MBA Warehouse Mangement Project

CHAPTER 1 INTRODUCTION BACKGROUND OF THE STUDY MEANING A warehouse management system (WMS) is a key part of the supply chain and primarily aims to control the movement and storage of materials within a warehouse and process the associated transactions, including shipping, receiving, put away and picking. The systems also direct and optimize stock put away based on real-time information about the status of bin utilization. A WMS monitors the progress of products through the warehouse. It involves the physical warehouse infrastructure, tracking systems, and communication between product stations. More precisely, warehouse management involves the receipt, storage and movement of goods, (normally finished goods), to intermediate storage locations or to a final customer. In the multiechelon model for distribution, there may be multiple levels of warehouses. This includes a central warehouse, a regional warehouses (serviced by the central warehouse) and potentially retail warehouses (serviced by the regional warehouses). Warehouse management systems often utilize automatic identification and data capture such as barcode scanners, mobile computers, wireless LANS potentially radio-frequency identification to efficiently monitor the flow of products. Once data has been collected, there is either a batch synchronization with, or a real-time wireless transmission to a central database. The database can then provide useful reports about the status of goods in the warehouse. Warehouse design and process design within the warehouse (e.g. wave picking) is also part of warehouse management. Warehouse management is an aspect of logistics and supply chain management. • • •

Part of firms logistics system that stores products at and between point of origin and point of consumption. Term “Warehousing” is referred as transportation at zero miles per hour Warehousing provides time and place utility for raw materials, industrial goods, and finished products, allowing firms to use customer service as a dynamic value-adding competitive tool.

Warehouse Management System which caters the need of 3rd Party Logistics Provider providing Warehousing and Distribution services to its customers. Provides real time Visibility of information and goods from the time they arrive at the receiving dock and till the time the goods leave from the shipping dock. Seamlessly integrated with other Supply Chain players like Supplier, Customer, and Carrier in the form of web portal.

Warehouse inventory includes the products, raw materials, work-in-process goods and finished goods that make up the inventory that is or will be for sale by a company. Supply chain management is a cross-functional approach that includes managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organization and toward the end consumer. As organizations strive to focus on core competencies and becoming more flexible, they reduce their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other firms that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing managerial control of daily logistics operations. Less control and more supply chain partners led to the creation of the concept of supply chain management. The purpose of supply chain management is to improve trust and collaboration among supply chain partners, thus improving inventory visibility and the velocity of inventory movement Main function of Warehouse Management are as follows: 1) Inventory management 2) Distribution management 3) Channel management 4) Payment management 5) Financial management 6) Supplier management

DEFINITION A simple definition of a warehouse is: „A warehouse is a planned space for the storage and handling of goods and material. „In general, warehouses are focal points for product and information flow between sources of supply and beneficiaries. However, in humanitarian supply chains, warehouses vary greatly in terms of their role and their characteristics. Warehouse Management is the management of the flow of goods. It includes the movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption. Interconnected or interlinked networks, channels and node businesses are involved in the provision of products and services required by end customers in a supply chain.

Supply chain management has been defined as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally." THE ROLE OF THE WAREHOUSE IN THE LOGISTICS SYSTEM The warehouse is where the supply chain holds or stores goods. •

Functions of warehousing include 1) Transportation consolidation 2) Product mixing 3) Docking 4) Service 5) Protection against contingencies

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PRINCIPLES OF WAREHOUSE LAYOUT DESIGN

1) Use one store facilities

2) Move goods in a straight lines

3) Use efficient materials hanlding equipments

4) Use an effective storage plan

5) Use maximum height of the building

OBJECTIVES OF EFFICIENT WAREHOUSE OPERATIONS  Provide timely customer service.  Keep track of items so they can be found readily & correctly.  Minimize the total physical effort & thus the cost of moving goods into & out of storage.  Provide communication links with customers

WAREHOUSE ACTIVITIES 1) Receive goods 2) Identify the goods 3) Dispatch goods to storage 4) Hold goods 5) Pick goods 6) Marshal shipment 7) Dispatch shipment 8) Operate an information system

Receive goods 1) Accepts goods from Outside transportation or attached factory & accepts responsibility 2) Check the goods against an order & the bill of loadin 3) Check the quantities 4) Check for damage & fill out damage reports if necessary 5) Inspect goods if required

Identify the goods o Items are identified with the appropriate stock-keeping unit (SKU) number (part number) & the quantity received recorded 

Dispatch goods to storage

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-goods are sorted & put away

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Hold goods

o goods are kept in storage & under proper protection until needed 

Pick goods

o items required from stock must be selected from storage & brought to a marshalling area

Marshal the shipment ‒ goods making up a single order are brought together & checked for omissions or errors; order records are updated

Dispatch the shipment ‒ orders are packaged, shipping documents are prepared, & goods loaded on the vehicle

Operate an information system ‒ a record must be maintained for each item in stock showing the quantity on hand, quantity received, quantity issued, & location in the warehouse

INDUSTRY PROFILE

TYPE OF WAREHOUSING 1) Public Warehousing 2) Private Warehousing 3) Contract Warehousing 4) Multi-client Warehousing 5) Bonded Warehousing

The global warehousing concept has gained popularity over the last decade as stock prepositioning becomes one of the strategies for ensuring a timely response to emergencies. They are usually purpose built or purpose designed facilities operated by permanent staff that has been trained in all the skills necessary to run an efficient facility or utilizing 3PL staff and facilities. For such operations, organizations use, information systems that are computer based, with sophisticated software to help in the planning and management of the warehouse. The operating situation is relatively stable and management attention is focused on the efficient and cost effective running of the warehouse operation. Numerous organizations have centralized prepositioning units strategically located globally. Some of these offer extended services to other humanitarian organizations on a cost plus operating charges basis.

FIELD WAREHOUSE They are usually temporary in nature. They may be housed in a building which was not designed to be used as a warehouse or in a temporary building/structure, in mobile units such as rub halls, Wii halls and sometimes are little more than a tent in a field. The initial staff may be a casual workforce that has never worked in a warehouse before and the inventory system is more likely to be paper based. Often the situation is initially chaotic, sometimes dangerous coupled with a humanitarian need which may be very urgent. The management style must therefore be practical and action oriented with a focus on making the humanitarian goods available as quickly and efficiently as possible, but yet at the same time accountable.

POLICIES AND PROCEEDURES Policies The policies contain hard and fast rules and regulations that define the general conduct of the warehouse operation. Examples of the types of policies that organizations will define are as follows:          

organizational specific health and safety human resources management security pest control warehouse maintenance and cleaning quality control record keeping and reporting reverse logistics – Return of goods and exit strategy in the event of downscaling or shutting down operations Disposal of obsolete and damaged goods.

Procedures The procedures' document defines step by step how the activities in the warehouse should be carried out and clearly defines the processes to be adopted. These can be adopted as „best practice‟. The procedures provide visibility of the operations for managers and donors. However, in creating such procedures, care must be taken to avoid constraining the use of local initiative which might be required to deal with local conditions. Procedures should be considered as streamlining the business processes and providing checks and balances. They provide guidance to warehouse managers and must have some level of flexibility to cater for unique situations, than to be rigidly adhered to. This can be achieved by limiting the level of detail that the procedures document defines, allowing more flexibility and/or by arranging „dispensations‟ to allow departure from the procedures in order to optimise local performance, especially in emergencies. The procedures will normally provide the step by step guidance on how to manage each aspect of warehousing and may cover:      

receiving and issuing of supplies; quality control or verification; storage of goods; documentation flow; how to control stock movement (stock control); how to detect and deal with stock losses; how rejected material will be managed; how to deal with unwanted, obsolete and scrap, disposal

TYPES OF WAREHOUSE SPACE    

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Commercial: in rented building used for business. Government or state: such as at the ports or harbors. This is common in emergency situations. Transit: for temporary storage of goods destined for different locations and need storage for a very short time. Bonded warehouses: for storage of goods whose duty is unpaid and especially where the goods are destined to another country. Pre-positioned stock is often held in bonded warehouses so that export is quick and can be stored for long periods sometime. Open storage: not ideal for perishable products but in emergencies, sometimes the only alternative. Space that is owned and managed by the organization. Pre-fabricated warehouses where there are no permanent structures available. This is common practice in emergencies.

BASICE PRICIPLES OF WAREHOUSE AND INVENTORY MANAGEMENT  

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Planning inbound receipt procedures. Storage formalities e.g.: o location management o inventory control o occupational health and safety Outbound delivery procedures.

HOW TO SELECT AND SET-UP A WAREHOUSE Determining Needs In determining needs, one should look beyond the basic need of a warehouse to store things. Whilst, this is correct there are also other considerations.        

the volume of goods; speed of through-put required; as a transit point; breaking bulk location; an area for sorting and consolidating different goods; to enhance the speed of the response; to protect and account for inventor; and as a buffer in the event of a break-down or delay in the supply pipeline.

DETERMINING STORAGE REQUIREMENTS

Selecting a Suitable Location There are a range of factors to consider when deciding on the location of a new warehouse facility and these may vary depending on whether you are selecting a location for a temporary building or selecting from one of a number of existing buildings. These may include:            

proximity to ports of entry and beneficiaries existing buildings security the context site condition access services land size available purpose of warehouse previous use of the facility floor weight access to labor

WAREHOUSE SELECTION Factors to consider:       

nature and characteristics of goods to be stored; nature of handling equipment available; duration of storage needed i.e. short term or long term; the need for other activities, e.g. repackaging, labelling, kitting, etc; access and parking for vehicles; number of loading docks required; and Secure compound.

WAREHOUSE PREPARATION PLANNING Space layout The areas that should be planned are both the general storage areas and the areas for goods receipt, consignment picking and goods dispatch. It is also desirable that space should be set aside for the following activities:        

equipment maintenance and parking; charging of equipment batteries such as pallet trucks; refueling of trucks; an area for garbage disposal e.g. empty packaging; a quarantine area for keeping rejected goods, goods to be sent back or destroyed; an employee rest area; washroom; and An administration office.

PLANNING It is worth keeping these requirements in mind during the planning of the main operating areas. Planning consideration needs to be given to the following:       

allocate space for each type of product and locating number; Allow sufficient space for easy access to the stacks for inspecting, loading and unloading. Stacks should be one meter from the walls and another meter between stacks; sizing the goods receipt and dispatch area; allow space for storage of cleaning materials and supplies; allocate areas for damaged items by consignment number; allow sufficient space to repackage damaged items and place it in separate stacks; Sufficient free space is needed to operate a warehouse effectively. When planning the size of a warehouse consider: o planning on having about 70-80% utilization of available space, whilst considering: o throughput rate o Number of SKU‟S o Handling characteristics of items, etc.

SPACE UTILIZATION AND HANDLING

As shown above, the warehouse operation is composed of four key work activities:    

goods receipt storage picking goods dispatch

To estimate the resource requirement for the whole warehouse, one should start by estimating the requirements for each of the key work activities in turn and the level of demand. Then, the resource requirements for all activities should be combined together, taking into account the way that the activities are phased during the working day, in order to make an estimate of the total resources required.

Aspects to consider when managing Warehouse Operations 

planning the workload

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allocating resources

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space utilization & handling, o

receiving goods;

o

Storing goods.

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assembling consignments

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dispatching consignments

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disposal of goods

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pest control

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security

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inventory management

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handling and stacking techniques

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occupational health and safety

MANAGING INVENTORY LEVELS It has been established that the role of inventory management is to ensure that stock is available to meet the needs of the beneficiaries as and when required. Inventory represents a large cost to the humanitarian supply chain. This is made up of the cost of the inventory itself, plus the cost of transporting the goods, cost of managing the goods (labor, fumigation, repackaging, etc.) and keeping the goods in warehouses. The inventory manager's job is to make inventory available at the lowest possible cost. In order to achieve this, the inventory manager must ensure a balance between supply and demand by establishing minimum holding stocks to cover lead-times. To achieve this, the inventory manager must constantly liaise with the programs to keep abreast of changing needs and priorities. The warehouse must always have sufficient stocks to cover the lead-time for replacement stocks to avoid stock-outs.

INVENTORY CONTROL There are two methods of inventory control that are applicable to emergency situations: 1. Reorder level policy 2. Reorder cycle policy. Both are applicable to humanitarian situations and have associated pros and cons. Note that EOQ in practice only works in a fairly stable environment where demand variability and replenishment lead-time are reasonably stable and predictable. This is not the case in an emergency. Economic order quantity is applicable in more stable environments such as refugee camps and perhaps later in a relief/recovery phase. Inventory management in an emergency is more „project based‟, matching supply with demand in a rapidly changing environment. This requires building a supply chain that has a high level of flexibility and adaptability, with rapid identification of need and rapid fulfilment of that need through the supply chain. In managing this sort of system, inventory should be considered in relatively small quantities (inventory packages of associated relief items) that are attached (pegged) to an identified need then moved (and tracked) through from source to the identified need (the user). Optimization comes from having logistics systems that can configure, procure and consolidate these packages quickly and at least cost and a distribution chain that is flexible and can adapt to changing requirements quickly and at least cost. Information systems that facilitate transparency of the supply chains inventory levels and location + peg supply to demand provide the visibility necessary to facilitate good planning and decisions that maximize service and reduce cost.

STOCK CONTROL AND MOVEMENTS The warehouse/inventory manager is responsible for monitoring the movement of goods as they are transported from the supplier and for the control of stock movement in the warehouse facility. The vital stock control measurements include: 

   

Establish levels of operating stocks based on consumption/rate of usage. The stock levels shall be reviewed from time to time depending on current needs. ensure that weekly and monthly stock balances reports of each stock item and the total value are prepared; maintain monthly stock usage report of each item kept in the store and the overall in the usage trend in last six months; review and report on six monthly basis slow moving items indicating the last movement date the unit value and total value and liaise with user department; establish quantity, lead -time and availability of each item supplied on the market; Keep a record of all non-stock items received from suppliers, returned to suppliers and issued to out for users

MONITORING GOODS IN TRANSIT   

order lead time tracking orders for goods controlling stock movements: o establishing minimum stock levels and monitoring the same; o goods receipt quality inspections; o physical stock control in the warehouse; o controlling Specialized Items; and o Releasing stock from storage and goods dispatch.

To facilitate and account for movement of stocks the following documents could be used:     

Delivery notes or waybill samples 1 and 2 or packing list samples 1 and 2; goods received notes, see several samples 1 , 2, 3, and 4; stock card; bin card; and consignment notes.

STOCK RECORDS- DOCUMENTATION      

stock identification stack cards, see samples 1 and 2 bin cards stock Checks: see inventory section for different samples or in the Annexes stock loss reporting reporting of stock levels.

RESOURCE REQUIREMENTS In addition to the work methods, equipment and space requirements it is essential that the warehouse is adequately resourced. This is done by planning or estimating the requirements for people and equipment in order to operate the warehouse facility. There is a trade-off to be made between the people and handling equipment requirements for any given workload. In global warehouse operations, which are run like commercial operations, the focus is on minimizing the cost of running the operation. In this situation, it is often better to invest in handling equipment and reduce the dependence on people resources. However, in field operations, many humanitarian organizations prefer to hire local labor which provides employment instead of relying on handling equipment. The requirement for the total amount of resources required will be determined by the amount of goods flowing into and out of the warehouse, as shown in the diagram below.

BASIC WAREHOUSE EQUIPMENTS Various types of equipment are required to ensure the smooth execution of work in a warehouse. All equipment should be properly stored when not in use and a regular maintenance schedule posted. Warehouse staff should be trained in standard daily maintenance practices and the correct use of equipment. Where necessary, they should be equipped with personal safety equipment such as work gloves, work boots, goggles, etc. Required equipment may include:    

         

sufficient quantities of standard forms, calculators and stationery to keep proper storage records; small tools for opening cases, such as hammers, pliers, crowbars, steel cutters; tools and materials for store repair and simple maintenance; supplies for reconditioning damaged packaging, such as bags, needles, twine, oil containers, stitching machine, strapping machine, adhesive tape and small containers or cartons; a sampling spear for inspecting foodstuffs; scales for weighing goods; standard wooden pallets in sufficient numbers – ideally international; standardization organization‟s “Euro” type (120 × 80cm); two-wheel hand trolleys for moving supplies within the warehouse; a pallet-jack to move pallets; a forklift where pallets are to be loaded and offloaded from trucks; brooms, dust pans, brushes, shovels, sieves, refuse bins for cleaning and disposing of collected waste; first aid kits, flashlights, fire extinguishers and other fire-fighting equipment both inside and outside the warehouse; weighing scales; and ladders

CARE OF WAREHOUSE EQUIPMENT Warehouse equipment is maintained to prevent accidents and breakdowns from occurring. Maintenance activities consist of inspections, regular servicing and monitoring performance for failure trends, as this will enable symptoms to be recognized before failure occurs. Equipment maintenance has a strong health and safety bias. Often health and safety legislation will impose on management an obligation for safe systems of work. Ensuring safe policies and procedures of work will require an examination of men, machinery, methods, materials and environmental aspects. Some areas to pay attention to:    

planned maintenance maintain equipment maintain building completion of maintenance records

LEGAL CONSIDERATION Leasing Temporary Warehouses/Contracting. The common practice in emergencies is to lease or rent, not purchase warehouses. In this situation, there is often a shortage of suitable buildings or locations for warehouse space and this can often cause the costs to increase significantly. Therefore, it is often necessary to utilize temporary warehouse space for as short a time a possible. Care must be taken with the drawing up of the lease agreement with the owner. The following items are basic inclusions and in a lease agreement:   

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the cost for the lease; the duration of the lease agreement; exit clause: the period of notice required for terminating or extending the lease period. Confirmation of the existence of property insurance, covering third-party, fire, water damage, window breakage, etc.; details of any security arrangements; a detailed inventory of any equipment, fixtures and fitting included with the building and det ailed description of their condition; confirmation of either sole tenancy or details of other tenants; information about the ground or floor strength per square meter; the weight capacity of any equipment such as forklifts, racks and shelves; in situations where neutrality is important, care must be taken to establish the actual owner of the building, which might be different from the „lessor‟ of the building e.g. the military, religious groups or government; force majeure; indemnity; and insurance.

THE OPERATIONAL PROCESSES SUPPORTED ARE 

Inbound/Outbound Operation

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Order and Inventory Management

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Warehouse Invoicing

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RF Enablement

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Configurable and Put away Strategies

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Assembly, Kitting and Stock Transfers

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Wave ,Order Picking ,Packing and Shipping

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Transport planning

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Supplier and Customer Management

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On Demand Replenishments

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Work flows and Alerts

In today‟s competitive business there is an increased focus on delivering value to the customer. The focus on attention of most of businesses is providing products and services that are more valuable compared to its competitors. Concurrent to the focus on customer value, the marketplace in which businesses operate today is widely recognized as being complex and turbulent (Christopher, 2000; Goldman et al., 1995). The growth of supply chain aims to improve profitability, customer response and ability to deliver value to the customers and also to improve the interconnection and interdependence among firms. Due to market expanding from domestic market to global market increase customer demands, for instance demanding lower prices, faster delivery, higher quality products or services and increase the variety of items (Braunscheidel, 2005). According to Towil and Christopher, (cited in Thatte, 2007), the end customer in the marketplace today determined by the success of failure of supply chains management practices. They stated that getting the right product, at the right price, at the right time to the customer is not only improved competitive success but also the key to survival.

Many previous researches explored the importance of integrating suppliers, manufacturers, and customers or supply chain integration (Frohlich and Westbrook, 2001; Clinton and Closs, 1997) (i.e. supply chain management) so as to obtain flexibility and speed. By addressing supply chain management practices that contribute to supply chain responsiveness, will help the researcher better understand the scope and activities related to supply chain management that create enhanced level of supply chain responsiveness in competitive business marketplace. The purpose of this study to find out the effect of supply chain management practices such as strategic supplier partnership, customer relationship, information sharing and supply chain responsiveness. This study also investigates the effect of supply chain responsiveness in term of operation system responsiveness, logistic process responsiveness, supplier network responsiveness and competitive advantage of the firm. The paper is organized as follows. Relevant literature is reviewed and synthesized first to develop a conceptual model, followed by research methodology. The results are then presented along with discussion. Conclusion and implication are discussed finally. 

The management of upstream and downstream value-added flows of materials, final goods, and related information among suppliers, company, resellers, and final consumers

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The systematic, strategic coordination of traditional business functions and tactics across all business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole[8]

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A customer-focused definition is given by Hines (2004:p76): "Supply chain strategies require a total systems view of the links in the chain that work together efficiently to create customer satisfaction at the end point of delivery to the consumer. As a consequence, costs must be lowered throughout the chain by driving out unnecessary expenses, movements, and handling. The main focus is turned to efficiency and added value, or the end-user's perception of value. Efficiency must be increased, and bottlenecks removed. The measurement of performance focuses on total system efficiency and the equitable monetary reward distribution to those within the supply chain. The supply chain system must be responsive to customer requirements."[9]

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The integration of key business processes across the supply chain for the purpose of creating value for customers and stakeholders (Lambert, 2008)[10]

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According to the Council of Supply Chain Management Professionals (CSCMP), supply chain management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management. It also includes coordination and collaboration with channel partners, which may be suppliers, intermediaries, third-party service providers, or customers. Supply chain management integrates supply and demand management within and across companies. More recently, the loosely coupled, self-organizing network of businesses that cooperate to provide product and service offerings has been called the Extended Enterprise.

A supply chain, as opposed to supply chain management, is a set of organizations directly linked by one or more upstream and downstream flows of products, services, finances, or information from a source to a customer. Supply chain management is the management of such a chain.[8] Supply chain management software includes tools or modules used to execute supply chain transactions, manage supplier relationships, and control associated business processes. Supply chain event management (SCEM) considers all possible events and factors that can disrupt a supply chain. With SCEM, possible scenarios can be created and solutions devised.

1. Order Processing: Processing the orders received from the customers is an activity, which is very important by itself and also consumes a lot of time and paperwork. It involves steps like checking the order for any deviations in the agreed or negotiated terms, price, payment and delivery terms, checking if the materials is available in stock, producing and scheduling the material for shortages, and also giving acknowledgement to the owner, by indicating any deviations.

2. Inventory Planning and management: Planning the inventory can help an organization in maintaining an optimal level of inventory which will also help in satisfying the customer. Activities like inventory forecasting, engineering the order quantity, optimization the level of service, proper deployment of inventory etc. are involved in this.

3. Warehousing: This serves as the place where the finished goods are stored before they are sold to the customers finally. This is a major cost center and improper warehouse management will create a host of problems.

4. Transportation: Helps in physical movement of the goods to the customers place. This is done through various modes like rail, road, air, sea etc.

5. Packaging: A critical element in the physical distribution of the product, which also influences the efficiency of the logistical system.

COMPANY PROFILE ABOUT UTi As a non-asset-based supply chain management company with 313 offices and 245 logistics centers in 59 countries, UTi develops and implements client-centric, global solutions for international companies with unique supply chain requirements. By integrating IT platforms and developing a UTi-client team approach to the planning and implementation process, our supply chain solutions maximize efficiencies and cost-effectiveness. Benefits are also realized from greater consistency and a more seamless flow of goods; higher levels of productivity from both parties' personnel; and ultimately a lower cost per unit of production.

UTi OVERVIEW UTi is an industry-leading, non-asset-based supply chain management company that delivers competitive advantage to our clients' supply chains. With innovative, integrated solutions configured to your specific requirements within any major vertical market, we can design, manage and service your supply chain efficiently and cost-effectively.

UTi's global footprint of 313 offices and 245 logistics centers in 59 countries enables us to develop and implement client-centric, global solutions with primary services that include: 

Air and ocean freight forwarding

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Contract logistics

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Distribution

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Managed transportation services

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Customs brokerage

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Supply chain analysis and consulting

The driving force behind UTi's client-centric focus and innovative solutions is also the most important resource we have in keeping our service commitments to you: our people. Whether it's a program utilizing one or more of our standardized services such as freight forwarding or contract logistics, or a totally integrated, global solution configured to your specific requirements, a dedicated team of professionals will develop the right solution for your needs, then manage a process that will maximize value along your supply chain with high-quality, costeffective, time-definite delivery from end to end.

UTi HISTORY From its inception in 1926, the history of UTi over the past 85+ years has been about growth created by delivering client value. The company started as a freight forwarder in Germany and grew into a global supply chain provider with 19,000+ employees and company-owned offices in 59 countries. UTi now offers complete supply chain services and solutions, including air, ocean, distribution, customs brokerage, and contract logistics, capable of providing demand chain services globally.

1951 - Our first air cargo flight In 1993, Union-Transport was acquired by a group led by Roger MacFarlane, Peter Thorrington and Tiger Wessels. Previously, these managers owned WTC Airfreight, which they sold to Pittston, the holding company for Burlington Air Express. MacFarlane and Thorrington served as joint CEOs of Burlington Air Express prior to the acquisition of Union-Transport. By 1994, Union-Transport would have facilities on six of the world's seven continents, generating revenues of over $300 million annually. Over the next seven years the company grew to $1 billion in annual revenues; launched one of the first truly global end-to-end information systems, eMpower, that provided clients with supply chain control and visibility; won a number of industry excellence awards; and acquired several freight forwarding customs brokerage

companies to create a global network of transportation offices. The resulting network covered 98%-plus of the global GNP.

UTI were handling Project cargo over 50 years ago In 2000, the company was listed on NASDAQ under UTIW and changed its name to UTi Worldwide, Inc. Since that time, revenues have grown to approximately $5 billion annually through a combination of innovative client solutions that deliver quantified value, end-to-end visibility and control down to the SKU level, and the addition of supply chain capabilities in transportation management contract logistics and distribution. Today, Eric Kirchner, a veteran of the global logistics industry, serves as CEO. While carrying on the company's tradition of innovation, excellence and industry expertise, the focus today is on the company's 5-year strategy, CLIENTasONE, a client-centric approach to delivering competitive advantage to client supply chains wherever they operate worldwide.

FRIEGHT MANAGEMENT At UTi, we look to optimize your supply chain first and foremost. We work with our teams around the world to develop planning and implementation methods that will deliver the quality you need at the cost you require. We utilize our extensive network of transportation carriers and modes to manage and streamline your goods through each step in the process, including customs, documentation, and compliance. If UTi manages your freight, you will be better positioned to manage your supply chain through reduced cost, improved and consistent service levels, and appropriate and predictable speed of delivery.

AIR With more than 85 years of experience as a global forwarder, UTi's airfreight solutions offer you the flexibility to meet a variety of transit time requirements from "yesterday to next week" while allowing you to manage your transportation effectively. Through our extensive network around the world you have access to all your markets through a single source--UTi.

Our Preferred Carriers Program leverages our strategic partnerships with airlines to provide access to whatever capacity you need at rates you can afford and transit times that meet your shipment requirements. UTi's dedicated team ensures your freight is handled with the utmost security while complying with all customs and regulatory provisions. We have the resources and experience to plan and execute the right air transportation solution for you every time. As long as it fits in a plane, we can handle your shipment. Our air freight services include: 

UTi Air NFO

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UTi Air Express

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UTi Air Standard

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UTi Air Economy

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UTi Air Charter

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UTi Sea-Air

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Value-Added Services

DISTRIBUTION:UTi is a single-source distribution provider that delivers ground freight solution covering all facets of the shipping and distribution process. We create value for clients by providing full transportation and network optimization management services. Combining these resources with logistics expertise and experience to provide efficient fleet management services drives measurable results to your bottom line. Our objective is to provide shippers with the right ground freight solutions to meet their diverse supply chain requirements. You will benefit from the flexibility of our network as we take care of each and every one of your needs. UTI offers full shipment level visibility throughout the entire supply chain. Our service ensures that you know where your shipments are every step from origin to destination. We offer: 

Mode and carrier selection

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Shipment Optimization

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Order consolidation

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Track and trace

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Inbound materials management & coordination

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SKU level visibility

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Supplier compliance

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Expertise at securing carrier capacity

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Freight Bill Audit and Payment

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Assistance with your KPI reporting requirements

UTi's experienced team of professionals offers you solutions that include: 

Transportation Management

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Transportation Services

CONTRACT LOGISTICS:UTi provides professional contract logistics services for supply chains that extend beyond the standard receiving, storing and shipping of products. Our value-added services add efficiencies and cost savings, meaning direct value to your supply chain. Services that become solutions Whether you need dedicated warehousing, multi-client warehousing, managed transportation services or outsourced manufacturing support, our value-added contract logistics services for supply chains include everything from kitting to specialty packaging to Ken-ban programs and transportation management. We provide a wide range of value-added services to augment our logistics solutions including:

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Materials management

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In-plant logistics

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Pick and pack, kitting, labeling

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Pre-delivery inspection and testing

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Electronics testing/configuration

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Display build and setup

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Specialty packaging/repack

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Clamshell, blister pack, etc.

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Parts cleaning and repair

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Collateral and Point of Purchase (POP) support

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Garment on Hanger (GOH)

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Vendor Managed Inventory (VMI)

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Supplier compliance

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Maintenance

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Containment

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Grounds maintenance

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EDI and document scanning

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Light manufacturing

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Contract manufacturing

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Sequencing and line-side delivery

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Shuttle runs

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Returns processing/management

The UTi manages value-added services and multiple components of your supply chain, you receive greater flexibility to react to various factors including market volatility, special orders, inventory obsolescence and packaging changes. Our responsive and dedicated team of professionals is here to provide you with the best service possible by refining and reconfiguring solutions as you grow and change. Let us be your partner as we work together to drive cost and complexity out of the supply chain.

DEDICATED WAREHOUSE Our dedicated warehousing solutions provide you with a flexible facility layout and design to meet the changing needs of your business. A dedicated facility provides the labor and equipment required to manage day-to-day operations, but also something more: a competitive advantage. Solutions dedicated to competitive advantage

In order to deliver competitive advantage worldwide, we help model your facility layout and design in alignment with your operational processes. Our dedicated team of professionals analyzes your entire supply chain in order to gather information and make informed decisions and recommendations. Quality and continuous improvement are our everyday goals and we aim to implement processes and procedures that lead to the reduction of total logistics costs for our clients.

A FULL OF BENEFITS With a warehouse facility configured and dedicated to your requirements, and a comprehensive range of contract logistics services to add value to the process, UTi can provide you with a single-source solution that makes certain your goods reach the marketplace efficiently and costeffectively. In addition, our technology systems give you the visibility needed for real-time transactions and inventory allocation that will cut cycle times and improve inventory turns. We can add revenue to your bottom line by cutting warehousing and administrative costs, allowing you to focus on your core business initiatives.

MULTI-CLIENT WAREHOUSING Our multi-client warehousing services allow you to focus on your core business while we manage the flow of materials for you, as well as other clients, in a single facility. In this configuration, the costs of space, labor and equipment are shared.

Leveraging the cost of space and services

Our clients benefit by only paying for the amount of space, labor and equipment they use, with access to additional resources as their business requirements fluctuate. The net effect is lower overall cost and increased flexibility.

Additional value Incorporating multi-client warehousing into a total contract logistics solution from UTi means cost savings that go straight to your bottom line. Now space, labor and equipment are more flexible than ever. In addition to flexibility, UTi's technology systems will give you the visibility needed for real-time transactions and inventory allocation to cut cycle times and improve inventory turns. Couple that with UTi's added emphasis on quality, supported by our compliance with ISO standards, and you can be assured our dedicated team of professionals will continue to manage the process efficiently and cost-effectively every step of the way.

IDENTIFIED PROBLEM: WAREHOUSE MANAGEMENT plays a vital role in inventory and supply chain management. A LINER can help to fasten the delivery of products and increase customer service by providing sufficient CONTAINERS. UTI faces problems in Inventory, Space, Infrastructure, Manpower, Handling Equipment‟s, documentation, transport, Custom clearance, freight forwarder and this affect the Delivery of good and integral part of global supply chain so to overcome all these problem study is conducted.

1.2 NEED FOR STUDY The project concentrated on the problem in the warehouse is existing material receiving and dispatching and their effect in the working environment. This project will explore the area where the company concentrate and the solution. So that the company can make the use of efficient manpower.

1.3 OBJECTIVES OF STUDY The Objectives of the study is to have a practical bright of the working of the organization. It decisions, its brief historical background and its future prospects. The following can be said to be the Major objectives of the study‟s.

 To recommend the most suitable Receiving and Dispatching Methods for the product  Provide solution for Packaging & Receiving and Dispatching Material Problems.

1.4 Scope of the study The main scope of the study is to ascertain the various methods to increase the Receiving & Distribution of the concern. The methods include regular information and also to increase the Effectiveness to Receiving and Distribution the material. The scope of this study to know different factors and to develop the ability of decision making & decision always is taken at right time.

Main Scope is: Distinguishes one company‟s goods from those of another local & Other Countries Company.  Check the Quality for the Material as well as the receiving and stuffing formats.  Protects both supplier and customers satisfaction  Time should be maintain  Check and balance is very important for every steps in warehouse

CHAPTER 2 REVIEW OF LITERATURE

Customer satisfaction a business term is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part if the four perspectives of a balanced scorecard.

It‟s a well-known fact that no business can exist without customers. In the business, it‟s important to work closely with your customers to make sure the system you create for them is as close to their requirement as you can manage. Because it‟s critical that you form a close working relationship with your client, customer service is of vital importance. That follows a selection of tips which will make your clients feel valued, wanted and loved.

 Encourage face-to-face dealing  Respond to messages Or Email promptly &keep your clients informed  Be friendly and approachable with your Suppliers  Have a clearly-defined customer service policy  Attention of detail  Anticipate your client needs & go out of your want to help them out  Honor your promises  Team Work

Benefits of customer‟s satisfaction  Reduces price sensitivity  Reduced switching to competitors  Increased referrals

Increased Revenue &

 Increased repeat purchases

Reduced Costs

Increased Profit

Purpose Customer satisfaction provides a leading indicator of customers purchase intentions and loyalty. Customer‟s satisfaction data are among the most frequently collected indicator of the market perceptions. It‟s a principle:  Within organization, the receiving and dispatch of these data send a message about the importance of tending to customer and ensuring that they have a positive experience with the company‟s goods and services.

Customer satisfaction: Customer focus  Customer grievances  Customer property  Customer feedback  Special requirement of customer  Timely supply  Time management  Should not be reversal  Should be perfect

CHAPTER 3 RESEARCH METHODOLOGY

“Gain may be temporary and uncertain; but ever while you live, expense is constant and certain; and it is easier to build two chimneys than to keep one in fuel.”- Benjamin Vranklin

In this chapter we will see the methodology adopted, and will analyze the study to be in state to suggest something to company on basis of study conducted at UT Logistics.

3.1 METHODOLOGY

To accomplish the objectives of the final trimester, the following was decided upon:

1. Research Design: The methodology adopted for study of Receiving & Dispatch of UT Worldwide India Pvt. Ltd. is Empirical Investigation. 2. Data Collection: The data collection done for empirical investigation was of two kinds, namely secondary research and primary research. Secondary study was done through open interviews, discussions, self observations of processes and procedures involved in R&D (Receiving and Dispatch) of UTi. And to accomplish the third objective primary data was collected from questionnaires filled by the respondents (those are UTi employees). 3. Sampling Method: The sampling method chosen for the study was Judgmental NonRandom Sampling.

4. Sample Size: The sample size selected was 100. 5. Sampling Unit: The sampling unit will be employees of UTi concerned with SCM. 6. Result analysis: The project analyzed the supply chain of UTi by going through the

standard operating procedure followed in each concerned department of SCM. Then I had analyzed the results of questionnaire applying DMAIC (define, measure, analyze, improve, control) rule. My perspective was to do analysis and find the factors behind delays of dispatches. During this analysis we would be figuring out the main reasons behind the problem stated in objective. The questionnaire designed for this purpose is being categorized department wise so as to find that from whose end the problem can be solved. 7. Questionnaire Design: The questionnaire has 18 questions including both Receiving & Dispatch

3.2 DATA COLLECTION FOR SECONDARY STUDY The data source used for secondary research was open interviews, discussions, self observations of processes and procedures involved in Receiving & Dispatch of UTi The steps taken for the study are as follows: I. Study of supply chain in general This study was done to get acquainted with the very basics of supply chain. With emphasis on what all department work cross-functionally to achieve successful supply chain management. What are new concern areas of supply chain management these days? Departments Like: Receiving department Team Leaders Roles & Responsibility Packaging department Stuffing department CSR department/Supplier Service Responsibility

II. Study of company structure in respect of supply chain. The major concerned departments that are part of supply chain of UTi Logistics were studied to develop an understanding of the functions to which they cater and procedure they follow up. This is to acknowledge myself with the processes that are followed up as a standard.

III. Department wise study of Receiving & Dispatch

To get acquainted with the step wise procedure followed for running supply chain smoothly and for letting smooth running of Warehouse to the demands of customers, dealers, branches etc.

CHAPTER 4 DATA ANALYSIS AND INFERENCE

Frequent Customers

Table No 1

Items S.No

No. of

Percentage %

Responds(Invoices)

1

Vietnam

3

3%

2

Thailand

60

60%

3

China

10

10%

4

Brazil

9

9%

5

Russia

18

18%

6

Total

100

100%

Chart No 1

No. of Responds(Invoices)

Percentage % 100

60

18 10

3 3%

60%

Vietnam

Thailand

9 10%

China

9% Brazil

18% Russia

100% Total

Inference: From the above table found that 60% of the invoices done for Thailand in the warehouse and the 18% for Russia and the 10% for Chain and the 9% for Brazil and finally 3% for Vietnam.

Holding time of damage parts

Table No 2

S.No

Items

No. Of Responds

Percentage %

1

1 Day

51

51%

2

3 Days

36

36%

3

7 Days

9

9%

4

15 Days > Above

4

4%

Total

100

100%

Chart No 2

No. Of Responds

Percentage %

100%

51%

100 36%

51

9%

36 9

1 Day

3 Days

7 Days

4% 4 15 Days > Above

Total

Inference: From the above table found that 53% holding time of damage part for 1 day in the warehouse and the 35% for 3 days and the 9% for 7 days and finally 3% for 15 days above.

Problem faced while receiving

Table No 3

S.No

Items

No Of Invoices

Percentage %

Physical Miss 1

Match

29

29%

2

Transit damages

28

28%

Issues

43

43%

Total

100

100%

Packing Related 3

Chart No 3

3

Total

2

Transit damages

1

Packing Related Issues

Physical Mis's Match 0

20

No Of Invoices

40

60

80

100

120

Percentage %

Inference: From the above table found that 43% of the problem while receiving the material is packing related Issue in the warehouse and the 29% of the problem is Physical Miss Match and finally 28% of the problem is Transit damage.

Preceding steps in the drop down pallet – While receiving

Table No 4

S.No

Items

No Of Responds

Percentage%

1

Part Hold

62

62%

Inform to 2

Customer

27

27%

3

Quality Checking

11

11%

Total

100

100%

Chart No 4

No Of Responds

Percentage%

100%

62% 100 62

Part Hold

27% 27 Inform to Customer

11% 11 Quality Checking

Total

Inference: From the above table found that 65% of the problem while receiving is Part Hold in the warehouse and the 25% is Inform to customer and finally 10% is Quality will Check the material whether it is huge or small damage.

Receiving – Check point

Table No 5

S.No

Items

No Of Responds

Percentage%

1

Pallet Status

11

11%

2

Stamp

6

6%

3

TDR

31

31%

4

ISPR

29

29%

5

Packing

23

23%

Total

100

100%

Chart No 5

No Of Responds

Percentage% 100

31 11 11% Pallet Status

6

6%

Stamp

29

31% TDR

23 29%

ISPR

23% Packing

100% Total

INFERENCE: From the above table found that 31% of the people check while receiving material is TDR(Transport Damage Report) in the warehouse and the 29% of the people check ISPR(Improper Shipping Product Report) and the 23% of the people check Packing Issue and the 11% of the people check Pallet Status and finally 6% of the people check Stamp.

Following steps after receiving material

Table No 6

S.No

Items

No Of Responds

Percentage%

1

Booking/Invoice

63

63%

2

Put Away

20

20%

Utilization

17

17%

Total

100

100%

Waiting for Cubic 3

Chart No 6

No Of Responds

100

Total

Waiting Cubic Utilization

17

Put Away

20

Booking/Invoice

Percentage%

100%

17%

20%

63

63%

Inference: From the above table found that 63% of receiving material without any issue is sent for Booking / Invoice in the warehouse and the 20% of the material Put Away and the finally 17% of the material is waiting for space(vanning) Waiting Cubic Utilization.

Supplier mistakes

Table No 7

S.No

Items

No Of Responds

Percentage%

1

EASN Issue

26

26%

14

14%

Value Miss 2

Match Physical Miss

3

Match

22

22%

4

Packing Issue

38

38%

Total

100

100%

Chart No 7

No Of Responds

Percentage%

Total

100

100%

Packing Issue

38

38%

Phycical Mis's Match

22

22%

Value Mis's Match

14

14%

EASN Issue

26

26%

Inference: From the above table found that 38% of the mistakes from supplier is found that Packing related Issue in the warehouse and the 26% of the mistakes is EASN Issue and the 22% of the mistakes is Physical Miss Match and finally 14% of the mistakes is Value Miss Match (price).

Transport vessel

Table No 8

Items S.No

No Of Responds

Percentage %

(Invoices)

1

L AMANDA

39

39%

2

IWAKI

24

24%

3

IB NAL ABBAR

26

26%

4

SINARTANJUNG

11

11%

Total

100

100%

Chart No 8

Percentage %

Total SINARTANJUNG IB NAL ABBAR IWAKI L AMANDA

No Of Responds

100% 100 11% 11 26% 26 24% 24 39% 39

Inference: From the above table found that 39% of the Transportation vessel is used L AMANDA in the Warehouse and the 25% is used Iwaki and the 25% is used IB NAL ABBAR and finally 11% is used SINARTANJUNG. .

73T - Reversal

Table No 9

S.NO

Items

No Of Responds

Percentage%

1

Yes

67

67%

2

No

33

33%

Total

100

100%

Chart No 9

No Of Responds

Percentage% 100

67

33

67% Yes

33% No

100% Total

Inference: From the above table found that 65% of the people are said make a container swiping method to change the transaction “Yes” and the 35% of people are said” No” can‟t change after completing the transaction.

Problem – While dispatching

Table No 10

S.No

Items

No Of Responds

Percentage%

1

Quantity

29

29%

41

41%

Transportation 2

Issue Physical Miss

3

Match

13

13%

4

Packing Issue

17

17%

Total

100

100%

Chart No 10

No Of Responds

Percentage% 100

41 29 17

13 29%

41%

13%

17%

100%

Inference: From the above table found that 41% of issue while dispatching is Transportation issues(like container late)in the warehouse and the 29% of issues is Quantity and the 17% of issues is Packing Issue and finally 13% of issues is Physical Miss Match.

Check point in dispatching material

Table No 11

S.No

Items

No Of Responds

Percentage%

Container

42

42%

Check Damage

19

19%

Pallet Miss Match

39

39%

Total

100

100%

Right Part & Right

Chart No 11 No Of Responds

Percentage% 100

42 39 19 42% Right Part & Right Container

19% Check Damage

39% Pallet Mis's Match

100% Total

Inference: From the above table found that 42% is the check point of while dispatching the material is Right part & Right Container in the warehouse and the 39% of check point in Pallet Miss Match and finally 19% of check point in Check any Damages in material.

Packing materials

Table No 12

S.No

Items

No Of Responds

Percentage%

1

VCI Bag

32

32%

2

Silicon

18

18%

3

Oil

9

9%

4

Wood

21

21%

5

Tapes

20

20%

Total

100

100%

Chart No 12

Percentage%

Total Tapes Wood Oil Silicon VCI Bag

No Of Responds

100%

100

20%

20

21% 9% 18% 32%

21 9 18 32

Inference: From the above table found that 32% of the packing material is used VCI bag in the warehouse and the 21% is used Wood and the 20% is used Tapes and the 18% is used Silicon and finally 9% is used for cleaning the material on Oil.

Why 73T Reversal can happen

Table No 13

S.No

Items

No Of Responds

Percentage%

17

17%

Cubic Utilization 1

is high Wrong container

2

No

46

46%

3

Physical Mistakes

37

37%

Total

100

100%

Chart No 13

No Of Responds

Percentage%

100%

46% 46

17% 17 Cubic Utilization is high

Wrong container No

100 37% 37 Phycical Mistakes

Total

Inference: From the above table found that 46% of the reason is no space shortage in the container Cubic utilization is High in the warehouse and the 37% of the reason is Physical Mistakes like (part number, Quantity mistakes, add more pallet ) and finally 17% of the reason is Wrong Container number.

Packing types – Shipping

Table No 14

S.No

Items

No Of Responds

Percentage%

1

Steel Rack

16

16%

2

RSR

24

24%

3

W Box

33

33%

4

Body Parts

27

27%

Total

100

100%

Chart No 14

No Of Responds

Percentage%

100%

100 33% 16% 16 Steel Rck

24% 24 RSR

33

W Box

27% 27 Body Parts

Total

Inference: From the above table found that 33% of the packing types for shipping transportation is done by W Box in the warehouse and the 27% of the packing type via ocean is Body parts and the 24% of the packing type is RSR and finally 16% of the packing type is Steel racks for ocean transportation.

Types of packing

Table No 15

S.No

Items

No Of Responds

Percentage%

1

RSR

56

56%

2

W Box

26

26%

3

Cotton Box

18

18%

Total

100

100%

Chart No 15

No Of Responds

Percentage%

100% 56% 56

RSR

100 26% 26 W Box

18% 18 Cotton Box

Total

Inference: From the above table found that 56% of the packing types is done by RSR in the warehouse and the 26% is done by W box and finally 18% is done by Cotton box.

Preceding steps in the drop down pallet – While dispatching

Table No 16

S.No

Items

No Of Responds

Percentage%

Load it in same 1

container

64

64%

2

Inform to customer

21

21%

3

Inform to Client

15

15%

Total

100

100%

Chart No 16

No Of Responds

Percentage% 100

64

21 64% Load it in same container

15 21%

Inform to customer

15% Inform to Client

100% Total

Inference: From the above table found that while dispatching the material is 64% of the pallet Load it in same container in the warehouse and the 21% is Inform to customer and finally 15% is Inform to Client for further clarification.

Problems in packing

Table No 17

S.No

Items

No Of Responds

Percentage%

1

Dent

22

22%

2

Scratch

43

43%

Short Filled 3

Damage

11

11%

4

Rust

24

24%

Total

100

100%

Chart No 17

No Of Responds No Of Responds 100

22

43 11

Dent

Scratch

Short Filled Demage

24

Rust

Total

Inference: From the above table found that 43% of the mistakes identify while packing the material is Scratch in the warehouse and the 24% of the mistakes identify as Rust and the 22% of the mistakes identify as Dent and finally 11% of the mistakes identify as Short filled damage in the material.

Packing types – Airfreight

Table No 18

S.No

Items

No Of Responds

Percentage%

1

W Box

48

48%

2

Cotton Box

52

52%

Total

100

100%

Chart No 18

W Box, 48 Total, 100 Cotton Box, 52

INFERENCE: From the above table found that 52% of the packing type for airfreight W Box in the warehouse and the 48% of the packing type is Cotton box for secure in airways.

CHAPTER 5

FINDINGS 1. From the above table found that 60% of the invoices done for Thailand in the warehouse and the 18% for Russia and the 10% for Chain and the 9% for Brazil and finally 3% for Vietnam.

2. From the above table found that 53% holding time of damage part for 1 day in the warehouse and the 35% for 3 days and the 9% for 7 days and finally 3% for 15 days above.

3. From the above table found that 43% of the problem while receiving the material is packing related Issue in the warehouse and the 29% of the problem is Physical Miss Match and finally 28% of the problem is Transit damage.

4. From the above table found that 65% of the problem while receiving is Part Hold in the warehouse and the 25% is Inform to customer and finally 10% is Quality will Check the material whether it is huge or small damage.

5. From the above table found that 31% of the people check while receiving material is TDR(Transport Damage Report) in the warehouse and the 29% of the people check ISPR(Improper Shipping Product Report) and the 23% of the people check Packing Issue and the 11% of the people check Pallet Status and finally 6% of the people check Stamp.

6. From the above table found that 63% of receiving material without any issue is sent for Booking / Invoice in the warehouse and the 20% of the material Put Away and the finally 17% of the material is waiting for space(vanning) Waiting Cubic Utilization.

7. From the above table found that 38% of the mistakes from supplier is found that Packing related Issue in the warehouse and the 26% of the mistakes is EASN Issue and the 22% of the mistakes is Physical Miss Match and finally 14% of the mistakes is Value Miss Match (price).

8. From the above table found that 39% of the Transportation vessel is used L AMANDA in the Warehouse and the 25% is used Iwaki and the 25% is used IB NAL ABBAR and finally 11% is used SINARTANJUNG.

9. From the above table found that 65% of the people are said make a container swiping method to change the transaction “Yes” and the 35% of people are said” No” can‟t change after completing the transaction.

10. From the above table found that 41% of issue while dispatching is via Transportation issues (like container late) in the warehouse and the 29% of issues is Quantity and the 17% of issues is Packing Issue and finally 13% of issues is Physical Miss Match.

11. From the above table found that 42% is the check point of while dispatching the material is Right part & Right Container in the warehouse and the 39% of check point in Pallet Miss Match and finally 19% of check point in Check any Damages in material.

12. From the above table found that 32% of the packing material is used VCI bag in the warehouse and the 21% is used Wood and the 20% is used Tapes and the 18% is used Silicon and finally 9% is used for cleaning the material on Oil.

13. From the above table found that 46% of the reason is no space shortage in the container Cubic utilization is High in the warehouse and the 37% of the reason is Physical Mistakes like (part number, Quantity mistakes, add more pallet ) and finally 17% of the reason is Wrong Container number.

14. From the above table found that 33% of the packing types for shipping transportation is done by W Box in the warehouse and the 27% of the packing type via ocean is Body parts and the 24% of the packing type is RSR and finally 16% of the packing type is Steel racks for ocean transportation.

15. From the above table found that 56% of the packing types is done by RSR in the warehouse and the 26% is done by W box and finally 18% is done by Cotton box.

16. From the above table found that while dispatching the material is 64% of the pallet Load it in same container in the warehouse and the 21% is Inform to customer and finally 15% is Inform to Client for further clarification.

17. From the above table found that 43% of the mistakes identify while packing the material is Scratch in the warehouse and the 24% of the mistakes identify as Rust and the 22% of the mistakes identify as Dent and finally 11% of the mistakes identify as Short filled damage in the material.

18. From the above table found that 52% of the packing type for airfreight W Box in the warehouse and the 48% of the packing type is Cotton box for secure in airways.

SUGGESTIONS

1. Man Power can increased and also warehouse handling equipment‟s like forklift and hand trolley can be increased 2. Safety of employees have to be given importance. 3. No of Vanning lanes in the warehouse can be increased to reduce over stock in receiving area. 4. Organization can give full assure for the theft and damage of the products. It will increase the image of the company. 5. Reports submitted to the customers should be rechecked twice to avoid wrong information. 6. Inventory can be kept in a safe, secure (locked) place with limited general access. 7. Utilization of space to be concentrated and to be used in proper way. 8. A record can be maintained for each item in stock showing the quantity on hand, quantity received, quantity issued, & location in the warehouse. 9. Monthly, Quarterly, half and yearly Audit can be done by the authorized department to maintain the records. 10. Advance warehouse equipment‟s can be introduced for the purpose of time consumption.

11. Instructs the warehouse personnel what items to pick or put away and where and when to perform those activities.

CONCLUSION From the discussion of the above research , it can be concluded that this process can be improved by reducing or maintain the operation. With combination of work process and time measurement its help to improve the current work process. These modifications are made by analysis of using the tools of Operation Research like PERT (Product evolution review technique) work contents. From the comparison between current and new work process in table --- it indicates that the best alternative towards this problem by choosing proposal . These improvements was successful to achieve the project goals and objectives, which the improvements was included the processes of operation that carries in the warehouseThe warehouse is a key component of the supply chain in emergencies. It buffers uncertainties and breakdowns that may occur in the supply chain. When properly managed and appropriately stocked a warehouse provides a consistent supply of material when it is needed.

DIRECTION OF FUTURE REPORTS There are several affairs that must be attended during collecting data. The data collections are the important part for analyzing and obtain accurate outcomes. And the time study is done on the bases of the systematic observation by this analysis we can do the crashing method to reduce the time as well as the cost for the each and every steps that involved in this process. By

comparing the shipment process after this needs to make some effective flow in the operation by the crashing process.

BIBLIOGRAPHY     

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Olsen, D.R.(2003), Gower Handbook of Supply Chain Management, 5th Edition, edited by John Gattorna, Gower Rushton, A., Oxley, J., and Croucher, P., (1989,2000), The Handbook of Logistics and Distribution Management (Second Edition), Kogan Page, London Robeson, J.F. and Copacino, W.C. (1994), The Logistics Handbook, The Free Press Mangan, J., Lalwani, C., and Butcher, T. (2008). Global Logistics and Supply Chain Management, John Wiley & Sons, Hoboken, New Jersey. A.A. Thatte (2007), “Competitive advantage of a Firm Through Supply Chain Responsiveness and Supply Chain Management Practices”, Published PhD Dissertation. University of Toledo. Ashish A. Thatte. (2007), “Competitive Advantage of a Firm through Supply Chain Responsiveness and SCM Practices” Published, PhD Dissertation. The University of Toledo. Ballou, R. H., Gilbert, S. M., & Mukherjee, A. (2000). New managerial challenges from supply chain opportunities. Industrial Marketing Management, 29, 7-18. Bommer, M., O‟Neil, B. and Treat, S. (2001), “Strategic Assessment of the Supply Chain Interface: a Beverage Industry Case Study”, International Journal of Physical Distribution and Logistics Management, 31(1), pp.1125. Bowersox, D.J. and Closs, D.J. (1996), Logistical Management: The Integrated Supply Chain Process, McGraw-Hill. Chen, I. J. and Paulraj, A. (2004), “Towards A Theory of Supply Chain Management: The Constructs and Measurements”, Journal of Operations Management, 22(2), pp. 119- 50.

ANNEXURE

DEMOGRAPHIC: 1. Age: a) 20-30 b) 30-40 c) 40-50 d) above 50

2. Gender A) Male B) Female 3. Educational Qualification: a) Graduate b) Post Graduate c) ITI d) Diploma 4. Designation: CSR, T.L, DEPUTY MANAGERS, REGIONAL MANAGERS, QUALITY and SAFETY MANAGERS, DIRECTOR 5. Income: a) Below10,000 b) 10,000-20,000 c) Above 20,000.

QUESTIONS: 1) Nature of businesses, history of operations? ANS: 2) What is your timeline for outsourcing? ANS: 3) Bonded warehouse required? ANS: 4) Does your cargo need air conditioning? ANS: 5) Do you require 7daysx24 hours operations? ANS: 6) Size and weight of the pallets and cartons? ANS: 7) Security level? ANS: 8) Do you have warehouses with stock of different plants? ANS; 9) Are pallets managed in the system with a unique number? ANS:

10) Are materials posted to quality inspection after goods receipt, or are they in unrestricted-use stock? ANS: 11) Can goods be issued directly from the goods receipt area? ANS: 12) What kind of form (printout) are you taking for stock putaways (GR slip, transfer order form, sticker, etc.)? ANS: 13) How do you manage your supply chain? 1

Close partnership with suppliers

2

Close partnership with customers

3

JIT supply

4

e-procurement

5

EDI

6

Outsourcing

7

Subcontracting

8

3PL

9

Plan strategically

10

Supply Chain Benchmarking Vertical integration Few suppliers

11 12 13 14 15

Many suppliers Holding safety stock Use of external consultants

14143 of the following you think that your company needs to do in order 14) Which to manage its supply chain better? Tick all that apply. Improve Close partnership with suppliers

Start Implementing

Satisfied already

Not appropriat e

Close partnership with customers JIT supply e-procurement EDI Outsourcing Subcontracting 3PL Plan strategically Supply Chain Benchmarking Vertical integration Few suppliers Many suppliers Holding safety stock

15) Does your company have a separate logistics department?

YES

NO

16) How satisfied are you with the current public policy regarding SCM and IT? Not at all 1

17)

Somewhat 2

Satisfied 3

Quite satisfied 4

Very satisfied 5

a.b.