G.L.

BAJAJ
INSTITUTE OF TECHNOLOGY AND MANAGEMENT
Approved by A.I.C.T.E., & Affiliated to Dr.A.P.J. Abdul Kalam Technical University
Plot No. 2, Knowledge Park III, Greater Noida, Distt. G.B.Nagar, U.P., India Pin-201306

A
SUMMER INTERNSHIP PROJECT REPORT
ON
“ FLIPKART FULFILMENT CENTRE ”

Submitted For
THE PARTIAL FULLFILLMENT OF THE AWARD OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATON (MBA)

Under the Guidance of: Submitted By:

Name: SHASHANK MALVIYA
Roll. No.2001920700051

1
 G. L. BAJAJ
INSTITUTE OF TECHNOLOGY & MANAGEMENT
GLBITM Approved by A.I.C.T.E. & affiliated to Dr. A.P.J Abdul Kalam
Technical University

Dated: 24th December 2021

CERTIFICATE

This is to certify that Mr./Ms.……………………………………….is a bonafide

student of this institute (MBA Batch 2020-22), has undertaken this project

work entitled

“…………………………………………………………………………………………

……………………………”as part of his/her Summer Training for the partial

fulfillment of the award of Master of Business Administration degree from

Dr. A P J Abdul Kalam Technical University, Lucknow (U. P.).

As per best of my knowledge this project work is an original piece of work

and has not been submitted or published elsewhere.

I wish him/ her all the best for his/her bright future ahead.

Dr. Rohit Kaushik

2
 Head-MBA

3
4
 ACKNOWLEDGEMENT

I express my sincere thanks and deep sense of gratitude to our Head of Department DR. ROHIT
KAUSHIK and my Guide…………………………………….., Professor and Head of
Department of Management Studies for providing me with an opportunity to study and for
encouragement, support and guidance to complete this project work successfully.

The internship opportunity I had with FLIPKART was a great chance for learning and
professional development. Therefore, I consider myself as a very lucky individual as I was
provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so
many wonderful people and professionals who led me though this internship period.

I express a deep sense of gratitude to my External Guide EKANSH AGARWAL SIR for taking
part in useful decision and giving necessary advices and guidance and arranged all facilities to
make life easier. I choose this moment to acknowledge his contribution gratefully.

Finally, I express my sincere thanks and deep sense of gratitude to my parents and friends for
giving timely advice in all the ways and in all aspects for doing the project

Name of the Student

SHASHANK MALVIYA

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 DECLARATION
I, SHASHANK MALVIYA, hereby declare that the Internship report entitled “FLIPKART
FULFILMENT CENTRE” with reference to “FLIPKART, BILASPUR” prepared by me
under the guidance of…………………………..., Professor of M.B.A Department, Lloyd
Institute Of Management And Technology and external assistance by EKANSH AGARWAL
SIR ,FLIPKART.

I also declare that this Internship work is towards the partial fulfillment of the university
regulations for the award of the degree of Master of Business Administration by DR. A.P.J.
ABDUL KALAM TECHNICAL UNIVERSITY, LUCKNOW.

I have undergone an industry internship for a period of Six weeks. I further declare that this
report is based on the original study undertaken by me and has not been submitted for the award
of a degree/diploma from any other University / Institution.

Signature of Student

Date

6
 Executive Summary

I have prepared my internship report based on the 45 Days internship program that I
had successfully completed in Flipkart. My topic is SUPPLY CHAIN MANAGEMENT AND
WAREHOUSING AT FLIPKART. In this report I have explained the concept of Return Center In
Fulfillment Center.
 Gate in
 Dock in
 Shipment Receiving
 Dispatch to merchant(DTM)
 Received by merchant
 Product verification(PV)
 Putlist creation
 RC inventory(Failed product)
 Putting
 Stock Take
 Picking
 Packing
 Dispatching

Objectives of my study are as follows

 To study the buyers return behaviour.

 To analyze Warehouse Management System

 To analyze and reduce items lost in transit.

 To identify and resolve the issues of IWIT, RO and recall.

 To monitor improper color, size or fit, delivery of fake, expired or used product by detailed
product verification.

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To describe these things I presented necessary images.

The first chapter is shows different aspects of the report like introduction. Second chapter shows
a brief industry and company Overview.

The third chapter is about theoretical background of the study. In this chapter I described the
concepts of operations management.

The next two chapters is the most important chapter of this report. Chapter four contains
findings and analysis about return center.

The fifth chapter have suggestions and conclusion of my study. Here, I stated some problems I
realized about return center and I have provided some Suggestions then the conclusion is made.

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 TABLE OF CONTENTS

Chapter
No. Title Page No.

Executive Summary

1 Introduction to the Department 9-60

2 Industry and Company profile 61-103

3 Research Methodology 104-106

4 Findings And Analysis 107-110

5 Recommendations And 111-113

Conclusion

6 Learning Experience 114-117

Bibliography

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 CHAPTER 1
INTRODUCTION

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 RETURN CENTER AT
FULFILLMENT CENTER

Warehouse Management and Return Center Process

Warehouse Management System

The Warehouse Management System (WMS) is designed to improve every aspect of a company's

warehouse operations, providing an organized approach to managing efficiency. Bar code data collection

methods are more powerful for warehouse management system, it is the automatic identification system

that connects the shop floor to the enterprise software. The warehouse management system controls

product receipt, putway and storage. When it comes time to pick up the item, the system directs

warehouse workers to the appropriate locations using hand-held tools to take the most efficient route.

Key feature of (WMS)

Management of inventory WMS should provide good inventory management features. It improves

warehouse efficiency, organization and accurate planning for new orders. This approach replaces the

traditional approach of allocating space permanently, as it often leads to less used space.

Fulfillment optimization

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Customer orders must be analyzed to determine where the products are located, the best available pickup

route. The system should also determine the best picking location and proper pickup method. The system

must be able to maintain FIFO (First In, First Out) integrity. Receiving intelligence The WMS should

determine the available locations for the products you receive and automatically specify the best

locations. This eliminates the need for warehouse personnel to search available spaces, improving

efficiency and taking care of specialized storage considerations. WMS should also identify cross-docking

opportunities. Random slotting Random slotting means that no item is permanently assigned to the bin.

This allows for more efficient use of space and better flexibility to adapt to changes in commodities and

demand.

Procedure

Flipkart team map their supply chain end they know perfectly how many hours and minute he take to

complete the order process. E.g. how much time they need to pick an item in FC, how much time it takes

to pack and they can handover to logistic partner for transport. In logistic they know the exact time of

transport, e.g. when vehicle in & out. They work with vendor to ensure that he should deliver their

product day to day without offloading or failure. There are some of the airline partner which help to

deliver goods on time.

Product and Technology Team

The product and technology team is the core strength of the company. The team manage the entire

process right from listing of item to search engine optimization to maintenance of website.

Business Development Team

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Business development team is responsible for all the activities related to sales including vendor

management to pricing and discount strategy.

Operations Team

Operations team deals with all the supply chain aspects of the company right from procurement and

warehouse management till customer support. The team support the customers both online via telephone

as well as offline via email.

Customer Support team

Flipkart has a strong focus on customer service with customer delight as the top most priority. And to

fulfil it the company guarantees a 24/7 full customer support and to cater this facility it has a dedicated

customer support team which offers both inbound and outbound support.

FIELD WORK

Process of flipkart warehouse management-

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Inward processing-

Invoice Sanity Check

It is the first process in flipkart it is a part of quality control (QC) check. The sellers’ vehicle

which report to the Distribution Center (DC) dock as per its projection. Here as a part of the

process we have to check the invoice vendor name, address with the help of "flo website", invoice

date, PO number and date, invoice number, buyer name, FSN number, Vendor Code, Description,
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HSN code, Quantity, amount also check the amount should be written in word is exact match with

number. Also check invoice with authorized signature with seller's seal. If any information is

missing from the invoice then we have to reject the invoice. All this are important because on the

basis of invoice we are going to receive the product in our warehouse and amount pay to seller.

IRN Creation

It is the second process after invoice check for this we have to login in “flo website” after that we

will click on procurement, which means inward of goods then we will go to consignment tab in

consignment tab click on consignment handover, after this you will get tab where you have to

type PO number then click on search after click on search we get Create IRN page now fill all the

detail in IRN creation page with the help of invoice, the details are like, Invoice number & date,

delivery type in this we have to select vendor delivery, Invoice line items in this we have to fill

total serial no., invoice amount, total invoice quantity, invoice boxes, Gst invoice, mode of

delivery after this we have to type PO and search once we have check the vendor name the click

on supplier. After this all process we have to choose PO number which was given in invoice then

click on Create IRN button, and then we get IRN ID like FIMD0l912516.

IRN Receiving

This is the third process after IRN creation. For IRN receiving we have to select the warehouse

which is Mumbai large, click on IRN tab because it is receiving part hence we will select Receive

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IRN, now fill all the detail IRN ID & FSN then click on search we will get the product description

with their image. When material handler are getting product they have to check the attributes like

brand, model no, color, & MRP it is known as quality check. If any of the issue in attributes or

mismatch the we have to select the reason like specification mismatch / damage etc. if all the

attribute match the click on No issue and proceed with quantity the result we got the print WID

and stick on product it will help them to relocate the product or assign the product to the specific

location mapped.

IRN Submission

In this step we have to check whether the physical quantity matches with the invoice quantity or

not which was captured in the IRN process. In procurement tab click on IRN and then find IRN,

now we have to select date and your warehouse after this click on search button we will get all the

information what you type at the time of IRN creation here we have to click on IRN number then

we get IRN detail. In this firstly we have to print IRN barcode and paste on Invoice and upload

the Invoice. After upload invoice see is any discrepancies or not if there have any discrepancies

mention that which product not accepted and number of product after this all click on save button

and then submit.

Putlist Creation

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This is the last process of inward. Here first select warehouse, then click on admin button in

admin click on search inventory inward bulk area and select the date Select a day before and a

day after then click on view inventory status button here we get product FSN, SKU, Package Id,

WID, Product, Storage Zone, Quantity in putlist, Quantity for Putway, Bulk area, Updated by,

Updated at, all this help for Putlist creation. Now we have to copy the WID and click on the

inventory button and select the create putlist screen, here we get putlist page in this page we will

select the device, there are two options i.e. mobile and manual in this we use manual let's select

because currently my process on desktop then next we select bulk type which was inward bulk

after this select putlist type i.e. normal putlist. Finally we have copy paste the WID in the WID

section and click on Add Quantity then click on Create Putlist button. After successfully creation

of putlist we get putlist Id and now we will print the movement we print we see the detail of

products. Now print inventory will be given to the team, it is their responsibility to go and

putway.

B) Outward Processing

Picklist generation

To generate the picklist we need to log in to the Flow system and then select our warehouse.

Now we will click on inventory button and select create store picklist, here we get to know how

much order we have to process and this are the cutoff time within which the product has to be

picked and SBS has to be done. Now create the picklist and write the picker id on the picklist and

give them print to select the product and complete the process till dispatch.

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In Scan

After dispatch we have to scan the product this should be done by DEO. For in-scan we have to

select the warehouse and station then click on submit button. After this click on shipment in that

select receive shipment. Now scan the product tracking Id and click on In-Scan button. This

process helps to know the product status and the location. If the shipment type show “ Forward”

then we have to process it means product not cancel, if shipment type show “RTO” it means order

should be cancel so, that product give to return department.

Gate In

Gate in process is done when loading or unloading of products we have to. So for gate in we

have to select facility and vehicle no. then click on submit button. Now, we get the vehicle's Gate

In checklist. Here select the condition to be acceptable or unacceptable. After accepting all the

condition Gate-In successfully done.

Gate Out

Now we will see Gate-Out process, this process is done after the loading or Gate-In process. The

Gate-Out processes same as Gate-In process. Firstly we have to select facility (Warehouse Code)

then type vehicle number, Seal number, odometer and click on submit button. After submit we get

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 Return Center Process

Reverse Logistic

Flipkart has 30 days return policy. The objective of this policy is to build customer trust. Flipkart

returns the product to the supplier and takes the replacement provided to the customer. Now we

will see complete process of reverse logistic. Unloading is the first process of return. This vehicle

comes from the last mile hub. When the vehicle has arrived at the dock in the Returns Department

driver give the two papers i.e. Gate pass & Manifest to the Security Or Deo the Deo will check

the manifest & Gate pass and then unloading start.

Gate In

So for gate in we have to select facility i.e. (Warehouse Code) and vehicle no. then click on

submit button. Here Gate in successfully done.

Return received

The first is Gate-In & Unloading, now we will continue seven digit consignment number, copy

that consignment number and paste in consignment id and then on clicking search we get print

pdf file in which one copy for driver and other for us as proof generally occurs. The PDF contains

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all the information of the product mentioning their quantity, brand, load type, weight etc. here we

done with Gate Out successfully.ith second process i.e. receiving. Firstly we have to choose

warehouse and then we will click on shipping on shipping tab click on receive return shipment

and fill the tracking id or shipment id after that click on receive button. Here we successfully

received the product.

Detailed Product Verification

This is the third process of reverse logistics. In this we verify the product because it comes from

last mile hub. For this we click on return center tab and select PV for Received Shipment and fill

that product tracking id and click on search then we get product description. This will help us to

know is product label match with this description or not. After this type product WID and click on

print WSN and then click on submit button. If any of the issue was there then mention that and

proceed.

Putlist Creation

This process is done to bring the product back to the inventory. For this process select our

warehouse and then click on inventory button and the create putlist screen. At time of detail PV

the return product transfer to External liquidation Non Damage Bulk so in select in bulk type

External liquidation Non Damage Bulk then type product WSN and click on create putlist button

and give the print to inventory department to keep that product at their location.

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Putlist Conformation

After successfully creation of putlist we will do putlist creation. When we create putlist we get a

putlist id copy that id and paste in putlist id and click on find then give the location of the product

where inventory department keep that product. Here we did complete process of return.

Inventory Management

The inventory stock is replenished whenever it goes below the reorder point. Company Employs

use FIFO (First In First Out) method for its inventory management, whereby for any Shipment

requests for a particular warehouse are the oldest inventory items shipped first. This makes a lot

of sense especially for electronics items as technology becomes obsolete Very early. With regard

to determining what items to store in a warehouse and what items are to be procured from sellers,

Flipkart uses the concept of long tail, which is nothing more than selling in large numbers.

Unique items in relatively small quantities. Flipkart orders such items on adhoc basis and

generally do not keep inventory of such items as the demand for such items is very less and thus

reducing overall distribution and inventory costs.

Stock take

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Stock take is done to match the physical quantity with the system quantity. In case of any

mismatch we can know where it goes wrong, and which product short or excess. So now we will

see how this process done in system and in physical way. Stock take can be done in three ways

i.e. location wise, product wise otherwise location and product wise. First we have to select

warehouse then by clicking on admin tab on that tab we will select search inventory in store.

After click on search list store click type "+" sign in shelf number and click on view inventory

status we get all product details which we have in warehouse to download this detail in excel

click on CSV. We are doing stock take location wise so we copy shelf_lable (location) from

downloaded excel and click on create stock take tab and paste that location in create stock take

box then click on create button. Now stock take is created now give the print of stock take and

give them material handler to check the each product WID, FSN, Description, and total quantity.

After completion of physical count DEO will give that printed paper to onroll person to check is

system quantity match with physical quantity or not.

Electronic Data Interchange (EDI)

EDI is a software which is use to exchange the business data between two origination. It has a

very standard format which is used to send electronic document one computer to other computer.

This electronic data is treated as paper based order, after data transfer party gets confirmation of

trading.

There is various benefit of EDI-

 It should be increase speed and reduce time.

 If any mistake in shipping bill we can easily find and do correction.

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  Trading partner or seller can expand their business easily.

 This should be transfer fast, less error and more time saving.

EDI uses in supply chain management.

EDI is stand for Electronic Data Interchange. In today’s world it is more important there are large

number of system every company uses their own system to manage their business. In supply

chain management buyer and seller communicate continue because they want to know which

what is customer need and which raw material has to order and when he got finished goods. This

all are never ending process. For e.g. when supplier received order from customer they should

accept and customer received confirmation, here the receiving order, confirmation sent to

customer done in few minute with the help of EDI. The process of EDI is-

 First step is data conversion the data which we want to transfer convert in EDI format.

 Second step is transmission here the broadcast EDI message is transmitted to other parties.

 Third step is receiving here message received in particular system.

Return Center consists of

 Return Order (Product Verification Inventory Management)

 IWIT( Packaging and Dispatching)

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  Seller Recall

1. Return Order (RO)

Return Order means returning rejected/returned/slow moving and non-moving goods to vendor.

The purpose of RO is to maintain value proposition of the product and for efficient space

utilization.

Process of Return Order (RO)

Step 1: creation of Return Order (RO)

1. Login in FLO

2. Select “Warehouse” from first top left tab.

3. Select “outbound request”.

4. Select “ create TL” and “generate TL”

Step 2: Return Order Picking (manually)

1. Picklist generator to print two copies of the transfer task lists

2. Picklist generator to handover one transfer task list to picker as assigned on the system
and one with himself.
3. Picker with help of transfer task list does picking manually and then drop products in
Tote.

Step 3: Return Order Packing

1. Go to “Pack Consignment New” screen

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2. Enter Transfer list ID

3. Scan WID/ WSN

 In case of WID, you can enter qty. But in case of WSN system will take sty as

1 by default.

 In case you scan WID and system is expecting WSN, system will throw an error

 In case entered sty is more than what system is expecting, system will throw

an error

 In case you scan WSN/WID which are not part of that consignment, system

will throw an error

 In case product is damaged, follow steps as per WI-EKART-FC-VAS-01 (damage

handling process)

4. Weigh and enter weight

5. Click on “Pack Box” button

6. System will display a confirmation message

7. Click on “Packing Slip” button

8. System will download Packing slip. Sample format given below

9. Paste packing slip outside box.

10. Put corresponding packing slips in all the boxes

11. If all the products cannot be packed in one box, click on Add new Box and add

products in that box.

12. After packing all the products in the boxes, click on calculate value of consignment.
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 It will display the total value of boxes packed in that consignment

NOTE: Two different transfer list cannot be packed in same box.

Step 4: Seller Recall dispatch

1. PL Executive will come to pick goods with a box level Consignment detail page.

2. Dispatch Executive to open Dispatch Consignment Tab.

WarehouseOutbound Request Dispatch Consignment

3. Dispatch Executive to select Consignment with Boxes under Confirm and dispatch

consignment type.

4. Dispatch Executive to enter Consignment ID and press Enter.

5. Dispatch Executive to Scan/type the box names that are being dispatched. (The box

names can be scanned by scanning the barcode on the packing slip on each box.)

6. If all boxes that were packed in the consignment have not been scanned/entered, Force

Dispatch Consignment tab will appear on the screen. This indicates that boxes are still

pending to be entered for dispatch as compared to the packed boxes. Thus, if there is no

box physically left to be dispatched, it implies that the box is lost. In that case, Dispatch

Executive can click on this tab to mark the remaining boxes as lost and dispatch the consignment.

IRT Executive can perform the following steps:

a. Dispatch Executive to click on Force Dispatch Consignment.

b. A pop-up will appear on the screen indicating that these boxes will be marked as

Lost. Dispatch Executive to click on OK.

c. The encircled text gives Box/Boxes that are still to be entered in this screen for

dispatch. Dispatch Executive can mark them as lost and dispatch the consignment

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 by Clicking on [Yes! Mark then and lost and process consignment.]

7. If all the boxes that were packed in the consignment have been entered, the Force

Dispatch Consignment will convert to Dispatch Consignment.

8. Dispatch Executive to click on Dispatch Consignment.

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.

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 2. Inter Warehouse Inventory Transfer (IWIT)

Transferring inventory from one warehouse to another warehouse is called inter warehouse

inventory transfer. The Purpose of IWIT is to improve regional utilization and increase the speed

of delivering product to customers.

Process of Inter Warehouse Inventory Transfer (IWIT)

Step 1: creation of IWIT

1. Login in FLO

2. Select “Warehouse” from first top left tab.

Select Warehouse

3. Select your “warehouse”. Then go to “outbound request” dropdown and select “Find

outbound request”

4. Select create and then assign TL

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Step 2: IWIT Picking with HHD (Hand Held Device)

After TL has been un-holded and assigned picker will start picking the TL assigned to him.

1. Login to flo in app:

2. Select warehouse

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3. Select Transfer List

4. You will see the TLs assigned to you:

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5. Click on the TL shown on screen which you want to pick.

Note: In IWIT with Pick to Box feature enabled, operator needs to carry adequate

packing box, Box Labels, Tape Gun and Bubble wrap layer to pick and Pack

simultaneously as per IWIT Packing SOP

Consumables Required:

 Cartons- B45, B12

 Tape- Flipkart Blue Logo Tape

 Bubble Wrap- 10mm Bubble Wrap

 Cutter

6. At the start of picking, operator to create a box and paste the box label on it as per

packaging SOP. For IWIT with pick to box feature, instead of scanning Tote ID, Picking

Operator to scan the Box label/ID and start picking in the box itself.

Note: HHD will suggest expected no. of box (Generic B45 boxes) required at the start of

picking. It will help operator to pick appropriate amount of packing material.

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33
7. Following error will be thrown if wrong BOX/Tote id is scanned.

8. Once BOX/tote is assigned successfully a success message will be scrolled from bottom

of screen and you will be asked to scan the location from where the product needs to be

picked:

Tote successfully scanned

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9. Scan the location:

10. If you scan the wrong location system will throw following error:

35
11. After scanning correct location success message will be shown at bottom:

Location successfully scanned

a.

12. You will be shown location, TL id, Tote id, item details, WID and qty of that WID to be

picked as shown in below screen

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13. Scan the WSN whose WID has been asked to picked:

14. If you scan correct WSN belonging to the WID which was asked to be picked success

message will be shown as below:

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15. If you scan WSN mapped to a WID which has not been asked to pick following error will

be thrown:

16. By clicking on Summary you can view the Tote details which is open and WID and

quantity which is remaining to be picked. Click on back to go back to picking screen.

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17. After completing all the WIDs in TL you’ll be shown below success message:

18. If any quantity is short in the location which was scanned. Mark the shipment as lost after

searching thoroughly in the location. Following message will be shown:

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 19. Incase operator picks any WSN with some issue, HHD will throw the below error with

option to either remove the WSN with issue in current picking event or unassign the TL

for supervisor/IRT picking.

20. Picking to be started location and items wise as per the existing process. Once a box is

full as per packing standard, the same to be closed on HHD and new box label/Tote Id to

be added(For IWIT Pick to Box feature).

Note: HHD will show the real time box weight (based on product system LBHW) so that picker

can pack as per the Box and PL limit (wherever applicable)

40
41
21. After completing all the WIDs in TL in the last box success message will be shown.

Operator to seal the last box as per packing SOP and bring all the boxes to the System

packing station.

22. In case of large items in a TL where individual items require 2PLY packing separately,

pick each item in separate unique box label/id and the then at the packing table same to

be packed in 2PLY packing physically and duplicate box label to be pasted over 2ply

packing for packing list generation.

42
Step 3: IWIT Packing

1. Operator to select Pack consignment Boxes option from the Outbound request tab.

2. Operator to scan TL ID and the Box Label/ID of the box he wants to pack.

3. TL ID and Box ID will be validated and error message will come if wrong TL ID or box

ID is scanned.

43
4. Packing executive to seal the box properly as per packing process and then weigh the box

in front of supervisor/security. Enter/Input same on system and then press Pack box

Button.

5. In case weight is only entered without Box Id scan, then below error message will pop

up.

6. Once the box is packed, success message will pop up and operator can print the packing

slip from the packing Slip Button.

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 7. Paste packing slip on the corresponding boxes and do stretch wrap packing as per the

IWIT Packing SOP.

8. Similarly do the system packing for all other Boxes.

Step 4: IWIT dispatch

1) PL Executive will come to pick goods with a box level Consignment detail page.

2) Dispatch Operator to select Consignment dispatch option in IWIT under Outbound Tab

on Flo-Lite App.

45
3) Scan the Consignment ID as mentioned on the packing slip. Error message will pop up in

case of wrong consignment ID Scan

4) Post consignment Id validation, box id’s status will be dispatched as X/Y(already

dispatched vs Total Boxes to be dispatched in particular consignment ID)

46
5) Operator to scan the box Id and box will be dispatched (In case of manually entering the

box Id operator needs to press enter after entering box Id).

6) In case of wrong box scanned or already dispatched box is scanned , error message will

pop up.

47
7) Operator can click on the Summary Tab to get list (also searchable) of already dispatched

boxes and yet to be dispatched boxes.

8) If operator presses Reset button then all fields will get reset, while remaining whatever

has been dispatched will be in dispatch status.

48
9) Until all the boxes in a consignment are not dispatched( i.e. some boxes still pending for

dispatch), Dispatch button will be in yellow colour. If operator presses the dispatch

button at this stage, it will be treated as force closure and marking all pending boxes as

Mark as Lost. System will pop up confirmation message for force dispatch.

10) Once all the boxes are dispatched by operator ie. When the last box is scanned, Enter Box

ID tab will get automatically removed and Dispatch button will turn green as shown in

image below. Operator need to press the final green dispatch button to enable

Consignment dispatch closure and enable STN generation.

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 3. Seller Recall

Seller Recall is a request to return the product by seller. It done for the necessity of seller.

Process of Seller Recall

Step 1: creation of Seller Recall

1. Login in FLO

2. Select “Warehouse” from first top left tab.

3. Select “outbound request”.

4. Select “ create TL” and “generate TL”

Step 2: Seller recall picking with HHD (Hand Held Device)

1. Login to flo in app:

2. Select warehouse:

3. Select Transfer List

4. You will see the TLs assigned

5. Click on the TL shown on screen which you want to pick. At the start of picking, Picking

Operator to scan the Tote ID and start picking it.

6. Error will be thrown if wrong BOX/Tote id is scanned.

7. Once BOX/tote is assigned successfully a success message will be scrolled from bottom

of screen and you will be asked to scan the location from where the product needs to be

picked.

8. Scan the location

9. If you scan the wrong location system will throw error

50
10. After scanning correct location success message will be shown

11. You will be shown location, TL id, Tote id, item details, WID and qty of that WID to be

picked as shown in screen

12. Scan the WSN whose WID has been asked to picked

13. If you scan correct WSN belonging to the WID which was asked to be picked success

message will be shown.

14. If you scan WSN mapped to a WID which has not been asked to pick ,error will be

thrown

15. By clicking on Summary you can view the Tote details which is open and WID and

quantity which is remaining to be picked. Click on back to go back to picking screen.

16. After completing all the WIDs in TL you’ll be shown success message:

17. If any quantity is short in the location which was scanned. Mark the shipment as lost after

searching thoroughly in the location. message will be shown

18. Incase operator picks any WSN with some issue, HHD will throw the error with option to

either remove the WSN with issue in current picking event or unassign the TL for

supervisor/IRT picking.

19. Picking to be started location and items wise as per the existing process. Once a box/Tote

is full as per packing standard, the same to be closed on HHD and new box label/Tote Id

to be added.

20. After completing all the WIDs in TL in the last box/Tote success message will be shown.

Operator to seal the last box as per packing SOP and bring all the boxes to the System

packing station.

51
Step 3: Seller Recall Packing

1. Go to “Pack Consignment New” screen

52
2. Enter Transfer list ID

Select Transfer List ID

3. Scan WID/ WSN

Scan WID/ WSN

In case of WID, you can enter qty. But in case of WSN system will take qty as 1 by

default.
53
 In case you scan WID and system is expecting WSN, system will throw an

error

 In case entered qty is more than what system is expecting, system will throw

an error

54
  In case you scan WSN/WID which are not part of that consignment, system

will throw an error

 In case product is damaged, follow steps as per WI-EKART-FC-VAS-01

(damage handling process)

4. Weigh and enter weight

55 Enter Weight
5. Click on “Pack Box” button

Click Pack Box

6. System will display a confirmation message

Click Packing Slip

56
7. Click on “Packing Slip” button

8. System will download Packing slip. Sample format given below

9. Paste packing slip outside box.

10. Put corresponding packing slips in all the boxes

11. If all the products cannot be packed in one box, click on Add new Box and add

products in that box.

57
 Click Add a new Box

12. After packing all the products in the boxes, click on calculate value of consignment.

It will display the total value of boxes packed in that consignment

Click calculate

NOTE: Two different transfer list cannot be packed in same box.

58
Step 4: Seller Recall dispatch

1. PL Executive will come to pick goods with a box level Consignment detail page.

2. Dispatch Executive to open Dispatch Consignment Tab.

WarehouseOutbound Request Dispatch Consignment

59
3. Dispatch Executive to select Consignment with Boxes under Confirm and dispatch

consignment type.

4. Dispatch Executive to enter Consignment ID and press Enter.

60
5. Dispatch Executive to Scan/type the box names that are being dispatched.( The box

names can be scanned by scanning the barcode on the packing slip on each box.)

6. If all boxes that were packed in the consignment have not been scanned/entered, Force

Dispatch Consignment tab will appear on the screen. This indicates that boxes are still

pending to be entered for dispatch as compared to the Packed boxes. Thus, if there is no

box physically left to be dispatched, it implies that the box is lost. In that case, Dispatch

Executive can click on this tab to mark the remaining boxes as lost and dispatch the

consignment. IRT Executive can perform the following steps:

a. Dispatch Executive to click on Force Dispatch Consignment.

61
b. A pop-up will appear on the screen indicating that these boxes will be marked as

Lost. Dispatch Executive to click on OK.

c. The encircled text gives Box/Boxes that are still to be entered in this screen for

dispatch. Dispatch Executive can mark them as lost and dispatch the consignment

by Clicking on [Yes! Mark then and lost and process consignment.]

62
7. If all the boxes that were packed in the consignment have been entered, the Force

Dispatch Consignment will convert to Dispatch Cosnginment.

8. Dispatch Executive to click on Dispatch Consignment.

63
 CHAPTER -2
Industry and Company profile

64
Literature Review
Saneer Ranjan (2018) says that Inventories overstocked or stored indefinitely in fulfilment

centres limit a marketplace’s ability to provide space for fast-selling products of other sellers.

Thus, come the raison d’etre for Long Term Storage Fee.

As its competition with Flipkart intensifies, Amazon India rejigged its seller fee structure to

make the platform an attractive marketplace for both sellers and buyers. Amazon India revised

referral fee for multiple product categories, along with fixed closing fee for sellers that will be

effective from April 19.

What is noteworthy is that third-party sellers have to shell out more for categories like shoes and

apparels to keep their merchandise in Amazon’s fulfilment centres (fcs) for a long time. Amazon

India, in a communication to sellers, said. “Effective April 30, 2018, we will charge “Long Term

Storage Fee” (LTSF) for Shoes and Apparel categories for inventory units that have been stored

in the FC for 6-months and 12-months, respectively.

Curt Barry(2016) explains that as you conduct strategic planning for fulfilment, what are the

operational strategies you should consider to remain competitive and be efficient in the future?

To consider this topic, we looked at trends that are shaping the operations in multichannel

companies. Here is our list:

Continual Development of New Product/Service Offerings

Optimize the Supply Chain

Increased Labor Cost, Decreased Availability

Bridging the Manager Talent Gap

65
 Managing Inventory

Cloud and Subscription Software Models

.Adopt Continuous Process Improvement

Brian Barry (2017) says that Improve Fulfilment Pick Rates with Efficient SKU

Replenishment. Many fulfilment centres use a forward pick slot concept separate from bulk

stock to store product and reduce the walk time in the picking process. Warehouse management

system (WMS) software has greatly improved SKU replenishment functionality. However many

businesses with older systems are more dependent on managing the replenishment tasks.

66
Industry profile

67
68
E-COMMERCE

India has a web client’s base of around 450 million starting at July 2017, 40% of the populace.

Notwithstanding being the second-biggest user base in world, just behind China (650 million,

48% of populace), the infiltration of web based business is low contrasted with business sectors

like the United States (266 million, 84%), or France (54 M, 81%), yet is developing at an

exceptional rate, including around 6 million new contestants consistently. The business accord is

that development is at an affectation point.

In India, money down is the most favoured instalment strategy, collecting 75% of the e-retail

exercises. Interest for worldwide purchaser items (counting long-tail things) is developing

substantially quicker than in-nation supply from approved merchants and online business

offerings.

In 2015, the biggest web based business organizations in India were Flipkart, Snap deal, Amazon

India, and Paytm

Evolution of e-commerce in India

In the course of the most recent two decades, rising web furthermore, cell phone infiltration has

changed the way we impart and do business. Web based business is moderately a novel idea. It

is, at exhibit, intensely inclining on the web and cell phone insurgency to on a very basic level

change the way organizations achieve their clients.

While in nations, for example, the US and China, web based business has taken critical steps to

69
accomplish offers of more than 150 billion USD in income, the industry in India is, still at its

earliest stages. However finished the previous couple of years, the segment have developed by

very nearly 35% CAGR from 3.8 billion USD in 2009 to an expected 12.6 billion USD in 2013.

Industry thinks about by IAMA I demonstrate that online travel overwhelms the internet business

industry with an expected 70% of the piece of the overall industry. In any case, e-retail in both its

structures; online retail and commercial centre, has turned into the quickest developing fragment,

expanding its offer from 10% of every 2009 to an expected 18% out of 2013 . Figuring’s in light

of industry benchmarks appraise that the quantity of package registration in online business

entries surpassed 100 million out of 2013. Be that as it may, this offer speaks to a miniscule

extent (less than 1%) of India's aggregate retail advertise, in any case, is balanced for proceeded

with development in the coming years. On the off chance that this hearty development proceeds

throughout the following couple of years, the size of the e-retail industry is ready to be 10 to 20

billion USD by 2017-2020. This development is required to be driven by expanded shopper

drove buys in durables and gadgets, clothes and frill, other than customary items, for example,

books and sound visuals.

Trends to watch out for

• Evolution of logistics scene in the nation will be a critical factor in deciding the course for the

e-retailing industry. Logistics development will be important to figure it out the potential

vigorous development.

• Despite an immense potential, long-term gainfulness of the e-retailing industry in the nation is

still under question. After such a significant number of years of operations, all the real e-retailers

are yet to begin making benefits. In the wake of skinny edges and problematic framework
70
coming about in higher conveyance cost, the long haul productivity still appears an inaccessible

probability.

• FDI in the stock drove retail will likewise be a vital factor in molding up the eventual fate of

the business. In the current situation, worldwide e-retailing goliaths like Rakuten and Alibaba are

looking at a section into Indian e-retail advertise. Amazon has as of late reported a 2 billion USD

venture working on commercial centre model. FDI remittance could be an essential factor in

pulling in noteworthy speculations bringing about better framework and vigorous supply chains.

• Evolution of tax collection approaches in the nation will large impact the way enterprises work

on warehousing. With consistency in tax collection laws the nation over, e-retailers are relied

upon to draw nearer to utilization focuses with a mean to address the deceptions in the logistics

71
chain by evacuating the covers in type of conveyance and sortation focuses which are generally

nearer to the utilization focuses. It will likewise result in continuous access to the e-retailing

market. In a current case, a south Indian state had sent an assessment notice to e-retailers bringing

about all e-retailers pulling back administrations in the specific state on account of varying assess

arrangements.

• The advancement of the current logistics suppliers and more players entering the 3PL space

will bring about acknowledgment of the gigantic capability of the e-retailing industry. Major 3PL

players (for example, FedEx, DHL, UPS, Gati, and so on) should outfit to the expanding requests

of the e-retailing industry in this way helping in justification of conveyance costs and give much

required harmony between utilizing hostage logistics organize and 3PLs. To take the opportunity

and help the e-retailing industry to overcome infrastructural bottlenecks, restoration of the Indian

Postal Service can be an amusement changer. Teaming up the solid last-mile capacity with

mechanical up gradation will facilitate the reliance on alternate methods of transportation.

Subsequent to taking an all-encompassing perspective of the industry patterns, internet business

is balanced for an energizing time of detonating development in a time of three to five years.

This is relied upon to prompt generous interests in supporting foundation what's more,

imaginative and amusement evolving plans of action.

72
Company profile

73
 FLIPKART

Established in October 2007, Flipkart is one of India's driving internet business commercial

centres, with home office in Bengaluru. Flipkart was established by Sachin Bansal and Binny

Bansal and the organization at first began as an online book shop. Afterward, as the

organization's notoriety developed, it additionally began offering different things, for example,

music, movies and mobile phones. As the internet business upset picked up energy in India,

Flipkart developed at a quickened pace and included a few new item runs in its portfolio.

Starting at now, the organization offers in excess of 80 million items spread crosswise over in

excess of 80 classifications, for example, mobile phones & accessories, computers and

accessories, laptops, books and e-books, home appliances, electronic goods, clothes and

accessories, sports and fitness, baby care, games and toys, jewellery, footwear, etc.

Flipkart has 100 million registered users and more than 100 thousand sellers on its e-commerce

platform. The company has invested in 21 state-of-the-art warehouses to ensure prompt delivery

to its customers. The Flipkart website attracts 10 million page hits every day and around 8

million shipments are processed every month. Flipkart has also introduced its mobile app, which

has become quite popular, with more than 50 million app users. Flipkart is a billion dollar

company and its valuation in 2016 was Rs 15,129 crore (US$2.3 billion). It employs more than

74
33,000 people.

Mission and Core Values

Mission – “ Providing delightful and memorable customer experience ”.

Core values – Customer First, Audacity, Ownership, Bias for Action and Respect.

Competition

With Snapdeal in its kitty, Flipkart now has only one major competitor Amazon India. However,

having only one is enough since Amazon is betting big on India’s e-commerce revolution and

has committed $5 billion investments in Amazon India. The company has already received $2

billion in funding and $3 billion more are planned. Amazon India has been consistently

expanding its customer base, which has resulted in tough competition for Flipkart.

SWOT Analysis

Strengths: Weaknesses:

 Strong Brand value  Investor driven organization Or lack of

Independent board
 Own Logistics Arm e kart
 Secretive and Political Culture.
 Own Online payment gateway solution
 Excessive focus on expanding customer
Payzippy

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 Own Marketplace model
base rather than pulling profits

Opportunities: Threats:

 Online fashion and apparel business  1. From competitors like Amazon,

Snapdeal, Infibeam,Indiaplaza,
 Providing logistics services to its
Homeshop18 etc.
competitors.

 Growth in online retail sector in India

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Reasons for Strengths

 Flipkart is a company which has entered into online E-Commerce industry very early. It has

strong brand value in India.

 Flipkart has developed its own logistics arm E-Kart, which has been initially used for in-

house deliveries.

 Recently, it has developed its own payment gateway solution provider, where customers can

save their credit card details, Payzippy.

 Flipkart has its own marketplace model where sellers need to register in this platform and

buyers can negotiate with the sellers on varied service levels and it also helps company to

reduce its own inventory. Flipkart will just deliver those products.

Reasons for Weaknesses

 Most of the money has been invested by Venture firms like Tiger global and Accel Partners.

SO, most of the decisions that are taken by founders of firm have to been approved by

Investors.

 Secretive and political culture is followed in this company while they are recruiting hires

which is creating problems in this company.

 Flipkart is excessively focusing on expanding customer base rather than pulling profits in the

process having cash burn.

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Opportunities

 Flipkart can venture into online apparel and fashion business, where the gross margins are

higher.

 Flipkart can offer its logistics services to its competitors in online retail sector with its

logistics arm E-kart. With online commerce sector going to boom in the coming years,

online transactions are going to increase. So, if Flipkart offers its logistics services to its competitors,

it can gain money from those transactions

Threats

 Flipkart is facing a lot of competition from some of the online retailers like Amazon,

Snapdeal, Indiaplaza, Homeshop18 etc.

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McKinsey 7s framework

McKinsey 7s model was developed in 1980s by McKinsey consultants Tom Peters, Robert

Waterman and Julien Philips with a help from Richard Pascale and Anthony G. Athos.

McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key

internal elements: strategy, structure, systems, shared values, style, staff and skills.

To identify if they are effectively aligned and allow organization to achieve its objectives.

7’S

Hard S’s

1) Strategy

2) Structure

3) Systems

Soft S’s

1) Skills

2) Style

79
3) Staff

4) Shared values

80
 1. Strategy

Segmentation, targeting, positioning in the Marketing strategy of Flipkart

 Behavioral & Psychographic are the segmentation strategies used by Flipkart to segment the

market to cater to the customers changing needs & wants.

 Flipkart uses undifferentiated targeting strategy, since people of all demography purchase

items online which is available to everyone where the delivery is possible.

Competitive advantage in the Marketing strategy of Flipkart

 They have acquired companies like Myntra, Jabong, Appiterate, Letsbuy, Mine360,

chakpak.com, weread and the latest one PhonePe.

 Founders are Ex-Amazon employee.

 Flipkart had received $700M of funding last year after which its valuation gone to $15

billion.

 Leader in Mobile purchase segment and small appliances segment

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FDI power and its effect on Strategy

 In India most of the companies are facing issue of government regulations where only 26%

FDI was allowed earlier which is now increased to 100% in recent budget of FY16- 17.

 Externally, the competition is dynamic as Amazon, Flipkart and Snapdeal are always at

loggerheads.

2. Structure

There are top five shareholders of the Flipkart, the list is as follows:

 Tiger Global – Holds 29.5% Stake

 Accel partners – Holds 11.5% Stake

 Binny Bansal – Holds 8.7% Stake

 Sachin Bansal – Holds 8.7% Stake

 Intervision Services Holdings – Holds 18.4% Stake

 Others – Holds 23.2% Stake

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83
3. Systems

84
 4. Shared Values

Its called "superordinate goals" when the model was first developed, these are the core values of

the company that are evidenced in the corporate culture and the general work ethics– Customer

First, Audacity, Ownership, Bias for Action and Respect.

The mission and values of the organization, we can infer that they are in sync with each other.

For example, its mission statement reads out that “Providing delightful and memorable customer

experience.” So, until and unless you are concerned about your customers or obsessed with your

customers, you can’t provide delightful experience.

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 5. Style

 Flipkart is in a very strong leadership position with over 60% market share of the m-

commerce market, 50 million customers and clear leadership in smartphones and fashion.

 To build world-class customer experience, expand our supply chain infrastructure to reach all

parts of India, drive innovations in mobile commerce and bring in disruptive technologies.

 To spread the benefits of e-commerce across the length and breadth of India.

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 To build world-class customer experience, expand our supply chain infrastructure to reach all

parts of India, drive innovations in mobile commerce and bring in disruptive technologies.

 To spread the benefits of e-commerce across the length and breadth of India.

6. Staff

 Flipkart have 30,000 employees

 Flipkart have main strength is their staffs.

 They have diverse staffs and well skilled staffs.

 Staffs are very much oriented towards the company Vision and Mission.

 Delivery Boys are very motivated and goal oriented

 Customer support team are more customer service oriented.

 Staffs are very much capable to build the system for handling the large scale of products and

customers.

7. Skills

 The actual skills and competencies of the employees working for the company.

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  Flipkart have skilled staff who have made the platform to handle large customers.

 Flipkart is a brand trusted by millions across India backed by a robust seller ecosystem and

world-class technology.

 Method used the verification team to find the genuine and fake seller.

 High end technology and marketing strategy to understand the customer requirement and

delivering to them.

 Using Data of the customer behavior to provide the fast and good service to the customer.

 Marketing and Promoting the products and services by the understanding of the market

trend.

5S At The Organization

5S

5S is a Lean strategy that helps accomplish one of the basic objectives of Lean: making problems visible.

Having a clean and organized warehouse is about more than just looking great. It is about having more

efficient warehousing operations, excelling at training and communications and, in the end, it’s about

saving time and money. A warehouse that has implemented 5S is able to identify or surface issues

quickly and address the root causes and solve the problems in the short term to prevent recurrence. If

88
replenishment is needed, if something is out of place, if tasks are being done incorrectly causing a lag in

production, 5S can identify it, make it visible and therefore able to be solved quickly.

No one is sure exactly how the 5’s methodology began.  But in the 1970s, Japan’s premiere automotive

company, Toyota, was notably the company that set the standard. Just like Sun Tzu’s the Art of War, the

principles derived from the 5S methodology can be applied in many ways to achieve efficiency.

Warehouse management is just one aspect of your business that could benefit from these principles.

"5S" is a philosophy or method or 5 steps that need to be taken to create a "clean and organize"

workplace. The 5 steps to do to get a clean and organize workplace as per in 5S are:

Seiri means Sort, Seiton means SetInOrder ,Seiso means Shine,

Seiketsu means Standardize and Shitsuke means Sustain.

Even though the word "5S" comes from the abbreviation of 5 Japanese words, however, there is no clear

evidence on which country actually did firstly introduced the 5S steps to the world. The 5S method only

become popular to the production world after it been successfully practiced at the Toyota production

plant in Japan in 1980'es. Nowadays, 5S has been adapted by many organizations in the world especially

the Japanese’s. Compared to 20 years ago, 5S practices now has been emerged. Started from first

implementation at the production floor, it has been emerged to other areas such as offices, warehouses,

hospitals, universities and even the battleship.

General Benefit by implementing 5S in Warehouse

There are many benefits can be gained by implementing 5S in our Warehouse such as:

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1) Make our Warehouse clean and neat

2) Improve Warehouse productivity

3) Improve the Quality of Works

4) Save Warehouse Operation Cost 

5) Improve Delivery Performance

6) Improve Safety aspects

7) Eliminate wastes ("Muda" in Japanese) and..

8) Improve Warehouse staffs' morale

Let’s look the 5S steps one by one for implementing 5S in the Warehouse: 

Sort or Seiri – In organizing your workplace and home, the first thing to do is to sort. In home
improvement, you separate stuff you need, stuff you can throw out, and stuff that can be donated or sold

in a garage sale. In sorting your warehouse inventories and company assets, the same principle applies.

Discard all the items that you no longer have any use for to clear valuable space for incoming materials

or products in need of storage. Keep only what you need and set priorities through processes like FIFO

(First in First Out) or LIFO (Last in First Out).

Tools you need:

 Red Tags and Red Tag Boards – Systematically remove items in your

warehouse with approval of the supervisor to ensure items discarded are

reviewed.

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  Equipment Tags – Tag machines and equipment in need of repairs

with status tags that indicate machines in need of repairs and those that

are OK to use.

Set In Order (aka Straighten or Stabilize) or Seiton – Streamlining or organizing

the warehouse is probably the most challenging aspect of 5S. There is no one-size-fits-all solution. You

have to figure out how your warehouse processes flows and how you can eliminate waste in terms of

time and resources.

Tools you need:

 Warehouse Signs – Put up instructions and reminders to alert and guide

workers in your warehouse.

 Floor and Aisle Markers – Clearly marked areas and paths are essential

in improving foot traffic. It eliminates confusion and workers will know

exactly where they are and where they need to go.

 Labels and Inventory Tags – Identify the content in each storage space

to avoid wasting time looking for specific equipment or tools.

Shine or Seiso – Maintain good housekeeping in your warehouse. Leaks and spills should be taken
care of immediately as these are unnecessary hazards that may cause slips and falls. It’s important to

maintain cleanliness in the facility to be able to clearly evaluate where efficiency is lacking.

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Tools you need:

 Janitorial Supplies – Use heavy-duty industrial cleaning tools and

supplies to save cost in the long run.

 Spill Kits – Always have a professional spill kit ready. Choose the best

spill kit that’s right for your workplace.

Standardize or Seiketsu – Consistency in implementing your new system is the key to

improved efficiency. It’s essential to have a work manual that documents the standards implemented.

Regular training sessions also help workers deal with not just the regular work but also how to react in

situations like breakdown of equipment, chemical spills, and emergencies.

Tools you need:

 Work Posters or Charts – A simple visual guide that summarizes the work flow. It

could be used to locate where the different work areas and equipment are located.

 Training Manuals and Videos – To set standard practices, new workers

have to undergo training. Regular refreshers are also recommended for

workers assigned to new tasks.

Sustain or Shitsuke – It’s easy to slip back to old habits without proper monitoring and

evaluation. Conduct regular evaluation or even surprise inspections to make sure workers are following

the new standards.

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Be open to change when a new standard or policy is not working out. 5S, after all, is not about

complacency but rather the continuous striving for perfection.

While Culture and Employee engagement is absolutely important, My take would be to form a core team

preferably across departments i.e Cross functional responsible for implementing 5S in the warehouse.

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94
 KAIZEN
The word “kaizen” is Japanese for “improvement,” and it centers on a continuous philosophy.

That means that kaizen is not a series of steps, but a cycle that is broken down into four stages,

repeated indefinitely:

 Plan: Review the current status and set goals, as well as suggested changes for reaching them.

 Do: Get key stakeholders on board and put the plan into action.  

 Check: Review the results and compare them to prior data.   

 Act: Report results, fix problems, and return to the planning stage.

Kaizen can be invaluable for creating strategies that leverage new resources to eliminate

common warehouse inefficiencies.

This cycle, often abbreviated to PDCA, ensures manufacturers can take advantage of industry

innovations. Upon the introduction of a new technology or service, they can determine how it

fits into their current process and whether it can be used to eliminate steps. In this way, kaizen

can be invaluable for creating strategies that leverage new resources to eliminate common

warehouse inefficiencies.

Warehouse Inefficiencies and Causes of Production

Delays
Before implementing kaizen ideas in a warehouse, it’s important to determine where

inefficiencies most commonly occur. While every warehouse is different, throughput is often

affected by the following:

 Equipment disruptions: Automation in warehouse processes is crucial to efficiency, but when these

systems break down, they can create significant production delays.

 Employee injuries: Injuries for warehouse workers are about double the national average, with one

in twenty workers in 2017 suffering an event which required medical treatment. Injured employees
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 may need to take time off work or go on light duty restrictions as they recover, which impedes

productivity and hurts company culture.

 Rejected loads: When a retailer or distributor rejects a load of product, employees must return the

truck to the warehouse, repack it and send it out again, resulting in damaged inventory, higher

transportation costs, and wasted working hours. When rejected goods have short shelf lives, as in

dairy and produce deliveries, the entire load is often lost.

 Conveyance: The more frequently inventory is handled, the higher the risk of product damage.

Moving inventory around the warehouse due to space issues or poor planning also wastes working

hours, lowering the productivity of the warehouse as a result.

Kaizen methods examine these problems, starting by scrutinizing the process that caused the

issue. In many cases, it’s possible that a single step in the process is contributing to multiple

problems. By changing that one factor, many inefficiencies can be reduced or eliminated. 

Flipkart – Fulfillment Centre (FC)

Flipkart has been the torch bearer in e-commerce supply chain in India. With its own Supply

Chain design and operation division, Flipkart’s agenda is to establish the standards in e-

commerce supply chain which would go on to become proven best practices for others in the

industry to follow. The warehouse which is better known as a Fulfilment Centre in ecommerce

parlance stands at the heart of its supply chain as this is a B2C industry while warehouses

typically connect a B2B type of customer pool. The responsiveness, robustness, efficiency and

thus the customer experience depend directly on the warehousing excellence displayed by an e-

commerce entity.

Flipkart’s supply chain & logistics entity Ekart has grown multi fold over the past 10 years to

become India’s largest logistics & supply chain company delivering ~10mn shipments monthly

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across a reach of 6950+ Pin Codes guaranteeing same day delivery in ~320 pin code and next

day delivery in ~1325 pin code. Currently we have 1 Million Products registered in our platform

Design and deployment of a warehousing done in the form of a 2-tier system where the Deep

Reserve systematically feeds the Forward Reserve which helps ensure a highly responsive and

reflexive supply chain while simultaneously staying lean on inventory and thus working capital.

State of the art automation such as cross-belt sorters and profilers shows the future readiness of

Flipkart’s warehousing system. Over the years Flipkart Warehouse operation has evolved to

achieve efficiency & control and mastered in handling complex environment at a very high scale.

Currently we have total 12 Non-Large FC, PAN India in which 6 are managed by 3pl partner and

6 bigger facilities is managed by own.

Our Vision: - "To be customer centric, technology driven, best-in-class Fulfillment Centre

enabling industry growth".

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EXCLUSIVE PRODUCTS
The Big Billion Days 2021 draws to a close, India has witnessed renewed growth for sellers, kiranas and

MSMEs. The consumer response has demonstrated the growing adoption of e-commerce, driven by

purchases of a wide range of products, increased convenience and user-friendly technology, and

financial constructs. The 2021 editon of The Big Billion Days drove robust growth opportunities for

sellers and MSMEs, and enabled better income and livelihoods for Flipkart’s Wishmasters and supply

chain partners, including Kiranas.

With 1.3 times the number of transacting sellers this year, consisting of MSMEs, artisans, weavers, and

craftsmen, more than 10% of them witnessed a 3X growth in sales this year. There were more than 55%

new sellers this TBBD, with 57% hailing from Tier-2, Tier-3, and smaller cities and towns such as Jaipur,

Surat, Howrah, Tirupur and Panipat, among others.

There was a significant increase in customer satisfaction with same day deliveries across thousands of

pincodes. In a significant effort to augment their income, Flipkart aims to make over 30 million

deliveries through kirana delivery partners this festive season.

During the Big Billion Days 2020, from Flipkart Samarth witnessed a growth of 6X compared to TBBD

2020. The Samarth initiative, initiated in 2019, aims to uplift and embrace India’s artisans, weavers and

micro-enterprises into the e-commerce fold. The most popular Samarath products were from categories

like Home Decor (showpieces), Natural Beauty products (shampoos, moisturisers), and Women

Ethnicwear (sarees).

Key takeaways
98
  The most popular purchases over the course of the Big Billion Days so far, are across lifestyle,

electronics, books and general merchandise, home and mobiles

 The number of premium smartphones sold during the Big Billion Days has doubled from TBBD

2020. From this, 41.78% of premium smartphones were purchased by customers in Tier 3 cities.

Every 1 in 5 smartphones sold this TBBD was 5G-enabled.

 Customers purchased lifestyle products from over 44,000 unique brands this TBBD, reflecting a

positive sentiment towards stepping out and upgrading fashion wardrobes

 While buying large appliances, about a fifth of all customers opted for an affordability payment

construct

 In the consumer electronics segment, smart watches and Fitness bands saw a 100% jump from

last year, marking a clear shift towards smart wearables

 The grocery and hyperlocal segments continued to address growing needs, as consumers from

across the country shopped for their daily requirements online

 With gardening becoming one of the most-pursued hobbies, Home Improvement Tools,

especially Gardening tools, have seen a sharp rise in interest. The Home Improvement category

grew by about 80% year on year. Work from home also continues to boost demand for furniture

and mattresses in this edition of TBBD.

Driving affordable access

Innovative and bespoke financial constructs such as Flipkart Pay Later, No cost EMI, the credit card and

others enabled consumers in buying their products of choice. Accessibility was also a key catalyst, with

the entire product range available across all pin codes. The anticipation for TBBD was evident as millions

of customers pre-booked products just prior to Early Access by paying just Re.1.
99
Flipkart Wholesale brings festive cheers to kiranas and retailers as it hosts The Big Billion

Days-

● Retailers in over 10,000 plus PIN codes across 24 states and union territories to enjoy upto 85%

increased profit margins on over 5 lakh listings across Fashion, Grocery and General Merchandise

● Flipkart Wholesale members to benefit from up to 14 days of interest-free credit with line limits

ranging from ₹10k to ₹25 lacs in partnership with Banks and Fintech lenders

Millions of retailers, kiranas and small businesses in the country are excited at the onset of the Flipkart

Group’s The Big Billion Days sale. At Best Price cash-and-carry stores and on Flipkart Wholesale across

24 states and Union Territories in the country, the sale features attractive offers to more than 1.5

million kiranas, who can choose from a wide selection of products ranging from over 4 lakh listings in

Fashion, 13,500 in Grocery, and 25,000 products in General Merchandise. This Big Billion Days, kiranas

and retailers can avail higher margin gains, in return passing on benefits to end consumers.

Best Price members can walk into Best Price stores or order conveniently from the Flipkart Wholesale

app, and avail best deals on a varied assortment of high-quality products across categories such as

packaged food, home care, personal care, fashion, grocery and general merchandise

In Conversation – Flipkart Sellers share why The Big Billion Days moves the needle on

market access and growth-

From brands seeking to penetrate emerging markets to MSMEs seeking broader market access via e-

commerce, sellers pin optimism on #BigBillionDays. This festive season, they hope to flip over the

100
pandemic slump.

Rajneesh Kumar, Chief Corporate Affairs Officer, Flipkart Group, interacted with Flipkart sellers in

Bengaluru ahead of the launch of The Big Billion Days. Speaking with Bengaluru-based Flipkart

sellers Raju Lunawath, proprietor of Amazestore, and entrepreneur Smita Kulkarni, founder

of StoneSoup, he inquired about their journey with Flipkart and their expectations of the festive season

sale.

Raju, who inherited his traditional family business, realised the value of taking it online on Flipkart with

his father’s blessings more than five years ago. Today, his success makes him a poster-boy of e-

commerce. Smita’s company StoneSoup joined hands with Flipkart as a Flipkart Samarth partner, and

lists products like compost kits, and feminine hygiene products like menstrual cups and reusable cloth

sanitary pads on the platform.

While Raju counts on key market insights from his account manager to plan for volume-driven sales, the

success of Smita’s StoneSoup hinges on the right positioning to the right audience.

It’s more festive when you shop sustainably!

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Flipkart is going plastic-free for the delivery of millions of packages along with deploying over 2,000 electric vehicles in our
delivery fleet prior to the festive season and The Big Billion Days 2021. After successfully eliminating single-use plastic in our
own supply chain in July this year, more than 75% of Flipkart’s seller-fulfilled shipments are now being processed in sustainable
packaging, marking a 20x increase over July 2020 and covering more than 70 facilities across India.

Powering up kirana delivery for Big Billion Days 2021

At Flipkart, we have strengthened our ‘Kirana Delivery Program’, which helps onboard local general

trade stores as delivery partners. This festive season, the Kirana delivery program has on-boarded more

than 100,000 Kirana partners from across the country that will deliver millions of shipments during the

festive season beginning with The Big Billion Days 2021.

102
Last year, more than 10 million deliveries were made by specially trained Kirana partners across the

country during the festive season. Flipkart started the program to help local stores and shops get on

board as delivery partners in 2019, and since then, has invested consistently to get these businesses

ready for making deliveries. Flipkart has a dedicated team as part of this ongoing partnership that helps

the Kiranas with knowledge, expertise, experience and technology to make millions of deliveries

seamlessly.

With a 100,000 strong Kirana delivery network which doubled from last year, Flipkart is further

strengthening its last-mile network and reach, especially in PIN codes and towns that are difficult to

reach and creating opportunities for digital upskilling as well as additional income for kiranas.

This festive season sees participation of Kiranas from regions including Khammam (Telangana), Bareilly

(Uttar Pradesh) and Junagarh (Odisha), to name a few, as consumers seek safe and timely deliveries

through e-commerce

103
 Building capacity – Flipkart’s festive season supply chain expansion across India

E-commerce has been a pandemic helpline for millions of Indians, playing a vital role in reviving

businesses and helping sellers strengthen their economic recovery, delivering products to customers in

a safe and sanitised manner, and creating a multiplier effect on local job creation.

The investments from Flipkart for the festive season will further augment these benefits for the entire

ecosystem. Through the year, Flipkart has incrementally strengthened and expanded its supply chain

across the country. The expansion has been ramped up in the run-up to The Big Billion Days 2021 and

the festive season to cater to the growing needs of millions of consumers coming online and to support

market access for lakhs of MSMEs, sellers, artisans, and kiranas.

Towards this effort, Flipkart has added 66 new large-scale fulfillment and sortation centers across the

country in the states of Assam, Chhattisgarh, Gujarat, Haryana, Karnataka, Maharashtra, Odisha,

Punjab, Rajasthan, Tamil Nadu, Telangana, and West Bengal .

104
Further, Flipkart has strengthened its last-mile reach with the addition of more than 1,000 new delivery

hubs (DH) across the country. The complexity and scale of the Big Billion Days require investments for

capacity, storage, sorting, packaging, human resources, training, and delivery, which helps generate

additional employment during the festive season.

Flipkart has also strengthened the partnership with Kiranas as part of its ‘last-mile delivery partnership’

program and enabled them to become part of the technology-enabled digital ecosystem. This year,

Flipkart is creating direct seasonal employment for more than 1,15,000 people of which 15% are

women and people with disabilities.

Key Supply Chain expansion efforts for 2021

 More than 100 facilities added from brand partners to help customers get faster deliveries

 The alternate delivery method of Kiranas as delivery partners strengthened with 1,00,000 Kirana

partners

105
  Working with many third-party logistics partners across the country to create faster deliveries

while creating indirect job opportunities

 Servicing customers across 17,700 pin codes through Jeeves with more than 8,000 trained

service technicians for mobiles, large appliances, furniture, and IT peripherals

Flipkart Pay Later brings festive cheer to consumers with additional benefits on EMI offerings

As the festive shopping season draws near with The Big Billion Days 2021, Flipkart has extended

benefits on its ‘Flipkart Pay Later’ offering to drive affordability and convenience of purchases. The

‘Flipkart Pay Later’ EMI facility opens a credit line of up to ₹70,000 that can be paid back over flexible
106
tenures of 3, 6, 9 and12 months for eligible customers, enabling them to purchase products this festive

season.

Highlights

 Credit limit up to ₹70,000 with flexible repayment plans with up to 12 month tenures, from a

previous limit of ₹10,000

 Flipkart Pay Later will become a open-to-all construct, providing credit to over 100 million new

consumers

 Credit and Debit Card EMIs to be offered to all Flipkart customers through partnerships with

over 18 leading banks and financial institutions

Flipkart will also offer no-cost EMI offers across a wide range of products, as well as standard EMIs, in

partnership with 18 leading banks and financial companies including American Express, Axis Bank, Bajaj

Finserv, Bank of Baroda, Citibank, Federal Bank, HDFC Bank, Home Credit, HSBC, ICICI Bank, IDFC FIRST

Bank, IndusInd Bank, J&K Bank, Kotak Bank, RBL Bank, Standard Chartered, SBI, Zestmoney and others.

The tenures for no-cost EMIs and standard EMIs will be up to 12 months and 36 months respectively.

How to access ‘Flipkart Pay Later’ EMI facility

 Users need to enter their PAN and Aadhar details on the app

 Verify the Aadhaar number with an OTP

 Verify their bank account details

 On making their purchase, users can select ‘Flipkart Pay Later EMI’ as their payment option and

choose their preferred tenure.

107
The application process is quick and frictionless, and customers can manage their account easily

through the Flipkart app.

CHAPTER 3
108
 Research Method

Objective of the study

 To study the buyers return behaviour.

 To analyze and reduce items lost in transit.

 To identify and resolve the issues of IWIT, RO and recall.

 To monitor improper color, size or fit, delivery of fake, expired or used product by detailed

product verification.

 Analyze the causes of return.

Need for the study

The purpose of the study is to understand the process of return behavior and to analyse current

situation of IWIT, RO and Recall

Scope of the study

The report contains data of return center of the Flipkart and its current trend.

Research Methodology

The data source used for this research is primary data. Problem oriented and Quantitative

research are two types of research used for this project report.

1. Research Hypothesis- Based on extensive review of literature the

109
 following hypotheses had been framed for the present study:

 Hyp 1: Effective warehouse management & control improves competitive

strength.

 Hyp 2: Warehouse management has positive impact on enhanced preservation

& control

 Hyp 3: Proper warehouse management is directly related to overall cost

reduction.

2. Sample size:- The sample size of the research study is Flipkart Warehouse in Bilaspur

(Gurgaon) operations. The sample as contained some of the leading warehouses in

Gurgaon.

3. Data collection instrument and Data analysis:- Research techniques had to be clearly

identified in order to conduct research successfully. These techniques could be discussed

under two broad types as data collection techniques and data analysis techniques. Data

will be obtained primarily through on-site visits to warehouses. Personal interviews are to

generate the information and it has intended to get filled a questionnaire at the time of

interview. The respondent are the key person in the operation such as operation manager,

executive or logistics manager. Telephone interviews will also be used to collect

additional information. And it has planned to interview the key personnel in the each

warehouse for about 10-15 minutes to gather required data.

Issues and Recommendations-

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 1. A lot of manual labor is used for put-listing and pick-listing in warehouses. This can be

addressed through high level RFID use.

2. Warehouse layout needs attention so that there can be increased SKU complexity handled

well.

3. They need to improve their IT system because at time of inward and outward there is lots of

issue face.

4. Incorporating seasonality into the forecasting process will help meet customer expectations

manage inventory costs better during peak and shorter periods.

5. There was a disparity between the picker or loader and supervisor, the manager

should fix such behavior, give equal respect to everyone - just like everyone gets equal respect in

Amazon, be it manager or loader.

Limitations of the study

The data of planning team differs from Retail team .Here the data analysed is of planning team

and not Retail team.

111
 CHAPTER -4

FINDINGS AND ANALYSIS

112
Findings

Reasons why FC couldn’t accomplish plan vs actual are as follows. These problems are divided

as per their respective teams which as to deal with it. IWIT , RO and Recall all face same kind of

obstacles.

The problems IWIT with respective teams are as follows:

 Retail team:

Staging area pendency: it means that the goods that are to be transferred to another

warehouse has been packed but are not dispatched. This may be because of tech issues.

 Operations team:

Destination FC have IB issue: it means that the destination FC which is receive IWIT

goods have inbound issue this may be because there is more capacity of customer

inbound.

Cross man power deployed: it means crossing man power from one process to another. If

customer process requires more manpower at some point of time they cross workers from

Non customer process to customer process.

 Planning team:

More load /No load/ less load to process: it means that in FC there might be more load or

less load or no load to process. This is because planning team calculates load to process

on the basis of previous month’s actuals and the actuals of that month may vary because

of various reasons.

 Tech team:

Unable to download STN: it is a tech issue where they are unable to download stock

113
 transfer note.

Unable to pack: it is a tech issue, where in system procedure of packing they may be

unable to scan barcode

The problems Recall with respective teams are as follows:

 Retail team:

Staging area pendency: it means that the goods that are to be transferred to Seller has

been packed but are not dispatched. This may be because of tech issues.

 Operations team:

Abseentism : high abseentism affects the process. It may be due to various reasons.

Cross man power deployed: it means crossing man power from one process to another. If

customer process requires more manpower at some point of time they cross workers from

Non customer process to customer process.

 Planning team:

Capacity issue: it means that in FC there might be more load or less load or no load to

process. This is because planning team calculates load to process on the basis of previous

month’s actuals and the actuals of that month may vary because of various reasons.

 Tech team:

Unable to download STN: it is a tech issue where they are unable to download stock

transfer note.

Unable to pack: it is a tech issue, where in system procedure of packing they may be

unable to scan barcode.

Unable to confirm Task Transfer List: it is a tech issue without which picker won’t be

114
 able to start picking process.

The problems RO with respective teams are as follows:

 Retail team:

Vendor pick up issue: it means that the goods that are to be transferred to Seller has been

packed but are not dispatched. This is because vendors have not come to pick their goods.

 Planning team:

Capacity issue: it means that in FC there might be more load or less load or no load to

process. This is because planning team calculates load to process on the basis of previous

month’s actuals and the actuals of that month may vary because of various reasons.

 Tech team:

Unable to download Return Note: it is a tech issues where they are unable to download

Return note.

RO status change: it is a tech issue, where in system procedure even if the goods are

dispatched the system will show it as packed.

Quantity Mismatch: it is a tech issue where the quantity of supplier return note may not

match quantity in the system.

115
 CHAPTER-5

Recommendations and Conclusions

116
Recommendations-
 Incorporate approved date to calculate TAT of RO.

 Direct box packing ( like IWIT ) for RO and Recall.(if this process is
implemented then box size also should be informed to the picker)
 Add penalty clause in the seller agreement in case of late vendor pick up

 Continuous follow up with respective team to resolve the issues.

 Retail team is working on the RO vendor pick up issue – procurement and

logistics service

 A lot of manual labor is used for put-listing and pick-listing in warehouses.

This can be addressed through high level RFID use.

 Warehouse layout needs attention so that there can be increased SKU

complexity handled well.

 They need to improve their IT system because at time of inward and outward

there is lots of issue face

 Incorporating seasonality into the forecasting process will help meet customer

expectations manage inventory costs better during peak and shorter periods.

 There was a disparity between the picker or loader and supervisor, the manager

should fix such behavior, give equal respect to everyone - just like everyone gets

equal respect in Amazon, be it manager or loader

117
Conclusion-

In conclusion, through internship, it was evident that flipkart is a learning

organization. I have gone through the process of all the departments of warehouse

in which have learned a lot about the workculture of the Flipkart. Their work

process like loading, unloading quality check, inward and outward process , return

center are good. The employees are given their 100% to their work. They use

multiple system to process the customer’s order on time. The management of time

is very well.

During survey i also targeted some of customer they have some issue regarding

delivery flipkart pvt ltd are fail to delivered their product to their customer on time.

At time of internship I have noticed that the failure of IT system would be delay in

work. Every time there was an issue on website or disconnection of internet,this is

the biggest reason of delay in delivery of order. I have learned team handling and

workforce management which is the greatest skill. In Flipkart I have gone through

all the deparments of warehousing which are Outbound , Inbound, Planning,

Inventory, Return Center and gained a lot of learnings . Various departments work

differently and the employees are so hard working .

118
 CHAPTER-6
Learning experience

119
My internship at Flipkart has taught me more than I could have imagined. As the

Fulfilment Centre (FC) central team Intern, I feel my duties were diverse, and ever-

changing. Sometimes it’s tough to recall everything I have taken in over the past

months, but I feel that these are some of the most beneficial lessons I have learned.

I have gone through the process of the department of Return Center, in which I have

learned whole work process which starts from-

 Gate in
 Dock in
 Shipment Receiving
 Dispatch to merchant(DTM)
 Received by merchant
 Product verification(PV)
 Putlist creation
 RC inventory(Failed product)
 Putting
 Stock Take
 Picking
 Packing
 Dispatching

120
Through this internship, I was exposed to various activities of Return Center).In

this 45 days of internship period I have worked at Bilaspur FC (Haryana) to

understand the whole process of Warehousing where I got exposure to different

departments and process of the FC, i.e. Return Center, Inter Warehouse Inventory

transfer(IWIT), Return Order (RO) and Seller Recall, Inbound, Outbound,

IMT,etc. Staff in FC were very helpful and co-operative. During this I was able to

analyse the problems faced by FC on continuous basis. I would highly

recommend interning at Flipkart. Everyone is very welcoming and more than

willing to help you succeed. I was also entrusted with a large amount of

responsibilities and was able to work through things on my own after being given

initial direction.

This being my first position in an office atmosphere, I didn’t know exactly what to

expect. It taught me how to behave in the workplace. Simply working in the office

and getting used to everything here has definitely prepared me for whatever my

next position may be. Just observing the everyday events has taught me more about

teamwork, and how people can come together to get things done. Although

sometimes I have to remind myself to use my inside voice, I feel I’ve adapted to

the office life relatively well.

This internship has improved my skills a ton, both off paper and on paper, this

position served as a positive learning experience.

121
.

122
 BIBLIOGRAPHY

https://in.linkedin.com/pub/dir/Navneet/Gupta

http://www.academia.edu/Documents/in/Supply_Chain

https://en.wikipedia.org/wiki/E-commerce_in_India

https://www.scribd.com/document/221701184/Inventory-

Management

https://www.scribd.com/document/377549223/Operation-

Management-1

https://www.cleverism.com/operations-management-definition-

principles-activities- trends/

https://en.wikipedia.org › wiki › Flipkart

https://www.slideshare.net › probikersagar › study-of-flipkart

123
https://www.slideshare.net › rajatbaranwal16 › rajat-flip

http://www.dspace.dtu.ac.in › bitstream › repository

https://www.business-standard.com › Companies › News

https://www.academia.edu › Project_Report_Title_of_th...

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https://www.slideshare.net 

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ANNEXURE

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