A PROJECT REPORT

ON

“MAIL MANAGEMENT AND DIRECT PORT DELIVERY”

Submitted by

Bhanu Pratap Singh

(Reg. No.1705304005)

in partial fulfillment for the award of the degree

of

MASTERS OF BUSINESS ADMINISTRATION

in

PORT AND SHIPPING MANAGEMENT

Under the supervision of

Dr. Yogamala H.L.

(Head of Department, School of Maritime Management)

INDIAN MARITIME UNIVERSITY (KOCHI)

South End Reclamation Area (Located on NH47- A), Near Alexander Parambithara Bridge,
Matsyapuri P.O., Willingdon Island, Kochi- 682029

1
 SCHOOL OF MARITIME MANAGEMENT

INDIAN MARITIME UNVERSITY

(A Central University, Government of India)

COCHIN CAMPUS

CERTIFICATE

This is to certify that this internship report entitled “DIRECT PORT

DELIVERY AND MAIL MANAGEMENT” submitted to The School of
Maritime Management, Indian Maritime University in partial fulfillment of the
requirement for the award of the degree, MBA in Port and Shipping
management is bonafide work of BHANU PRATAP SINGH (Reg. No.
1705304005) under my supervision. I Certify further that to the best of my
knowledge, the work reported herein does not form part of any other project or
dissertation on the basis of which a degree/diploma or award was conferred on
an earlier occasion on this or any other candidates.

Dr. Yogamala H. L.
(HOD, School of Maritime Management)

2
 DECLARATION

I hereby declare that the Project Report “MAIL MANAGEMENT

AND DIRECT PORT DELIVERY” is my own work to the best of

my knowledge and belief. It has not been submitted anywhere else by

me.

BHANU PRATAP SINGH

INDIAN MARITIME UNIVERSITY

3
 ACKNOWLEDGEMENT

I would like to thank Mr. Unni Nair, Manager, Import Documentation (PAN
India) of CMA-CGM for allowing me to undertake my summer internship this
prestigious organization. I would also like to thank Mr. Adarsh Madhavi, Senior
Executive, Import Documentation CMA-CGM for taking keen interest in my
internship training, providing me all necessary support and cooperation and also
giving his valuable input all the way through.

I would like to express my gratitude and cordial thanks to all the staff member
of CMA-CGM. The completion of this internship training is not just due to
efforts of one single person rather it bears the imprint of a number of person
who directly and indirectly helped me in completing the present study.

I would like to thank my guide Dr. Yogamala H.L. , Head of Department,

School of Maritime management, Indian Maritime University, Cochin Campus
and other Faculty of School of Maritime Management, Indian Maritime
University, Cochin Campus who gave me ample guidance and support
throughout the course of intership.

Bhanu Pratap Singh

4
 INDEX
Sr. Contents Page
No
1 Chapter-1
Introduction to Topic
About company
Company background
Corporate value
Objectives of the study and task undertaken during SIP
2 Chapter-2
Import Documentation

Identifying the import voyage

Create VVPC in ILOGIS

Pre-Discharge

Upload PML file in ILOGIS

PML Verification with k4k5

HBL Procedure

CFS Re-nomination Procedure

Console IGM Filing Procedure

DPD IGM filing Procedure

SEZ/FTWZ & Merchant haulage procedure

High Seas Sale agreement (HSS) procedure

BL data modification in ILOGIS

Assign Item Number
Generate IGM EDI file
Checking of IGM EDI file

Send IGM EDI

Time limit to submit Manifest to Customs
3 Chapter-3

5
 Report
Direct port delivery
Introduction
Chronology of DPD
Understanding of DPD
Standard Operating Procedure for PDP
Impact of DPD
Challenges in DPD
Conclusion
4 Chapter-4
Mail Management
Objective
Data Analysis
Procedure
Result

6
Chapter-1

7
 INTRODUCTION

This report is a short description of my two-month internship carried out

as compulsory component of the MBA program at Indian Maritime
University. The internship was carried out within the organization
CMA-CGM (Nheva Sheva) from 11th June, 2018 to 10th August, 2018.
At the beginning of the internship I formulated several learning goals,
which I wanted to achieve:

 to understand the functioning and working conditions of a

Corporate Organization,
 to see if this kind of work is a possibility for my future career;
 to use my gained skills and knowledge;
 to see what skills and knowledge I still need to work in a
professional environment;
 to learn about the supply chain management, service operations
and quality management in shipping industry.
 to enhance my communication skills.

This internship report contains my activities that have contributed to

achieve a number of my stated goals. In the following chapter a
description of the organization CMA CGM and the activities is given.
Finally, I had given a conclusion on the internship experience according
to my learning goals.

8
 ABOUT - CMA CGM

Founded in Marseille in 1978 by Jacques Saadé, the CMA CGM Group is a leading
worldwide shipping group.

Now headed by Rodolphe Saadé, from its base in Marseille, the CMA CGM Group is
present in more than 160 countries through its network of over 755 agencies,
with more than 30,000 employees worldwide (4,500 in France).
With a young and diversified fleet of 494 vessels, the CMA CGM Group serves over
420 of the world's 521 commercial ports. Through more than 200 shipping lines, the
company operates on every one of the world's seas. Its global presence and efficient
ships like the CMA CGM BOUGAINVILLE enabled the CMA CGM Group to transport
a volume of 18.95 million TEUs last year.
There are 2,400 staff members working at the Group's head office, the CMA CGM
Tower in Marseille. It is a building worthy of a major player in the French economy.
The Group has 6,300 French customers and CMA CGM is the largest private
employer in Marseille, the city where the company was founded in 1978.

Key Figures*

9
CMA CGM: subsidiaries and brands with targeted expertise
for personalized service:-
The CMA CGM Group operates all over the world and on every sea. In order to offer
personalized service, the company owns a portfolio of brands and subsidiaries that
complement one another and offers strong regional expertise:
 APL, based in Singapore
 ANL, in Oceania
 CNC, in the Intra-Asia market
 MacAndrews, in Europe
 Comanav, in North Africa
Other CMA CGM activities & subsidiaries are:-
 CMA Ships, for vessel fleet and crew management (maintenance, supplies,
shipbuilding projects, etc.);
 CMA Terminals & Terminal Link, for terminal construction, acquisition, and
operation around the world;
 CMA CGM LOG, for integrated global logistics solutions;
 intermodal transport solutions around the world.

Corporate Values:-
The CMA CGM Group's four fundamental values:

 Initiative: to dare, in order to progress

 Boldness: to embark on new ventures and go beyond its limits
 Imagination: to be the best at carrying out its profession
 Integrity: necessary to maintain its status in the long run

Objectives of the study and task undertaken during SIP

As an intern at CMA CGM, I had privilege to work on many interesting projects for
the organization and also had the exposure to the real time market. These projects are
very innovative and allowed me to apply my management knowledge and skillsets to
help the organization and its improvisation.

10
 Logistics

CMA CGM LOG is a CMA CGM subsidiary that offers logistics services for
international transport. The subsidiary creates custom solutions which
guarantee overall control and efficiency of logistics flows. The biggest names
in the industry put their trust in CMA CGM LOG for managing their logistics
chain.

CMA CGM LOG: a comprehensive range of international logistics services

With its international network, considerable expertise and great flexibility, CMA
CGM LOG meets its customers' needs by offering solutions geared toward the
optimization of costs and logistics flow.
As a solutions integrator, CMA CGM LOG offers services by the CMA CGM Group
and other logistics service providers.

Shipping solutions

CMA CGM LOG favours offerings from CMA CGM, the world's third largest container
shipping company with its many years of experience and the following advantages:
 a powerful and modern fleet with 494 vessels, to meet all needs;
 high performance transport with a capacity of 18.95 million TEUs;
 an international network: more than ports of call in 160 countries, over 755 agencies
and more than 30,000 employees.
CMA CGM LOG offers the services of other shipping companies in order to meet all
of the customers' needs.

Multimodal solutions

CMA CGM LOG offers multimodal transport solutions such as rail, barge, lorry,
and plane, and its privileged relationships with its partners allow the company to
provide the best services to customers.
It also allows CMA CGM LOG to manage varied logistics flows and remain the
customer's only contact.

11
Non-standard merchandise

CMA CGM LOG also manages all types of merchandises, such as dangerous,
regulated, and oversized goods, or that requiring specific secure transfer (reefer).
The process of transporting such merchandise is closely examined and managed
accordingly.

Extended logistics coverage

CMA CGM LOG also supplies the reception and storage of goods, the orders
preparation, takes care of customs and ships goods to production sites (or
hubs).

Know-how and tools to manage a complex logistics chain

In industrial projects, from parts management to regulated merchandise, CMA CGM

LOG provides its expertise concerning the design, operational management,
and continuous improvement of solutions as a whole.

12
Chapter-2

13
Import Documentation

Import General Manifest (IGM) & Advance List

Identifying the import voyage

 User to identify Import vessel call / voyage for the particular POD using DPS.
 User also should aware about the vessel schedule / DPS and its Import calls &
routing to collate information from all the respective POL & T/S ports.
 IGM work need to start well in advance in order to meet customs deadlines as 48
hrs for long haul (transit time is more than 3 days) vessels and 12 hrs for short haul
(transit time is less than 3 days) vessels.

Create VVPC in ILOGIS

There are 3 steps involved to create VVPC in ILOGIS as below

 Vessel: To register Vessel, update all required / mandatory details (marked in red
star) as per below screen shot. Save the data. This is one time registration in the
ILOGIS Vessel Master. However data can be modified as per requirement.

 Voyage: Voyage details needs to update for every incoming Vessel voyage

 Voyage Port: This option allows to update &create Vessel-Voyage-Port Call

(VVPC) details. By using this combination B/L data can be added or required
reports viz. IGM, IAL … etc. generated for a particular vessel / voyage.

Pre-Discharge

 Before proceeding for import documentation, status of all the LARA B/Ls must be
moved to 60 i.e. Import Pre Discharge must be done for all the containers / B/Ls
arriving on a particular Vessel / Voyage.
 Pre-discharge can be done even if BL is not at status 60
 Path: LARA >> Import >> Import – Management >> Call Closure Reconciliation

14
BL Lock

 BLs can be locked or unlocked in mass at Voyage level

Path: LARA >> Import >> Import – Reports >> Manifest parameters

 Single BL can be locked or unlocked as per requirement

Path: LARA >> Import >> Import – Management >> Documentation Screen

Generate k4k5 file

 K4K5 can be generated in txt file format for selected LARA Voyage & POD.
Path: LARA >> Import >> Import – EDI >> CUSCUR

Upload k4k5 file in ILOGIS

 K4K5 can be uploaded in the iLOGIS database through this option.

 It gives error report if any errors occur while uploading K4K5.
 Clean up those errors and again do the same procedure until clear report receive.
 BLs will show status as “Draft”

Upload PML file in ILOGIS

 Discharge PML file can be uploaded for a particular VVPC through this option, to
tally the containers with the B/L data available in the LARA for the same Vsl /
Voy.
Path: iLOGIS >> Transactions >> PML upload

PML Verification with k4k5

 After uploading K4K5 and discharge PML, both the files can be cross checked in
iLOGIS
Path: iLOGIS >> Transactions >> Verify BLs with PML
 Input required details in the fields and click “Verify B’sL with PML“ and then
“Finalize”

15
  BLs will be moved to status “Verified”

Obtain info from Customer

HBL Procedure
 Provide customer with HBL Procedure + HBL Excel format + Yearly Bond format
 Intimate forwarders to provide HBL data as per HBL procedure as and when their
Import shipments are arriving

CFS Re-nomination Procedure

 Provide customer with CFS Re-nomination procedure and formats as per their
request
 Obtain LOI (Consignee & CFS) + OBL along with CFS code in order to incorporate
info in to IGM IAL EDI

 CFS nomination procedure varies with POD as per the trade practice followed.
Detailed in POD wise exceptions sheet

Console IGM Filing Procedure

 Obtain Yearly bond from the Forwarder/NVOCC Agents along with Customs
Registration details to allow them with Console IGM filing facility upon their
request
 Intimation from customer must be receive 3-4 days prior vessel arrival
 Instruction for IGM User
 Refer Console file (available in Z drive)
 Request for console filing only be accepted from those Fowd/NVOCC whose
name is listed in this file.
 Ensure that containers are nominated to CFS as per console file instruction
only.

DPD IGM filing Procedure

 Obtain necessary documents (DPD LOI + copy of OBL) /mail as mentioned in
attached
 Customer should be properly registered with customs to avail DPD facility

 Instruction for User

 User to cross check Consignee names in coming vessel are available in list of
one time DPD Customers
 For other DPD customers check separate request for DPD declaration is
received through E-mail.
 Check LOI, Customs approval for DPD etc.
 For any doubt check with IGM in-charge.

16
SEZ/FTWZ & Merchant haulage procedure
Below is the Documents criteria/procedure basis IGM can be filed for the respective
SEZ location
 BL body should reflect in transit clause for SEZ/FTWZ/ICD location
 BL FPD field should be BLANK
 BL Consignee address must be located within respective SEZ/FTWZ unit/location
 Proper LOI as per CMA format must be received 3-4 days prior vessel arrival

High Seas Sale agreement (HSS) procedure

 At certain POD such as Mangalore & Chennai HSS customer request the HSS
details to be incorporated in the IGM
 However in such cases it is important that following documents are collected from
customer prior incorporating their details in IGM
 Original Bill of Lading duly endorsed by the MBL consignee along with
High seas buyer endorsement 3-4 days prior vessel arrival
 Buyer and seller high seas agreement
 User while filing IGM with customer will still be mentioning MBL consignee
name with the clause of on account of High seas buyer in IGM

BL data modification in ILOGIS

Import DOC team checks and modify data in iLOGIS as per below/customs EDI
requirement
 BL number should not exceed 20 characters and should not have any special
characters or space in between
 BL date should not be older than one year or future date. In order to have
smooth cargo clearance user should check if BL date is tallying with vessel
sailing from respective POL
 Rearrange consignee and notify details in order to fix the same within four
lines each of 35 characters at the max
 Consignee field should show the actual cargo receiver name instead off To
order shipper / Bank etc
 Cargo description trimmed to 250 characters and should reflect the actual
cargo name / category
 Assign respective CFS and DPD codes against MBL and HBL as per Consignee’s
request. (User to ensure proper LOI / OBLs is received as per SOP).

17
  Checking Gross Weight and Packages (package type and count) and tallying
the same against HBLs
 In case of ICD shipment – user to ensure proper carrier / bond / Mode of
movement is selected or inserted as per Intermodal advice.
 In case of SEZ or M/H shipment – user to ensure proper FPD & carrier / bond/
mode of movement is inserted as per Cnee’s requirement.
 Tagging of HBL documents with respective MBLs if same has not happened
automatically
 After editing rough IGM is extracted to cross check against MBL or HBL data
or customer requests
 For special cntr / Cargo user has to enter required additional details like – Ex -
SOC – click respective check box / Reefer cargo – insert proper temp with unit
/ Haz cargo – insert proper UN No & IMO Class / ODC – indicate OOG etc.

Assign Item Number

 Once that data is been checked and modified final item numbers can be reassigned
in order to generate final IGM EDI and same to be uploaded on Customs
ICEGATE system
 For CMA vessel, CMA allots Item numbers to all Partners whereas for other
Partner Vessel CMA obtains Item numbers from VOA

Generate IGM EDI file

 After assigning item numbers final EDI for a VVPC needs to be generated as
shown below

Checking of IGM EDI file

 We have separate location wise software where EDI IGM can be checked for the
errors and merge various EDI files into one EDI file
 General software (EDI Softlink)
 For Tuticorin – ALLIGAL
 For Cochin – VEEKAY

18
 Send IGM EDI
 For CMA CGM vessel, all co-loaders submit their EDI IGM files to CMA and we
check and merge it to file the IGM / IAL / EDI with customs and port terminals on
CMA CGM account.
 For partner vessels we need to forward our IGM & EDI data to the VOA & the
VOA is responsible for the filing of the IGM / EDI data with customs / port
authorities.

To agent at destination

 if sending agent and receiving agent are EDI equipped :

EDI transmission of B/L and freight data

+ by Express Courier / Mail attachment:

 Shipper Dangerous Goods Declarations, including EMS

 DG Cargo manifest issued by the POL agent
 Container List
 Reefer Cargoes: Cargo Manifest with Temperature Control

 if one of the agent is not EDI equipped :

by Express Courier / Mail attachment:

 Bills of Lading
 Freight Manifest
 Shipper Dangerous Goods Declarations, including EMS
 DG Cargo manifest issued by the POL agent
 Container List
 Reefer Cargoes: Cargo Manifest with Temperature Control

Time limit to submit Manifest to Customs

As per local regulation, submission of Import General Manifest (IGM) is based on

vessel transit time between Port of Loading and Port of discharge, hence they are
divided there as Long Haul Voyages / Short Haul Voyages.

 Long Haul Voyage :

If vessel takes more than 3 days from POL to POD, as per Customs regulation, M/F
has to be submitted
to Customs 48 hours before vessel arrival and thereafter any correction / addition of
B/L will be at the discretion of Customs authorities and will be subject to penalty. In

19
this case we require BS/L at least 5 days prior vessel arrival in order to meet above
requirement.

 Short Haul Voyage :

If vessel takes less than 3 days from POL to POD, as per Customs regulation, M/F
has to be submitted to Customs 10 hours before vessel arrival and thereafter any
correction/addition of B/L will be at the discretion of Customs authorities and will be
subject to penalty. In this case we require BS/L at least 48 hours prior vessel arrival in
order to meet above requirement.

20
Chapter-3

21
 Report

Direct Port Delivery

The Direct Port Delivery (DPD) initiative under ‘Ease of Doing Business’ has witnessed
steady growth in terms of proportion of total containers handled. In the month of November
2017, 34.7% of container cargo was cleared through DPD compared with 25- 27% during the
beginning of the year, indicating pick-up in DPD.

Under “Ease of doing business”, JNPT had issued Trade Notice in February 2016 to extend
the DPD facility to all Accredited Client Programme (ACP) Clients irrespective of their
monthly volume. This was done in order to extend the benefit of DPD to more importers to
reduce the handling cost/dwell time at JNPT.

It is expected that DPD would facilitate savings towards dwelling of boxes till clearance at
destined custom bound warehouses. An importer is assured clearance of cargo in less than 48
hours under DPD as against an average of seven days if routed through a CFS.

Additionally, delivery of containers at terminals is expected on a 24x7 basis which is not

possible on custom bounded warehouses. Hence improving dwelling time off goods and
additional cost savings are expected on account of reduction in handling, storage,
transportation and container detention charges.

This in turn will affect business of CFS (Container Freight Stations) as DPD allows
importers/consignees to take delivery of the containers directly from the port terminals.

DPD to impact traditional CFS business; CFS operators gearing up for

business opportunities arising from DPD.

Presently 7 ports out of 12 major ports have container handling facilities. JNPT and Chennai
ports continue to remain the largest in terms of CFS business.

Container traffic handling capacities for major ports.

22
Chronology of DPD at JNPT:
 Direct Port Delivery (DPD) initiative is one of the most critical initiatives under the
“Make in India”& “Ease of Doing Business”.

 DPD was introduced at JNPT on September 01, 2008 for select reputed importers
having ACP (Accredited Client Programme) status and 100% EOUs on selective
basis.

 The DPD permission was granted by Commissioner of Customs (Import) JNCH. The
DPD was initially only given to clients importing not less than 300 TEUs per month
at all the Four terminals of JNPT.

 On February 09 2016, DPD facility was extended to all ACP clients and the
minimum TEU criteria was dispensed.

 On May 10, 2016, DPD facility has been extended at other two terminals (GTI and
NSICT) at JNPT port.

 Presently the DPD has been introduced at JNPT and Chennai Ports. It is expected that
the same would be implemented across all the container handling major ports in the
country.

 As on March 31, 2017 there are about 800 importers who have been granted the DPD
at JNPT as against 357 ACP clients as on January 01, 2016.

 The traffic handled by DPD has seen a significant rise of 53% to 103,323 TEUs in
FY17 from 67,539 TEUs.

 In March 2018, 41.73% of container cargo was cleared through DPD indicating
gaining momentum of DPD.

DPD gaining momentum at JNPT port:

23
Understanding DPD:
 DPD entails the delivery of a shipment from the port to the consignee instead of
initially holding it at a container freight station (CFS).

 The Container Freight Station (CFS) bound cargo involves the following process and
generally takes about 6 to 9 days

 Containers under DPD mechanism involve the following process

Standard Operating Procedure (SOP) for DPD at JNPCT

1. The importer who intend to avail DPD facility shall send following scanned documents
online to mail id: jnpctdpd@jnport.gov.in or jnptcfs@jnport.com

i) Duly filled in registration form of JNPCT.

ii) Self-attested copy of permission letter issued by JNCH, Nhava Sheva for DPD facility.
iii) Self-attested copy of Pan Card.
iv) Self-attested copy of GST certificate.

2. Upon scrutiny, the Terminal will create a DPD code against the Importer after
registering the party in the Terminal Operating System (TOS).

3. The DPD code will be intimated to them through mail to enable them to inform the
same to the concerned Shipping Line for indicating in the IGM as well as Import
Advance List (IAL).

24
 4. Further, the party details will also be registered in the Import e-Form 13 module and
user id and pass word will be communicated to them for generating PIN for the trailers
through the PIN system.

5. Both ‘DPD code’ and ‘user id’ with ‘password’ will be intimated to the Importer online
through e-mail to the ids provided in their Registration Form.

Impact of DPD on importer and CFS operator and the way forward
For importers: Importers opting for DPD route are likely to benefit on account of timely
delivery, savings in transportation, handling and storage charges at warehouse as a result
of reduction in dwell time. The DPD also helps in faster evacuation of container at port
thereby leading to some reduction in congestion. (Dwell time is the measure of the time
elapsed from the time the cargo arrives in the Customs Station till the clearance is
provided by Customs.) Importers now have to take delivery of containers as soon as they
reach terminals which would require them to re-work their logistics chain.

For CFS operator: A CFS is an off-dock facility licensed by the Customs Department to
help decongest a port by shifting containerised cargo and carrying out customs-related
activities outside the port area. Due to customs procedures and space constraints at
several Indian ports, customs clearance takes place at the CFS. JNPT was designed on the
CFS model. CFS charges constitute rentals (50-60%), transportation & handling (30%)
and the remaining for miscellaneous charges, cranes charges, refrigeration, plugging,
monitoring etc. DPD accounts for 30-35% of container cargo handled at JNPT and the
Government targets the same to constitute at least 40% by the end of this year. This is
likely to have an impact on the CFS business to the extent of 15-20% of their total
business.

Challenges in DPD implementation

Some of the key challenges in implementing DPD include:

 Keeping the port roads decongested for quick movement of containers in and out of
the port facility.

 Servicing containers of clients with fewer containers (1 or 2) poses a challenge as they

have to be stored horizontally spread instead of vertical stacks, which occupies more
space. Shortage of space at warehouses poses a challenge to service over 1000 DPD
clients efficiently.

Conclusion

The growing share of DPD as a percentage of total containers transported through JNPT
is likely to have an immediate negative impact on the traditional CFS business. However,
absence of end-to- end solution provider coupled with higher share of customers opting to go
for CFS route owing to reduced rent and safety aspects would provide opportunity to CFS
gradually. The CFS operators have to re-engineer their business model in order to provide

25
warehousing facility to custom-cleared DPDs and bundled value-added-services such as
delivery, packaging, inventory management and transportation in addition to traditional CFS
services to recover the loss in business due to DPD. Implementation of DPD improves “Ease-
of-doing business” by providing efficient and hassle-free logistics service to the importers.
The same is operational globally at most major ports. But capability to service a large client
base requires improved technology and supporting infrastructure at container terminals and
warehouses, which is lagging at the moment in case of major ports in India. It is important to
expeditiously develop technology systems for storage and quick movement of containers.
This would gradually lead to importers/consignee’s realizing both time and cost benefits of
DPD.

26
Chapter-4

27
 MAIL MANAGEMENT

Mail Management is a collaboration feature of project-open. It allows

assigning emails to users or projects to keep track of email
communication in regards to a customer, lead, project, etc. Simply send
an email (to, cc, bcc) to your Server. Depending on the configuration the
email will be either automatically assigned to an User or Project or it
becomes available in the Mail Dispatcher

Objective

The main objective of doing this project is to avoid unwanted mail from the
mail box
Mby.impdoc@cma-cgm.com, it is a common mail box for docx team under
Import
documentation. Around 800 mail comes daily ,which has to be respond as soon as
possible.

Data Analysis
A graph is prepared to bring out the main characteristics of the data. The
researcher should have a well thought out framework for processing and
analyzing data, and this should be done prior to the collection.

We took five days of E-mails to analyze that, to which department the mail is
concerned and what is the percentage of mail.

To briefly understand the what sort of mail is coming and what should b done to
avoid unwanted mail.

28
 PARTNER CODE
0%
Export
PAYMENT 1%
2% OTHER CFS
TELEX 8% 9%
0%
DPD
8%

HBL
7%

CSU
45
33%
IGM
13%

Operation
DOCX 10%
SSC
6% 3%
Intermodal
0% PML
0%

Procedure

 Firstly we took five days of mail.

 And , then sort the mail by subject to find the common subject from which the
mail is coming.
 After sorting the mail by its subject , count the number of messages which are
of same subject.
 After count of messages, categorized subject by its concerned department.
 After categorizing the subject , found the common word to set rule to avoid the
messages which are unwanted.

29
 Count of MSG Type
MSG Type MSG Group MSG count
CSU 443
DO 36
Cargo delivery TELEX 24 746
X PAYMENT 2
RTGS/Account 241
DOC 880
Import HBL 272
1198
Documentation INTERMODAL 11
OPERATION 35
OTHERS OTHERS 35 35
Grand Total 1979

Above table shows the Message Group and its count.

Common word
CSU
revised invoice
DESTINATION CHARGES
import invoice
detention
factory destuffing Result
Dock-destuff
ETA details
After analyzing and sorting the mail, we concluded these
wrong invoice
common words. After setting rule on these word , the e-
waybill
mail which consists these words will directly move to
Do charges
created folder and will not display in the docx mail box.
free days
freight rate
DO
Re-Validation
re-validated
TELEX
Telex release
XPAYMENT
Cross payment
RTGS/ACCOUNT
UTR
RTGS
OTHERS
Inyard
Out of Office
Returned mail
UBB

30