CHAPTER – I

1. INTRODUCTION OF THE STUDY

A supply chain refers to the entire process of making and selling goods, from supplying
raw materials and using them to manufacture products to distributing and selling them to
consumers. It is a network of companies, including suppliers, manufacturers, shippers,
distributors and retailers, working together to make stuff like logistics, inventory
management, transportation and so forth go as smoothly as possible.

Role of IT in supply chain management

Supply chain management the role that IT plays in supply chain management or SCM is
so important. IT provides the tools to pick up relevant information break it down for proper
analysis and execute it for optimum supply chain performance. Data is pivotal to the
execution of the supply chain, primarily because it provides the base on which the supply
chain managers can take decisions.

Real-time or almost real-time information is the key to proper supply chain management.
With information about the various stages of the supply chain, decision-makers can plan,
manage, and adjust processes to achieve goals in procurement, inventory, manufacturing, etc.

Why is technology important in supply chain management?

Digitising business processes has become a necessity rather than an option, and IT
integrates various operations carried out by different companies in the supply chain. It speeds
up the business processes and prevents bottlenecks. Companies are closer to achieving on-
time procurement, shorter inventory, and better efficiency, especially in manufacturing. IT
allows companies in the supply chain to meet the needs of consumers.

Information technology is simple the processing of data via computer: the use of
technologies from computing, electronics, and telecommunications to process and distribute
information in digital and other forms. Information Technology, or IT, is the study, design,
creation, utilization, support, and management of computer-based information systems,
especially software applications and computer hardware.

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 IT is not limited solely to computers though. With technologies quickly developing in
the fields of cell phones, PDAs and other handheld devices, the field of IT is quickly moving
from compartmentalized computer-focused areas to other forms of mobile technology.

The council of logistic management defines logistics as “that part of supply chain
process that plans, implements, and controls the efficient, effective, forward and reverse flow
and storage of goods, services, and related information between the point of origin and the
point of consumption in order to meet customer requirement”.

In ordinary language the same can be defined as right product, at the right place, in right
time, and in right condition. However supply chain consists of all stages that are required to
satisfy the customer request. It starts from supplier passes through manufacturer, distribution,
and retailer and finally reaches the customer. The supply chain management is the oversight
of materials, information and finances as they move in the process from supplier to
manufacturer to wholesaler to retailer to customer.

The emerging new technologies are creating strategic opportunities for the organizations
to build competitive advantages in various functional areas of management including
logistics and supply chain management. However the degree of success depends on the
selection of the right technology for the application, availability of proper organizational
infrastructure, culture and management policies. The latest technologies being used in
logistics and supply chain management are segregated into

 Automatic Identification Technology

 Communication Technology
 Information Technology

Information technology was traditionally, and to a large_ degree is still today, seen as the
large computer in the basement or some air-conditioned room doing much calculation very
quickly. However, more and more executives are realising that information technology has
the potential to give their organisation a competitive advantage. The focus of this article is
"How can we manage the impact of information technology in/on logistics?'' This important
question will be covered under the following three main sections.

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Characteristics of project logistics

Projects logistics already commences in the feasibility study stage of a project. Accessibility
to the site, in terms of transport routes, rail carrying capacities and bridge widths, can dictate
the design approach to be followed. In the situation where very long lead-times for
equipment apply, it may have to be ordered before completion of the final design. It is this
early involvement of supply chain professionals in a project which guides us away from the
term „construction logistics‟ and is why we rather use „project logistics‟.

 The different component delivery channel for a typical large process facility is shown
in some of the transport options are also shown in the graphics.
 Considering the large number of components for a given project, the complexity of
project logistics can be appreciated.

From the two definitions, we see that logistics management is a subset of supply chain
management. Considering the discipline of project management for a moment, we see that
this overlaps onto supply chain management, insofar as construction of a new facility is
concerned: materials and services need to be available when needed by the construction crew.
This is illustrated in Figure 1, where the overlap gives rise to the terms „project supply chain
management‟ and „project logistics management‟. Project logistics is a subset of logistics
and project supply chain management a subset of supply chain management.

Logistics

Logistics is the system designed to add place value and time value (as defined by the
customer) to the product. There are important aspects that either flow from this definition or
support this definition:

 A customer (of a system) is the entity which receives the output of that system.
 The customer, and only the customer, defines or determines place and time value.
 The customer can be either internal or external.
 Value is the thing for which the customer is prepared to pay.
 The logistic system will be successful to the degree to which it can add place and time
value.
 The success of the value-adding process will be determined by the level of knowledge
of what the customer needs, i.e. what the customer sees as value.

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 IT consists of hardware and software that captures, analyses and provide information
wherever it is needed. Since the supply chain management is defined as network of
organizations, these organizations cannot form a network unless they are connected through
IT resulting into transparency in the supply chain and aligning the supply chain activities
towards customer.

Most modern day businesses have IT departments. In the early years of information
technology, an IT department would consist of one computer operator storing data on
magnetic tape and then boxing it in a basement. Nowadays, IT departments have many
employees with a variety of skills that include systems administration, database
administration and information technology management.

Logistics depends on a high quality level of management within the supply chain in
order to be effective. These logistics managers are in charge of purchasing goods and making
sure they‟re transported correctly to their destinations. Logistics managers rely on advanced
information systems to manage and track materials, starting from when they‟re first made in
the factory to when they‟re sold in retail stores. Because of the increase in volume and
complexity that businesses face, information systems are the only way to accurately manage
the product flow within an organization.

Information technology specialists are always coming up with specialized solutions that
are suitable for their company, like finding the right goods to market or finding the right
routes for their shipments. That is their job and they communicate with the logistics managers
to accurately convey information back and forth.

Sometimes though, the amount of items that needs to be shipped can be overwhelming
for a company to deal with. So, they‟ll implement a third party logistics system which
outsources their transportation and logistics needs to other companies. It is no surprise how
businesses simply cannot afford to be without information technology in this day and age.

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1.1 NEEDS OF THE STUDY

A significant portion of the information used to flow between functional areas within
an organization, and between supply chain member organizations, was paper-based. In many
instances, these paper-based transactions and communications were slow, unreliable, and
error prone. Conducting business in this manner was costly because it decreased firms‟
effectiveness in being able to design, develop, procure, manufacture, and distribute their
products. During this period, information was often overlooked as a critical competitive
resource because its value to supply chain members was not clearly understood. However,
firms that are embarking upon supply chain management initiatives now recognize the vital
importance of information and the technologies that make this information available

1.2 OBJECTIVES OF THE STUDY

Primary objectives: A study on impact of information technology in supply chain at Right

way logistics India Pvt Ltd at Chennai

Secondary objectives:

 To determine the various technology used in logistics

 To discusses the impact of technology on logistics.
 To determine how levels of IT usage affect performance of logistic firms in Chennai.
 To establish the influence of cargo tracking and security system on the performance
of logistic firms in Chennai
 To establish how use of IT on customer service delivery system affect performance of
logistic firms in Chennai.
 To determine how information integration influence the performance of logistics
firms in Chennai.

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1.3 SCOPE OF THE STUDY

For the purpose of this survey, we define a supply chain relationship as the business to-
business relationship between two firms when one firm purchases products/services from the
other firm in order to create offerings for a downstream market. In other words, this survey is
interested in the supply chains that exchange production-related products/services. Business
exchange relationships involving nonproduction products/services (e.g., office supplies for
internal consumption) are excluded from this survey.

1.4 LIMITATIONS OF THE STUDY

 Respondents are not willing to fill the questionnaire.

 Very often the respondent do not express their true feelings, in such case their habit,
preference, practice, cannot be assessed correctly.
 Some of the respondents refuse to give the information best known to them.
 Time was a limiting factor for the study

1.5 RESEARCH METHODOLOGY

Research methodology is the process of systematic investigation of any management

problem is deals with research design, data collection method, sampling plan, and statistical
data.

1.5.1 RESEARCH DESIGN

A research design is purely and simply the frame work of plan for a study that grids the
collection and analysis of data. The research design would be descriptive and analytical in
nature.

1.5.2 DATA COLLECTION METHOD: For this study, primary data and secondary data
Primary Data: Primary data was collected from this study. The primary data was collected by
questionnaires from the consumer. In the questionnaires open ended questions, Close ended
questions, multiple questions are used.

Secondary Data: The secondary data were collection from different source, In the current
content the secondary data was collected through Published Books, Journals, Magazines, and
Related Websites.

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1.5.3 SAMPLE SIZE AND SAMPLING METHOD

Sampling: Sampling may be defined as “The selection of some part of an aggregate the basis of
which judgement or inference about the aggregate or totalling is made.”

Sampling Techniques: The sampling technique used in this study is “Convenience sampling,”
When the population elements for inclusion in the sample based on the ease of access, it can be
called as convenience

Convenience Sampling: In this method, the sample units are chosen primary on the basic of the
convenience to the investigation.
Sample Size: The sample size is certified to its nature of data collection. Data collection is based
on the primary data is 150 respondents are taken as the sample for this study.

1.5.4 SATISTICAL TOOLS

 Simple percentage analysis

 Chi-square analysis
 Correlation analysis
 Anova analysis

SIMPLE PERCENTAGE ANALYSIS: This method is used to compare two or more series
of data, to describe the relationship or the distribution of two or more series of data.
Percentage analysis test is done to find out the percentage of the response of the response of
the respondent.

No. of respondents
Simple percentage = ……………………………… X 100
Total No. of respondents
CHI-SQUARE ANALYSIS: The Chi- square test is one of the simplest and most wickedly
used non-parametric tests in statistical work. The quantity x ² describes the magnitude at the
discrepancy between theory and observation.

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 (O – E) ²
x² = ∑ = ____________
E

O = Observed Frequency
E = Expected Frequency

CORRELATION: Correlation is computed into what is known as the correlation coefficient,

which ranges between -1 and +1. Perfect positive correlation (a correlation co-efficient of +1)
implies that as one security moves, either up or down, the other security will move in
lockstep, in the same direction. Alternatively, perfect negative correlation means that if one
security moves in either direction the security that is perfectly negatively correlated will
move in the opposite direction. If the correlation is 0, the movements of the securities are said
to have no correlation; they are completely random.

∑
√ ∑ ∑

ANOVA ANALYSIS: Analysis of variance, or ANOVA, is a strong statistical technique that

is used to show difference between two or more means or components through significance
tests. It also shows us a way to make multiple comparisons of several population means. The
Anova test is performed by comparing two types of variation, the variation between the
sample means, as well as the variation within each of the samples. Below mentioned formula
represents one way Anova test statistics:

F = Anova Coefficient
MST = Mean sum of squares due to treatment
MSE = Mean sum of squares due to error

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1.6 CONCEPTUAL BACKGROUND OF THE STUDY

In today‟s modern word, large and small organizations are using the more advanced
technologies and computerized inventory management systems. Now a days, the IT based
technologies is considered as the prerequisite for control and management of supply chain. A
recent study conducted in U.S revealed that the U.S. based manufacturers were heavily
depends on the benefits brought by IT.

These benefits include the advanced supply chain quickness, achieve higher
efficiency, reduce cycle time and deliver products to customers in timely manner (Shore.B &
A.R. Venkatachalam, 2003). The researchers also found that the use of IT is not a guarantee
of better performance of firm (Lucas Jr. H.C & V.K. Spitler, 1999). Some researchers argued
that that adaptation of new technology can be easily duplicated y the other firms operating in
your industry and it cannot provide a sustained competitive edge to the firm (Powell & A.
Dent-Micallef, 1997). The use of IT in supply chain management (SCM) enables the firm to
maintain record of inventory, suppliers and customers. But it does not mean that there is no
outlet using the manual inventory management system.

In fact, the use of computerized inventory management system for small retail outlets,
convenience stores, shoe stores and small manufacturers might be a waste of financial
resources. The use of these advance level of computerized inventory management systems for
large industries that have high volume of raw and finished products have appeared as major
and important element of business strategies that aimed the increasing level of productivity
and maintains the competitiveness.

The new powerful computer programs manages the great volume data and keep the
records that needs, including inventory control systems. By keeping in view the
developments, the business experts can spell and forecast the success and failure in today‟s
competitive environment.

Information technology is the key source of competitive power for a number of

companies. It plays the vital role especially in service provider industries like big retailers,
airways companies and transportation companies. The cost can be reduced by timely
information for supply chain management.

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 A number of companies are offering competitive and innovative technologies to their
customers in order to sustain the long term relationships and gain the competitive advantage
over other firms. The innovative service that is offered by a single firm makes its obligation
to other firms in the same industry. According to the research conducted by Subramani
(2004), the relationship-specific intangible investments play a mediating role linking SCM
systems use to benefits.

This study will examine the relationship between the information technology and
inventory management. This is a descriptive research. This study will use the logistic
enterprises as the sample.

The primary data will be gathered through questionnaire. The advance econometric
techniques will be used for analysis and interpretation of data. This study will determine the
integration of technology on inventory management. This study will determine the impact of
technology one procurement of inventory. The findings of study will help the employees of
firms to adopt the new technologies and contribute the better performance in the firm. The
findings will also help to managers of firms to gain the customers confidence and can
increase the growth rate and profitability of the firm.

1.6.1 REVIEW OF LITERATURE

Bruns and Knust [2016] study the issue of burden getting ready for trains in multi-purpose
compartment terminals. The goal is to dole out burden units to wagons of a train such that the
use of the train is augmented and setup and transportation costs in the terminal are
minimized. Further study the issue of vigorous burden anticipating trains in multi-purpose
compartment terminals. The objective of burden arranging is to pick wagon settings and dole
out burden units to wagons of a train such that the use of the train is augmented and setup and
transportation costs in the terminal are minimized. Embrace another cross breed approach by
consolidating OR strategies with AI look techniques keeping in mind the end goal to acquire
great quality answers for complex multi-purpose transport issues, by abusing the advantages
of both sorts of systems. The arrangement has been connected to a certifiable issue from one
of the biggest Spanish organizations utilizing multi-purpose transportation

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Shreekumar, M. G (2016) reviews strategically impacts of information technologies on the
enterprise in his research. The requirement of the enterprise to designate its financial
resources by deciding which function enterprise will invest in and what kind of investment
will be made are analysed. Impacts of information technologies on enterprises under the titles
of constituting entrance barriers, increasing change costs for customers, changing competition
bases, differentiating power balance between suppliers, and allowing for the enterprise to
produce or develop new products.

Sunitha, T (2017) reviews relationship between choice and participation of business partners
in supply chain, logistics activities and relationship between customer satisfaction and
performance of the enterprise in the research, a survey study is applied for top managers
working in the production industry. In the research, as indicators of enterprise performance;
financial factors such as growth in sales of the enterprise, active profitability, and market
share and competitor position are handled.

Panigrahi, Pijushkanti (2017) reviews the relationship of information-orientation and

customer oriented approaches with indicators of enterprise performance in their researches.
Especially increasing importance of both approaches in the logistics industry

Li and Graves [2018] investigate the evaluating choices amid intergenerational item move,
by detailing the dynamic valuing issue and determining the ideal costs for both the old and
new items. The ideal introductory stock for every item is additionally decided, and a heuristic
strategy is talked about. study the preorder procedure that a merchant may use to offer a
perishable item in a questionable business sector with heterogeneous purchasers. They find
that precise interest data may enhance the accessibility of the item, which undermines the
dealer's capacity to charge a high preorder cost. Thus, propel request data may hurt the
dealer's benefit because of its negative effect on the preorder season.

Sarkar et al., 2018) Second, to achieve the integration and self-organization of the logistics
process, finding ways to improve the optimization with the massive data is another research
focus of smart logistics. Intelligent logistics functions provide comprehensive real-time data
support, which make traditional optimal models mismatched and less effective. Therefore,
scholars have shown solicitude for routing, scheduling, planning, and network optimization
problems in the new data environment

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Balakrishnan, N. and Reddy, Raj (2019) reviews impact of innovations in supply chain and
logistics activities on channel relationship and indicators of marketing performance. In the
research, a survey study is applied for managers of supply chain and logistics. In the research,
impacts of technological and managerial innovations on information sharing, system
integration, intra business coordination, capability of developing quick solutions and
indicators of marketing performance of the enterprise is put forward. They determine the
indicators of marketing performance as growth in sales of the enterprise, market developing
and product developing.

Mahesh, G. and Mittal, Rekha. (2019) research relationship between supply chain
management, market trend and enterprise performance They review indicators of enterprise
performance under two titles as indicators of financial and marketing performance. They
handle growth in market share, sales volume and sales revenue of the enterprise within last 3
years as indicators of marketing performance. They also determine indicators of financial
performance as revenue of the enterprise, growth in revenue of the enterprise and sales
revenue within the last three years.

Meera, Jyoti (2020) described the impact of information technology on higher education. All
Efforts are being made to modernise the libraries and rendering library services with modern
Technologies. I.T. has also advanced teaching techniques replacing traditional systems.
Internet has emerged as an important tool to social and educational institutions to enhance
their quality and facilitating quick access to information on the web for the betterment of
academic society. Internet has also helped in increasing the research productivity.

Jeevan, V. K. J (2020) The author made a survey of academic Health Science libraries, its
methodology and the results of network services of USA in 1999 and 2002. He explained
demographic differences between in-house operations and its users and remote library users
for accessing electronic services through web. The authors found the use of services, i.e. print
and electronic sources. He discussed the gateway as effective way to collect anonymous data
on the usage of pattern. The author concluded that use of web will enhance e-resources
collection increasing outside the library due to participation of faculty, and research project

12
Tanner, Simon (2021) discussed internet and its unlimited access and more availability of
both fulltext e-resources and print material in academic libraries. The Author further
explained that academic libraries offer free or unrestricted access to users for Research and
course studies. Questionnaires were distributed to determine user‟s priorities and Preferences
for information resources and the selection criteria adopted. The survey found that the
academic community needs printed and electronic resources both for their curriculum needs.
They prefer internet services to access e-resources.

Haneefa, Mohamed K (2021) The author described the rate of enormous growth in
publication of journals which are accessed electronically by libraries. He further stated that
no study specifically discussed the usage of e-journals and the actual number of journals
accessed by a Library out the total number of journals subscribed by the library whether print
or e-print. A survey was made by serials solutions Inc., about tracking of journals in
comparison with a number of print journals or microfilm titles. The author made a first
attempt and a comprehensive analysis as how many journals are accessed electronically
rather than print.
Giri, Biswanath and Chattopadhyay, Tridib (2022) described online services provided by
the libraries. Modern libraries are giving services through networking. This has reduced the
number of visits of users in libraries physically. But libraries have a rich collection of printed
material which always appeal a user to make its use. Users consult print documents but due to
lack of time there has been a need of photocopy facilities. IIT, Kharagpur library has
provided this facility on cost to cost service. This facility has encouraged the user‟s faculty
and students to avail the services for their studies

Hasan and Al-Rizzo (2022) have proposed logistics scheduling models considering the real-
time data of resource conditions, context information, and coordination policies of incoming
tasks. Chen (2020) further developed a logistics pipeline scheduling system docking with an
intelligent interactive database, which synchronizes real-time data of all connected online
equipment and environmental and personnel information.

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 CHAPTER – II

2.1 INDUSTRY PROFILE

The logistics industry in India is likely to grow at a rate of 9-10% over the medium-
term, support by underlying structural positives, as per an ICRA note. While the key
driving factor on the demand side would be the economic recovery, the trend towards
outsourcing of non-core activities like logistics, warehousing and associated activities to
integrated players is likely to drive the share of the organised segment.

Says Subrata Ray, Senior Vice President and Group Head- Corporate sector ratings,
ICRA “The sector plays a pivotal role in any nation‟s development by ensuring seamless
movement of goods across the country and internationally in a cost-efficient manner,
thereby enhancing a nation‟s global competitiveness

The domestic sector is currently in a transformation phase with game-changing

trends like implementation of GST, increasing focus by foreign investors across the
logistics value chain, growing demand for end-to-end solution providers and emergence of
new avenues such as e-commerce, logistics parks, cold chains and new start-ups. The
Government‟s thrust towards Logistics multi-modal transformation infrastructure is also
likely to have a significant influence on the logistics industry over the longer-term.”

GST implementation and evolving customer needs expected to favour organised

logistics players going forward

In ICRA‟s view, the GST implementation will also support organised players as it
would have three major implications for the logistic sector – a) consolidation of warehousing
network and a shift towards a „hub and spoke‟ model, b) higher degree of tax compliance and
c) creation of level playing field between Express and traditional transport services providers
by virtue of access to input tax credit. There is also an increasing shift from pure
transportation business to becoming end-to-end service providers, facilitating the growth of
the Third-Party Logistics (3PL) and Supply Chain Management (SCM) industries in India.

Railways’ competitive position expected to improve on the back of commercialization of

DFCs and augmentation of existing network

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 The railways account for ~30% of total freight movement in India and are a preferred
mode of transportation for a long haul and bulky commodities such as coal, iron ore,
fertilizers, steel and Logistics.

Despite its dominance in the transportation of select commodities, it has gradually lost
market share over the past few decades due to a confluence of factors including under-
investment in infrastructure, limited private sector participation, better service and reliability
offered by road transport segment, and an increase in freight charges by railways.

Among on-going projects to improve rail competitiveness, the completion of the

dedicated freight corridors (DFC) s would be a game changer as it would possibly remove
several inefficiencies in freight movement. After many delays, the DFCs are now expected to
commence operations from 2019. On both the eastern as well as western corridors, railways
will stand to gain traction from road segment.

Improvement in modal mix and reduction in logistics costs expected with increased
focus on development of cost-efficient modes like waterways; however, momentum and
acceptability of the same remain to be seen

Additionally, the Government's other major emphasis is on improving India's

transportation mix by developing inland and coastal waterways. At present, seaways account
for a miniscule 6% of total freight movement in India compared to countries like China
(30%) and USA (14%) that heavily use waterways.

Given the economic and environmental benefits, the Government has chalked an
ambitious Sagarmala project that aims at doubling the share of seaways in the transport mix
over the next decade by executing multiple projects related to expansion and modernization
of various firms.

With an attempt to improve integrated logistics, the Government also plans to develop
about 35 strategically located multi-modal logistic parks (MMLPs), close to major
manufacturing and consumption centres. These initiatives have significant potential to bring
down the logistics costs in the country over the medium term.

15
SIZE OF THE LOGISTICS MARKET IN INDIA:

Indian Supply Chain and Logistics Industry is more than USD 100 Billion in size and
is the backbone of Indian Economy. Our industry is growing at a rate of 8-10% annually and
has been a crucial contributor in the growth and development of the Indian economy. In the
near future, Traditional Logistics services like Transportation and Warehousing would
continue to growth at a good rate.

However, the big ticket growth would come from the Value Added Logistics services
in the near future. At present, Outsourced Logistics accounts for only one-third of the total
Logistics market in India, which is a significantly lower proportion vis-à-vis the developed
markets.

Growth in this industry is currently being driven in India by over USD 300 billion
worth of infrastructure investments, the phased introduction of VAT, the development of
organized Retail and Agro-processing industries, along with a strong manufacturing growth.
In addition, we expect strong Foreign Direct Investment inflows in the Indian markets, which
would lead to increased market opportunities for providers of Third-Party Logistics in India.

Therefore, India possesses substantial opportunities for growth in the Supply Chain
&Logistics industry in the coming years, notwithstanding the temporary jolt due to the
economic slowdown.

LOGISTICS ON A HIGH GROWTH TRAJECTORY

The Indian logistics sector grew by 8 to 10 per cent annually between 2002 and 2007.
Several factors have favourably impacted the growth of the logistics industry, like the country
changing tax regime, growth across major industry segments such as automobile,
pharmaceutical, fast moving consumer goods (FMCG) and the emergence of organised retail.

With escalating competition and cost pressures, companies are increasingly focusing
on their core competencies by outsourcing their logistics requirements to third party logistics
(3PL) players. The future of the Indian logistics and warehousing industry is currently
governed by three key factors

16
BURGEONING DOMESTIC DEMANDE

Emergence of organised retail: Globally, retail has been a key growth driver for the
logistics industry and India is no exception to this phenomenon. Organised retail in India has
been growing at over 30 per cent year-on-year. The total retail industry in India is expected to
1 grow from US$ 320 billion in2006 to US$ 421 billion by 2010.

Increase in foreign trade: In 2007, the Indian economy witnessed a growth of 13 per
cent in exports and 17 per cent in imports. India‟s current share in global trade is around 0.8
per cent and is expected to increase to 1.6 per cent by 2012. Robust growth in foreign trade
will increase the demand for good quality and timely logistics and warehouse services.

REDUCING LOGISTICS COSTS

The logistics cost in India – which includes inventory holding, transportation,

warehousing, packaging, losses and related administration costs – is estimated at
approximately 13 per cent of GDP and is high when compared to the corresponding figures
for major economies India multi-layered tax regime, infrastructure bottlenecks and other
inefficiencies have been the primary reasons in keeping logistics costs high in India. Under
the existing tax structure, 2 per cent Central Sales Tax (CST) is levied on inter-state sales.

As a result, companies have had to maintain small warehouses and depots in every
state in order to avoid paying CST on Inter-state sales. These multiple warehouses have
resulted in high inventory costs, increased working capital and other overheads.

A simplified tax regime will help logistics players service multiple markets and offer
end-to-end solutions far more efficiently and at much lower costs. As per the World Banks
report on the Logistics Performance Index, a 0.5 per cent decrease in logistics cost leads to 2
per cent growth in trade and a 40 per cent increase in the range of products that get exported
out of the country. From multiple taxes to a simplified tax regime: Union Budget 2008-09 has
proposed the phasing out of Central Sales Tax (CST) 2010-11.

Once implemented, this measure will promote outsourcing of logistics operations and
encourage the creation of large warehouses at key strategic locations that could operate on the
hub-and-spoke model. The implementation of Value Added Tax (VAT) in 2006 has played a
role in reducing logistics costs.

17
2.2 COMPANY PROFILE

Right Way Logistics Private Limited is a Private incorporated on 26 December 2013.

It is classified as Non-govt Company and is registered at Registrar of Companies, Chennai.
Its authorized share capital is Rs. 200,000 and its paid up capital is Rs. 200,000. It is involved
in Supporting and auxiliary transport activities; activities of travel agencies.

Right Way Logistics Private Limited's Annual General Meeting (AGM) was last held
on 30 September 2017 and as per records from Ministry of Corporate Affairs (MCA), its
balance sheet was last filed on 31 March 2017. Directors of Right Way Logistics Private
Limited are Kuppusamy Gopinath, Arumugam Shanmugavelu and Shanmugavelu Kavitha.
Right Way Logistics Private Limited's Corporate Identification Number is (CIN)
U63030TN2013PTC094318 and its registration number is 94318.Its Email address is
velu229@gmail.com and its registered address is 3 C, NO 71 (OLD NO. 35) ARMENIAN
STREET CHENNAI TN 600001. Current status of Right Way Logistics Private Limited is -
Active.

Company Details

CIN U63030TN2013PTC094318

Company Name RIGHT WAY LOGISTICS PRIVATE

LIMITED

Company Status Active

RoC RoC-Chennai

Registration Number 94318

Company Category Company limited by Shares

Company Sub Non-govt company

Category

18
 CIN U63030TN2013PTC094318

Class of Company Private

Date of Incorporation 26 December 2013

Age of Company 5 years, 1 month, 4 days

OUR VISION

Objectively innovate empowered manufactured products whereas parallel platforms.

Holistically predominate extensible testing procedures for Reliable supply chains.
Dramatically engage top-line web services vis-a-vis cutting-edge deliverables.

OUR MISSION

Proactively envisioned multimedia based expertise and cross-media growth strategies.

Seamlessly visualize quality intellectual capital without superior Collaboration and idea-
sharing. Holistically pontificate installed base portals after maintainable products

WE ARE BEST AT

On your mark get set and go now got a dream and we just know now.

Reaching Large Destinations

Today still wanted by the government they survive as soldiers of fortune. Boy the way Glen
Miller played.

Goods Tracking Support

It's a beautiful day in this neighbourhood a beautiful day for a neighbour would you be mine
could you be mine.

19
Fuel and Gas Carrier

We finally got a piece of the pie. Doing it our way nothing‟s going to turn us back now.
Straight ahead and on track

OUR CLIENTS

Town to town and up and down the dial said California is the place

TRANSPORT FEATURES

Completely synergize resource sucking relationships via premier niche markets.

Professionally cultivate one-to-one customer. Service with robust ideas

DYNAMICALLY INNOVATE RESOURCE-LEVELING

High life accuses terry Richardson ad squid. 3 wolf moon official auto, non-cupid tat
skateboard dolor brunch. Food truck quintal nascent labarum eiusmod Brunch 3 wolf moon
tempor, sunt aliqua put a bird on it squid single-origin coffee nulla assumenda Shoreditch etc.

 Customer Service For State Of The Art Customer

 Holistically Predominate Extensible Testing
 Web Services Via-Vis Cutting-Edge Deliverable

20
OUR CLIENTS SAYS

Proactively envisioned multimedia based expertise and cross-media growth strategies

Moving Containers

Liquid Goods Carrier

OUR SERVICES

Ocean Freight Service

Pioneers in the industry, we offer Ocean Freight Service from India.

21
AIR FREIGHT

Air freight has been considered to be the safest as well as reliable method of
supplying goods to any desired location in the whole world. This service includes a host of
allied services like scheduled consolidation, custom clearance, shipment status tracking and
warehousing services. All these services are ideally suited for high volume and time critical
business

Our Air Freight Products & Services include:

 Airport to Airport
 Airport to Door
 Door to Airport
 Door to Door ( Ex-Works)
 Consolidation
 Sea + Air

RWL provides air cargo services to every major continent in the world including North
America, Latin and South America, Far and Middle East, Indian Sub-Continent, Europe,
Australia, New Zealand, and South Africa.

In-Land Service: Pioneers in the industry, we offer In-Land Service from India.

WAREHOUSING

Right way Logistics & Logistics understands the importance of warehousing and
that's why we offer our customers maximum space at minimum cost. We will store and
manage your inventory in our strategically located state-of-the art logistics centres offering
bonded or duty-paid options to cater for the different needs of customers in all industry
segments.

22
DOOR TO DOOR LOGISTICS

We find the most effective ways of transporting your goods, taking your needs and
requests into consideration and fulfilling our customers‟ requirements as far as price, quality
and efficient service are concerned.

 Right Way Logistics Private Limited started in 2013 i.e., company is 6 year old.
 Average age for main line of business () is 4.37041 years i.e., this company is 1.62959
year older than its main industry
 Average age for parent line of business (Other supporting transport activities) is
7.29772 years i.e., this company is 1.29772 year younger than its parent industry
 Average age for top line of business (Supporting and auxiliary transport activities;
activities of travel agencies Cargo handling) is 13.6982 years i.e., this company is
7.6982 year younger than its top level industry

23
 CHAPTER – III

3. DATA ANALYSIS AND INTERPRETATION

TABLE NO – 3.1

AGE OF THE RESPONDENTS

AGE NO. OF RESPONDENTS PERCENTAGE

Below 30 years 17 11.3%
31 to 35 years 64 42.7%
36 to 40 years 48 32.0%
Above 41 years 21 14.0%
Total 150 100.0%
SOURCE: PRIMARY DATA

INFERENCE: The above table shows that 11.3% of the respondent‟s age level is Below 30
years, 42.7% of the respondent‟s age level is 31 to 35 years, 32.0% of the respondent‟s age
level is 36 to 40 years, and 14.0% of the respondent‟s age level is Above 41 years. The
majority 42.7% of the respondent‟s age level is 31 to 35 years.

CHART NO – 3.1 AGE OF THE RESPONDENTS

24
 TABLE NO-3.2

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

EDUCATIONAL
RESPONDENTS PERCENTAGE
QUALIFICATION
Graduate 60 40.0%
Post graduate 30 20.0%
Diploma 37 24.7%
Others 23 15.3%
Total 150 100.0%
SOURCE: PRIMARY DATA

INTERPRETATION: The above table shows the educational qualification of the

respondents. 40.0% of the respondents are Graduate, 20.0% of the respondents are Post
graduate, 24.7% of the respondents are Diploma, and 15.3% of the respondents are Others.
The majority 40.0% of the respondents are Graduate.

CHART NO-3.2 EDUCATIONAL QUALIFICATIONOF THE RESPONDENTS

25
 TABLE NO-3.3

INCOME OF THE RESPONDENTS

INCOME RESPONDENTS PERCENTAGE

Below Rs.15,000 43 28.7%
Rs.15,001 to 20,000 38 25.3%
Rs,20,001 to 25,000 45 30.0%
Above Rs.25,001 24 16.0%
Total 150 100.0%
SOURCE: PRIMARY DATA

INTERPRETATION: The above table shows the income of the respondents. 28.7% of the
respondents income Below Rs.15,000, 25.3% of the respondents income Rs.15,001 to 20,000,
30.0% of the respondents income Rs,20,001 to 25,000, 16.0% of the respondents income
Above Rs.25,001. The majority 30.0% of the respondent‟s income level is Rs, 20,001 to
25,000.

CHART NO-3.3 INCOME OF THE RESPONDENTS

26
 TABLE NO - 3.4

EXPERIENCE OF THE RESPONDENTS

EXPERIENCE RESPONDENTS PERCENTAGE

0 - 5 years 16 10.7%
5 - 10 years 65 43.3%
10 – 15 years 48 32.0%
Over 15 years 21 14.0%
Total 150 100.0%
SOURCE: PRIMARY DATA

INTERPRETATION: The above table shows that 10.7% of the respondents are said 0 - 5
years, 43.3% of the respondents are said 5 - 10 years, 32.0% of the respondents are said 10 –
15 years, and 14.0% of the respondents are said Over 15 years. The majority 43.3% of the
respondents are 5 - 10 years experienced person.

CHART NO-3.4 EXPERIENCE OF THE RESPONDENTS

27
 TABLE NO - 3.5 HOURS TO YOU SPEND USING IT IN PERFORMING YOUR
DUTY IN THE COMPANY

HOURS TO YOU SPEND RESPONDENTS PERCENTAGE

0-5 hours
52 34.7%
6-10 hours
60 40.0%
10 hours and above
38 25.3%

Total 150 100.0%

Sources: Primary Data

INTERPRETATION: The above table shows that employee spend using IT in performing
your duty in the company, 34.7% of the respondents are spend in 0-5 hours, 40.0% of the
respondents are spend in 6-10 hours, and remaining 25.3% of the respondents are spend in 10
hours and above. The Majority 40.0% of the respondents spending time for work on 6-10
hours

CHART NO - 3.5 HOURS TO YOU SPEND USING IT IN PERFORMING YOUR

DUTY IN THE COMPANY

28
 TABLE NO - 3.6 DEPARTMENT OF THE RESPONDENTS

DEPARTMENT RESPONDENTS PERCENTAGE

Supply chain
38 25.3%
Logistics
82 54.7%
Other
30 20.0%

Total 150 100.0%

Sources: Primary Data

INTERPRETATION: The above table shows that department of the respondents, 25.3% of
the respondents are Supply chain department, 54.7% of the respondents are Logistics
department, and remaining 20.0% of the respondents are other department. The Majority
54.7% of the respondents are Logistics department.

CHART NO - 3.6 DEPARTMENT OF THE RESPONDENTS

29
 TABLE NO - 3.7 DESIGNATION OF THE RESPONDENTS

DESIGNATION RESPONDENTS PERCENTAGE

Executive
39 26.0%
Manager
36 24.0%
Head of department
30 20.0%
Employee
45 30.0%

Total 150 100.0%

Sources: Primary Data

INTERPRETATION: The above table shows that designation of the respondents, 26.0% of
the respondents are work under Executive, 24.0% of the respondents are Manager, 20.0% of
the respondents are Head of department, and remaining 30.0% of the respondents are
Employee. The Majority 30.0% of the respondents are Employee.

CHART NO - 3.7 DESIGNATION OF THE RESPONDENTS

30
TABLE NO - 3.8 RATE THE EXTENT TO LOGISTICS FIRM MAKES USE OF IT
IN LOGISTICS

EXTENT LEVEL

To a very great extent 3

To a great extent 1

To a moderate extent 2

To a little extent 4

To no extent 5

31
 TABLE NO - 3.9 RATE THE USE OF IT IN THE FOLLOWING ASPECTS OF
LOGISTICS

Aspects / Extent level To no extent moderate large extent very large

extent extent
Res Per Res Per Res Per Res Per
Sharing of 20 13.3% 28 18.7% 48 32.0% 54 36.0%
information

Material requirements 27 18.0% 38 25.3% 45 30.0% 40 26.7%

planning

Distribution 23 15.3% 49 32.7% 38 25.3% 40 26.7%

requirement planning

The advance planning 21 14.0% 35 23.3% 51 34.0% 43 28.7%

and scheduling

Coordination of 18 12.0% 48 32.0% 38 25.3% 46 30.7%

logistics flows

Supports planning and 21 14.0% 30 20.0% 47 31.3% 52 34.7%

execution operations

Source: Primary Data

Inference: Majority 36.0% of the respondents are very large extent for Sharing of
Information, 30.0% of the respondents are large extent for Material Requirements Planning,
32.7% of the respondents are moderate extent for Distribution Requirement Planning, 34.0%
of the respondents are very large extent for The Advance Planning and Scheduling, 32.0% of
the respondents are moderate extent for Coordination of logistics flows and remaining 34.7%
of the respondents are very large extent for Supports planning and execution operations. The
majority 36.0% of the respondents are very large extent for Sharing of Information.

32
 CHART NO - 3.9

RATE THE USE OF IT IN THE FOLLOWING ASPECTS OF LOGISTICS

33
 TABLE NO - 3.10 USE OF IT AFFECT THE LOGISTICS PERFORMANCE

USE OF IT RESPONDENTS PERCENTAGE

To a very great extent 27 18.0%

To a great extent 44 29.3%

To a moderate extent 34 22.7%

To a little extent 30 20.0%

To no extent 15 10.0%

Total 150 100.0%

Source: Primary Data

Inference: The above table shows that use of it affects the logistics performance, 18.0% of
the respondents are to a very great extent, 29.3% of the respondents are to a great extent,
22.7% of the respondents are to a moderate extent, 20.0% of the respondents select to a little
extent and 10.0% of the respondents select to no extent. The Majority 29.3% of the
respondents are to a great extent or use of it affects the logistics performance.

CHART NO - 3.10 USE OF IT AFFECT THE LOGISTICS PERFORMANCE

34
 TABLE NO - 3.11 TRACKING SYSTEM AND SERVICES

TRACKING
NO OF RESPONDENTS PERCENTAGE
SYSTEM
Car tracking 36 24.0%

Fuel management 37 24.7%

Routing, mapping 45 30.0%

and scheduling
32 21.3%
Driver management

Total 150 100%

Source: Primary Data

Inference: The above table shows that tracking system and services, 24.0% of the
respondents are said Car tracking 24.7% of the respondents are said Fuel management, 30.0%
of the respondents are said Routing, mapping and scheduling and 21.3% of the respondents
are said Driver management. The Majority 30.0% of the respondents are said Routing,
mapping and scheduling.

CHART NO - 3.11 TRACKING SYSTEM AND SERVICES

35
 TABLE NO - 3.12 IT APPLICATIONS AFFECT THE SUPPLY CHAIN
PERFORMANCE

IT Applications / To no extent moderate large extent very large

Extent level extent extent
Res Per Res Per Res Per Res Per
Enterprise resource 21 14.0% 30 20.0% 51 34.0% 48 32.0%
planning (ERP)

Radio frequency 29 19.3% 43 28.7% 40 26.7% 38 25.3%

identification (RFID)

Bar coding 29 19.3% 30 20.0% 46 30.7% 45 30.0%

Global positioning 27 18.0% 35 23.3% 45 30.0% 43 28.7%

systems (GPS)

Coordination of 23 15.3% 42 28.0% 37 24.7% 48 32.0%

logistics flows

Source: Primary Data

Inference: Majority 34.0% of the respondents are large extent for Enterprise Resource
Planning (ERP), 28.7% of the respondents are moderate extent for Radio Frequency
Identification (RFID), 30.7% of the respondents are large extent for Bar Coding, 30.0% of the
respondents are large extent for Global Positioning Systems (GPS), and remaining 32.0% of
the respondents are very large extent for Coordination of logistics flows. The majority 34.0%
of the respondents are large extent for Enterprise Resource Planning (ERP).

36
 CHART NO - 3.12

IT APPLICATIONS AFFECT THE SUPPLY CHAIN PERFORMANCE

37
 TABLE NO - 3.13 IT AFFECTS THE FOLLOWING ASPECTS IN SUPPLY CHAIN
PERFORMANCE

Effects / Extent level To no extent moderate large extent very large

extent extent
Res Per Res Per Res Per Res Per
Lead time 23 15.3% 32 21.3% 46 30.7% 49 32.7%

Proportion of budget 30 20.0% 12 8.0% 75 50.0% 33 22.0%

on it

Order fulfilment cycle 32 21.3% 40 26.7% 30 20.0% 48 32.0%

time (OFCT)

Supply chain 29 19.3% 36 24.0% 43 28.7% 42 28.0%

adaptability

Supply chain 23 15.3% 46 30.7% 39 26.0% 42 28.0%

flexibility

Source: Primary Data

Inference: Majority 32.7% of the respondents are very large extent for Lead time, 50.0% of
the respondents are large extent for Proportion of budget on IT, 32.0% of the respondents are
very large extent for Order Fulfilment Cycle Time (OFCT), 28.7% of the respondents are
large extent for Supply Chain Adaptability, and remaining 30.7% of the respondents are
moderate extent for Supply Chain Flexibility. The majority 50.0% of the respondents are
large extent for Proportion of budget on IT.

38
 CHART NO - 3.13

IT AFFECTS THE FOLLOWING ASPECTS IN SUPPLY CHAIN PERFORMANCE

39
 TABLE NO - 3.14 FACE CHALLENGES IN APPLICATION OF IT IN SUPPLY
CHAIN PROCESSES

FACE
RESPONDENTS PERCENTAGE
CHALLENGES
27 18.0%
To a very great extent
40 26.7%
To a great extent
33 22.0%
To a moderate extent
32 21.3%
To a little extent
18 12.0%
To no extent

Total 150 100.0%

Source: Primary Data

Inference: The above table shows that face challenges in application of it in supply chain
processes, 18.0% of the respondents are to a very great extent, 26.7% of the respondents are
to a great extent, 22.0% of the respondents are to a moderate extent, 21.3% of the respondents
select to a little extent and 12.0% of the respondents select to no extent. The Majority 26.7%
of the respondents are to a great extent or face challenges in application of it in supply chain
processes.

CHART NO - 3.14 FACE CHALLENGES IN APPLICATION OF IT IN SUPPLY

CHAIN PROCESSES

40
 TABLE NO - 3.15 IT AFFECTS THE FOLLOWING ASPECTS IN SUPPLY CHAIN
PERFORMANCE

Aspects / Extent level To no extent moderate large extent very large

extent extent
Res Per Res Per Res Per Res Per
Limited visibility into 33 22.0% 45 30.0% 40 26.7% 32 21.3%
market trends

Shifting consumer and 24 16.0% 43 28.7% 36 24.0% 47 31.3%

market demand

Increasing operating costs 30 20.0% 42 28.0% 45 30.0% 33 22.0%

Untapped business 29 19.3% 33 22.0% 36 24.0% 52 34.7%

development opportunities

Inefficient operations 23 15.3% 32 21.3% 46 30.7% 49 32.7%

Highly inconsistent 35 23.3% 40 26.7% 42 28.0% 33 22.0%

implementation of e-
procurement processes

Lack of integration of the e- 21 14.0% 48 32.0% 39 26.0% 42 28.0%

procurement management
systems

Source: Primary Data

Inference: Majority 30.0% of the respondents are moderate extent for Limited visibility into
market trends, 31.3% of the respondents are very large extent for Shifting consumer and
market demand, 30% of the respondents are large extent for Increasing operating costs,
34.7% of the respondents are very large extent for Untapped business development
opportunities, 32.7% of the respondents are very large extent for Inefficient operations,
28.0% of the respondents are large extent for Highly inconsistent implementation of e-
procurement processes and remaining 32% of the respondents are moderate extent for Lack
of integration of the e-procurement management systems The majority 33% of the
respondents are very large extent for inefficient operations.

41
 CHART NO - 3.15

IT AFFECTS THE FOLLOWING ASPECTS IN SUPPLY CHAIN PERFORMANCE

42
 TABLE NO - 3.16 CHI-SQUARE ANALYSIS

The table depicts the analysis between the educational qualification and tracking
system and services.

NULL HYPOTHESIS: HO: There is no significance between the educational qualification

and tracking system and services.

ALTERNATIVE HYPOTHESIS: H1: There is significance between the educational

qualification and tracking system and services.

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Educational Qualification
Of The Respondents *
150 100.0% 0 .0% 150 100.0%
Tracking System And
Services

Educational Qualification Of The Respondents * Tracking System And Services Cross

Tabulation
Tracking System And Services

COUNT Routing,
Car Fuel mapping and Driver
tracking management scheduling management Total
Educational Graduate 36 24 0 0 60
Qualification Of The Post
Respondents 0 13 17 0 30
graduate
Diploma 0 0 28 9 37
Others 0 0 0 23 23
Total 36 37 45 32 150

43
 Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 2.226E2a 9 .000
Likelihood Ratio 250.693 9 .000
Linear-by-Linear Association
122.749 1 .000

N of Valid Cases 150

a. 1 cells (6.3%) have expected count less than 5. The minimum expected count is 4.91.

Symmetric Measures

Asymp. Std.
Value Errora Approx. Tb Approx. Sig.
Ordinal by Ordinal Gamma 1.000 .000 48.535 .000
Measure of Agreement Kappa
.554 .050 11.981 .000

N of Valid Cases 150

a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.

RESULT: Since the calculated value is greater than the table value. So we reject the null
hypothesis. There is no significance between the educational qualification and tracking
system and services.

44
 TABLE NO: 3.17 CORRELATIONS

The table shows that the relationship between Experiences level in your organization and
sharing of information

Correlations

Experience Of Sharing Of
The Respondents Information
Experience Of The Pearson Correlation
Respondents 1 .851**

Sig. (2-tailed)
.000

N
150 150

Sharing Of Information Pearson Correlation

.851** 1

Sig. (2-tailed)
.000

N
150 150

**. Correlation is significant at the 0.01 level (2-tailed).

45
NONPARAMETRIC CORRELATIONS

Correlations

Experience Of
The Sharing Of
Respondents Information

Kendall's tau_b Experience Of The Correlation

1.000 .814**
Respondents Coefficient

Sig. (2-Tailed) . .000

N 150 150

Sharing Of Information Correlation

.814** 1.000
Coefficient

Sig. (2-Tailed) .000 .

N 150 150

Spearman's rho Experience Of The Correlation

1.000 .876**
Respondents Coefficient

Sig. (2-Tailed) . .000

N 150 150

Sharing Of Information Correlation

.876** 1.000
Coefficient

Sig. (2-tailed) .000 .

N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

Result: This is a positive correlation. There are relationships between Experiences level in

your organization and sharing of information.

46
 TABLE NO: 3.18 ANOVA TEST

NULL HYPOTHESIS Ho: There is no significant relationship between designation of the

respondents and the advance planning and scheduling.

ALTERNATIVE HYPOTHESIS H1: There is a significant relationship between

designation of the respondents and the advance planning and scheduling.

Descriptive

95% Confidence Between-

Designation Of
Std. Interval for Mean Compone
The
Deviatio Std. Lower Upper Minim Maxim nt
Respondents
N Mean n Error Bound Bound um um Variance
To no extent 21 1.00 .000 .000 1.00 1.00 1 1
moderate extent 35 1.49 .507 .086 1.31 1.66 1 2
large extent 51 2.67 .554 .078 2.51 2.82 2 4
very large extent 43 4.00 .000 .000 4.00 4.00 4 4
Total 150 2.54 1.174 .096 2.35 2.73 1 4
Mod Fixed
.406 .033 2.47 2.61
el Effects
Random
.671 .40 4.68 1.654
Effects

Test of Homogeneity of Variances

Designation Of The Respondents

Levene Statistic df1 df2 Sig.

160.595 3 146 .000

47
 ANOVA
Sum of Mean
Designation Of The Respondents
Squares df Square F Sig.

Between (Combined) 181.184 3 60.395 366.238 .000

Groups Linear Term Unweighted 151.084 1 151.084 916.187 .000

Weighted 175.083 1 175.083 1.062E3 .000

Deviation

6.100 2 3.050 18.497 .000

Within Groups 24.076 146 .165

Total 205.260 149

Robust Tests of Equality of Meansb

Designation Of The Respondents

Statistica df1 df2 Sig.

Welch . . . .
Brown-Forsythe
. . . .

a. Asymptotically F distributed.

b. Robust tests of equality of means cannot be performed for Designation Of The Respondents
because at least one group has 0 variance

48
POST HOC

Multiple Comparisons
Dependent Variable: DESIGNATION OF THE
RESPONDENTS
(I) THE ADVANCE PLANNING 95% Confidence
AND SCHEDULING Mean Interval
(J) THE ADVANCE PLANNING Difference Std. Lower Upper
AND SCHEDULING (I-J) Error Sig. Bound Bound
LSD To no extent moderate
-.486* .112 .000 -.71 -.26
extent
large extent -1.667* .105 .000 -1.87 -1.46
very large
-3.000* .108 .000 -3.21 -2.79
extent
moderate To no extent .486* .112 .000 .26 .71
extent
large extent -1.181* .089 .000 -1.36 -1.00
very large
-2.514* .092 .000 -2.70 -2.33
extent
large extent To no extent 1.667* .105 .000 1.46 1.87
moderate
1.181* .089 .000 1.00 1.36
extent
very large
-1.333* .084 .000 -1.50 -1.17
extent
very large To no extent 3.000* .108 .000 2.79 3.21
extent
moderate
2.514* .092 .000 2.33 2.70
extent
large extent 1.333* .084 .000 1.17 1.50
Tamhane To no extent moderate
-.486* .086 .000 -.73 -.25
extent
large extent -1.667* .078 .000 -1.88 -1.45
very large
-3.000 .000 . -3.00 -3.00
extent
moderate To no extent .486* .086 .000 .25 .73
extent
large extent -1.181* .116 .000 -1.49 -.87
very large
-2.514* .086 .000 -2.75 -2.27
extent

49
 large extent To no extent 1.667* .078 .000 1.45 1.88
moderate
1.181* .116 .000 .87 1.49
extent
very large
-1.333* .078 .000 -1.55 -1.12
extent
very large To no extent 3.000 .000 . 3.00 3.00
extent
moderate
2.514* .086 .000 2.27 2.75
extent
large extent 1.333* .078 .000 1.12 1.55
Dunnett To no extent moderate
-.486* .086 .000 -.72 -.25
T3 extent
large extent -1.667* .078 .000 -1.88 -1.45
very large
-3.000 .000 . -3.00 -3.00
extent
moderate To no extent .486* .086 .000 .25 .72
extent large extent -1.181* .116 .000 -1.49 -.87
very large
-2.514* .086 .000 -2.75 -2.28
extent
large extent To no extent 1.667* .078 .000 1.45 1.88
moderate
1.181* .116 .000 .87 1.49
extent
very large
-1.333* .078 .000 -1.55 -1.12
extent
very large To no extent 3.000 .000 . 3.00 3.00
extent moderate
2.514* .086 .000 2.28 2.75
extent
large extent 1.333* .078 .000 1.12 1.55
*. The mean difference is significant at the 0.05
level.

50
HOMOGENEOUS

DESIGNATION OF THE RESPONDENTS

The Advance Subset for alpha = 0.05
Planning And
Scheduling N 1 2 3 4
a
Tukey B To no extent 21 1.00
moderate extent 35 1.49
large extent 51 2.67
very large extent 43 4.00
Means for groups in homogeneous subsets are displayed.
a. Uses Harmonic Mean Sample Size = 33.598.

MEANS

Significance level: 4%
RESULT: From the above analysis, we find that calculated value of the F-value is a positive
916.187 value, so H1 accept. Since the P value 0.000 is less than < 0.05 regarding there is a
significant relationship between designation of the respondents and the advance planning and
scheduling. The results are significant at 4 % level.

51
 CHAPTER – IV

FINDINGS, SUGGESTIONS AND CONCLUSION

4.1 FINDINGS

1. The majority 42.7% of the respondent‟s age level is 31 to 35 years.

2. The majority 40.0% of the respondents are Graduate.
3. The majority 30.0% of the respondent‟s income level is Rs, 20,001 to 25,000.
4. The majority 43.3% of the respondents are 5 - 10 years experienced person.
5. The majority 43.3% of the respondents are 5 - 10 years experienced person.
6. The Majority 54.7% of the respondents are Logistics department.
7. The Majority 30.0% of the respondents are Employee.
8. The majority 36.0% of the respondents are very large extent for Sharing of
Information.
9. The Majority 29.3% of the respondents are to a great extent or use of it affects the
logistics performance.
10. The Majority 30.0% of the respondents are said Routing, mapping and scheduling.
11. The majority 34.0% of the respondents are large extent for Enterprise Resource
Planning (ERP).
12. The majority 50.0% of the respondents are large extent for Proportion of budget on
IT.
13. The Majority 26.7% of the respondents are to a great extent or face challenges in
application of it in supply chain processes.
14. The majority 33% of the respondents are very large extent for inefficient operations.

52
4.2 SUGGESTION

The data should be collected in consistent form using standard definitions. The
Department of Defence should consider including this data in an integrated database with unit
performance data, thereby providing a basis for data mining to search for hidden relationships
between best practices and small unit performance. The data should cover, for example,
members of tank crews, battle staffs at the battalion or other levels, and maintenance teams
for sophisticated equipment.

Once these data have been collected and analysed, the merits of alternative means of
improving the stability of individuals in units should be assessed, especially in units where
stabilization is essential to performance. Government should continue to improve its support
for transactions with individuals, businesses, and organizations. In doing so, it should
emulate, where possible, the commercial trend toward integration of services to improve
usability for customers.

This means, for example, that government should continue the transition from
program- or agency-cantered service offerings to user-cantered services, which can imply
aggregating services from multiple government agencies and potentially from private-sector
third parties.

 Update of technology with respect to ERP handling should be strictly practiced.

 The Right way logistics ERP handling procedure should be standardized and
employees should be trained accordingly to avoid delays.
 Provide adequate infrastructure: It would be desirable if the ERP complex is provided
with increased number of X-ray machines and the staff for screening. Advanced X-
Ray machines sufficient of screen big lots should also be installed this can reduce the
waiting time at the queue significantly. This will reduce the high dwell time of
imports ERP.
 Provision of E-filing of shipping bill: It would be desirable if firm complex
implements e-filing of the shipping bill. This leads to reduce paper work and the time
involved in transactions can be reduced.

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4.3 CONCLUSION

“Technology” is vehicle to enhance supply chain competitiveness and performance by

enhancing the overall effectiveness and efficiency of logistics system. Hence choosing the
right technology for various logistics activities or sub-processes is very crucial to any
business to gain competitive advantage in today‟s competitive market.

The study found that the level of information usage among logistics firms in Chennai
town contributed to the performance. Use of information technology on security and logistics
tracking affected the performance of the firms. Customer service delivery systems improved
the way customers are service satisfying them thus improving the performance of the
logistics firms. Lastly information integration systems contributed to the performance of
logistics firms in Chennai town.

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BIBLIOGRAPHY

BOOKS

 Chirstopher Martin, Logistics and Supply Chain Management, Pitman Publishing Co

London, 2018.
 Coye J.J, Bardi E.J,Langgley C.J,“The Management of Business Logistics”, Thomson
Asia 2019.
 David Simchi Levi, Philip Kamisky And Edith Simchi Levi, Designing And
Managing The Supply Chain, Irwin Mc Graw Hill, New York, 2020.
 Mohanty R.P And Deshmukh S.G, Advanced Operation Management, Pearson
Education 2021.
 Michel Quayle & Bryan Jones, Logistics- An Integrated Approach, Tudor Disiness
Publishing, UK, 2022.

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 A STUDY ON IMPACT OF INFORMATION TECHNOLOGY IN SUPPLY CHAIN
AT RIGHTWAY LOGISTICS INDIA PVT LTD WITH REFERENCE CHENNAI
1. Name:
2. Age of the respondents
a) Below 30 years [ ] b) 31 to 35 years [ ]
c) 36 to 40 years [ ] d) Above 41 years [ ]
3. Educational Qualification:
a) Graduate [ ] b) Post graduate [ ]
c) Diploma [ ] d) Others [ ]
4. Income in firm:
a) Below Rs. 15,000 [ ] b) Rs. 15,001 to Rs. 20,000 [ ]
c) Rs. 20,001 to Rs. 25,000 [ ] d) Above Rs. 25,001 [ ]
5. How long have you been working in this logistics firm
a) 0-5 years [ ] b) 5-10 years [ ]
c) 10-15 years [ ] d) Over 15 years [ ]
6. How many hours to you spend using IT in performing your duty in the company?
a) 0-5 hrs [ ] b) 6-10hrs [ ]
c) 10 hrs and above [ ]
7. In which department do you work in?
a) Supply chain [ ] b) Logistics [ ]
c) Other [ ]
8. What is your designation?
a) Executive [ ] b) Manager [ ]
c) Head of department [ ] d) others [ ]
9. Rate the extent to which this logistics firm makes use of IT in logistics?

EXTENT LEVEL

To a very great extent

To a great extent

To a moderate extent

To a little extent

To no extent

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10. How would you rate the use of IT in the following aspects of logistics in this
Company? Use a scale of 1 to 5 where 1= no extent, 2= moderate extent, 3= large extent
and 4 is to a very large extent

Use of IT in the following aspects of supply chain 1 2 3 4

performance

Sharing of Information

Material Requirements Planning

Distribution Requirement Planning

The Advance Planning and Scheduling

Coordination of logistics flows

Supports planning and execution operations

11. In general to what extent does the use of IT affect the logistics performance of this
firm?
a) To a very great extent [ ] b) To a great extent [ ]
c) To a moderate extent [ ] d) To a little extent [ ]
e) To no extent [ ]
12. What are the tracking systems and services do your company offer?
a) Car tracking [ ] b) Fuel management [ ]
c) Routing, mapping and scheduling [ ] d) Driver management [ ]
13. To what extent do the following IT applications affect the supply chain performance
of your firm? Use a scale of 1 to 5 where 1= no extent, 2= moderate extent, 3= large
extent and 4 is to a very large extent
IT Applications 1 2 3 4

Enterprise Resource Planning (ERP)

Radio Frequency Identification (RFID)

Bar Coding

Global Positioning Systems (GPS)

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Coordination of logistics flows

14. How does application of IT affect the following aspects in supply chain performance
in the Firm? Rate on a scale of 1 to 5 where 1= no extent, 2= moderate extent, 3= large
extent and 4 is to a very large extent
Effects of IT on supply chain performance 1 2 3 4

Lead time

Proportion of budget on IT

Order Fulfilment Cycle Time (OFCT)

Supply Chain Adaptability

Supply Chain Flexibility

15. To what extent do you face challenges in application of ICT in supply chain
processes in this Firm?
a) To a very great extent [ ] b) To a great extent [ ]
c) To a moderate extent [ ] d) To a little extent [ ]
e) To no extent [ ]
16. With regard to this Firm, to what extent do you experience the following challenges
in applying ICT in the supply chain processes? Use a scale of 1 to 5 where 1= no extent,
2= moderate extent, 3= large extent and 4 is to a very large extent
Challenges facing IT in the supply chain processes 1 2 3 4

Limited visibility into market trends

Shifting consumer and market demand
Increasing operating costs
Untapped business development opportunities
Limited collaboration
Inefficient operations
Highly inconsistent implementation of e-procurement processes
Lack of integration of the e-procurement management systems
Inadequate skills on the management of e-procurement systems at
the central and local levels

17. If any suggestion…………………………………………………………………………

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