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Project On SAFEXPRESS. WAREHOUSING AND SUPPLY CHAIN MANAGEMENT
Project On SAFEXPRESS. WAREHOUSING AND SUPPLY CHAIN MANAGEMENT
Project On SAFEXPRESS. WAREHOUSING AND SUPPLY CHAIN MANAGEMENT
SUBMITTED TO:
UNIVERSITY OF PUNE
SUBMITTED BY:
RAKESH GAUR
PGDMLM
(2008-2009)
SINHGAD INSTITUTE OF
BUSINESS ADMINISTRAION
AND COMPUTER APPLICATION
ACKNOWLEDGEMENT
Thanking is formality and sometimes a necessity, nevertheless an
essential part of any project report. The list of expression of thanks no matter how
extrusive is always incomplete and inadequate. This acknowledgement is no exception.
One of the best parts of writing a project report is the opportunity to thank those who
have contributed to it. This project report has been made possible through direct and
indirect
Co-operation of various people. I specially with to acknowledge the following people
who reviewed the project. Thank for the most perspective and helpful comments.
I sincerely thank to Prof. R.R.Jaware for his support and valuable guidance in reviewing
the project form time. I also express my gratitude to Prof. H.D.Thorat for his precious
help during the entire course.
RAKESH GAUR
PERFACE
2
Winter training is an integral part of our academic curriculum. During the
training, a student gets an opportunity to understand the practical aspect of
theory. Training makes the concept clearer.
This project report is the outcome of the training that I have undergone at
SAFXPRESS PVT. LTD. for the partial fulfillment of Post graduate
Diploma in Foreign Trade.
TABELS OF CONTENTS:-
4 Warehousing 38
5 FQAs 45
6 Conclusion 52
7 Bibliography 54
CHAPTER-1
INTRODUCTION
➢Company Profile
➢Types of Business
➢Safexpress Services
➢Future Expansion
4
➢Company’s Turnover &
Achievements
5
Company Profile
6
Safexpress works and carries on the philosophy of 'Custodians First Carriers
Later’. We sincerely abide by our corporate philosophy on the subject.
Safexpress has an all risks cover - Carrier’s Risk offer, which unburdens the
customer of his worries of losses in transit. On minimal extra charge of Risk
Charges, we cover your valuable shipment against all sorts of transit losses
including fire, flood, damage, accident, shortage, etc.
The Latest of the material handling equipment are used at Safexpress' hubs
to ensure safety and remove Laxity from material handling. Equipment
including hydraulic hand pallet trucks, dock levelers, trolleys, fork lifts’
multilevel pallet stackers are used by Safexpress. Chain Pulleys and Cranes
handle consignments which are not possible by smaller equipments to
manoeuvre.
It might not be out of place to mention here all the hubs of Safexpress are on
platform level height. Any Logistician will understand and appreciate the
essentiality and importance platform level warehouses have for material
handling.
7
Pawan Jain
Chairman and Managing Director
Safexpress
Anil Sayal
General Manager
Safexpress
After one year i.e in 1996 Safexpress opens super hubs at Delhi, Mumbai and
Bangalore.
Next year Safexpress launches Integrated Logistics Services. Our first ILS client is
NIIT, the first international ILS account is signed with Hilti from Europe. Spurred
on by a surging domestic economy, Safexpress extends its fleet to 250 and number of
stations to 290. Safexpress Private Limited emerges as an independent entity
8
Then in 1998 Safeair and Safebox are launched, setting a new standard in value
added cargo services.All hubs are connected through web-based software. In 1999
Having grown by over 300%in 4 years without compromising quality, Safexpress is
awarded the Golden Peacock Award for quality and innovation in Logistics
Management.
In 2000 Pilot run for GPS starts on 28 routes. Also Safexpress reaches the 350-
destinations mark and the fleet crosses 1400. Again 2001 Safexpress upgrades and
launches a whole lot of features on www.safexpress.com including ePod, Virtual
Cargo and Privileged Member.
In the year 2002,2003 Safexpress was declared India's "Largest Logistics Service
Provider" by Limca Book of Records. In 2005 Safexpress bags the MICO:Power of
We Award for excellent service in logistics. In the same year Safexpress fleet crosses
3000 mark.
Next year in 2006 Safexpress was awarded by ADC Krone for providing best
logistics services and in same year Safexpress bags prestigious RAI's (Retailers
Association of India) Award for Best Logistics Service Provider.
HISTORY
1995 Safexpress launches as a door-to-door service with 4 routes, 9 offices, 12
container mounted vehicles and 20 employees.
Safexpress' door-to-door services include niche products like DoD and
To-Pay freight.
1997 Safexpress launches Integrated Logistics Services. Our first ILS client is
9
NIIT, the first international ILS account is signed with Hilti from
Europe.
Spurred on by a surging domestic economy, Safexpress extends its
Fleet to 250 and number of stations to 290.
1998 Safeair and Safebox are launched, setting a new standard in value
added cargo services.
All hubs are connected through web-based software.
10
2004 Safexpress inaugurated its 500th scheduled delivery location
Safexpress bags the Franchise Awards04 for excellence in
Team Work.
MISSION
We shall adopt and internalise a work culture which demonstrates a
"we can we will" attitude to reflect in our daily responsibilities so
as to far exceed our objectives, consistently striving towards
market dominance. We will create historical landmarks forming a
strong edifice for the future overcoming all obstacles pro-actively
as our personal responsibility and commitment to create delight for
the customer with impeccable personalised services.
VISION
To be a conscious learning organisation maintaining flexibility for
change so as to provide the most customised solutions. Striving
11
towards global market share whilst maintaining dominance in the
domestic market through good hr practice and excellent customer
service.
QUALITY
“A quality service relies upon constant customer interaction and
feedback. An immediate response to the changing environment
with pre-defined business processes managed effectively and
efficientlylead to the highest output from the lowest input and this
is the strongest measure of quality. The best certification of a
quality organisation is the measurement of the scale of the smile on
the customers face”
STRENGTHS
• Over 550 destinations, spread across 28 states & 7 union territories.
• More than 1000 routes, linked through 41 super hubs & hubs.
12
TYPE OF BUSINESS
Indian Economic Scenario today marks the emergence of total chaotic market with
lot of competitors, piling stock of products, lowering margins, taxation changes and
more. In the present situation what is needed to see the blue?
The ‘way to higher profits’ comes from streamlining the channels and outsourcing
the segment of business which is not the core focus or expertise of the company.
One such fragment of business model is Supply Chain. Being a medium of linking
product to market, a robust model of supply chain management ensures a better
‘TAT’ (turn around time), low inventory holding cost and less of damages.
Over the time discipline of business logistics has advanced from the warehouse and
transportation dock to the boardroom of leading Global Enterprises.
Supply Chain has to be viewed not only as material and information pipeline but as
integration of logistics with the human factors that need more attention to be paid to
understanding, creating and managing demand more effectively.
Safexpress works on the Value Chain concept using a framework for examining
linkages between suppliers, producers, buyers, intermediaries and end users.
Safexpress, India’s leading logistics company offers Integrated Logistics
Management, Express, Air, Multi-modal, Door-to-Door, time definite delivery and
consultancy services. The company also offers e-logistics and customized solutions
for e-business.
13
SAFEXPRESS SERVICES
➢ EXPRESS
➢ DRAFT-ON-DELIVERY
Draft on delivery is an unparalleled value-added service wherein the seller can dispatch
goods through Safexpress to the buyer and be assured that the delivery would take place
only when the draft has been collected.
In the Safexpress DOD system pre-alerts are sent to the consignee to allow reasonable
time for the draft to be made, thus meeting the desired objective of express transit with
the amount ready for collection.
14
“The company would redeem the value of the loss in the uneventful case of any shortage
or damage to the consignment whilst in the custody of Safexpress, subject to the risk
charge having been paid by the sender or the recipient as per the company policy. The
amount corresponding to the loss as declared would be paid by the company to the sender
or the receipent as required without waiting for any request for the same.”
➢ SAFEBOX
The safebox comes in two convenient sizes of 17” x 17” x 12” and 16” x 12” x 9” easily
accomodating upto 20 & 10 kgs respectively of your cargo. The robust design is further
reinforced with internal insulation for safety of your cargo. So you save on packaging
cost and for a nominal amount it is ready for delivery with an auto insurance upto rs.
5000 absolutely free of cost.
➢ SAFEAIR
To ensure that time sensitive cargo reaches the destination through a faster mode
meeting all your requirements for the time definite deliveries. Safeair connects your cargo
through airlines, atos and uses the services for morning and evening flights to provide a
wide variety of connectivety to suit different market cutoffs.
➢ ILM
Safexpress works on the value chain concept using a framework for examining linkages
between suppliers, producers, buyers, intermediaries & end users.
Safexpress ensures the success of the entire chain, marrying local knowhow with the best
global practices, technology & perspective
➢ CONSULTING
Safexpress offers value added services beyond physical operations in the form of
logistics consultancy covering a wide spectrum of the Indian economy.
15
The company plays a pivotal role in guiding diverse market segments on existing and
recommended logistics models with various simulation modules to map transactions
using historical data and providing befitting supply chain solutions.
documents required
2 Copies of Consignor's Invoice with ST & CST No. Printed
octroi applicability
NO
by Express mode
Thursday, September 11, 2008
by Safeair mode
Monday, September 08, 2008
16
FUTURE EXPANSION
Logistics services provider Safexpress plans to invest Rs 800-1,000 crore (Rs 8-10
billion) in five years to expand its operations on the back of the boom in manufacturing
and retail activities in the country.
As a result of the expansion, the company's turnover is likely to touch Rs 1,000 crore (Rs
10 billion) by 2010.
The company expects to fund its expansion through internal accruals and debt as it claims
to have strong bottomline and cash reserves. The privately-held Safexpress has been
growing at 35 per cent and posted a turnover of Rs 450 crore (Rs 4.5 billion) in 2006-07.
The company expects similar growth this year as well, Pawan Jain, chairman and
managing director, told reporters at the CII Logistics 2007 summit in Chennai.
Safexpress intends to set up logistics parks comprising warehouses, vendor management
services, raw material management and finished products storages at 32 locations across
the country.
Each park will come up on an area of 25-30 acres. A group company, which is into the
realty business, has already completed around 70 per cent of the land acquisition.
The company is also establishing a 3 lakh sq ft logistics park near Chennai at an
investment of Rs 35 crore (Rs 350 million). It already operates a 80,000 sq ft warehouse
in Chennai.
Through the expansion programme, the warehousing capacity of the company will grow
to 10 million sq ft in the next three years from the current 3 million sq ft.
The company was planning to strengthen its presence in the air cargo segment by taking
three Boeing-737 cargo aircraft on lease. These would cover five cities in the country by
the next financial year, according to Jain. Safexpress has also placed an order for 380
trucks to add to its current fleet of 3,000 vehicles.
The company doesn't own the vehicles, but hires them through its network of 59 vendors.
17
HEALTHCARE SEGMENT is one of Safexpress's special focus area which
contributes 16 percent of the revenue. With more than than 100 percent customer
retention rate Safexpress has always given due importance to the demands of their
customers. Aiming at expansion, they are investing heavily in infrastructure development
and will soon be coming up with 32 logistics parks and will be adding seven million
square feet of warehousing capacity. The investment is planned for a total of Rs 1000
crore in infrastructural development in the next three years. Pawan Jain, Chairman and
Managing Director, Safexpress, says, "We have plans for expanding our specialised
logistics product range. This range would be specifically designed for the healthcare
industry after thoroughly analysing its needs. Apart from offering our multi-modal
services, we will be providing single window solutions and, along with managing the
logistics channel end-to-end from distribution channels to pharmacy or patient level. We
would be offering specialised logistics solutions to the rural healthcare, customised
pharma and cold warehouses pan-India, packaging solutions, implementing bar-coding to
prevent spurious drugs and offering solutions as per regulatory norms like GDP, US
FDA, MHRA and GCCDP."
With a view to provide customised logistics services for booming retail industry
Safexpress also sponsored the ninth Marketing and Retail Conclave. The conference saw
the presence of leading retail players from all across the world. Vineet Kanujia, General
Manager Marketing, Safexpress said, "The idea behind sponsoring this conclave was to
bring the retail and logistics industries closer. Safexpress has been at the helm in
harnessing and synergising the needs of the retail industry for the growth of the economy.
We have successfully managed to gather the required inputs and the coming period will
see us roll out these plans."
TURNOVER
18
The company hopes to double its turnover to Rs 1,000 crore by 2010, he told reporters on
the sidelines of CII Logistics 2007. The privately-held company has been growing at 35
per cent and posted a turnover of Rs 600 crore in 2007-08. It expects a similar growth this
year, Mr Jain said.
In three years, Safexpress will add 7 million sq ft of space to its existing 3 million sq ft. It
will set up logistics parks comprising warehouses, vendor management, raw material
management, finished products storages, and also distribute consignments. These parks
will come up in 32 locations across the country, he said.
EMPLOYEES TURNOVER
At present there are 2500 employees in safexpress but they are planning to expand there
number of employees in future.
ACHIVEMENTS
19
Mumbai, September 4, 2008: ‘Logistics Guru’ and CMD, Safexpress, Mr. Pawan Jain
was conferred with the ‘Bharat Gaurav Puraskar’ for the ‘Best Business Leader’ by the
Institute of Economic Studies (IES) this week. His entrepreneurship venture, Safexpress
Pvt. Ltd. which has grown into one of the leading logistics and supply chain management
companies in India was also awarded the ‘International Business Excellence Award’ for
the ‘Best Business Enterprise’ at the same platform organised at Hotel Grand Sukhumvit
By Sofitel at Bangkok, Thailand.
On this grand occasion, ‘Logistics Guru’, Mr. Pawan Jain, CMD, Safexpress said “Both
these prestigious awards mean a lot to us. It is indeed a proud moment for everyone
associated with Brand Safexpress. We are happy that our relentless efforts have been
recognized in the industry. We have always ensured quality, security and timely services
and promise to continue in delivering the best. We are humbled by this adulation.”
This award ceremony was a platform for honoring Indian entrepreneurs and enterprises,
who have been consistently demonstrating Business Excellence as per International
standards.
IES is the most esteemed economic institution of the country. It seeks to provide expert
advice on the various facets of Indian economy by way of in-depth study and research.
IES has been actively involved in providing information to its members on the critical
developments taking place on the various economic fronts. In present day, it has come to
epitomize excellence in economic sphere.
20
About Safexpress- Safexpress is India’s No. 1 Supply Chain and Logistics Company. The
company offers the best and the most innovative solutions for all SCM and Logistics
requirements. Their services are totally customized as per the demand of different
segments of the business industry. Courtesy their wide range of quality services,
Safexpress has set a benchmark in SCM standards and redefined the functioning of
Indian Logistics Industry. Growing at a phenomenal rate of over 30 % in the last couple
of years, Safexpress achieved an annual turnover of Rs. 500 crores in the FY 2006-07.
The company is targeting a turnover of Rs. 1000 crores by the year 2010.
CHAPTER-2
➢ Meaning
➢ Components of Supply Chain Management
21
➢ Supply Chain Management: Robert B.
Handfield
➢ System of Supply Chain Management
➢ Processes of Supply Chain management
22
SUPPLY CHAIN MANAGEMENT
Since, the beginning of the 1990s, there has been a paradigm change in the
business scenario, mainly due to the liberalization policy of various
economies all over the world, and revolutionary innovation in the field of
science and technology.
Particularly, information technology and communication infrastructure has
resulted into a continuous acceleration in the magnitude competition. To
sustain themselves in such an erratic environment, firms need to have door
competency and productivity. That is why firms are perceived to have more
systemized activities related to movement and storage of goods so as to
make them available at a short noticed with the lower inventory level. For
instance, Godrej locks – a division of Godrej & Boyce Company – has to
reduce its order to delivery cycle from there weeks to only three days.
Computers giant Hewett Packard has cut the duration of its cycle to deliver
to customers in India from the us by one third, from 37 days, to 10 days.
All this happened because of higher and systematic. Supply Chain
Management the new and more Indian companies are jumping onto supply
chain management bandwagons for the completive edge.
DEFI
NITION
23
Supply Chain Management is the
process of planning implementing, and
controlling the operations of the supply
chain as efficiently as possible. Supply
Chain Management spans all movement
and storage of raw materials, work-in-
process inventory, and finished goods from
point-of-origin to point-of-consumption.
24
Source: Introduction to Supply Chain Management by Robert B. Handfield, Ernest.
25
➢ Suppliers: Manufactures interact with suppliers to make sure that they have all
the available materials for manufacturing. Raw material orders placed with
suppliers are more precisely determined as they are based on production schedule.
But the question arises is the production schedule reflective of the correct demand?
Manufacturers works in close coordination with suppliers in order to reduce high
inventories. Just in time is one such technique, which manufacturers use to achieve
this objective.
26
COMPONENTS OF SUPPLY CHAIN
MANAGEMENT
➢ Customer-Supply Synchronization.
Integrate SCM with marketing, sales and customer
management and you’ll see high availability and low costs
that can increase sales and eliminate rush shipments and
back-orders.
27
A SYSTEM OF SUPPLY CHAIN MANAGEMENT
Goals of SCM.
To increase sales
28
Business Processes – Business processes of
supply chain includes supply chain planning,
execution and collaboration and operational
control.
29
utilize sophisticated mathematical models for predicating future demand from
historical data.
➢ Procurement - Thisis the process of choosing the suppliers that will deliver the
goods and services you need to manufacture or assembly your products or create
your services. It involves price negotiation, receiving, and verifying the
shipments.
➢ Return - Return and refund are important parts and also the problem pats of
supply chain management.
CHAPTER-3
30
CASE STUDY
DABBAWALAS OF MUMBAI
31
CASE STUDY
The ubiquitous Dabbawalas also known as tiffinwalas who provide a lunch delivery
service in Mumbai have been in the business over 115 years. Their mode of operations
have been studied by global management gurus and business schools. In 1988, Forbes
magazine conducted a study and rated them a Sigma 6 organization i.e. a 99,9999 per
cent correctness – which means if the organization delivers six million tiffins, it will not
misplace more than one or just one tiffin in six million transactions.
Considering the unique achievement of Dabbawalas in the field their operations, this
study has been undertaken to access their group efforts and managerial efficiency. The
main objectives of this subject are :
1) To examine how the Dabbawalas operate;
2) To study howDabbawalas of Mumbai perform an amazing role in procurement
and distribution of tiffins to their clients from which one can learn many critical
issues of supply chain, distribution and logistics management. This subject mainly
dwells on the examination of their operations and achievement of almost zero-
fault performance including their problems and prospects in this changing
environment of their business, they work as a team to achieve a common goal
with a cent percent accuracy, and
3) To explore the problems and prospects of the Dabbawalas’s services in the light of
changing environment.
The origin of the Dabbawala’s lunch delivery services dates back to the year 1890.
Mahadeo Havaji Bacche, a migrant from Pune district ( North Maharastra ) started this
lunch delivery service. At that time, eople came from different states and form different
communities migrated to Mumbai for work. At working place there were no canteens or
fast food centres and they did not bring their lunch from home. Besides, different
communities had different food habits, tastes and preferences which could only be
satisfied by a home made meal. Recognizing the need, Mahadeo started this lunch
delivery service.
32
In this business, Mahadeo recruited young men from the villages neighbouring Mumbai
(generally Pune district and adjoining areas ), who had no formal education or technical
efficiency to get work in the city. There were 100 Dabbawalas increased. In 1950,
Dabbawalas were delivering 1,00,000 lunches per day. After the death of Mahadeo they
became organized in 1954 and formed Nutan Mumbai Tiffin Box Suppliers Charity Trust.
The trust had branch offices in different parts of the Mumbai sucha s Chembur, Dadar,
Ghatkopar etc. In 2005, 5000 Dabbawalas are delivering around 2,00,000 lunches per day.
Levels of Management:
The trust is a co-operative body having three levels of management, viz.
1) The Governing Council, its President, Secretary – Top level,
2) Mukabams ( Team leaders or supervision ) – Middle level,
3) Dubbawalas – Lower level.
The Governing Council ( also called as Panch Committee ) holds meetings on the
15th day of every month. Mukadams and Dabbawalas are entitled to attend the
meetings. At these meetings, Dabbawalas discussed their problems and business
policies. The trust collected Rs. 15 p.m. for each member to maintain a welfare
fund. The trust provides various services to its members, including loan facilities
for emergencies, educations expenses for children, health care etc. from this
welfare fund. The Dabbawalas are organized in supervise to sorting Dabbas ( tiffin
box ), to keep records of payment, to settle disputes, to seach new customers and
train new Daddawalas. Each goup is financially independent but work together in
the delivery process. Each gouup serves its own customers without hampering the
interests of other. Now the Dabbawalas are charging cutomers Rs. 250 to Rs. 300
p.m. for their services. Total monthly collection is shared equally among the
members of the goup. Each Dabbawala receives Rs. 5,000 to Rs. 6,000 after
meeting all expenses like railway monthly ticket, rent for handcarts, crates etc.
Newcomers who want to become Dabbawala are initially hired on a salary, after
evaluating their performance they are offered membership (shareholders) of the
trust and assigned to one of the groups. Each Dabbawala is guaranteed to receive a
monthly income and employment for life. As there is no retirement age, he may
work as long as he is physically fit. To become profit sharing member of the trust,
new Dabbawalas needs to pay a certain amount to the trust. This was Rs. 30,000 in
2003.
33
This service is available in every working day and whenever the local trains run in
Mumbai & Suburban because it is their primary mode of transportation. The
Dabbawalas deliver home-cooked meals to individuals (irrespective of their caste,
creed or religion) at their working places (offices/factories) and return empty
boxes to customer’s houses or caterers. Every customer who avails himself the
service is given a aluminum container (called Dabba-contains 2 or 3 containers,
often carrying rice, chapattis, curry and salad) with appropriate code painted on
the lid. The Dabbas are changed hands at least four or five timers before they
reach their destinations during the delivery process. The process runs as follows:
A Dabbawala picks up the tiffin box with cooked food from a house or caterer
early morning (generally between 8:30 a.m. and 10:30 a.m.), then transports it by
cycle or handcart to the nearest railway station. Then he hands it over to a
Mukadam who sorts it and arranges them in crates or trays, according to the
destination. Another Dabbawala then transports it in the suburban train vendor
compartment to the railway station nearest to its destination where another picks it
up and delivers it to the ultimate recipient by 12:30 p.m. After lunch, the Dabbas
are picked up and return to the customer’s house or caterer in a reverse operation.
The food and the Dabba both belong to the customer. Even housewives
occasionally send messages to their husbands in these Dabbas. This delivery
system has been compared to a relay race.
The Dabbawalas have developed their unique coding system. The codes help each
Dabbawala to identify and fulfill his responsibility. These codes are understood by
the Dabbawalas and no one else. The code is painted on the lid of the Dabba,
which indicates the originating address & station and the destination station &
address. Their coding system is very interesting. They use colours and code
markings to ensure faultless delivery. They use both alphabets and numbers to
identify Dabbawala, station, building and floor. For example, if the code on a
Dabba is “P-BO-10 15/A/11”, then P identifies the name of the Dabbawala,
BO indicates Borivili (area) where the Dabba has to be collected from,
10 represents the area, Nariman point, where the Dabba has to be delivered and
15/A/11 stands for 15th building, 11th floor.
According to their version, they use the cheap public transport system which is
advantageous to them. Several groups are involved in this service, but their team
work is unique and delivery almost flawless due to their effective co-ordination.
Even there is no mixing of vegetarian and non vegetarian Baddas on the same
34
bicycle. Raghunath Medge claimed “ We generally make one mistake in two
months. We can’t afford to make mistakes to often or else we will be out of
business. And our employees understand this reality very well so they are always
very caution.”
They have started advertising on Dabbas by putting stickers on them. This brings
in extra income. Mumbai Dabbawalas deliver mainly during day time. They are
not night bird. But India shifts to a 24 Hours X 7 Days work culture, the tiffin
boxes’s network would also work under the moon and stars.
Hard work and sincerity of Dabbawalas are the two main factors to reach such
levels of efficiency with such an untrained work force. They got six sigma rating
of highest operational efficiency without using any paper work or computer.
Thanks to their personal as well as group efficiency and dedication to their
vocation.
CHAPTER-4
36
WAREHOUSING
37
WAREHOUSING
Traditional warehousing has been declining since the last decades of the 20th century
with the gradual introduction of Just In Time (JIT) techniques designed to improve the
return on investment of a business by reducing in-process inventory. The JIT system
promotes the delivery of product directly from the factory to the retail merchant or from
parts manufacturers directly to a large scale factory such as an automobile assembly
plant, without the use of warehouses. However, with the gradual implementation of
offshore outsourcing and offshoring in about the same time period, the distance between
the manufacturer and the retailer (or the parts manufacturer and the industrial plant) grew
considerably in many domains, necessitating at least one warehouse per country or per
region in any typical supply chain for a given range of products.
38
Recent developments in marketing have also led to the development of warehouse-style
retail stores with extremely high ceilings where decorative shelving is replaced by tall
heavy duty industrial racks, with the items ready for sale being placed in the bottom parts
of the racks and the crated or palletized and wrapped inventory items being usually
placed in the top parts. In this way the same building is used both as a retail store and a
warehouse.
Modern warehouses are also used at large by exporters/manufacturers as a point of
developing retail outlets in a particular region or country. This concept reduces the end
cost of the product to the consumer and thus enhance the production sale ratio.
Warehousing is an age old concept which can be used as sharp tool by original
manufacturers to reach out directly to consumers leaving aside or bypassing importers or
any other middle agencies or person.
Internet impact
The internet has had an influence on warehouses too. Internet based stores do not require
physical points of selling. However, warehouses are still required to store the goods.
Since direct contact with customers means many small orders, this is a different situation
where stores would be ordering large numbers of goods. Simply said, warehouses change
from shipping large quantities of goods to shipping large numbers of small quantities of
goods.
Having a large and complex supply chain containing many warehouses may be costly.
Sometimes, it is beneficial to have one large warehouse per continent. This warehouse
should be located at a central point, where transport is available to all other destinations.
At these continental hubs, goods have to be customized for different countries. For
example, goods get a price ticket in the language of the country where it will go. Making
small adjustments to goods at a warehouse is called value added services.
• Industrial Shelving:
Including metal, steel, wire, and catwalk.
• Automated Storage and Retrieval System (ASRS):
Including vertical carousels, vertical lift modules, horizontal carousels, robotics,
mini loads, and compact 3D.
40
41
42
CHAPTER-5
FQAs
43
FQAs
➢ Why Safexpress?
Safexpress –India’s Leading Logistics Company is renowned for its domain expertise and
experienced manpower in the LSCM sector. Safexpress can best understand your Logistics and
distribution requirements and can offer the most suitable Logistics model and solution to you.
Safexpress has the largest network coverage across India traversing over 3,50,000 km. every
day covering over 550 locations through more than 750 routes operating 24 hours a day 365
days a year .
44
To view our entire bouquet of services in Logistics and Supply Chain, please go to our 'Services'
page. Here, you will find all our Services listed with complete explanations. For further queries or
more customised solution, Please mail us at safexpress@safexpress.com or call us toll free 1800
113 113.
➢ What is ILM?
Integrated Logistics Management is our 3PL Product that optimises your company’s supply chain.
First, we examine the linkages between your suppliers, producers, buyers, intermediaries and
end users in order to identify time and cost inefficiencies. Next, we deploy our unique mix of local
know-how, global practices and cutting-edge technology to provide integrated supply chain
solutions. These range from specific services such as warehouse management, statutory
compliance and invoicing - to an entire gamut of third party logistics services.
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For more details please call our toll free phone 1800 113 113 or mail us at
safexpress@safexpress.com
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Statutory obligations in India vary from state to state. For a check on obligations like documents,
form/permits, octroi /entry tax applicability - please visit our online logistics planning tool- Virtual
Cargo. By simply selecting your booking origin and destination along with the planned date of
despatch, it tells you all the obligations involved. For further clarity, please call us toll free 1800
113 113 and customer services desk will help you. You can also mail us at
safexpress@safexpress.com
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➢ What is Safexpress' cut off time for pick-ups?
Cut off time for pick-ups vary from origin to origin depending on connections. Please check with
our customer services officer at the origin station for exact cut off time for pick up and he/she will
confirm it to you. Our toll free number is 1800 113 113.
CHAPTER-6
CONCLUSION
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CONCLUSION
Today we are essentially operating in a global market. In this era of crumbling
economic barriers, the customer reigns supreme. The successful enterprises in this
fiercely competitive economy are those which are able to ensure a high level of
customer satisfaction and at a considerably low cost. The focus today is not on meeting
the customer’s expectations, but on exceeding them. The strategic role of logistics and
supply chain management in this regard becomes vital.
To achieve the objectives of logistic and supply chain management, it is essential to have
a well-defined organizational structure that supports the corporate mission and improves
and influence logistics system performance. With the growing nature and scope of
logistics and supply chain management in the overall performance of the enterprise over
the years, there have been changes in the logistics organizational structure from being a
part of various functions like manufacturing, finance, and marketing to a core function.
At the same time, it is essential to take into consideration the various factors like the size
of organization, corporate structure and strategy, the role of logistics and supply chain
management in the overall value-addition activities, availability of IT infrastructural
resources, and environmental uncertainty.
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CHAPTER-7
BIBLIOGRAPHY
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BIBLIOGRAPHY
BROCHURE OF SAFEXPRESS
WEBSITES
www.logisticworld.com
www.safexpress.com
www.google.com
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