OM Sample Work

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Acknowledgement:
First of all, I would like to thank to my Master in Business Administration, (MBA) course
supervisor, xxxxxx it would have not been possible without your unconditional supports and
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invaluable guidance at every step. You have made it possible for me to bridge the knowledge
gap. Thank you.
I would also like to thank my parents, they completely motivated and inspired me whenever I felt
stuck or I was in trouble doing dissertation; especially, my Dad, he always remains in my mind
and heart such as a great man and a super hero in the world. Without his love and advices, I may
have not achieved this so far. Thank you much, beloved Mom and Dad.
Finally, I would like to thank my friends, staffs, family who supported me in this journey and be
a pillar for my success. Thank you all for the wonderful love and support.
Executive Summary
This report will discuss about the supply chain management of SFC fruit company to enhance
the customer satisfaction. Chapter 1, discuss about the background, micro and macro
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environment of the SFC. Chapter 2, will discuss about the literature review that are need for the
dissertation and to support the fruit supply chain. Chapter 3, is methodology where research
questions are generated and survey question are sent to the respondents to know the customer
expectations from SFC. Chapter 4, is the analysis of data of SFC will embedded with literature
review. After analysis, some recommendations are suggested to SFC to make it to produce better
performance and effective cost and quality products to the customer to achieve profit margin and
customer satisfaction.
Table of Content
Acknowledgment……………………………………………………………………………2
Executive Summary…………………………………………………………………………3
3
1. Introduction……………………………………………………………………………...6
1.1. Name of the Company……………………………………………………………...6
1.2. Nature of Business……………………………………………………………….....6
1.3. Facilities of the Company…………………………………………………………..7
1.4. Macro Environment………………………………………………………………...7
1.5. Micro Environment………………………………………………………………....8
1.6. Chapter Conclusion………………………………………………………………...11
2. Methodology…………………………………………………………………………….12
2.1. The Approach Used………………………………………………………………...12
2.2. Research Questions………………………………………………………………...12
2.3. Sample Size………………………………………………………………………...15
2.4. Criteria for Selecting Respondents…………………………………………………15
2.5. Chapter Conclusion…………………………………………………………………16
3. Literature Review……………………………………………………………………….17
3.1. Methodology……………………………………………………………………….17
3.2. Environment………………………………………………………………………..17
3.3. Operation service Management…………………………………………………….21
3.4. Logistics…………………………………………………………………………….22
3.5. Warehousing and Distributions…………………………………………………….26
3.6. Customer Service Management…………………………………………………….27
3.7. Operation Management…………………………………………………………….28
3.8. Total Supply Chain and Logistics Management…………………………………...30
3.9. Chapter Conclusion…………………………………………………………………37
4. Data Analysis and Findings……………………………………………………………..38
4.1. Methodology……………………………………………………………………….38
4.2. Environment………………………………………………………………………..38
4.3. Operation service Management…………………………………………………….41
4.4. Logistics…………………………………………………………………………….42
4.5. Warehousing and Distributions…………………………………………………….43
4.6. Customer Service Management…………………………………………………….44
4.7. Operation Management…………………………………………………………….45
4.8. Total Supply Chain and Logistics Management…………………………………...46
4.9. Key Findings and Suggested Recommendations to Achieve or Improve the Activities
Concerned………………………………………………………………………….49
4.10. Chapter Conclusion…………………………………………………………50
5. Survey Analysis and Findings………………………………………………………….51
6. Evaluation on Suggested Recommendations…………………………………………..90
6.1. Chapter Conclusion……………………………………………………………….92
7. Recommendations and Benefits of Recommendations………………………………...93
7.1. Chapter Conclusion………………………………………………………………..94
8. Conclusion……………………………………………………………………………...95
Personal Development Paln………………………………………………………………...96
Appendix……………………………………………………………………………………97
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References…………………………………………………………………………………..108
List of Abbreviations……………………………………………………………………….114
List of Pictures……………………………………………………………………………...114
List of Figures………………………………………………………………………………114
List of Tables……………………………………………………………………………….115
WORD COUNT – 15431
Chapter One: Introduction

The objective of this dissertation is to improve operations service methods in a fruit distributor’s
supply chain so as to enhance customer satisfaction.
1. Chapter Introduction:
This chapter describes about the background business of the company and its micro and macro
environment.
1.1. Name of the Company:
Smiley Fruit Company (SFC), a pseudonym, is a fresh fruit company which is located in
many parts of India. SFC distributes the fresh fruits from different growers to different
region of customer comprising supermarkets, fruit retail stores, restaurants, direct delivery to
homes, parties, wedding, functions and events. The logo of SFC as shown in Figure 1.1.
Figure 1.1. Logo of SFC
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Source: Smiley Fruit Company, 2019.
1.2. Nature of Business:
Nature of business of SFC is distributing quality fresh fruits to its customer. A group of
homologous products are collected and sold by a single company is called product line (Hitt
et al., 2009). SFC purchases different types of fruits from different growers including local
and overseas growers and sell the fruits to the customer. They sell fruits which are purchased
from the specific growers, packaged properly and distributed to its customer.
1.3. Facilities of the Company:
SFC possesses well designed storage and distribution process, augmented by packaging and
warehousing factory. The company owns transportation trucks which distributes the fruits to
retail outlets from local and other Indian states, while fruits are distributed to different parts
of the country using SFC’s own motorbikes, cars, vans, and delivery trucks. It also uses third-
party logistic providers to organise the overland transport. For fruits that are distributed
internationally, SFC uses air shipment, water shipment or inter-model shipment.
1.4. Macro Environment:
a) General Environment:
General environment of SFC is analyzed using PESTEL analysis. SFC uses PESTEL as a
tool to analyze its political, economic, social, technological, environmental and legal
factors in India. PESTEL analysis will be described more detail in literature review
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Chapter in Paragraph 3.2.1. PESTEL analysis of SFC will be discussed in Chapter 4 in
Paragraph 4.2.1. Visualization of PESTEL is shown in the Figure 1.2. Here, general
environment is analyzed for retail supply chain which is a process of delivering the
company’s products to its customer (Cachon et al., 2009).
Figure 1.2 – A PESTEL Analysis
Source: Created by STUDENT NAME XX, 2019.
b) Industry Environment:
i. Nature of Competitors:
There are many fruits company in India which are competing with the SFC company.
These companies provide fresh fruits to the customer by maintaining a better supply
chain and distribution facilities. The nature of SFC competitors will be analysed in
Chapter 4 Paragraph 4.2.2.
ii. Competitors goals and Supply Chain:
SFC competitor’s goal is to get the first place in the fruit market of India. Each fruit
company has its own supply chain methods where they are distributing the fruits to
the customer and they are trying to make better supply chain than their competitors
(Johnson et al., 2009). All companies’ aim is to provide effective supply chain which
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result in cost effectiveness for the firm (Christopher, 2011). SFC competitor’s goal
will further analyzed in Chapter 4, Paragraph 4.2.2.
c) Task Environment:
SFC’s task environment is affected by the demands from customer, suppliers, logistics
providers, etc. (Taylor, 2003). These demands may affect SFC’s targeted goal. This aspect
will be analyzed in Chapter 4, Paragraph 4.2.3.
1.5. Micro Environment:
Micro environment of a company is defined as the company’s resources in a well-structured

organization (Fernie et al., 2014). These resources may include human resources, physical
resources, information resources, technology resources and financial resources (Ireland et al.,
2009). SFC is a company with a well-organized micro environment.
a) Financial Resources:
Financial resources for a company are considered as main asset for a company (Fernie et
al., 2014). The company’s financial resources are achieved through its stakeholders,
initial funds, cash and credit lines from the investor (Johnson et al., 2017). SFC has its
own well-structured financial support. Its financial resources are capable of achieving
effective supply chain.
b) Physical Resources:
Physical resources for a company are defined as the tangible resources that the company
possesses to deliver its service process (Hugos et al., 2006). SFC has its own packaging,
storage, distributions and transport resources where the fruits are packed and delivered to
its customers.
c) Technology Resources:
Technological support is important for a company to make its routine processes effective
(Hugos et al., 2006). SFC uses well-structured systems and tools to effectively produce a
service to the customer through maintaining the quality of the fruits and their taste and
freshness until the fruits are delivered to the customer.
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Examples of picture and photos of logistic, supply chain and retail supply chain are presented in
Pictures 1.1, and Photos 1.1 and 1.2.
Picture 1.1 – Logistics
Source: Transportation and Logistics, Jim Damicis, 2018.
Photo 1.1 – Supply chain where the goods are received and transported through water
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Source: Warehouse and Logistic Space, Patrick Sisson, 2018.
Photo 1.2 – Retail Supply Chain
Source: Retail Supply Stores, Sam Dawes, 2016.
1.6. Conclusion for Chapter One:
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In Chapter One the business background of SFC is presented together with its macro and
micro environments.
In the ensuing Chapter Two, the methodology and research questions that are needed for the
dissertation will be presented.
Chapter Two: Methodology

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This Chapter presents the approach, research questions and survey questions.
2.1. The Approach:
The approach uses mixed methods, comprising qualitative and quantitative methods (White
et al., 2013). Moreover, desk research which is defined as collecting data from available and
existing resources (Swift et al., 2010), is used for obtaining the secondary data from various
sources that include census data collected by Government, reports issued by researchers,
newspapers, magazines and academic journals (Lucey, 2002). The research findings are
presented in the ensuing literature review chapter.
Primary data, which involves field survey comprising survey questions (SQs) (Gill et al.,
2010), will be conducted after establishing the research questions (RQs) (Zikmund et al.,
2013). These RQs are presented below, minded by the following dissertation objective: To
improve operations service method in the fruit distributor’s supply chain so as to enhance
2.2. Research Questions:
2.2.1. RQ#1:
How to maintain the quality of fruits from the warehouse to the market by appropriate
logistical methods?
Rationale of Research Question 1:
Logistical methods, which include appropriate transportation, refrigerated warehouse and
handling of protective fruit packages would prevent the fruits from being damaged or
exposed to unsuitable environmental exposure that would affect the fruit quality.
Underpinning Concepts:
These concepts have been reviewed and presented in paragraphs 3.3, 3.3.2, 3.3.3, 3.3.4,
3.4 and 3.4.2.
Survey Questions:
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SQ#1 to SQ#4 is based on RQ#1.
Survey questions that complement RQ#1 have been summarized in the Survey
Questionnaire, as shown in Appendix 1.
2.2.2. RQ #2:
How would packaging and delivering improve the quality of fruits that are shipped or
transported to the customer.
The fruits have to be shipped or transported to the customer with high quality by maintain
appropriate packaging materials and techniques; and delivery methods that are guided by
service policy, order processing, and speed of delivery.
These concepts have been reviewed and presented in paragraphs 3.3.3, 3.5, 3.5.1, 3.5.5,
3.6 and 3.6.3.
Survey Questions:
Questionnaire, as shown in Appendix 1
2.2.3. RQ #3:
Would operation service play a vital role in quality and availability of the fruits
throughout the year?
To maintain the quality of fruits and make the fruits available throughout the year,
operation service plays a vital role by protecting the fruits from environment factors,
damaged package that may affect the quality of fruits and maintaining the logistics,
distribution, warehouse and transportation to make the fruits available throughout the
year.
These concepts have been reviewed and presented in paragraphs 3.2.1- e, 3.3, 3.3.3, 3.4,
3.4.2 and 3.6.3.
Survey Questions:
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2.2.4. RQ #4:
Would storage and distribution facilities and services in the supply chain improve the
quality of delivered fruits?
The fruits have to be stored in a refrigerated area to prevent it from being damaged and
fruits have to be shipped to the customer with high quality by using lean and agile supply
chain in order to enhance the customer response and value to the customer.
These concepts have been reviewed and presented in paragraphs 3.4, 3.4.1, 3.4.2, 3.7,
3.7.1- a, b and 3.7.2- b, c, d.
Survey Questions:
Questionnaire, as shown in Appendix 1.
2.2.5. RQ #5:
How would warehousing, location of stocks, distribution facilities, inventory and material
managing improve the quality of fruits?
Quality of the fruits can be improved by maintaining the warehouse by placing it in short
time to reach the location of stock and customer. The damage of fruits can be avoided by
having good distribution facilities, inventory and material managing.
These concepts have been reviewed and presented in paragraphs 3.4.1, 3.4.2, 3.6.2 and
3.7.2- a, b.
Survey Questions:
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2.3. Sample Size:
Using Cochran’s formula, at 95% confidence limit,
Sample size N= 4P * (100 - P) / Lᶻ
Where,
P is the Activity of interest.
L is the Degree of accuracy, which is set at ± 5%.
A pilot questionnaire was sent to a sample of 30 respondents to estimate the value of P, which
is the activity of interest. The pilot questionnaire would state:
“Would using operations service method improve the efficiency and quality in a fruit
distributor’s supply chain so as to enhance the customer satisfaction.”
2.4. Criteria for Selecting the Respondents:
a) People who works in the supply chain.
b) People who works in retail supply chain.
c) People who has the knowledge of logistics and distribution in the supply chain.
The respondent for the pilot questionnaire that was sent to 30 respondents, showed that 29
respondents say ‘yes’ to the question which have been asked.
To calculate the sample size, activity of interest (P) is calculated as follows.
P= (No. of respondents say yes/ No. of respondents asked) * 100%.
For 30 respondents,
P= (29/30) *100%
= 96.6%.
Therefore, sample size for the question is calculated by following method
N = (4 * 96.6 (100 – 96.6)) / 5 * 5
= 52.5
In order to increase the degree of accuracy, L, the sample size is set at 60 survey respondents.
Therefore, from the calculation the survey questionnaires are sent to 60 sample respondents.
2.5. Chapter Conclusion:
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In Chapter Two, the methodology and research questions have presented.
In the ensuing Chapter Three, literature review will be presented.
Chapter 3: Literature Review

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The literature review will involve literature that is relevant to the dissertation subject matter so
that it will enlighten the researcher. Moreover, the literature will be used as under-pinning
concepts for the research questions as well as in formulating each survey questions and also
embody the key knowledge in the following subjects.
3.1. Methodology:
Methodology is the analytical method in dealing with the study as systematic as well as
theoretical way. It includes the analyses of methods, principles, and knowledge of related
disciplines (Saunders et al., 2016). It also comprises past and current data with the help of
surveys, interviews, publication and other research techniques (Haynes, 2012). The assembly
of information and data with the advanced subject understanding is generally known as
research. It helps to answer the practical and cognitive inquiries by applying systematic
methods (Wensley, 2011).
3.2. Environment:
The industry is affected by all factors such as economic, political and social conditions. The
shift in lifestyle, demographics and cycle of economy can also influence the business
environment of industry (Johnson et al., 2017).
3.2.1. General Environment:
A PESTEL analysis is defined as the tool used to examine and observe the external
factors that seriously affects an organization (Johnson et al., 2017). The acronym
PESTEL denotes Political, Economic, Social, Technological, Environmental and Legal
factors. This analysis can be added with sectors like international or reduced to PEST
with respect to the company (Myerson et al., 2016). The analysis of condition is the basic
function to be carried out in marketing prior to the application of strategies and structural
plans. Thus, PESTEL analysis is used at different stages of the process to identify the
periodic changes in the organization. This helps the organization to be unique among the
competitors with more competitive advantage where the changes in macro-environment
are monitored and solutions are provided periodically.
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a) Political Factors:
These are the factors that include the involvement of government in the economy.
Some of the significant political factors are tariffs, trade policy, tax rates and
incentives, laws governing environment, discrimination and data protection (Johnson
et al., 2017).
b) Economic Factors:
Economic factors describe how an organization does its business and how they make
profit from that (Johnson et al., 2017). Economic factors can be categorized into
macro and micro economic factors. On that macro-economic deals with the
management of demand in any economy. Micro economic deals with how the people
spend their income (Kothari et al., 2016). Because this has large impact on business
organizations, in particular because people may accept or reject the product.
c) Social Factors:
Social variables portray social parts of the network, wellbeing cognizance, populace
development rate and so on. High inclines in social variables influence the interest in
an organization's items and how the organization works (Taylor et al., 2006). Model,
increment in populace may infer littler and less eager workforce, so the expansion in
the expense of work since it is hard to utilize laborers (Hill, 2005). Organizations may
change diverse administration procedures to adjust to current social patterns which
bringing about employing more seasoned laborers.
d) Technological Factors:
Technological components identified with developments in innovation which may

influence the activities of the business and the market positively or ominously, this
happens because of increment in labor and conflicting quality yield (Hill, 2005).
Along these lines, this prompts computerization, innovative work and degree of
mechanical mindfulness that a market contains.
e) Environment Factors:
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Condition components incorporate every one of those elements which impact or are
controlled by the encompassing condition (Hill, 2005). Thus, this circumstance
PESTLE is vital for certain businesses particularly for the travel industry, cultivating,
horticulture and so on. In this way, these elements in business condition investigation
incorporate yet are not constrained to the atmosphere, climate, land area, worldwide
changes in the atmosphere and natural balances and so on (Hayes et al., 2005).
f) Legal Factors:
This factor depicts the wellbeing and security, equivalent chances, publicizing norms
and customer rights and laws (Grant et al., 1996). The organization should need to
realize what is and what isn't legitimate so as to exchange effectively (Hill, 2005). On
the off chance that any associations work its business internationally, it turns out to be
pivotal zone to get right, in light of the fact that every nation has its own arrangement
of laws, approaches, principles, and guidelines.
3.2.2. Industry Environment:
a) Nature of Competitors:
Any person or independent resource which is rival against another is described as

competitor. Also, a company or organization which offers similar products or similar
services are also called as competitor. So, the presence of more companies under
same services or working on same products can reduce the prices of the goods and
services so that company can gain larger market share (Ireland et al., 2009).
b) Competitor’s Goals and Supply Chain Strategy:
The important thing to achieve a good place in supply chain industry is that to
fulfillment the demand of the customers, enhance the organizational responsiveness
and build network resiliency and facilitate financial success (Ireland et al., 2009).
3.2.3. Task Environment:
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External assets of an association influence its capacity to arrive at business objectives.
Any business or buyer with direct inclusion with an association might be a piece of the
undertaking condition including contenders, clients, providers, and work supply (Hayes
et al., 2005).
a) Demands from Customer:
Customer request used to work with stock and administration requests. Today, the
customer request is tied in with gathering and surpassing customers' desires.
Organizations are to meet clients on their terms, when and where they need. (Ireland
et al., 2009).
b) Demands from Suppliers:
The role of a supplier in a business are very demand because retailers are expecting a
certain level of quality, and manufacturers expecting suppliers to provide reliable
product delivery. So, this result in the suppliers must be flexible and must manage
their relationships with the manufacturers (Ireland et al., 2009).
c) Demands from Logistics Providers:
A compelling client-centered coordination system must settle the potential issues, not
simply address the ones that are to be created. This is just conceivable by when an
organization has a "wide net to cast" for all gatherings (Hayes et al., 2005). As it
were, this is the omnichannel deals involvement, consolidating web-based business
with the various channels' coordination, and the proactive stockpile chains are to
comprehend that keeping all procedures inside without redistributing may not be the
savviest. (Ireland et al., 2009).
d) Demands from Employees:
Correspondence with workers to recognize and execute the help are required and
Educate them on arrangements as of now accessible to them (Hill, 2005). For
instance, the organization has a strategy permitting a given number of hours for
network charitable effort. Another arrangement may permit distinctive downtime for
guardians to go to their youngsters' school exercises (Kenton, 2018).
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3.3. Operations Service Management:
Tasks the executives for administrations has a useful duty regarding creating the
administrations of an association. It varies from tasks the executives by and large since the
procedures of administration associations vary from those of assembling associations (Hill,
2005). The administrations' area treats benefits as distant items; administration as a client
experience; and administration as a bundle of encouraging merchandise and enterprises.
Also, the setting for basic leadership is dependent upon the degree and assortment of
administrations enterprises (Hayes, 2005).
3.3.1. Service Design:
Service Design is only arranging and sorting out individuals, framework, correspondence
so as to improve its quality and the communication between the specialist organization
and its clients (Hill, 2005). The reason for administration structure approaches is to
demonstrate the accepted procedures for planning administrations as indicated by both
the necessities of clients and the abilities of specialist organizations (Hill, 2005). In the
event that an effective technique for administration configuration is embraced, the
administration will be easy to use and pertinent to the clients while being feasible and
aggressive for the specialist co-operator.
3.3.2. Service Package:
The service package is characterized as a heap of products and enterprises which is given
to some condition. Service Package has highlights that legitimately influence the
experience and thus the impression of the client about the administration conveyance
(Hill, 2005). Activities the executives for administrations has the utilitarian obligation
regarding creating the administrations of an association and giving them
straightforwardly to its clients (Hayes et al., 2006) The administrations part treats benefits
as distant items, administration as a client experience.
3.3.3. Customer Contact:
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Customer Service is to give administration to clients previously, during and after a buy
(Berry et al., 2005). The impression of achievement of such collaborations is reliant on
workers "who can alter themselves to the present condition". Client care concerns the
need an association allots to client assistance in respect to segments, for example, item
development and valuing (Hill, 2005). In this sense, an association that qualities great
client care may spend more cash in preparing representatives than the normal association
do.
3.3.4. Service Process Matrix:
The Service Delivery System Matrix delineates the different kinds of routings utilized for
the administration procedure relying upon the measure of customization (Davis et al.,
2005). With elevated amounts of customization and client inclusion, there are numerous
pathways and streams for administration. Accordingly, the administration conveyance of
Customer-Routed administrations is less effective than Co-directed or Provider-Routed
forms that have less customization and less client inclusion (Bryant, 2007).
3.3.5. Service Delivery:
A service delivery framework is like the tasks the board in business (Hill, 2005).
Activities the board builds up a conveyance framework to address the issues of business
sectors, and to expand the pool of clients, and make more benefit from it.
3.4. Logistics:
Logistics is commonly the association and execution of a perplexing activity. In general

marketing prudence, coordination is the administration of the progression of things between
the purpose of root and the purpose of utilization so as to meet the prerequisites of clients or
partnerships (Taylor, 2005). Coordination the board is the piece of production network the
board that plans executes and controls the proficient, compelling forward, and turn around
stream and capacity of merchandise (Cachon et al., 2009).
3.4.1. Third-Party Logistics Providers:
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A 3PL — short for third-party logistics which is used in logistics and supply-chain
management to outsource part or all of a business’ distribution and fulfillment services
(Ireland et al., 2009).
3PL is visualized in Figure 3.1.
Figure 3.1 – Third-Party Logistics Providers
Sources: DCL Logistics, 2018.
3.4.2. Transportation Mode:
Transportation mode is defined as the different mode of transportation. Transport mode

may be based on human, animal and vehicles. Many companies have their own transport
for local and different part of the country and also has contact with third-party logistics
for overseas transport (Johnson et al., 2017). Transportation management system (TMS)
is a subset of supply chain management (SCM) that deals with the planning, execution
and optimization of the physical movements of goods.
a) Land Transportation:
23
Land transport is known as movement on land from one place to other place through
people, animals and vehicles etc (Aitken et al., 2005). The two main forms of land
transport are rail transport and road transport.
b) Water Transportation:
Water transportation is the method of moving the goods for larger distance from one
place to another. Methods of transportation fall into three categories: pipelines,

canals, and tunnels container shipment, which includes transport by tank truck, tank
car, and tank ship (Jacobs et al., 2009).
c) Air Transportation:
Industries in the Air Transportation subsector provide air transportation of passengers

and/or cargo using aircraft, such as airplanes and helicopters (Aitken et al., 2005).
d) Inter-Model Transportation:
Inter-model transport includes the transportation of mass in a between modular

compartment or vehicle, utilizing various methods of transportation (e.g., rail, ship,
and truck), with no treatment of the mass merchandise itself when evolving modes.
Between modular is the utilization of two methods of cargo, for example, truck and
rail, to move merchandise from shipper to recipient (Bowersox et al., 2010). Inter-
model transportation is visualized in Figure 3.1.
Figure 3.1 – Inter-model Transportation
24
Source: SecurLLC, 2018.
3.4.3. Packaging:
Packaging might be in compartment, bottle, tube, and so on that, a thing is stuffed in.
Promoting organizations work with organizations to build up a viable packing plan for
every item that they offer to purchasers (Taylor, 2005). Bundling configuration includes
the structure and making of an item's holder and what it looks like to customers who may
buy it by the method for the look (Feigenbaum, 2007).
3.4.4. Handling:
The organization contains decent taking care of which is the way toward moving the
correct material to the perfect spot at the opportune time, in the grouping and in the
correct condition to limit the generation cost (Mayerson, 2015). Material dealing with
includes short-separation development inside the bounds of a structure or between a
structure and a transportation vehicle. It utilizes a wide scope of manual, semi-
computerized, and mechanized hardware and incorporates thought of the security,
stockpiling, and control of materials all through their assembling, warehousing,
conveyance, utilization, and transfer. Material dealing with can be utilized to make time,
stockpiling, and control of material, as unmistakable from assembling, which makes
structure utility by changing the shape, structure, and cosmetics of material (Taylor,
2005).
3.5. Warehousing and Distribution:
3.5.1. Warehousing Facilities and Location of Stocks:

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Warehousing is a structure for putting away products. Distribution centers are utilized by
producers, shippers, exporters, wholesalers, transport organizations, traditions, and so
forth (Grant et al., 1996). They are normally enormous plain structures in mechanical
stops on the edges of urban areas, towns or towns. The Stock Location System is an
enhancement to screen which gives framework backing to the board of stock areas
(Jacobs et al., 2009). The Stock Location System depicts the amount items accessible in
the distribution center.
3.5.2. Distributions:
Distribution is one of the four components of the advertising blend. Circulation is the
way toward making an item or administration accessible for the purchaser who needs it.
This should be possible legitimately by the maker or specialist organization or utilizing
backhanded channels with wholesalers or middle people (Jacobs et al., 2009). A
conveyed working framework is typically characterized as running on more inexactly
coupled equipment. In contrast to parallel working frameworks, dispersed working
frameworks are proposed to make an accumulation of assets on numerous machines used
to keep running at the same time than different machines set for freely participating
clients running autonomous errands (Grant et al., 1996).
3.5.3. Distribution in Retail Management:
A distribution channel is a chain of organizations or mediators through which a products

or administration goes until it arrives at the last purchaser or the end customer. Retail
dispersion is trade, advertising the movement of getting products into stores where they
are offered to general society (Ferine at al., 2009).
3.5.4. Retail Management System in Supermarkets:
Retail goods can be sold through stores, kiosks, or even on the Internet. Retail businesses
can include grocery, drug, department and convenient stores (Taylor, 2003). Service-
related businesses such as beauty salons and rental places are also
considered retail businesses.
3.6. Customer Service Management:
26
3.6.1. Service Policy:
A customer service policy is a set of procedures which ensure the overall customer
service attitude and structure of the business (Taylor, 2003). An example of
a policy would be how refunds are handled and the guidelines that need to be considered.
3.6.2. Pre-service:
Pre-service is important for the any company to attract the customer which leads them to
buy the product. The company provides many pre-service like checking the quality of the
fruits, ordering, offerings etc. (Davis et al., 2005).
3.6.3. Point-of-service:
The point-of-service is when the customer receives the products. The service includes
checking the packaging, ordering, payments, checking the damage of the product in order
to attract the customer (Cachon et al., 2009).
3.6.4. After-sales-service:
Post-service is to check the quality of the delivered product and to check the satisfaction
of the customer whether they like the product or not and also cost efficiency. Post-service
is important to make the customer feel more comfortable that they are buying the right
product (Davis et al., 2009).
3.6.5. Reverse Logistics:
Reverse logistics is nothing but reuse of products and materials. It is "the process of
moving goods from their typical final destination for the purpose of capturing value, or
proper disposal (Taylor, 2005).
3.6.6. Order Processing:
Order processing is the process or work-flow that works with the picking, packing and
delivering the packed items to a shipping carrier. Order processing is a key element of
order fulfillment. Order processing operations or facilities are commonly called
"distribution centers" (Goetsch et al., 2006).
3.7. Operations Management:
27
3.7.1. Performance Objectives:
An operation in an organization contributes to achieve an operations-based advantage

through five performance objectives, comprising quality, speed, dependability, flexibility,
and cost (Slack et al., 2013).
a) Quality: The company sells product to different customers whose product quality
demand when the quality of the product meets the customer needs (Feigenbaun,
2007).
b) Speed: The company ensures that it receives quality products expeditionary

without delays in transport system (Blochige, 2004).
c) Dependability: The organization grows great relations with the providers to

accomplish trustworthiness. Thusly, they can get great execution from the
providers. They regularly give offers and limits to the clients so as to keep up the
enormous number of client to the association. They reliably produce and sell
items with ease and great quality to keep up their reliability from the clients.
d) Flexibility: In many companies, they are more flexible to change source of

supply by using outsourcing companies (Hayes, 2005).
e) Cost: The company also obtain contract from other suppliers so its manufacturing
or services as to reduce the cost of the goods while maintaining good quality.
3.7.2. Inventory Management:
Inventory Management is the supervision of non-promoted resources and stock things. A

segment of the production network the executives, stock administration manages the
progression of merchandise from fabricates to stockrooms and to purpose of offer
(Bowersox et al., 2013). Stock administration frameworks track merchandise through
whole store network or the bit of its business which spreads everything from generation
to retail, warehousing to transportation, and every one of the developments of stock and
parts (Ballou, 2004). This implies a business can see all the stock developments in its
activities, enabling it to settle on better choices and speculations.
28
a) Inventory Management in Retail:
Inventory alludes to the products that are supplied for some time later or merchandise put
away in one single spot. Each retail chain has its very own distribution center to stock the
product for use when merchandise left stock so they utilize the current stock (Ballou,
2004). Stock administration alludes to the administration of the materials and items. Such
a procedure is called as stock administration.
3.7.3. Quality Management:
Quality administration is the demonstration of administering all exercises and errands

which are expected to keep up great degree of work with the goal that every one of the
items took care of securely (Ballou, 2004). Quality administration incorporates the
assurance of a quality arrangement, making and actualizing quality arranging and
confirmation; and quality control; and quality improvement (Ireland et al., 2009). A
quality administration framework (QMS) is a lot of arrangements, procedures, and
techniques that are required for arranging and execution of
creation/advancement/administration in the central business regions of an association.
Along these lines, the associations could meet the client needs.
rrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrr
Quality Management in Retail:
Guaranteeing the nature of the organization's administrations and items is basic, whatever
the idea of the business or segment, so as to keep up client dedication (Ballou, 2004).
Quality is basic to fulfilling the clients' desires in order to hold their reliability to
purchase from the organization later on. Quality items make a significant commitment to
long haul income and productivity (Bozarth et al., 2008).
3.8. Total Supply Chain and Logistics Management:
29
Lean production is an approach to management that focuses on cutting out waste, whilst
products which ensures quality of that product. This approach can be applied to all aspects of
a business – from design, through production to distribution (Ireland et al., 2009). Supply
chain and logistics management is shown in Figure 3.2.
Figure 3.2 – Supply Chain Management
Source: Created by STUDENT NAME XXX, 2019.
3.8.1. Lean and Agile Supply Chain Management:
a) Lean Production:
Lean manufacturing or lean production is a systematic method which originated from

the Japanese manufacturing industry for the minimization of waste within a
manufacturing system without sacrificing productivity (Bowersox et al., 2013).
b) Lean Concept in Retail:
In the retail division, lean methodology improves operational streams. Lean retail is a
case of best practices of fruitful activities techniques which the board uses to boost
the working productivity of the retail procedure (Ireland et al., 2009). Lean standards
and strategies can be effectively applied in the retail segment. Lean retail urges
makers to deliver standard items as per the made (set) orders from retailers in
facilitating to the interest of their purchasers (Bowersox et al., 2013). The qualities of
the retail market envelop solid challenge; shorter item life cycle; longer item
30
improvement time; and high affectability of interest. So as to be increasingly focused
and productive, the present retailers work deliberately arranged to their lower costs
and addition exception from holding pointless stocks (Ballou, 2004).
c) Five Principles of Lean Production:
These principles are reviewed as follows:

i. Value: Value is constantly characterized by the client's requirements for a
particular item. For instance, what is the course of events for assembling and
conveyance the item? What is the value point? What are other significant
prerequisites or desires that must be met? This data is additionally imperative for
characterizing esteem (Bowersox et al., 2013).
ii. Value stream: Once the value has been determined, the following stage is
mapping the "esteem stream," or every one of the means and procedures which
are engaged with taking a particular item from crude materials and conveying the
last item to the client. That procedure can be in plan, creation, obtainment, HR,
organization, conveyance, or client assistance, and it mirrors the progression of
material/item through the procedure. The objective is to distinguish each
progression that doesn't make worth and after that discover approaches to
dispense with those inefficient advances. Worth stream Mapping is now and then
alluded to as procedure re-building. Eventually, this activity likewise brings about
a superior comprehension of the whole business activity (Bowersox et al., 2013).
iii. Flow: After the waste has been expelled from the worth stream, the following
stage is to be guaranteed that the rest of the means stream easily without any
interferences. This may require separating the storehouse thinking and attempting
to end up cross-useful over all divisions, which can be probably the best challenge
for lean projects to survive. In any case, considers demonstrating that this will
likewise prompt immense gains in profitability and proficiency, in some cases as
high as 50-percent improvement or more (Bowersox et al., 2013).
31
iv. Pull: With an improved stream, time to market or time to a client can be
drastically improved. This makes it a lot simpler to convey items as required, as
"in the nick of time" assembling or conveyance. This implies the client can "pull"
the item from you as required regularly in weeks, rather than months. Thus, items
shouldn't be worked ahead of time or materials amassed, making the costly stock
that should be overseen (Bowersox et al., 2013).
v. Perfection: The fifth principle is maybe the most significant one in making lean
reasoning and procedure improvement part of your corporate culture. Lean is
anything but a static framework. It requires consistent exertion and carefulness by
each worker during its execution (Bowersox et al., 2013).
d) Just-In-Time:
Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota

Production System (TPS). JIT is a methodology aimed primarily at reducing times of
manufacturing the products and as well as response times from suppliers to customers
(Ballou, 2004)
e) Agile Supply Chain:
The agile supply chain basically refers to the use of responsiveness, competency,
flexibility, and speed to manage the supply chain entity on a daily basis (Hugos et al.,
2006).
32
f) Definitions of Lean and Agile Supply Chain:
The lean inventory network is the customary "industrial facility" chain, which
spotlights on creating high volume at low cost with the goal that a client can without
much of a stretch get it. The objective is to include an incentive for clients by
diminishing the expense of products and bringing down waste. This kind of store
network the executives centers around unwavering quality and consistency as
opposed to on adaptability and flexibility (Bowersox et al., 2013). Generation is
arranged months or even a long time ahead of time so the item can address the issue
of the client as opposed to adjusting to an evolving market. This pre-arranging finds
the most minimal conceivable expense for huge volumes of products (Hugos et al.,
2006).
Agile Supply Chain is worked to be exceptionally adaptable to have the option to

rapidly adjust to evolving circumstances. This strategy is viewed as significant for
associations that need to have the option to adjust to unexpected outer monetary
changes, for example, financial swings, changes in innovation, or changes to a client
request. Executing a light-footed inventory network enables associations to rapidly
modify their items sourcing, coordinations, and deals (Ballou, 2004).
3.8.2. Retail Supply Chain Management:
a) Physical Distribution:
Physical distribution is the set of activities concerned with the efficient movement of
finished goods from the end of the production operations to the consumer (Bowersox
et al., 2013).
b) Materials Management:
Materials management are a center inventory network capacity and incorporates

production network arranging and store network execution abilities. In particular,
materials the board is the ability which firms use to plan the complete number of
materials required for the clients. The material prerequisites are conveyed to
obtainment and different capacities for sourcing (Hugos et al., 2006).
33
c) Logistics Management:
Coordination the board is the piece of inventory network the board that plans,
executes, and controls the proficient and invert stream and capacity of merchandise,
benefits, and related data between the purpose of birthplace and the purpose of
utilization so as to meet client's prerequisites. coordination is commonly the itemized
association and execution of a perplexing activity (Bowersox et al., 2013).
d) Efficient Customer Response:
Efficient customer response encompasses providing more responsiveness to consumer

demand; and promoting the removal of unnecessary costs from the supply chain
(Bowersox et al., 2013).
e) Challenges Faced by Retail Logistics and Supply Chain:
i. Tight Profit Margin: The net revenue in the retail business is one of the most
reduced over all segments as retailers face steady strain to convey a razor-meagre
overall revenue. Moreover, the coming of internet shopping has given the buyer
an apparatus to analyse costs crosswise over different retailers with the goal that
they can purchase the most minimal value item, which makes it incomprehensible
for retailers to sell at a more expensive rate. The expanding cost of crude
materials, overheads, and tasks adds to the difficulties of retailers who are as of
now working with a thin net revenue (Bowersox et al., 2013).
ii. Meeting Customer Expectations: The meeting client is extremely clear on getting
the best quality merchandise at the most minimal cost. Accessibility of products
through different channels; client care; and decision assortment has encouraged
the client to look for more alternatives and assortment while making a buy. The
retail store network battles to stay aware of shifting client request as they need to
stock increasingly regular requests so as to keep their client fulfilled.
Furthermore, they need to give such enormous assortment of merchandise in the
nick of time to serve clients that they can get the products at appropriate time
which makes the client to purchase again from a similar retailer (Ballou, 2004).
34
iii. Operational Efficiency: Achieving operational effectiveness in the retail business
isn't a simple errand. The retail store network needs crosswise over key business
divisions with storehouses of data existing over every specialty units.
Organizations need to pick the most recent ERP frameworks as conventional
spreadsheets just can't keep pace with the task's work (Bowersox et al., 2013).
iv. Quality and Compliance: Quality as far as item offering from retailers has
changed over the most recent couple of years. The nature of an item today is an
element of brand name, the purpose of a cause, quality imprints, client criticism,
and online audits. Brands just can't guarantee their item to have certain
characteristics without gathering their centre criteria (Bowersox et al., 2013).
v. Omnichannel Integration: he customary physical store isn't the main spot where
shoppers can purchase products. Purchasers have different channels to browse,
and by and large, they shop from in any event three channels. Coordinations and
stream of products from every one of these channels will acquire the diverse
expense and have a differing conveyance plan. The issue in retail inventory
network emerges when retailers need to keep up consistency crosswise over item
offering, quality, and client experience. This must be actualized from a key
perspective as retailers need to streamline their stock administration and arranges
and change business forms (Hugos et al., 2006).
3.8.3. Warehouse Management System (WMS):
A Warehouse Management System (WMS) is a product application, intended to help and

enhance stockroom usefulness and dissemination of items all around. These frameworks
encourage the board in their everyday arranging, sorting out, staffing, coordinating, and
controlling the usage of accessible assets, and their developments and use, while
supporting staff work is to guarantee that to check the accessibility of items and to keep
up the merchandise with legitimate consideration (Christopher, 2011).
35
3.8.4. Transport Management System (TMS):
A Transportation Management System is a subset of inventory network the executives

concerning transportation tasks and might be a piece of an undertaking asset arranging
framework. A TMS as a rule sits between an ERP or heritage request handling and
stockroom/dissemination module (Ballou, 2004).
3.8.5. Order Management System (OMS):
Order Management System (OMS) is an electronic framework created to execute

protections arranges in a productive and financially savvy way. Intermediaries and sellers
use to request the board frameworks when taking care of requests from different assets to
keep up the security and furthermore to follow the item request from the framework
(Davis et al., 2005).
3.8.6. Evaluation Process using SAFe Environment:
a) Suitability:
It is the most significant factor in the SAFe investigation on the grounds that a choice's
reasonableness is the way to whether the system will do what the organization needs it to
do. Reasonableness is normally evaluated in various criteria with the goal that each
organization meets the natural appropriateness; desire appropriateness; and capacity
reasonableness. These individual classifications of reasonableness should then be sorted
further to truly mirror the organization's particular needs (Alvesson et al., 2000).
b) Acceptability:
This part of a SAFe report is tied in with estimating the arrival, hazard and partner
responses for making a specific technique (ibid). Returns will be estimated depending on
the advantages that partners anticipate from the technique which they made and could be
money related just as non-monetary, contingent upon what the partner's choice. Returns
counts can be performed by any number of strategies, for example, money-saving
advantage investigation, productivity examination, genuine alternatives examination, and
investor esteem examination.
36
c) Feasibility:
With regards to the possibility part of the SAFe investigation is extremely the represent
the deciding moment of any picked technique. Regardless of whether the association has
the assets and capacities to really execute the system is vital to its prosperity, along these
lines budgetary plausibility should be evaluated by determining and examining money
streams, performing equally the initial investment investigation and various other
monetary tests (ibid).
Literature review is presented in Chapter Three. In the ensuing Chapter Four, Analysis
and Findings will be presented.
37
Chapter Four: Analysis and Findings
The analyses and findings in this Chapter are augmented by the survey findings in the ensuing
Chapter Five.
4.1. Key Knowledge of Analysis and Findings:
This chapter will analyse SFC’s nature of business and the fruit industry in India where the
SFC is based. Mixed research methods are conducted to establish the performance of SFC,
such as its supply chain, logistics, retailing, warehouse, distribution, etc. The knowledge
about the industry is collected through field survey questionnaires that are sent to the
managers, employees and customers of the fruit retail companies. The underpinning
academic concept for this topic is discussed in Paragraph 3.1.
4.2. Environment:
The economic, social and political condition of SFC will be analysed and discussed in this
section. The industrial environment of SFC which includes the business environment of the
company and its economic cycle are analysed and discussed in this section too. The
underpinning concepts for this section was discussed in Paragraph 3.2.1.
4.2.1. General Environment:
The following analyses are guided by the literature review in Paragraph 3.2.1.
a) Political Factors:
Political factors of SFC deals with how the government is involved in the economic
condition of SFC. SFC is governed by the laws of India which comprising tax from
Indian government; Indian labour cost; and government restriction on trades,
environmental law, tariffs and its political stability. SFC doing its political factors by
undergoing all the laws of government and maintaining the trade laws when they
import and export the fruits to other countries. The fruit packages and the services
provided by SFC comply with the political factors of India. The analysis has shown
that due to these political factors, the company has to pay its legal tax and comply
with India laws in regard to fruits imports and exports. In order to maintain SFC
38
political support and to do business in India, SFC has to comply with the laws of
India.
b) Economic Factors:
This factor has a serious impact on how SFC does its business and how it achieves its
profit margin, because the company will consider their profit margin when they are
distributing and selling the fruits to the customer. Moreover, the economic factor of
India is important to SFC in regards to its profit and growth.
c) Social Factors:
SFC has considered social factors which include the cultural aspects of the country,
the population, and conscious people on health outcomes due to quality of the fruits.
The analysis has shown that the social factors help the company to meet its target
customer; and types of fruits that meet the customer expectations.
d) Technological Factors:
SFC’s technological factors concern to innovations in its quality maintaining

technology that includes automation, research, and warehousing. Moreover,
technologies played a key role in fruit storage, distribution of fruits; packaging; and
handling modes of transportation in order to maintain the fruit freshness and quality.
e) Environment Factors:
SFC is affected by environment factors that include the factors that affects the
surrounding environment. The factors that influenced SFC’s environment includes the
climate of the country, location of the country and its weather, environmental offsets
etc. because they played a key role in the quality and freshness of the fruits.
f) Legal Factors:
The legal factors that affect SFC are analysed, because these factors include health
and safety of the consumer; advertising standards of SFC; consumer rights and laws;
fruits labelling and fruit safety. The analyses have shown that the imported fruits must
be free from diseases that affect the consumers and the local fruit plantations.
39
4.2.2. Industry Environment:
The following analyses are guided by the literature review in the Paragraph 3.2.2.
a) Nature of Competitors:
There are many fruits company in India which are competing with SFC,
Consequently, SFC’s supply fresh fruits to the customer by maintaining better supply
chain and distributing facilities. Other fruit companies compete with SFC to get
higher market position in India. The competitors do this by providing a better and
effective competitive service and price than SFC.
b) Competitor’s Goal and Supply Chain Strategy:
The competitor’s goal is to get the first position in India’s fruit market. To reach this
goal, each company has its own supply chain methods or strategies to distribute the
fruits to the customer. The competitors are the main part for SFC to provide better
service and to stay in the high market place. This analysis has shown that SFC’s
supply chain is more efficient than its competitors.
4.2.3. Task Environment:
The following analyses are guided by the literature review in Paragraph 3.2.3.
a) Demands from Customer:
The customer demands fresh fruits from SFC and they expect the fruit to be delivered
on time. The customer demands to SFC by requesting them to provide fresh
packaging, better delivery time, effective cost and quality. Further, SFC meets the
customer demands by fulfilling the customer expectation by delivering the fresh fruits
with neat packages.
b) Demands from Suppliers:
SFC’s suppliers will be demanding efficient warehouse and distribution facilities to

protect their high-quality fruits and they also demands effective cost for their fruits.
Suppliers thus demands SFC to buy stocks that can be handled, stored and distributed
in a well-planned manner which will be helpful for SFC to achieve customer
satisfaction and also helps the supplier to obtain their turnover.
c) Demands from Logistics Providers:
40
SFC tends to make more success and cost-effective distributions. So, they use third-
party logistics companies which provide better shipment to the customer, further 3PL
helps in analysing and reporting of distribution channel to SFC. Moreover, SFC uses
third party logistics and satisfy 3PL’s demand by providing a key role in
transportation and distribution.
d) Demands from Employees:
SFC’s communicate with employees to identify and implement their identified

support. Moreover, it educates, them on policies currently available to them.
Moreover, SFC meets the employees demand by providing them with higher salaries
and communicate with them to satisfy their needs.
The following analyses are guided by the literature review in Paragraph 3.3.1 to 3.3.5.
4.3.1. Service Design:
SFC service design is the plan of arranging the fruit warehouse, interacting with the
service orders, maintaining the quality of the fruits in order to maximize the quality of the
fruits and service provided by SFC to its customer. Moreover, service design of SFC
helps to improve the quality of fruits and meet the customer expectations. This analysis
resonates the responses to SQ#9 to SQ#12.
4.3.2. Service Package:
SFC service package contains a stock of fruits and the service provided to the customer
of SFC in the working environment. SFC’s service package is high quality which helps
the customer to gain more good factors about the fruits that are sold by the
company. Moreover, service package played a vital role in order to provide a good
package and handling of fruits to prevent it from damaged. This is reflected in responses
from SQ#9 to SQ#12.
4.3.3. Customer Contact:
SFC’s market place is high because it values the customer more than the profit. They
frequently check with the customer to know about the quality of the fruits by asking
feedbacks from them and conducting interview with the customer. Moreover, SFC is
conducting interviews with the customer to get the feedback about the quality and
41
package of fruits to achieve customer satisfactions. This is reflected in responses from
SQ#9 to SQ#12.
4.3.4. Service Process Matrix:
SFC uses service process matrix to know the Service Delivery System used to provide
service to the customer and the customer involvement in the service process. They also
uses this to maintain the quality of fruit when it is delivered to the customer.
4.3.5. Service Delivery:
SFC contain a well-structured delivery system, which helps it to get more customer,
maintain the quality of fruits and maximize the profit. Moreover, service delivery helps
SFC to increase the market size in India. This is reflected in responses from SQ#9 to
SQ#12.
4.4. Logistics:
The following analysis are guided by the literature review in Paragraph 3.4.1 to 3.4.4.
4.4.1. Third Party Logistics Providers:
SFC use 3PL to maintain the supply chain and logistic process. It also helps in outsources
the transportation process to delivery the fruit to the customer on time and with high
quality. Moreover, SFC uses 3PL and satisfy their demand by providing a key role in
transportation.
4.4.2. Transportation Mode:
a) Land Transportation:
SFC has its own land transportations such as motorbikes, cars, trucks, van to deliver
the fruits to the customer at different location. The analysis shows that SFC uses its
own well-equipped refrigerated trucks and other land transport to protect the fruits
from being damaged. This is reflected in responses from SQ#1 to SQ#3.
b) Water Transportation:
SFC uses ships and boats that are fitted with refrigeration equipment to deliver the
fresh fruit to other place through water. It was found the water transportation of SFC
is used when the fruits can be delivered only through water transportation. The
responses from SQ#1 to SQ#3 are reflected the analysis on Paragraph 4.4.2 (b).
42
c) Air Transportation:
The fruits are shipped in refrigerated containers to overseas customer through air
transportation like flights, helicopters. Moreover, SFC has its own private flight and
also use third party flights to ship the fruit to other overseas countries. This is
reflected in responses from SQ#1 to SQ#3.
d) Inter-Model Transportation:
Some fruit packages of SFC have to be shipped through land, water, and air to reach
the customer. This is reflected in responses from SQ#1 to SQ#3.
4.4.3. Packaging:
SFC pack its fruit shipments in cool area. Moreover, the SFC’s package boxes are kept
cool and they are packed with ice to prevent the fruit being damaged. This is reflected in
responses from SQ#4 to SQ#8.
4.4.4. Handling:
SFC uses good handling practices which is the process of moving the right fruit to the
right place in the right time; in the right amount; in the right sequence; and in the right
condition to minimize the production cost. This analysis resonates the responses to SQ#4
to SQ#8.
The following analysis are guided by the literature review in Paragraphs 3.5.1 to 3.5.4.
4.5.1. Warehousing Facilities and Location of Stocks:
The company has its own packaging and warehousing factory. These facilities contain
well designed storage and distribution process. Moreover, the company has its own
transportation where the fruits can be distributed to the local retailers in different parts of
India using the company’s motorbikes, cars, vans, and delivery trucks. The company also
use 3PL to arrange for overland transport when fruits are to be distributed internationally,
through air shipment and water shipment. This analysis resonates the responses to SQ#13
to SQ#16.
4.5.2. Distributions:
SFC distribution is the process of distributing fruits to the customers and retailers. This
analysis resonates the responses to SQ#13 to SQ#16.
43
4.5.3. Distribution in Retail Management:
Retail distribution is commerce, marketing the activity of getting fruits into stores where
they are sold to the public. Moreover, SFC has an extensive retail distribution network
that encompasses more than 1500 stores. This analysis resonates the responses to SQ#13
to SQ#16.
4.5.4. Retail Management System in Supermarkets:
SFC retail businesses can include supermarkets, hypermarkets, department, convenient
stores and direct customer. Moreover, SFC use retail process to ship the fruits from
warehouse to retailers. This analysis resonates the responses to SQ#13 to SQ#16.
4.6.1. Service Policy:
SFC maintains its infrastructure with service policy procedure in order to instruct its
customer to obtain high service and satisfaction from the customer by providing high
quality of fruits at right time.
4.6.2 Pre-service:
SFC pre-service is important for the company to attract the customer to buy the fruits.
Moreover, the company provides pre-services such as checking the quality of the fruits,
ordering, offerings etc.
4.6.3. Point-of-service:
SFC point-of-service is when the customer gets the fruits. Moreover, the service provides
like checking the packaging, ordering, payments, checking the damage of the product in
order to attract the customer.
4.6.4. After-sales-service:
Post-service is to check the quality of the delivered product and satisfaction of the
customer from the quality and taste of the fruit. Moreover, the SFC’s post-service is
important to make the customer feel more comfortable that they are buying the right
product.
4.6.5. Reverse Logistics:
44
SFC uses reverse logistics to get the damaged fruits that are delivered to the customer.
SFC does it to satisfy its customer and provides the fresh fruit as a replace of the
damaged fruits.
4.6.6 Order Processing:
SFC follow procedure which includes picking the fruits from the vendors, packing,
processing, arranging, transporting and delivering it to the customer as a order
processing.
4.7 Operations Management:
4.7.1. Performance Objective:
a) Quality: SFC maintains high quality of fruits which are picked from different
region. Moreover, SFC maintains the quality of fruits by refrigerating it.
b) Speed: SFC has its own transportation, where the fruits are shipped to the
customer through land, water, air with high quality in a specified time.
c) Dependability: SFC relationship with supplier is satisfied for them and make
them to depend more on SFC by providing more offers and contracts with the
suplliers.
d) Flexibility: In SFC, they are more flexible to the cost change. SFC tend to offer
more discounts and seasonal offers to the customer and also to the supplier and it
also flexible to their demands.
e) Cost: SFC will try to be in friendly relationship with the supplier. So, the fruits
are transported to SFC from supplier with low cost and also with good quality. So,
they can get profits even though they sell the fruits at low cost.
4.7.2 Inventory Management:
SFC tracks the fruits stock from the different vendors through all the chain of the
logistics. They maintain the inventory by checking the stock frequently by using
45
inventory management system. They check the safety level of the stocks and if it is low
they order from the vendors to supply it to the customer.
a) Inventory Management in Retail:
SFC’s retail chain has its own warehouse to stock the fruits to be used when the existing
stock replenishes. SFC manages the inventory my maintaining the inventory stock level.
SFC orders fruits from the suppliers when it reaches the safety stock level and refill the
warehouse. This analysis resonates the responses to SQ#19.
4.7.3. Quality Management:
SFC quality management is a task of maintain the quality of fruits and services from the
beginning to the destination to maintain the market place. SFC quality management
contain maintaining the quality of the fruits, high quality of service and quality in
transport process, etc.
a) Quality Management in Retail:
Ensuring the quality of your services and products is essential, whatever your industry or
sector, in order to maintain customer loyalty. SFC maintains quality in all link of supply
chain from picking the fruits from the vendors to delivering it to the customer.
SFC uses lean production to avoid the over stock of the fruits and to minimize the damage of
the fruit. It helps to maintain the quality and freshness of the fruits that are delivered to the
customer. The following analyses are guided by the literature review in Paragraph 3.8.1 and
3.8.2.
4.8.1. Lean and Agile Supply Chain Management:

a) Lean Production:
SFC uses lean manufacturing or lean production system to reduce the waste within a
warehousing system without sacrificing the inventory, which can cause problems. In
this regard, SFC uses lean production to minimize inventory stock level in order to
46
avoid damage and wastage of fruits and since they have to sold within a specified
time to prevent the fruits conditions from deteriorating. This analysis resonates the
responses to SQ#17 to SQ#18.
b) Lean Concept in Retail:
In SFC, lean approach improves Operational flows. Lean concept in retailing helps to
improve the supply chain link and to minimize the time of transporting. Moreover, the
characteristics of the SFC are: strong competition; shorter product life cycle; longer
product development time; and high sensitivity of demand. These analyses resonate
with the responses to SQ#18.
c) Just-In-Time:
SFC uses just-in-time (JIT) in reducing times within production system as well as
response times from suppliers and to customers.
d) Agile Supply Chain:
SFC uses the agile supply chain which refers to the use of responsiveness,
competency, flexibility, and speed to manage how well a supply chain entity operates
on a daily basis.
e) Definitions of Lean and Agile Supply Chain:
SFC decides whether to adopt a lean or agile supply chain strategy. Lean concept in
retailing helps to improve the supply chain link and to minimize the time of
transporting. This helps SFC to achieve customer for long-term by satisfying their
needs. These analyses resonate with the responses to SQ#17.
4.8.2. Retail Supply Chain Management:

a) Physical Distribution:
Physical distribution of SFC is the set of activities which are concerned with efficient
movement of finished fruits from the supplier to SFC to the consumer.
b) Materials Management:
47
Materials management of SFC is a core supply chain function which includes supply
chain planning and distribution of fruits to the customer and managing the
transportation of the fruits. Specifically, SFC used to plan its
total material requirements.
c) Logistics Management:
Logistics management in SFC encompasses plans, implements, and controls the

efficient, effective forward, and reverse flow and storage of goods, services, and
related information of the fruits from the different sources of vendors and delivering it
to the different customer.
d) Efficient Customer Response:
SFC uses efficient customer response to be more responsive to customer demand.

SFC works on basis of the demands from the customer in order to achieve customer
satisfaction. The response SFC to improve supply chain and make it more cost-
effective. This analysis resonates the responses to SQ#18 to SQ#20.
e) Challenges Faced by Retail Logistics and Supply Chain:
SFC embraces the following:

i. Tight Profit Margin: SFC faces tight profit margin when they deliver the fruits
to the customer. SFC sell fruits at low cost and high quality to achieve
customer satisfaction hence the profit is low. Now, SFC tries to improve the
profit margin by increasing their profit margin.
ii. Meeting Customer Expectations: SFC sell fruits with high quality and low
cost in order to achieve customer satisfaction.
iii. Operational Inefficiency: SFC achieves operational efficiency through
ensuring organizational transparency and information integration.
iv. Quality and Compliance: SFC maintain its quality products branding through
customer feedback.
v. Omnichannel Integration: SFC uses omnichannel integration to supply its
fruits to the customers.
4.9. Key Findings and Suggested Recommendations to Achieve or Improve the Activities
Concerned:
4.9.1. Recommendation #One for Operations Service Management:
48
From Paragraph 4.3, operations service management is a key finding because it affects the
customer relationship with the company. Service management plays a vital role from
buying the fruits from SFC’s suppliers and delivering it to its customers. It helps the
company to know who are all its customer and how to provide a good package of fruits to
make them satisfied. It is suggested that operations service management need to be
improved by taking actions on service design by planning and improving the service
provided to the customers. SFC should consider packaging and handling the fruits by using
appropriate methods and deliver them to the customers with more concern about the quality
of fruits. SFC should get regular feedback from its customer to understand its customer
experience and to improve the service management.
4.9.2. Recommendation #Two for Logistics:
From Paragraph 4.4, logistics is one of the key findings because it affects the quality, cost,
and speed of delivering the fruits to the customer. Logistics helps SFC to distribute its fruits
to various location by having refrigerated container and proper package to handle the fruits
with high quality and deliver it to the customer. It is suggested that to improve logistics
SFC should consider improving the refrigerating facilities during the transportation to
maintain the quality of the fruits and install TMS to maintain the speed, cost effective,
quality and improve the logistics performance.
4.9.3. Recommendation #Three for Warehousing and Distribution:
From Paragraph 4.5, the warehousing and distributions is a key finding because it affects
the storage and transportation of fruits to the retailers. It is suggested that to improve
warehouse and distribution, SFC should install WMS to provide effective storage, and use
3PL to achieve cost effective transportation of fruits overseas. This helps SFC to achieve
cost and speed of operations performance objectives.
4.9.4. Recommendation #Four for Total Supply Chain and Logistics Management:
From Paragraph 4.8, the supply chain is identified as one of the key findings because it
plays a vital role for getting fruits to the warehouse and to distribute them to the retailers
and customers. It is suggested that to improve SFC’s supply chain, the actions to be taken
are to use lean and agile concept to manage inventory control which helps to maintain the
stock level.
49
4.9.5. Recommendation #Five for Retail Supply Chain Management:
From Paragraph 4.8.2, the retail supply chain is identified as one of the key findings
because it plays a vital role in managing the retail process of SFC. It is suggested that SFC
should improve its profit margin by improving the retail supply chain, and maintain the
clear omnichannel to distribute the fruits to the retailers and customer.
Analyses are carried out and presented in Chapter Four and five recommendations ware
suggested. In the ensuing Chapter Five, Survey analyses and findings are presented.
Chapter Five: Survey Analysis and Findings

This chapter presents the survey analyses and findings comments on the analysis are also
provided.
50
5.1. Analysis of Responses for SQ1: What appropriate logistical methods would be needed to
maintain the quality of fruits?
Figure 5.1 Analysis of Responses for SQ1:
Response Options Number of Percentage
Responses
a) Provide refrigerated storage to preserve its freshness 32 54
during transportation of fruits
b) Provide refrigerated storage to preserve its physical 8 13
condition during distribution of fruits.
51
c) Provide appropriate packaging design and materials 20 33
that can withstand loading during handling and
stacking.
d) Other methods, please specify. 0 0
TOTAL 60 100
Source: Created by XXXX, 2019.
From the Figure 5.1, it is clear that 54% of respondents accept that the freshness of the fruits is
preserved during the transportation of fruit to its customer. Physical conditions of the fruits are
preserved by refrigerating the fruits during distribution is accepted by 13% of respondents and
33% of respondents accept that providing appropriate packaging design and materials will
withstand loading during handling and stacking.
52
5.2. Analysis of Responses for SQ2: How would refrigerated storage to preserve the fruits
freshness during transportation?
Responses
a) It provides a regulated storage temperature during 19 32
transportation to prevent loss of fruit moisture.
b) It provides temperature control that slows the ripening 26 43
of fruits.
c) It controls the exposure of fruits to fungal spores and 15 25
prevent them from getting moldy.
TOTAL 60 100
53
Source: Created by XXXX, 2019.
From Figure 5.2, 32% of respondents accept that regulated storage temperature during
transportation would prevent loss of fruit moisture, 43% of the respondents accept
temperature control as the means to preserve the fruits from ripening while 25% respondents
accepted that refrigerated storage controls to prevent the fruits from becoming moldy due to
fungal spores
54
5.3. Analysis of Responses for SQ3: How to provide refrigerated storage to preserve the fruits
physical condition during distribution?
Responses
a) Immediate and fast transfer from refrigerated truck or 23 38
container to retailer refrigerated warehouse or
supermarkets.
b) By ensuring the temperature of storage in the 25 42
warehouse is the same temperature as the truck.
c) Ensure that the temperature in the transfer 12 20
environment is similar.
TOTAL 60 100
55
Source: Created by STUDENT NAME XXXX, 2019.
From Figure 5.3, 38% of the respondents accepted that immediate and fast transfer from
refrigerated truck or container helps to preserve the physical condition of the fruits, 42% of the
respondents accepted to ensure the temperature of storage in the warehouse is the same
temperature as the truck ,while 20% of the respondents accepted the temperature should be
similar while transporting to preserve the physical condition of the fruits.
56
5.4. Analysis of Responses for SQ4: How to provide appropriate packaging design and
materials that can withstand loading during handling and stacking?
Responses
a) Design the packaging to fit the shape of the product. 21 35
b) Use packaging materials that is designed to withstand 35 58
loading and dropping during storage or handling.
c) Use corrugated cotton that can withstand moisture and 4 7
heat.
TOTAL 60 100
Source: Created by STUDENT NAME XXXX, 2019.

From Figure 5.4,in regard to provide appropriate packaging design and materials that can
withstand loading during handling and stacking 35% of the respondents accepted that design the
packaging to fit the shape of the product, 58% of the respondents accepted that using packaging
materials that is designed to withstand loading and dropping during storage or handling only 7%
of the respondents accepted using corrugated carton can withstand moisture and heat.
57
5.5. Analysis of Responses for SQ5: what packaging and delivering methods would be needed
used to improve the quality of fruits that are shipped or transported to the customer?
The methods to meet:
Responses
a) Pre-determined requirements or standards that are set 19 32
by the company before shipment.
b) Approved package design of the fruits inside the 22 36
package are not damaged.
c) Requirement that correct package is used for the fruits 19 32
being delivered.
TOTAL 60 100
From Figure 5.5, for improving the quality of fruits during shipments, 32% of the respondents
accepted that pre-determined requirements or standards that are set by the company before
shipment should be, 32% of the respondents accepted that by approving package design of the
58
fruits inside the package will ensure that the fruits are not damaged, 32% of the respondents
accepted that requirement that correct package is used for the fruits being delivered would
improve the quality of fruits that are shipped or transported to the customer.
5.6. Analysis of Responses for SQ6: How to check the pre-determined requirements or
standards that are set by the company before shipment?
59
Responses
a) By checking that correct packaging material is used 24 40
for the fruit prior to packaging.
b) By auditing that there is not over-packaging of fruits 9 15
in a package.
c) Ensure the packages that are ready for shipment are 27 45
subject to final quality inspection.
TOTAL 60 100
Source: Created by STUDENTNAME XXX, 2019.
From Figure 5.6, 40% of the respondents accepted that checking the correct packaging of fruits
would help to achieve the pre-determined requirements, while 15% of the respondents accepted
that auditing to prevent over-packaging of fruits in a package would help in preventing fruit
damage, 45% of the respondents accepted that quality requirements can be achieved by ensuing
that the packages that are ready for shipment are subject to final quality inspection.
60
5.7. Analysis of Responses for SQ7: How to check that fruits inside the package are not being
damaged?
Responses
a) By ensuring that the orders are packed securely and 19 32
properly before transportation.
61
b) By ensuring that the packages are handled carefully, in 23 38
order to minimize the risk of being damaged while in
transit.
c) By ensuring that the packages are made according to 18 30
the size and nature of the fruits.
TOTAL 60 100
From Figure 5.7, for checking that fruits inside the package are not being damaged during
shipment, 32% of the respondents accepted that ensuring that the orders are packed securely and
properly before transportation would help, 38% of the respondents accepted that ensuring that
the packages are handled carefully would minimize the risk of being damaged while in transit
30% of the respondents accepted that ensuring that the packages are made according to the size
and nature of the fruits would help.
62
5.8. Analysis of Responses for SQ8: How to ensure that correct packaging is used for the fruit
being shipped?
Responses
a) Conducting in-process inspection at the time 22 37
packaging.
b) By verifying that the correct packaging is delivered to 29 48
the packaging.
c) By ensuring that the correct fruit type is delivered to 9 15
63
the packaging area.
TOTAL 60 100
From Figure 5.8, for ensuring that the correct packaging is used for the fruit being shipped, 37%
of the respondents accepted that conducting in-process inspection at the time packaging would
help, while 48% of the respondents accepted that verifying that the correct packaging is
delivered to the packaging, 15% of the respondents accepted that ensuring that the correct fruit
type is delivered to the packaging area will be helpful.
64
5.9. Analysis of Responses for SQ9: What are all the vital role played by the operation service
in assuring quality and availability of fruits throughout the year?

Responses
a) Ensure that the service design supports the supply 22 37
chain activities in providing quality and availability of
fruits.
b) Provides clear information on the service package that 24 40
influence the customer perception and experience
regarding the fruit’s shipment.
c) Provide effective service delivery that caters to the 14 23
needs of the customer.
65
TOTAL 60 100
Source: Created by STUDENTNAME XXX, 2019.
From the Figure 5.9, 37% of the respondents accept that ensuring service design supports the
supply chain activities in providing quality and availability of fruits, while 40 % of the
respondents accepted that providing clear information on the service package that influence the
customer perception and experience regarding the fruit’s shipment would help, 23 % of the
respondents accepted that providing effective service delivery that caters to the needs of the
customer would assure the quality and availability of the fruits throughout the year.
66
5.10. Analysis of Responses for SQ10: How to ensure that service design supports the supply
chain activities in providing quality and availability of fruits?
Responses
a) By maintaining an effective logistics channels to 28 47
improve the speed in delivery of the fruits.
b) By having third-party logistics to distribute the fruits 18 30
quickly to local and overseas customers.
c) By checking the operational condition of the transport 14 23
so as to avoid the damage of the packages.
TOTAL 60 100
67
From Figure 5.10, 47% the respondents accepted that service design is ensured by
maintaining an effective logistics channels to improve the speed in delivery of the fruits,
while 30% accepted of the respondents that third-party logistics to distribute the fruits
quickly to local and overseas customers would help to ensure service design, 23% of the
respondents accepted that checking the operational condition of the transport would avoid the
damage of the packages.
68
5.11. Analysis of Responses for SQ11: How to provide clear information on the service package
for the customer?
Responses
a) By providing return and refund information for the 23 38
damaged packages.
b) By providing customized shipping carton readable 19 32
barcode to support customer’s receiving system.
c) By providing shipping information about the shipment 18 30
status of customer order once their packages are
shipped.
TOTAL 60 100
69
From Figure 5.11, 38% of the respondents accepted that clear information is provided through
the return and refund information for the damaged packages, while 32% of the respondents
accepted that clear information is provided through customized shipping carton readable barcode
to support customer’s receiving system, 30% of the respondents accepted that providing
shipping information about the shipment status of customer order once their packages are
shipped would amount to clear information being provided.
70
5.12. Analysis of Responses for SQ12: How to provide effective service delivery to the
customer?
Responses
a) Ensuring staff and other technological capabilities to 18 30
meet the needs of the customer.
b) Enabling the customer to track the packages that are 29 48
shipped from the warehouse or distribution centers.
c) By maintaining safety stock inventory which will help 13 22
to overcome the fluctuation in demands.
TOTAL 60 100
71
From Figure 5.12, for providing effective service delivery,30% of the respondents accepted
that ensuring staff and other technological capabilities to meet the needs of the customer
would help, 48% the respondents accepted that enabling the customer to track the packages
that are shipped from the warehouse or distribution centers, 22% of the respondents accepted
that maintaining safety stock inventory would help to overcome the fluctuation in demands
and improve the effectiveness of the service delivery.
72
5.13. Analysis of Responses for SQ13: what storage and distribution facilities in the supply chain
would improve the quality of delivered fruits?
Responses
a) Suitably designed warehouse and distribution building 23 38
that allow refrigeration, and keep out dust and
moisture.
b) Ease of accessibility and retrieving through shelving 16 27
layouts and choice of racking system.
c) Availability of technologies to support warehousing, 21 35
transportation and order management systems that
enables fruits distribution.
TOTAL 60 100
73
From Figure 5.13, 38% of the respondents accepted that to improve the quality of delivered fruits
SFC should have suitably designed warehouse and distribution building that allow refrigeration,
and keep out dust and moisture, while 27% of the respondents accepted that the ease of
accessibility and retrieving through shelving layouts and choice of racking system would help,
35% the respondents accepted that availability of technologies to support warehousing,
transportation and order management systems that enable fruits distribution would help.
74
5.14. Analysis of Responses for SQ14: How should warehouse and distribution building be
designed?
Responses
a) The design must consider the nature of fruits, and their 30 50
storage requirements.
b) The building is to enable refrigeration and dust- 21 35
proofing and moisture.
c) The building must be able to house hardware 9 15
technologies such as fork lifts and software.
TOTAL 60 100
75
Source: Created by STUDENT NAMEXXX, 2019.
From Figure 5.14, 50% the respondents accepted that warehouse and distribution are to be
designed with consideration for the nature of fruits, and their storage requirements, while 35% of
the respondents accepted that the building is to enable refrigeration and dust-proofing and
moisture 15% of the respondents accepted that the building must be able to house hardware
technologies such as fork lifts and software.
76
5.15. Analysis of Responses for SQ15: what would provide the ease of accessibility to stored
fruits?
Responses
a) Warehouse and distribution centres layout, racking 25 41
system and material handling equipment.
b) Storage locations are to planned according to the 28 47
demand to the demand for fruits
c) Ensure that the aisles for material handling 7 12
equipment are not obstructed.
TOTAL 60 100
77
From Figure 5.15, 41% of the respondents accepted that easy accessibility to fruit storage is
achieved by maintaining the Warehouse and distribution centres layout, racking system and
material handling equipment, while 47% of the respondents accepted that storage locations are to
be planned according to the demand for fruits 12% of the respondents accepted ensure that the
aisles for material handling equipment are not obstructed.
78
5.16. Analysis of Responses for SQ16: What would ensure the availability of technologies to
support warehousing, transportation and order management systems that enable fruits
distribution?
Responses
a) Ensure that the appropriate hardware is installed to 22 37
operate the software technology.
b) The technology must be maintained and used correctly 21 35
to support transportation and order management.
c) Provide training to use the technology. 17 28
TOTAL 60 100
79
Source: Created bySTUDENT NAME XXX, 2019.
From Figure 5.16, 37% of the respondents accepted that ensuring the appropriate hardware is
installed to operate the software technology, while 35% of the respondents accepted that the
technology must be maintained and used correctly to support transportation and order
management. 28% of the respondents accepted that providing training to use the technology
would help.
80
5.17. Analysis of Responses for SQ17: how would lean and agile concepts be helpful in
improving the retail supply chain for fruits?
Responses
a) They removes unwanted process from the supply 23 38
chain.
b) They orders inventories according to the 19 32
requirements from the lean customer.
c) They improves flexibility, responsiveness and 18 30
quickness in retail supply chain.
TOTAL 60 100
81
Source: Created by STUDENT NAMEXXX, 2019.
From Figure 5.17, 38% of the respondents accepted the concepts remove unwanted process from
the supply chain, while 32% of the respondents accepted these concepts order inventories
according to the requirements from the lean customer. Additionally, 30% of the respondents
accepted that the concepts improve flexibility, responsiveness and speed in retail supply chain.
5.18. Analysis of Responses for SQ18: How could unwanted processes be removed from the
supply chain?
Responses
a) By planning the entire activities of the retail supply 22 37
chain.
b) By organizing the procurement of raw materials and 20 33
components.
c) By scheduling of production activities, testing of 18 30
products, packing and release.
TOTAL 60 100
82
From Figure 5.18, 37% of the respondents accepted that planning the entire activities of the retail
supply chain, while 33% of the respondents accepted that by organizing the procurement of raw
materials and components would remove unwanted process 30 % of the respondents accept that
by scheduling of production activities, testing of products, packing and release, unwanted
process would be removed.
83
5.19. Analysis of Responses for SQ19: How to order Stock as per the requirements from the lean
customer?
Responses
a) Avoiding over stocking of inventory. 20 33
b) Providing warehousing from a lean perspective which 24 40
means only the volume of inventory that is currently
needed is ordered and stored.
c) Providing lean transportation that include multiple 16 27
stops on delivery routes, lower fuel costs, better
customer service for on-time delivery, and larger
payloads for efficient distribution.
TOTAL 60 100
84
From Figure 5.19, 33% of the respondents accepted that over-stocking of inventory, while 40%
of the respondents accept providing warehousing from a lean perspective Moreover, 27% of the
respondents accept that providing lean transportation would help to keep the stock lean.
85
5.20. Analysis of Responses for SQ20: How to improve flexibility, responsiveness and speed in
retail supply chain?
Responses
a) By focusing on avoiding potential shortages 25 41
and eliminating excessively stocked inventory.
b) Adapt to rapidly changing environments, such as the 25 42
economy, customization, trends, and customer
demands.
c) By removing rigid structures or process to better meet 10 17
the demands of the customer.
TOTAL 60 100
86
From Figure 5.20, 41% of the respondents accepted that focusing on avoiding potential shortages
and eliminating excessively stocked inventory, while 42% of the respondents accept adapting to
rapidly changing environments would improve flexibility, responsiveness and speed. Moreover,
17% of the respondents accepted removing the rigid structures or process to better meet the
demands of the customer would help to improve these performance factors.
5.20 Chapter Conclusion:
In Chapter Five, survey analyses and findings are carried out and presented. In the ensuing
Chapter Six, evaluations on the suggested recommendations will be presented.
87
Chapter Six: Evaluations on Suggested Recommendations
Evaluation of suggested recommendations are presented in this Chapter.
6.1. Recommendation#One:
From Paragraph 4.9.1, it has suggested that the service policy, service delivery, packaging,
handling and getting regular feedback from the customer are the actions to be recommended to
improve the quality and customer relationship with SFC. The evaluations of this suggestion are
as follows:
i. Suitability: Suggested recommendations are suitable for SFC since its performance are
based on the quality of the fruits.
ii. Acceptability: Suggested recommendations are acceptable for SFC since the customers
are satisfied with the service provided by SFC.
iii. Feasibility: Suggested recommendations are feasible for SFC since its performance and
service to the customer are conveniently done.
88
From this evaluation, it could be summarized that the suggested recommendations comprising
service policy, packaging and handling to maintain the quality of fruits, is suitable, acceptable
and feasible because they help to improve operations service and enhance customer satisfaction
as such dissertation objective is achieved.
6.2. Recommendation#Two:
From Paragraph 4.9.2, it has suggested that SFC should maintain logistics in a clear way to
improve the quality. Moreover, SFC should install TMS to be cost effective; provide fast
transportation; and they use refrigerated vehicles to transport the fruits from one place to other.
These are the actions be recommended. The evaluations of this suggestion are as follows:
i. Suitability: Suggested recommendations are suitable for SFC since logistics is main
distribution methods for the company to transport the fruits.
ii. Acceptability: Suggested recommendations are acceptable by SFC since their job is based
on distributing the fruits with high quality.
iii. Feasibility: Suggested recommendations are feasible for SFC since the logistic supply
chain have to be clear to make shipment of the fruits.
From this evaluation, it could be summarized that the suggested recommendations, comprising
maintaining clear logistic chain; installing TMS; and using refrigerated vehicles are suitable,
acceptable and feasible for achieving the dissertation objective.
6.3. Recommendation#Three:
From Paragraph 4.9.3, it was suggested that to achieve effective storage, SFC should install
WMS and they should make use of 3PL to achieve cost effective distributions. These actions are
to be recommended. The evaluations of this suggestion are as follows:
i. Suitability: Suggested recommendations are suitable for SFC since they have to store the
fruits with high quality and distributes it to the customer.
ii. Acceptability: Suggested recommendations are acceptable by SFC since their
performance is based on distributing the fruits and should be maintained with high
quality.
iii. Feasibility: Suggested recommendations are feasible for SFC, since by maintaining
effective warehouse and distributions helps the company to achieve its goal.
installing WMS to make effective storage and use of 3PL to make cost effective distributions, are
89
suitable, acceptable, and feasible because they help to improve operations service and enhance
customer satisfaction. As such recommendation would help to achieve the dissertation objective.
6.4. Recommendation#Four:
From Paragraph 4.9.4, it was suggested that supply chain should be maintained to provide clear,
shipment to the customer. These actions are recommended. The evaluations of this suggestion are
as follows:
i. Suitability: Suggested recommendations are suitable for SFC to obtain proper supply
chain.
ii. Acceptability: Suggested recommendations are acceptable for SFC to obtain proper
supply chain.
iii. Feasibility: Suggested recommendations are feasible for SFC to obtain proper supply
chain.
maintaining clear supply chain and verified shipment, is suitable because they help to improve
operations service and enhance customer satisfaction. As such recommendation would help to
achieve the dissertation objective.
6.5. Recommendation#Five:
From Paragraph 4.9.5, it has suggested that managing retail chain will improve profit margin.
These actions are recommended. The evaluations of this suggestion are as follows:
i. Suitability: Suggested recommendations are suitable for SFC to achieve proper retail
supply chain and profit margin.
ii. Acceptability: Suggested recommendations are acceptable for SFC to achieve proper
retail supply chain and profit margin.
iii. Feasibility: Suggested recommendations are feasible for SFC to achieve proper retail
supply chain and profit margin.
From this evaluation, it could be summarised that the suggested recommendations comprising by
maintaining clear retail chain with supplier and profit margin of SFC, is suitable, acceptable and
feasible because they help to improve operations service and enhance customer satisfaction. As
such recommendation would help to achieve the dissertation objective.
90
In this chapter, evaluation on recommendations are presented. In the ensuing chapter
recommendation and benefits of recommendations are presented.
Chapter Seven: Recommendations and Benefits of the

Recommendations
This chapter presents the five recommendations and the benefits from implementing the five
recommendations.
7.1. Recommendation#One:
From Paragraph 6.1, it is recommended that SFC should improve its performance on service
policy and should get regular feedbacks from the customer to know their needs and wants. The
benefits from implementing the recommended actions are
i. The relationship between the customer and SFC would be improved.
ii. The service quality of the SFC would be improved and satisfied to the customer.
iii. By getting regular feedback, SFC can improve its performance and achieve its goals.
7.2. Recommendation#Two:
From Paragraph 6.2, it is recommended that SFC should install TMC and refrigerated vehicle to
maintain the quality of fruits. The benefits from implemented recommended actions are
i. It helps to improve the logistic chain.
ii. It helps to improve the quality of fruits.
91
7.3. Recommendation#Three:
From Paragraph 6.3, it is recommended that SFC should install WMS for effective storage. The
benefits from implemented recommended actions are
i. It helps to improve storage.
ii. It helps for effective distributions and cost.
7.4. Recommendation#Four:
From Paragraph 6.4, it is recommended that SFC should maintain clear and proper supply chain.
The benefits from implemented recommended actions are
i. There will be no delay in delivery.
ii. Customer relationship will be increased.
7.5. Recommendation#Five:
From Paragraph 6.5, it is recommended that SFC should maintain proper retail chain and profit
margin. The benefits from implemented recommended actions are
i. It helps to achieve profit margin.
ii. It helps to maintain retail chain clear and improve performance.

In this chapter, recommendation and benefits of implementing the recommendation are
presented. In the ensuing chapter, Conclusion for this dissertation is presented.
92
Chapter Eight: Conclusion
From Chapter 1, it is concluded that, SFC, a pseudonym, is an Indian fruit company which
distributes fruits to its customer comprising hypermarkets, supermarkets, retail stores, direct
customers, etc. SFC has micro and macro environment in which it undergoes all political,
economic, legal, and technological and it is also performing better than its competitors. SFC has
its own resources which help to achieve its profit margins.
From Chapter 2, it is concluded that literature review for the report is done with operation
service concepts, supply chain management, logistics, warehouse and distributions, lean and
agile supply chain. This literature review is used to analyse SFC’s supply chain performance, and
is used in Chapter 4 in data analyses and findings.
From Chapter 3, it is concluded that research questions are made to find out the customer
expectation from SFC and survey questions are sent to respondents which help to suggest and
recommend SFC to improve its subjected performance and supply chain to make SFC as the best
fruit company in India.
From chapter 4, it is concluded that analyses are done with the underpinning concepts that are
found in the literature review chapter. Analyses are done on how SFC would improve its
performance, and gain knowledge that would help SFC to improve and sustain its position in
93
Indian market. SFC has to improve its supply chain in order to produce effective supply chain,
logistics, warehouse, cost and quality.
This report conclude that supply chain is important for a company to achieve its customer
satisfaction. SFC is a leading fruit company in India. Through implementing recommendations
through the report, SFC would be able to improve its operations service management so as to
improve its supply chain and enhance the customer satisfactions. This confirms that the
dissertation objective has been met.
Personal Development Plan:

I completed my bachelor’s degree in Computer System and Design. My goal is to become a
business entrepreneur, which made me choose Master in Business. This path is completely
different for me from computer to business. I gained lots of knowledge by improving my
communication, my skills and the subject which I was lack. On my master course I come to
know that my interested subject is Operation Management, specially in Service. I wanted to set
my carrier in the operation management area, which made me to do this dissertation.
This report is about the supply chain of the fruit industry. Personally, I like to buy a fresh and
quality fruits. If I saw any fruits in a retail store that are rotten or not packed well, my mind will
think of the situation to avoid this. To avoid such damaged fruit, I will improve the supply chain
links and logistics channels. The new method can be introduced to avoid such situation. In this
report I would like to improve in my research area where I collected data about the operation
service and fruit industries. I would also like to improve in the innovative methods for maintain
the quality of fruits during the transportation.
I would like to improve my skills in the area which include supply chain, leagile production,
operation service, warehousing, transporting, and logistics. I would also like to find innovative
idea in this area to improve the operation service methods and fruit industries.
94
Appendices:
Appendix 1: Survey Questions
Survey Questions for RQ #1:
SQ# 1: What appropriate logistical methods would be needed to maintain the quality of
fruits?
a) Provide refrigerated storage to preserve its freshness during transportation of fruits.
b) Provide refrigerated storage to preserve its physical condition during distribution of
fruits.
c) Provide appropriate packaging design and materials that can withstand loading during
handling and stacking.
d) Other methods, please specify.
SQ# 2: How would refrigerated storage to preserve the fruits freshness during transportation?
a) It provides a regulated storage temperature during transportation to prevent loss of fruit
moisture.
b) It provides temperature control that slows the ripening of fruits.
c) It controls the exposure of fruits to fungal spores and prevent them from getting moldy.
d) Other methods, please specify.
95
SQ #3: How to provide refrigerated storage to preserve the fruits physical condition during
distribution?
e) Immediate and fast transfer from refrigerated truck or container to retailer refrigerated
warehouse or supermarkets.
f) By ensuring the temperature of storage in the warehouse is the same temperature as the
truck.
g) Ensure that the temperature in the transfer environment is similar.
h) Other methods, please specify.
SQ #4: How to provide appropriate packaging design and materials that can withstand
loading during handling and stacking?
e) Design the packaging to fit the shape of the product.
f) Use packaging materials that is designed to withstand loading and dropping during
storage or handling.
g) Use corrugated cotton that can withstand moisture and heat.

SQ #5: what packaging and delivering methods would be needed used to improve the quality
of fruits that are shipped or transported to the customer?
The methods are to meet:
e) Pre-determined requirements or standards that are set by the company before shipment.
f) Approved package design of the fruits inside the package are not damaged.
g) Requirement that correct package is used for the fruits being delivered.
SQ #6: How to check the pre-determined requirements or standards that are set by the
company before shipment?
e) By checking that correct packaging material is used for the fruit prior to packaging.
f) By auditing that there is not over-packaging of fruits in a package.
g) Ensure the packages that are ready for shipment are subject to final quality inspection.
SQ #7: How to check that fruits inside the package are not being damaged?
e) By ensuring that the orders are packed securely and properly before transportation.
f) By ensuring that the packages are handled carefully, in order to minimize the risk of
being damaged while in transit.
g) By ensuring that the packages are made according to the size and nature of the fruits.
96
SQ #8: How to ensure that correct packaging is used for the fruit being shipped?
e) Conducting in-process inspection at the time packaging.
f) By verifying that the correct packaging is delivered to the packaging.
g) By ensuring that the correct fruit type is delivered to the packaging area.

SQ #9: What are all the vital role played by the operation service in assuring quality and
availability of fruits throughout the year?
e) Ensure that the service design supports the supply chain activities in providing quality
and availability of fruits.
f) Provides clear information on the service package that influence the customer perception
and experience regarding the fruit’s shipment.
g) Provide effective service delivery that caters to the needs of the customer.
SQ #10: How to ensure that service design supports the supply chain activities in providing
quality and availability of fruits?
e) By maintaining an effective logistics channels to improve the speed in delivery of the
fruits.
f) By having third-party logistics to distribute the fruits quickly to local and overseas
customers.
g) By checking the operational condition of the transport so as to avoid the damage of the
packages.
SQ 11: How to provide clear information on the service package for the customer?
e) By providing return and refund information for the damaged packages.
f) By providing customized shipping carton readable barcode to support customer’s
receiving system.
g) By providing shipping information about the shipment status of customer order once their
packages are shipped.
SQ 12: How to provide effective service delivery to the customer?

e) Ensuring staff and other technological capabilities to meet the needs of the customer.
f) Enabling the customer is able to track the packages that are shipped from the warehouse
or distribution centers.
97
g) By maintaining safety stock inventory which will help to overcome the fluctuation in
demands.

SQ #13: what storage and distribution facilities in the supply chain would improve the
quality of delivered fruits?
e) Suitably designed warehouse and distribution building that allow refrigeration, and keep
out dust and moisture.
f) Ease of accessibility and retrieving through shelving layouts and choice of racking
system.
g) Availability of technologies to support warehousing, transportation and order
management systems that enables fruits distribution.
SQ #14: How should warehouse and distribution building be designed?

e) The design must consider the nature of fruits, and their storage requirements.
f) The building is to enable refrigeration and dust-proofing and moisture.
g) The building must be able to house hardware technologies such as fork lifts and software.
SQ #15: what would provide the ease of accessibility to stored fruits?

e) Warehouse and distribution centers layout, racking system and material handling
equipment.
f) Storage locations are to planned according to the demand to the demand for fruits
g) Ensure that the aisles for material handling equipment are not obstructed.
SQ #16: What would ensure the availability of technologies to support warehousing,

transportation and order management systems that enable fruits distribution?
e) Ensure that the appropriate hardware is installed to operate the software technology.
f) The technology must be maintained and used correctly to support transportation and
order management.
g) Provide training to use the technology.
Survey Questions RQ #5:

SQ #17: how would lean and agile concepts be helpful in improving the retail supply chain
for fruits?
98
e) It removes unwanted process from the supply chain.
f) It orders inventories according to the requirements from the lean customer.
g) It improves flexibility, responsiveness and quickness in retail supply chain.
SQ #18: How could unwanted process be removed from the supply chain?
e) By planning the entire activities of the retail supply chain.
f) By organizing the procurement of raw materials and components.
g) By scheduling of production activities, testing of products, packing and release.
SQ #19: How to order stock as per the requirements from the lean customer?
e) Avoiding back-stocking a lot of inventory.
f) Providing warehousing from a lean perspective includes inventory on demand, which
means only the inventory currently needed is ordered and stored.
g) Providing lean transportation can include multiple stops on delivery routes, lower fuel
costs, better customer service for on-time delivery, and larger payloads for efficient
distribution.
SQ #20: How to improve flexibility, responsiveness and quickness in retail supply chain?
e) By focusing on avoiding potential shortages and eliminating excessively stocked
inventory.
f) Adapt to rapidly changing environments, such as the economy, customization, trends, and
customer demands.
g) By removing rigid structures or process to better meet the demands of the customer.
Appendix 2: Project Proposal

DISSERTATION PROPOSAL
TITLE:
Improving operation service methods in a fruit distributor’s supply chain so as to enhance
OBJECTIVE:
99
To improve operation service methods in a fruit distributor’s supply chain so as to enhance
1. Chapter One – Introduction:
This chapter describes about the background of the company.

1.7. Name of the Company:
Smiley Fruit Company (SFC), is a fresh fruit company which is located in many parts India.
The company sell fresh fruits from the different growers to different zone of customers like
100
supermarkets, fruit retail stores, restaurants, direct delivery to homes, parties, wedding,
functions and events.
1.8. Nature of Business:
Nature of business of SFC is distributing quality fresh fruits to its customer. A group of
homologous products are collected and sold by a single company is called product line (Hitt
et al., 2009). SFC purchases different types of fruits from different growers including local
and overseas growers and sell the fruits to the customer.
1.9. Facilities of the Company:
SFC possesses well designed storage and distribution process, augmented by packaging and
warehousing factory. The company owns transportation trucks which distributes the fruits to
retail outlets from local and other Indian states, while fruits are distributed to different parts
of the country using SFC’s own motorbikes, cars, vans, and delivery trucks. It also uses third-
party logistic providers to organize the overland transport. For fruits that are distributed
internationally, SFC uses air shipment, water shipment or inter-model shipment.
1.10. Macro Environment:
d) General Environment:
General environment of SFC is analyzed using PESTEL analysis. SFC uses PESTEL as a
tool to analyze its political, economic, social, technological, environmental and legal
factors in India. Here, general environment is analyzed for retail supply chain which is a
process of delivering the company’s products to its customer (Cachon et al., 2009).
e) Industry Environment:
i. Nature of Competitors:
There are many fruits company in India which are competing with the SFC company.
These companies provide fresh fruits to the customer by maintaining a better supply
chain and distribution facilities.
ii. Competitors goals and Supply Chain:
101
SFC competitor’s goal is to get the first place in the fruit market of India. Each fruit
company has its own supply chain methods where they are distributing the fruits to the
customer and they are trying to make better supply chain than their competitors (Johnson
et al., 2009).
1.11. Micro Environment:
Micro environment of a company is defined as the company’s resources in a well-structured
organization (Fernie et al., 2014).
d) Financial Resources:
Financial resources for a company are considered as main asset for a company (Fernie et
al., 2014). The company’s financial resources are achieved through its stakeholders,
initial funds, cash and credit lines from the investor (Johnson et al., 2017). SFC has its
own well-structured financial support.
e) Physical Resources:
Physical resources for a company are defined as the tangible resources that the company
possesses to deliver its service process (Hugos et al., 2006). SFC has its own packaging,
storage, distributions and transport resources where the fruits are packed and delivered to
its customers.
f) Technology Resources:
Technological support is important for a company to make its routine processes effective
(Hugos et al., 2006). SFC uses well-structured systems and tools to effectively produce a
service to the customer through maintaining the quality of the fruits and their taste and
freshness until the fruits are delivered to the customer.
2. Chapter Two – Methodology:
In this Chapter, methodology for the dissertation will be analyzed and research questions will be
generated. In the ensuing Chapter three, literature review will be presented.
3. Chapter Three - Literature Review:
3.1. Methodology:
The research findings are presented in the ensuing literature review chapter. Primary data,
which involves field survey comprising survey questions (SQs) (Gill et al., 2010), will be
conducted after establishing the research questions (RQs) (Zikmund et al., 2013).
102
3.2. Environment:
The economic, social and political condition of SFC will be analyzed and discussed. The
industrial environment of SFC which includes the business environment of the company and
its economic cycle are analyzed and discussed.
Operations management for services has the functional responsibility for producing
the services of an organization. It differs from operations management in general, since the
processes of service organizations differ from those of manufacturing organizations. The
services sector treats services as untouchable products; service as a customer experience; and
service as a package of facilitating goods and services. Moreover, the context for decision
making is contingent on the extent and variety of services industries (Hill, 2005).
3.4. Logistics:
a) Transportation Mode:
Transportation mode is defined as the different mode of transportation. Transport mode

may be based on human, animal and vehicles. Many companies have their own transport
for local and different part of the country and also has contact with third-party logistics
for overseas transport.
b) Packaging:
Packaging may be in container, bottle, tube, etc. that an item is packed in. Advertising
agencies work with companies to develop an effective packaging design for each product
that they sell to consumers.
c) Handling:
The company contains a good handling which is the process of moving the right material
to the right place at the right time, in the sequence and in the right condition to minimize
the production cost. Material handling involves short-distance movement within the
confines of a building or between a building and a transportation vehicle.
a) Warehousing Facilities and Location of Stocks:
A warehouse is a building for storing goods. Warehouses are used by manufacturers,

importers, exporters, wholesalers, transport businesses, customs, etc.
b) Distributions:
103
Distribution is one of the four elements of the marketing mix. Distribution is the process
of making a product or service available for the consumer who needs it.
Customer Service Management will discuss about service policy, Pre-service, Point-of-
service, Post-service, and Order Processing.
3.7. Operation Management:
An operation in an organization contributes to achieve an operations-based advantage

through five performance objectives, comprising quality, speed, dependability, flexibility, and
cost.
Lean production is an approach to management that focuses on cutting out waste, whilst
products which ensures quality of that product. This approach can be applied to all aspects of
a business – from design, through production to distribution.
4. Chapter Four – Analysis of Methodologies and Identify the Key Findings:
This chapter will identify the key findings from the chapter 3 which will be further discussed
from the understanding and writings of the previous chapter.
5. Chapter Five – Survey analysis and findings:
This chapter will explain about the key findings from the chapter 4 which will be further
discussed from the understanding and writings of the previous chapter.
6. Chapter Six – Evaluation:
This chapter provide some recommendations to the company to overcome its cons from the
understanding and writings of the previous chapter.
7. Chapter Seven – Recommendations and Benefits of Recommendations:
This chapter provide recommendations to SFC and present the benefits of the recommendation.
8. Chapter Eight – Conclusion:
This chapter will conclude the report from the understanding and writings of the previous
chapter.
104
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110
List of Abbreviation:
1. 3PL – Third Party Logistics.
2. JIT – Just-In-Time.
3. OMS – Order Management System.
4. RQ – Research Questions
5. SAFe – Sustainability, Acceptability, and Feasibility.
6. SCM – Supply Chain Management.
7. SFC – Smiley Fruit Company.
8. SQ – Survey Questions.
9. TPS – Toyota Production System
10. TMS – Transportation Management System.
11. WMS – Warehouse Management System.
List of Pictures:
1. Logistics (1.1)
2. Supply chain where the goods are received and transported through water (1.2)
3. Retail Supply Chain (1.3)
4. Third Party Logistics Providers (3.1)
List of Figures:
1. Logo of SFC (1.1)
2. A PESTEL Analysis (1.2)
3. Inter-model Transportation (3.1)
4. Supply Chain Management (3.2)
List of Tables:
1. Analysis of Responses for SQ#1 (5.1)
111
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Declaration:

WORD COUNT – 15431

Chapter One: Introduction

1.3. Facilities of the Company:

Source: Created by STUDENT NAME XX, 2019.

Micro environment of a company is defined as the company’s resources in a well-structured

Source: Transportation and Logistics, Jim Damicis, 2018.

Source: Retail Supply Stores, Sam Dawes, 2016.

1.6. Conclusion for Chapter One:

Chapter Two: Methodology

Using Cochran’s formula, at 95% confidence limit,

Sample size N= 4P * (100 - P) / Lᶻ

Chapter 3: Literature Review

3.2.1. General Environment:

Technological components identified with developments in innovation which may

3.2.2. Industry Environment:

Any person or independent resource which is rival against another is described as

b) Competitor’s Goals and Supply Chain Strategy:

3.2.3. Task Environment:

a) Demands from Customer:

b) Demands from Suppliers:

c) Demands from Logistics Providers:

d) Demands from Employees:

3.3.2. Service Package:

3.3.3. Customer Contact:

3.3.4. Service Process Matrix:

Logistics is commonly the association and execution of a perplexing activity. In general

3.4.1. Third-Party Logistics Providers:

3PL is visualized in Figure 3.1.

Figure 3.1 – Third-Party Logistics Providers

Sources: DCL Logistics, 2018.

3.4.2. Transportation Mode:

Transportation mode is defined as the different mode of transportation. Transport mode

place to another. Methods of transportation fall into three categories: pipelines,

Industries in the Air Transportation subsector provide air transportation of passengers

Inter-model transport includes the transportation of mass in a between modular

Figure 3.1 – Inter-model Transportation

3.5. Warehousing and Distribution:

3.5.1. Warehousing Facilities and Location of Stocks:

3.5.3. Distribution in Retail Management:

A distribution channel is a chain of organizations or mediators through which a products

3.5.4. Retail Management System in Supermarkets:

3.6. Customer Service Management:

3.6.5. Reverse Logistics:

3.6.6. Order Processing:

3.7. Operations Management:

An operation in an organization contributes to achieve an operations-based advantage

b) Speed: The company ensures that it receives quality products expeditionary

c) Dependability: The organization grows great relations with the providers to

d) Flexibility: In many companies, they are more flexible to change source of

3.7.2. Inventory Management:

Inventory Management is the supervision of non-promoted resources and stock things. A

3.7.3. Quality Management:

Quality administration is the demonstration of administering all exercises and errands

3.8. Total Supply Chain and Logistics Management:

Source: Created by STUDENT NAME XXX, 2019.

3.8.1. Lean and Agile Supply Chain Management:

Lean manufacturing or lean production is a systematic method which originated from

b) Lean Concept in Retail:

c) Five Principles of Lean Production:

These principles are reviewed as follows:

Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota

e) Agile Supply Chain:

Agile Supply Chain is worked to be exceptionally adaptable to have the option to