THE VENDOR MANAGEMENT
TEAM WITH ANY CHANGES REGARDING PRODUCT RETURN AGREEMENTS WITH SUPPLIERS .
2.11.6 IT IS THE RESPONSIBILITY OF THE VMC TO ENSURE THAT PRODUCTS THAT ARE
RETURNED TO SUPPLIERS ARE DOCUMENTED THROUGH A RETURN ORDER (RO).
2.11.7 NO PRODUCT SHALL BE RETURNED OR SUBSTITUTED WITHOUT THE KNOWLEDGE OF THE
VENDOR MANAGEMENT COORDINATOR AND THE WAREHOUSE SHIFT SUPERVISOR.
2.12 DAILY MISSING PRODUCTS INVESTIGATION
2.12.1 IT IS THE RESPONSIBILITY OF THE WAREHOUSE TO INVESTIGATE ON A DAILY BASIS THE
ROOT CAUSE OF ANY INVENTORY THAT WAS REPORTED MISSING DURING DISPATCH.
2.12.2 THE WAREHOUSE SHALL COMMUNICATE TO THE FULFILLMENT TEAM.
2.12.3 THE WAREHOUSE SHALL TAKE CORRECTIVE ACTIONS TO ENSURE THE ROOT CAUSES OF
MISSING ITEMS ARE SOLVED, AND THESE ACTIONS SHALL BE REPORTED TO THE FULFILLMENT TEAM ON
A DAILY BASIS.
2.13 OPENING/CLOSING PALLET UTILIZATION COUNT
2.13.1 THE WAREHOUSE SHALL REPORT ON A DAILY BASIS ITS OPENING AND CLOSING PALLET,
AND UTILIZATION COUNT.
2.13.2 PALLET UTILIZATION COUNT SHALL BE PERFORMED AFTER ALL SHIFT OPERATIONS HAVE
BEEN COMPLETED AND AFTER THE WAREHOUSE HAS ARRANGED ALL ITS INVENTORY IN THE MOST
EFFICIENT MANNER.ARRANGING INVENTORY INCLUDES:
A. STACKING ALL PRODUCTS ACCORDING TO STANDARD PALLET SPECIFICATIONS (SPS).
B. STACKING DIFFERENT PRODUCTS NEXT TO EACH OTHER ON THE SAME PALLET WHEN
APPLICABLE.
C. ENSURE THE BREAKDOWN OF THE PALLETS OF THE SAME SKU IS ACCORDING TO FEFO.
2.13.3 THE WAREHOUSE SHALL DIFFERENTIATE BETWEEN PALLET UTILIZATION OF SELLABLE
INVENTORY AND PALLET UTILIZATION OF DAMAGED PRODUCTS WHILE REPORTING WAREHOUSE PALLET
UTILIZATION.

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2.14. CYCLE INVENTORY COUNT:

2.14.1. IT IS THE RESPONSIBILITY OF THE FINANCE DEPARTMENT THAT CYCLE INVENTORY
COUNTS ON ALL WAREHOUSE INVENTORY ARE HELD ON A QUARTERLY BASIS OR WHENEVER DEEMED
NECESSARY.
2.14.2. THE INVENTORY COUNT DATE AND PROCEDURES SHALL BE COMMUNICATED TO THE
MEMBERS OF THE PHYSICAL COUNT COMMITTEE INVOLVED IN THE COUNTING PROCESS. THIS
COMMITTEE SHALL CONSIST OF A REPRESENTATIVE FROM THE WAREHOUSE TEAM, FULFILLMENT TEAM,
AND FINANCE TEAM.
2.14.3. THE PHYSICAL INVENTORY COUNT INSTRUCTIONS SHOULD BE PREPARED ON A
TIMELY BASIS TO ENABLE ALL THE CONCERNED PHYSICAL COUNT MEMBERS TO PREPARE AND BE
PROPERLY FAMILIARIZED WITH THE PROCEDURES.
2.14.5. RESULTS OF THE COUNT SHALL BE DOCUMENTED AND SIGNED BY THIS COMMITTEE.
2.14.6. ALL WAREHOUSE OPERATIONS SHALL BE HALTED FOR THE DURATION OF THE
PHYSICAL COUNT PERIOD.
2.14.7. THE ACCOUNTING HEAD SHALL REVIEW THE RESULTS OF THE PHYSICAL COUNT.
2.14.8. THE INVESTIGATION COMMITTEE SHALL BE RESPONSIBLE FOR INVESTIGATING ANY
DISCREPANCIES FOUND BETWEEN THE PHYSICAL COUNT REPORT AND THE INVENTORY RECORDS .
2.15. DISCONTINUED PRODUCTS
2.15.1 PLANNING HEAD SHALL INFORM THE WAREHOUSE HEAD REGARDING THE
DISCONTINUATION OF ANY SKU ALONG WITH THE DATE OF DISCONTINUATION.
2.15.2 THE WAREHOUSING TEAM SHALL PREPARE A REPORT DETAILING THE INVENTORY IN HAND
FOR THE SKU AND THE REPORT SHALL BE SENT TO THE COMMERCIAL TEAM FOR REVIEW.
2.15.3 AN ACTION PLAN SHALL BE DEVELOPED AND DOCUMENTED BETWEEN THE COMMERCIAL
AND WAREHOUSE TEAMS FOR DEPLETING THE STOCKS.
2.15.4 ONCE STOCKS ARE DEPLETED, THE WAREHOUSING HEAD SHALL SEND A CONFIRMATION
VIA EMAIL TO THE PLANNING AND FULFILLMENT MANAGERS.
2.16. WAREHOUSE SAFETY AND SECURITY:
2.16.1. THE WAREHOUSE HEAD SHALL APPLY ADEQUATE HEALTH AND SAFETY STANDARDS IN
ALL WAREHOUSES.
2.16.2 OCCUPATIONAL SAFETY, WHICH INCLUDES THE HEALTH, SAFETY, AND MENTAL
WELLBEING OF EMPLOYEES, IS THE TOP PRIORITY OF THE BUSINESS.
2.16.3. IT IS THE RESPONSIBILITY OF THE WAREHOUSE TO PROVIDE A HEALTH AND SAFETY
TRAINING FOR ALL NEW WAREHOUSE EMPLOYEES BEFORE THEY START WORKING.
2.16.4 ALL WAREHOUSE EMPLOYEES HAVE THE RESPONSIBILITY OF CONTRIBUTING TO A SAFE
WORKING ENVIRONMENT THROUGH USING COMMON SENSE RULES AND SAFETY PRACTICES .
2.16.5 ALL WAREHOUSE EMPLOYEES SHALL REPORT ANY HEALTH OR SAFETY ISSUES PRESENT IN
THE WORK ENVIRONMENT TO THE WAREHOUSE HEALTH AND SAFETY MANAGER .
2.16.6. NO EMPLOYEE SHALL BE ALLOWED IN THE WAREHOUSE WITHOUT WEARING THE
REQUIRED PROTECTIVE GEAR SUCH AS:
A. SAFETY FOOTWEAR.
B. HIGH VISIBILITY VEST OR OTHER OUTER MOST HIGH VISIBILITY CLOTHING.
C. HELMETS IN AREAS CONTAINING RACKS.
D. EAR PLUGS IN WAREHOUSES CONTAINING LOUD NOISE POLLUTION.
2.16.7 THE FOLLOWING SYSTEMS AND EQUIPMENT SHALL BE PRESENT AND FUNCTIONAL AT THE
WAREHOUSE AT ALL TIMES:
A. AN INTERNAL RADIO TO EASE COMMUNICATION WITH ALL WAREHOUSE STAFF IN THE CASE OF
A NATURAL DISASTER, FIRE, OR ANY OTHER DANGER.
B. TWO WAY RADIOS (WALKIE TALKIES)
C. A FIRE SYSTEM

Operation Processes
2.16.8. NO HAZARDOUS MATERIALS SHALL BE STORED IN THE WAREHOUSE UNLESS ALL

APPROPRIATE SPECIAL STORAGE PROCEDURES ARE FOLLOWED.
2.16.9. ALL EMPLOYEES HANDLING/OPERATING HEAVY MACHINERY OR HAZARDOUS EQUIPMENT,
SUCH AS FORKLIFTS, SHOULD BE PROPERLY TRAINED BEFOREHAND AND HAVE A CERTIFICATE AS
PROOF OF TRAINING.
2.16.10. SECURITY GUARDS SHALL BE PRESENT AT THE WAREHOUSE AT ALL TIMES.
2.16.11. WAREHOUSE EMPLOYEES SHALL ENTER/EXIT THE WAREHOUSE THROUGH THE SECURITY
CHECKPOINT SPECIFIED BY WAREHOUSE MANAGEMENT. THEY SHALL PRESENT THEIR EMPLOYEE
IDENTIFICATION CARD TO THE SECURITY GUARD ON THE PREMISES UPON ENTERING FOR TRACKING
PURPOSES.
2.16.12. THE SECURITY GUARD ON THE PREMISES SHALL RECORD THE DATE AND TIME OF
ENTRY/EXIT OF WAREHOUSE EMPLOYEES WITH THEIR PROPER SIGNATURE AND MAINTAIN THIS LOG
FOR NECESSARY REFERENCE.
2.16.13. THE SECURITY GUARDS AND WAREHOUSE HEADS SHOULD BE THE ONLY POSSESSION
OF WAREHOUSE KEYS.
2.16.14. ANY VEHICLE ENTERING OR LEAVING THE PREMISES SHALL BE INSPECTED TO PREVENT
ANY UNAUTHORIZED MATERIALS FROM GOING INTO OR OUT OF THE WAREHOUSE.
2.16.15. THE WAREHOUSE HEAD SHALL OFFICIALLY INFORM AND REMIND EMPLOYEES (VIA
EMAIL) ABOUT THE EMERGENCY PROTOCOLS ON A SEMI-ANNUAL BASIS.
2.16.16. IN THE CASE OF ANY FIRE OR EARTHQUAKE EMERGENCY, THE WAREHOUSE STAFF
SHOULD FOLLOW THE GUIDELINES OF MAXAB’S EMERGENCY RESPONSE PLAN.
2.16.17. ALL EXIT POINTS AND PATHS SHALL BE CLEARED OF ANY OBSTACLES AND SHALL BE
LABELLED IN ORDER TO BE CLEARLY VISIBLE AT ALL TIMES.
2.16.18. THE WAREHOUSE HEALTH AND SAFETY TEAM SHALL PLAN QUARTERLY FIRE DRILLS TO
TEACH WAREHOUSE STAFF PROPER AND SAFE CONDUCT IN THE CASE OF FIRES .
2.16.19. A SAFETY INCIDENT REPORT SHALL BE FILED BY THE WAREHOUSE SUPERVISOR
WHENEVER ANY SAFETY ACCIDENT OCCURS INSIDE THE WAREHOUSE. THE REPORT SHALL BE SENT
WITHIN 24 HOURS OF THE INCIDENT.
2.17. WAREHOUSE KEEPING:
2.17.1. THE WAREHOUSE SHALL BE ORGANIZED AND DIVIDED INTO LABELED SECTIONS. THESE
SECTIONS SHOULD BE REFLECTED IN A WAREHOUSE LAYOUT DIAGRAM .
2.17.2. UN-SHELVED ITEMS SUCH AS CLEANING MATERIAL SHALL BE REGULARLY CHECKED BY
THE WAREHOUSE KEEPING TEAM TO ENSURE THAT STOCK CAN BE RENEWED WHEN NECESSARY .
2.17.3. NO ITEMS SHALL BE SHELVED UNLESS EACH SHELF IS LABELED WITH AN
IDENTIFICATION CARD FORM CONTAINING THE ITEM CODE THAT CORRESPONDS TO THE ITEM . EACH
ITEM CODE SHOULD MATCH THE SHELF CODE.
2.17.4. PERIODICAL MAINTENANCE AND INSPECTIONS SHALL BE PERFORMED TO IDENTIFY
DAMAGED RACKS AND PALLETS TO BE TAKEN FOR REPAIR OR DESTRUCTION AS DETERMINED BY THE
WAREHOUSE SUPERVISOR.

Operation Processes
3.1 SUPPLIER RECEIVING
Key Process Inputs Key Process Outputs

Purchase Orders sent by the planning Received inventory has been updated on
department. the system and a Goods Received Note has
been issued to the supplier.
Process Narrative
Step Process Description Responsibility Authorization
1 Supplier courier books his reservation at the Security Warehouse
warehouse through the Security personnel by Personnel Supervisor
registering supplier name, vehicle number, and
personal identification number. Hyperlink to
registration form
2 Supplier hands in an invoice to the accounting Accounting Warehouse
team. Accounting team checks that SKU’s Team Supervisor
present in the invoice are present in the PO with
the same price. If SKU’s in the invoice are
available in the PO with the same price the
Accounting team creates a PR with all matching
items.
3 Unloading dock is checked to ensure it is clean Receiving Team Receiving
and that all required unloading tools are Member Team Leader /
available ( e.g., handhelds, pallets, hand pallets, Warehouse
forklifts). supervisor
4 QR Code is scanned to initiate PR Receiving Team Receiving
receiving.Hyperlink to QR Code Example. Member team leader
5 Supplier’s vehicle is directed to the unloading (VM N/A
lane. responsibility)
6 Driver is instructed to shut down the vehicle's Receiving Team Receiving
engine and provide keys to the security. Member Team Leader
(Security
Team)
7 Vehicle is checked to be clean. Vehicle should be Receiving Team Receiving

Operation Processes
checked for any leakage, openings, and Member Team Leader

unjustified odors.
8 Supplier audit sheet checked to know required Receiving Team Receiving
sample sizes during receiving. Member Team Leader
9 Instruct suppliers courier to begin offloading Receiving Team Receiving
product by product Member Team Leader
10 The description of the product being received is Receiving Team Receiving
checked to ensure it is the same product present Member Team Leader
in the PR.
11 Click on the product being received and scan its Receiving Team Receiving
barcode. Member Team Leader
12 Selling unit is checked for acceptable production Receiving Team Receiving
and expiry date written on it. Sample at least Member Team Leader
one minimum unit from each SKU.
13 Quantities being received are stacked according Receiving Team Receiving
to SPS provided on receiving application. Member Team Leader
14 Quantities being received are counted Receiving Team Receiving
Member Team Leader
15 Expiry date and quantity of product being Receiving Team Receiving
received are entered on the application. Member Team Leader
16 Repeat steps 9-15 until all products have been Receiving Team Receiving
received Member Team Leader
17 End the receiving process on the app and notify Receiving Team Receiving
the team leader so he can confirm. Member Team Leader
18 Supplier collects his money Accounting VM
team

Operation Processes
3.2. RECEIVING WAREHOUSE TRANSFERS

Incoming Transfer orders sent to the WH by Received inventory has been updated
the planning team. on the system.

1 Vehicle courier books his reservation at the Security Warehouse
warehouse through the Security personnel by Personnel Supervisor
registering the vehicle number, and personal
identification number.
2 The unloading dock is checked to ensure it is clean Receiving Team Warehouse
and that all required unloading tools are available ( Member Supervisor
e.g., handhelds, pallets, hand pallets, forklifts).
3 The vehicle is directed to the unloading lane. Receiving team Warehouse
Supervisor
4 QR Code is scanned to initiate PR receiving. Receiving team Warehouse
Supervisor
5 Products are offloaded. Receiving team Warehouse
Supervisor
6 The description of the product being received is Receiving team Warehouse
checked to ensure it is the same product present in Supervisor
the PR.
7 The barcode of the product being received is scanned. Receiving team Warehouse
Supervisor
8 Selling unit is checked for acceptable production and Receiving team Warehouse
expiry date written on it. Sample at least one Supervisor
minimum unit from each SKU.
9 Quantities being received are stacked according to Receiving team Warehouse
SPS provided on receiving application. Supervisor
10 Quantities being received are counted. Receiving team Warehouse
Supervisor
11 Expiry date and quantity of product being received Receiving team Warehouse
are entered on the application. Supervisor
12 Repeat steps 5-11 until all products are received Receiving team Warehouse
Supervisor

Operation Processes
13 Confirm the receiving quantities Receiving team Warehouse

Supervisor
3.3. STACKING INVENTORY

3.4. PICKING INVENTORY FOR DISPATCH
Run sheets for the next day planned and sent to Picked run sheets stacked in
WH by the last mile team. vehicle loading area
Run sheets are generated on the WMS portal Last Mile Warehouse
1 Leader supervisor
Each run sheet is assigned to its corresponding vehicle. Fleet Warehouse

2 coordinator supervisor
Run sheets are then integrated to minimize the picking Warehouse Last Mile
3 time as possible while considering the pallet capacity. supervisor Leader
Run sheets are then integrated to minimize the picking Warehouse Last-Mile
4 time as possible while considering the pallet capacity. Supervisor Leader
Each two to three pickers are assigned to a run sheet Picker's Team Warehouse
5 and the run sheet is divided evenly between them by Leader supervisor
the picker’s team leader.
Each picker places an empty pallet on a fork and begins Picker Picker's Team
6 picking items on the run sheet from WH until all run Leader
sheet items are picked or the pallet is full.
Picker moves loaded pallet to loading area in front of Picker Picker's Team
7 where vehicle will be loaded Leader
Picker repeats steps 2-4 until all products in the run Picker Picker's Team
8 sheet have been picked and delivered to the loading Leader
area or have been reported missing if they are not
present in the WH.
Picking team leader Informs Quality Control team which Picker’s Team Quality
9 run sheets have been picked and where picked Leader Control
products are present in the loading area.
Team/Wareh

Operation Processes
ouse
Supervisor
Run sheets picked are marked as finished on the portal. Picker's Team Warehouse
10 Leader Supervisor
Pickers assigned to new run sheet and steps 2-10 are Picker's Team Warehouse
11 repeated until all run sheets have been picked Leader Supervisor
3.5. OUT FOR DELIVERY INVENTORY QUALITY CONTROL

Run Sheet has been picked and stacked All Run Sheet items have been checked
in the loading area in front of the (appliance/matching) and their status on
corresponding vehicle. the system has been updated as loaded in
the vehicle.

1 Each QC member is assigned to a Run Sheet/Vehicle. QC Team Fleet
Leader Coordinator
2 QC member opens Run Sheet on the loading app. QC Team NA
Member
3 QC member scans barcode off selling unit of product QC Team NA
that will be loaded. Member
4 If the app confirms SKU, enter quantity in the selling QC Team NA
unit, confirm quantity, and load product. Member
5 If the app denies SKU or quantity, revise the run QC Team NA
sheet for correct SKU or quantity and request from Member
the picker to pick it.
6 Repeat steps 3-5 until all products in the run sheet QC Team NA
have been loaded. Member
7 Close the run-sheet on the app. If the app identifies QC Team NA
any unloaded products from the run sheet, inform Member
the picker to pick them to be loaded.
8 If there are any missing items not present in the QC Team NA
warehouse, confirm they are missing on the Member/
application. QC Team
Leader

Operation Processes
9 Close run sheet on application. QC Team NA

Member
10 Close the vehicle back door and seal it with a QC Team NA
numbered seal provided by the QC team leader. Member
3.6. LOADING INVENTORY FOR DISPATCH

Quality Control Member confirms product's All available run sheet items have been
SKU, Quantity, and Condition are correct. loaded into the vehicle.
1 Truck is checked to ensure it is dry, empty, and Loading

NA
doesn't contain anything that can damage products. Individual
2 Glass and other easily damageable products are Loading

NA
loaded inside the truck above the drivers cabinet. Individual
3 Large beverages (1L/2L) are loaded along the back Loading
NA
of the truck closest to the driver. Individual
4 Juice and milk cartoon products are loaded along the Loading
NA
right side of the truck Individual
5 Canned drinks and foods are loaded along the left Loading
NA
side of the truck Individual
6 Rice/Macaroni/Sugar/Noodles are loaded in front of Loading
NA
the large beverages Individual
7 Oil/Ghee/Tea products are loaded next infront of Loading
NA
rice/macaroni/sugar/Noodles products. Individual
8 The remaining food products are loaded in front of Loading
NA
oil/ghee/tea products. Individual
9 Non-food products are loaded closest to the truck's Loading
NA
back door Individual

Operation Processes
3.7. SCRATCH CARDS DISPATCH

Couriers have received run sheet scratch
Run sheets for the next day planned and
cards and signed that they have received
sent to WH by the last mile team.
them.
1 The aggregate number of each scratch card SKU Scratch Cards Warehouse
needed for all run sheets is calculated and picked from Personal Supervisor
the warehouse safe.
2 Scratch cards are segregated by run sheet placing each Scratch Cards Warehouse
run sheet's scratch card in a file and writing the run Personal Supervisor
sheet’s number on it.
3 Each courier is handed their run sheet’s scratch cards. Scratch Cards Warehouse
While handing over the scratch cards, revise SKU by Personal Supervisor
SKU with the courier.
4 Correir signs that they have received scratch cards and Scratch Cards Warehouse
segregates scratch cards based on orders. Personal Supervisor
5 Signed paper is stored in an organized and known Scratch Cards Warehouse

location. Personal Supervisor

Operation Processes
3.8 LAST MILE DELIVERY DEBRIEFING PROCESS

Returning items have been debriefed and
Courier ends trip on delivery application.
any missing items have been marked as
pending.

1 Courier is instructed to enter WH in a specified lane to Debriefing N/A
start the debriefing process. member
2 Driver is instructed to shut down that vehicle motor. Debriefing N/A
member/
Security Team
3 Debriefing member checks all products that are Debriefing N/A
returning with the courier and compares them to the member
products that should be returning as mentioned on the
system. Any products that are missing are marked as
pending.
4 Debriefing member checks quality and expiry date of Debriefing N/A
products returning with courier. member
4.1 If any product is found damaged, it should be marked Debriefing
on the system and transferred to the damaged products member
area.
5 Close the run sheet Debriefing N/A
member
6 Collecting cash from the courier Accounting N/A
Team

Operation Processes
3.9. DEFICIT SETTLEMENT

Pending and damaged products are tagged
All Last Mile trips are debriefed
on either warehouse or last mile courier
and findings are sent to the finance team.

1 Pending & Damage transaction to be Last Mile Team Warehouse
downloaded through queries. Supervisor/Fina
nce Team
2 Pending & Damage transactions to be added to Last Mile Team Warehouse
the deficit sheet. Supervisor/Fina
nce Team
3 Deficit transactions to be investigated Last Mile Team Warehouse
thoroughly. Revising Photage from Supervisor/Fina
Camera’s,Stock Counts, and Retailer’s
nce Team
Questioning.
4 After investigation, every transaction is tagged Warehouse NA
on either Warehouse or Last Mile Courier. Investigation
Team
5 All investigation output to be recorded on the Warehouse NA
deficit sheet. Investigation
Team
6 Deficit sheet to be sent to Finance with final Last Mile Team Warehouse
actions. Supervisor/Fina
nce Team
7 Report to be sent with any unsettled Last Mile Team Warehouse
transaction (Pending or Damage) Supervisor/Fina
nce Team

Operation Processes
3.10. DAMAGE STOCK

Damaged Items placed in the damage area,
Damaged items from different procedures
categorized, and updated on system and
shall be directed and stacked separately in
Online Damage Sheet for further actions.
an area specified within the warehouse.

1 Damaged Items brought to damaged area by Damaged Items Warehouse
warehouse staff or damage member through Supervisor Supervisor
inspection round
2 Register Item on the system as damaged so it is Damaged Items Warehouse
removed from warehouse available stock. Supervisor Supervisor
Inspect the damaged Item to check which category
it falls into:
1) Can be Repaired
2) Can be Returned to Supplier
3) Can be sold offline at a discounted rate
4) Needs to be disposed
3 Damaged Item is registered on the online damage Damaged Items Warehouse
sheet stating the category it falls in. Supervisor Supervisor
(Leader)
4 If the product can be repaired, the product shall be Damaged Warehouse
repaired and returned to stock(Online and on the Supervisor
system).
5 If the product can be returned to the supplier, VM Damage team VM
shall notify the commercial team for proper action.
(Return order to be placed )
6 If the product must be sold offline, SKUs of items fulfillment team process
shall be extracted and recorded on a sheet. improvement
team
6.1 Process improvement team prepares the sheet fulfillment team process
monthly with the SKUs and the number of pallets to improvement
be sold offline per each WH
team
6.2 The sheet shall include: consumer quantity, packing fulfillment team process
unit name, and the SKU consumer count improvement
team

Operation Processes
6.3 The sheet is then sent to the accounting team for process Accounting
pricing, and a quotation is prepared and sent to improvement team
potential buyers.
team
6.4 Sold offline items are to be transferred to the Middle mile process
warehouse where they are ready to check and improvement
review by the potential buyers to schedule release.
team &
fullfilment
7 If the product must be disposed, the plan for the Warehouse
disposal shall be implemented. Supervisor/A
ccounting
3.11. SUPPLIER INVENTORY RETURN
1 Warehouse damage unit updates the damage sheet Warehouse Warehouse

daily and shares it with the vendor management Damage Team Supervisor
team.
2 The vendor management team prepares a report Vendor N/A
with the damaged products that need to be returned Management
and shares it with the commercial team (With certain
suppliers).
3 Commercial team communicates and plans with the Commercial N/A
suppliers when these damaged quantities will be Team
returned.
4 Commercial team aligns the vendor management Commercial N/A
team with the agreements made with the supplier. Team
5 Vendor management manages return orders with Vendor N/A
suppliers during their visits as agreed. Management
6 Warehouse damage unit then starts preparing the Warehouse Warehouse
damaged sku's and quantities accordingly. Damage Team Supervisor

Operation Processes
3.12. DAILY MISSING STOCK INVESTIGATION

Report of missing items from the last Missing Root Cause online sheet is
dispatch sent by the head of the updated.
dispatch.

1 For each SKU reported missing, a search is made in Stock Control N/A
the warehouse to check if it is available or not. If the Member
product is found to be available it is marked as
available. If the product is not available it is
confirmed to be missing.
2 Investegate why missing items are missing and why Stock Control N/A
items that were not missing were reported missing Member
during dispatch.
3 Update Missing Root Cause Online Sheet with Stock Control N/A
findings Member
3.13. OPENING/CLOSING PALLET COUNT

NA Warehouse Pallet Utilization Report
1 Warehouse
Stock control organizes warehouse stock making Supervisor N/A
sure that all products are stacked according to SPS Putaway Team
leader
and that any products that can be placed on the
same pallet with other products are mixed.
2 Warehouse
Warehouse supervisor requests the warehouse team Supervisor N/A
to count utilized pallets in the warehouse. The team
shall report how many pallets are utilized by sellable
products and how many products are utilized by
damaged products.
3 Warehouse supervisor sends a pallet utilization report Warehouse Planning
to the planning team. Supervisor Team

Operation Processes
3.14. CYCLE INVENTORY COUNT

NA System updated with new inventory
count
1 Finance operations team shall communicate with Financial N/A

the warehouse the date of the cycle count. Operation
2 One day prior to the cycle count, warehouse Warehouse N/A

employees shall be informed that all operations Head
shall be halted until the physical count is done.
3 List of products present in the warehouse and their Master Data N/A
barcodes is sent to Operations and Accounting Manager
teams. Any products without barcodes are labeled.
ReceivingTeam
Leader
Stock control
team Leader

Operation Processes
4 A representative from the warehouse along with a Warehouse N/A

representative from the fulfilment team shall Representative/
proceed to conduct a blind physical count (a Fulfillment
physical inventory taken by personnel who perform Representative
a hands-on count of inventory without access to the
quantities currently shown on inventory records) of
all materials in stock and shall formally document
and sign the results.
5 Accounting department shall proceed to conduct a Accounting N/A

second blind physical count of all materials in stock Department
and shall formally document and sign the results.
6 Accounting representative and operations Accounting N/A

representative check any discrepancies between the Department/Ful
two counts and re-check stock levels of products fillment Team
with discrepancies. A report is then prepared with
the final physical stocks and is sent to
management.

Operation Processes
9 Once approved, the results shall be formally Product Team N/A

documented and recorded on the system by the
Product Team.
3.15. DISCONTINUED PRODUCTS

Approval for SKU Action plan for depletion of items
discontinuance

1 The planning team
informs the fulfillment
Planning Team N/A
team regarding the
discontinuation of the
SKU along with the
date of
discontinuation. The
fulfillment shall then
formally inform the
Warehouse Head
regarding the
discontinuation of the
SKU along with the
date of
discontinuation.
2 The Warehouse team Warehouse N/A
shall prepare a report
detailing the stock in Team
hand. The report shall
be sent to planning

Operation Processes
and fulfillment team’s

for
review.
3 Action plans shall be Planning Head N/A
developed and
documented between and
the Planning Head
Warehouse
and Warehouse Head
for depleting the Head
stocks.
4 Once stocks are Warehouse N/A
depleted, the
Warehouse Head Head
shall send a
confirmation via an
email to the
Fulfilment and
Planning teams for
alignment on
discontinued SKU.


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Operation Processes

OPS 206 – Fulfillment Procedure

The purpose of the policies and procedures is to:

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OPS 206 – Fulfillment Procedure

ABBREVIATIONS & DEFINITIONS

OFD Out for Delivery

NMV Net Merchandise Value

Standard Pallet Stacking

VMC Vendor Management Coordinator

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OPS 206 – Fulfillment Procedure

2.1. RECEIVING INVENTORY FROM SUPPLIERS:

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OPS 206 – Fulfillment Procedure

PRODUCT SHELF LIFE MINIMUM ACCEPTABLE

9+ MONTHS HALF-PRODUCT SHELF

6+ MONTHS 3.5 MONTHS

4 MONTHS 2.5 MONTHS

LESS THAN 3 MONTHS 2 MONTHS

2.1.8 THE RECEIVING TEAM MEMBER IS RESPONSIBLE TO COLLECT THE FOLLOWING

2.2. RECEIVING WAREHOUSE TRANSFERS:

2.2.1 THE OBJECTIVE OF THE RECEIVING WAREHOUSE TRANSFERS PROCESS IS TO RECEIVE

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OPS 206 – Fulfillment Procedure

2.2.5 PRODUCTS BEING RECEIVED SHOULD BE RECEIVED AS DAMAGED PRODUCTS AND

2.3. STACKING INVENTORY IN THE WAREHOUSE:

2.4. PICKING INVENTORY FOR DISPATCH:

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OPS 206 – Fulfillment Procedure

2.5. OUT FOR DELIVERY INVENTORY QUALITY CONTROL (OFD QC):

2.6. LOADING INVENTORY FOR DISPATCH:

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OPS 206 – Fulfillment Procedure

2.7. SCRATCH CARDS DISPATCHING

2.8 LAST MILE DELIVERY DEBRIEFING:

2.9. DEFICIT SETTLEMENT:

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OPS 206 – Fulfillment Procedure

2.10. DAMAGED INVENTORY:

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OPS 206 – Fulfillment Procedure

2.11 SUPPLIER INVENTORY RETURN:

2.11.1 IT IS THE WAREHOUSE’S RESPONSIBILITY TO ENSURE THAT DAMAGED RETURNABLE

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OPS 206 – Fulfillment Procedure

2.14. CYCLE INVENTORY COUNT:

2.16. WAREHOUSE SAFETY AND SECURITY:

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OPS 206 – Fulfillment Procedure

2.16.8. NO HAZARDOUS MATERIALS SHALL BE STORED IN THE WAREHOUSE UNLESS ALL

2.17. WAREHOUSE KEEPING:

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OPS 206 – Fulfillment Procedure

3.1 SUPPLIER RECEIVING

Key Process Inputs Key Process Outputs

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OPS 206 – Fulfillment Procedure

checked for any leakage, openings, and Member Team Leader

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OPS 206 – Fulfillment Procedure

3.2. RECEIVING WAREHOUSE TRANSFERS

Step Process Description Responsibility Authorization

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