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99 Speedmart Report Muhammad
99 Speedmart Report Muhammad
at
99 SPEED MART SDN BHD
MUHAMMAD BIN ISMAIL
2013498136
DECEMBER 2015
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III
ACKNOWLEDGEMENTS
dedicated involvement in every step throughout the process, this research would have never
been accomplished. I would like to thank them for their support and understanding
throughout my industrial training journey.
Most importantly, none of this could have happened without the support of family. To my
parents, it would be an understatement to say that, as a family, we have experienced some
ups and downs in the past three years of my undergraduate study, in fact often times I was
ready to quit, but you did not let me and I am forever grateful. This dissertation stands as a
testament to your unconditional love and encouragement.
.
.Date: 1/1/2016
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TABLE OF CONTENTS
Page
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v
ACKNOWLEDGEMENTS
TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION
1.1
1.2
Background of Organization
1.3
CHAPTER 2: ASSIGNMENTS
2.1
2.2
2.1.2 Implementation
2.2.2 Implementation
CHAPTER 1
INTRODUCTION
1.1
1.2
Background of Organization
99 Speedmart was founded by Mr Lee Thia Was and one of the rapidly growing
chain of refreshing 'new and improved' mini-markets that meets consumers' needs for
groceries, offering unsurpassed value and absolute convenience.
Mission
" Our goal is to fulfill customer's needs by supplying various types of daily use
products with reasonable price."
Vision
" We strive to provide customers an 'ideal shopping environment' that incorporates
with the elements of time and money saving. Therefore, our slogan is NEAR' n
SAVE."
Overview
To keep up with our image as one of the market leaders in grocery markets of
Malaysia, we aim to continue the concept-oriented mini market associated with
3500+/- types of daily use products to all customers.
We are able to achieve optimum economies of scale via bulk purchases of goods by
leveraging on a large chain supported by 3 fully-integrated distribution centres
working in synergy with an advance logistic system, thereby achieving increased
efficiency and reduced costs.
Together with our passionate teams, 99 Speedmart has from a grocery store in 1987
grown to open more than 440 branches by July 2013. We are looking forward
growing even bigger and serving our customers better as everyone's favorite
neighbourhood mini-market.
Our company logo represents the shopping environment in 99, completes with trolley
and doing our best to achieve 99 marks.
SPEEDMART portrays a fast, easy & convenient store that focuses on quality and
speedy customer service as well as cleanliness, tidiness and safety.
1.3
The department that I was attached to was a branch operation department where I
become management trainee at Ara Ampang 99 Speedmarts outlet. During my
training I have learned and done several tasks such as;
a. managing the outlet,
b. managing the staff,
c. doing managers paperwork,
d. receiving goods from direct supplier and goods from warehouse,
e. returning goods to direct supplier and warehouse.
CHAPTER 2
ASSIGNMENTS
2.1
Task 1
Receive goods from warehouse.
2.1.1
Introduction
Every week, there will be 3 lorry trips coming to the outlet (99 speedmart
shop) to send goods from the warehouse which are Tuesday, Thursday and
Saturday. On these days, before the lorry arrived at our outlet, a staff from
the warehouse which is warehouse 3 Balakong Jaya will notify us through
phone about the lorry trip so that we could arrange a convenient parking area
to make sure unloading of goods is done smoothly. When lorry arrives, the
driver will give an invoice to the manager and the manager will check the
cable tights number at the lorrys door with the invoice serial number to
make sure that the contain of the lorry is indeed for our outlet. If it is the
same serial number the manager will then cut the cable tight and open the
door. There are two cable tights that needed to be checked. The cable tights
that have been cut will be put inside a particular recycle bag and sent back to
the warehouse by the same lorry. The bag also contain invoices from direct
suppliers, bills and reports.
manager. Unloading of goods from the warehouse can be done in two ways,
it can be done either manually or by using roll cages.
For manually, the manager needs to check all the goods in the invoice before
goods is unloaded. After unloading all the goods, the driver will then unload
the green box which contained premium items, followed by green basket
which contained loose items and black basket which is vegetables. After
checking on all the goods is complete, the manager will then write d/o if
there is any adjustment needed to be done on the invoice before sending it
back to the warehouse. In the adjustment, the manager needs to write the
invoice number and code item that has adjustment. The d/o adjustment also
needs to be put inside the particular recycle bag. An outlet is only given one
hour to unload goods manually.
For roll cages, the procedure is still the same as the one done manually but
the warehouse give 24 hours to check the goods. If it has adjustment,
manager can fax the d/o adjustment within 24 hours after receiving the
goods. It is because the goods is in the roll cages and it is a little harder to
check as compared to the one done manually. The manager needs to return
empty roll cages to the warehouse and to make sure that the number of roll
cages returned is the same as the number of cages unloaded. Warehouse only
give half an hour time to unload roll cages.
A lorry is not always for one outlet only, it can be shared with another outlet.
In case of shared lorry, the manager in the first outlet, after receiving goods
is complete, will close the lorry and seal it back with new cable tight for the
next outlet.
2.1.2
Implementation
After learning and doing the tasks, I believe I have the knowledge to
implement the procedure when I am assigned to a job which requires me to
handle the process of receiving or delivering products. I now understand the
importance of check list and recording the items involved. It is also crucial to
get the necessary information about the products I am handling to avoid
inconvenience and error when dealing with stock checking and ordering.
I have also learn how critical it is to manage the time given especially when
you have limited time to implement certain task and when extra second could
cost the company. Quick and efficient without compromising the quality and
meticulousness in doing the work in hand is the key ingredients to a success
performance.
2.1.3
2.2
Task 2
Return goods to warehouse
2.2.1
Implementation
Returning goods to the warehouse also following a standard procedure. An
outlet can only return goods once a week accept for vegetables. Vegetables
can be returned every lorry trip. There are three categories of goods that can
be returned to the warehouse, they are either damage, expire or with
approval. Items that allowed to be returned to the warehouse are not more
than six boxes of vegetables or eggs, and not more than 4 boxes of processed
food or nonfood items. Goods to be returned will be scan by using handheld
scanner to record the data. Each box has its reference number and we can see
it at the handheld. For damage goods, we can scan goods until the box is full
and not too heavy. Each goods must be packed in a plastic so that the person
in charge at the warehouse can easily separate the goods. For expired goods,
a box can only contain 5 types of goods but not required to pack it separately
in plastics. Other than damaged or expired goods, other goods to be returned
have to have the approval notice from area manager.
After scanning, packing and putting in boxes are done, the boxes have to be
sealed and the name of outlet where the goods come from, outlet code, date
of scan, date return, reference number and remark are to be written on the
each box. The manager have to put the scanning record slip or receipt on the
boxes for the lorry driver to sign. All returning goods have to be scan one
day before the lorry trip.
2.2.2
CHAPTER 3
CONCLUSION AND RECOMMENDATIONS
3.1
3.2