1

A
PROJECT REPORT
ON
“WAREHOUSE AND TRANSPORTATION MANAGEMENT”
Submitted To

Rashtrasant Tukadoji Maharaj,Nagpur University in Partial Fulfillment of

Degree of Masters of Business Administration for the
Academic Year 2023-2024

Specialization: Operation Management

Submited By
SANKET SANJAY DHADAVE

Guided By
Prf. Dr. Janvi Rathi

===================2023-2024=======================

WAINGANGA COLLEGE OF ENGINEERING & MANAGEMENT,

WARDHA ROAD, NAGPUR.
 2

CERTIFICATE

I hereby certify that this Project Report entitled ”WAREHOUSE AND TRANSPORTATION
MANAGEMENT” submitted By Mr. SANKET SANJAY DHADAVE to Rashtrasant Tukdoji
Maharaj Nagpur University, Nagpur for the award of the Degree of Master of Business
Administration is abonfide and original research work carried out under my guidance and
supervision. It is piece of research of a sufficiently high standard to warrant its submission to the
University for the Award of the said degree.
No part of the thesis has been submitted for any Degree or Diploma, or publishedin
any other form.
The assistance and the help rendered to the researcher during the course of his
investigation in the form of basic source material and information have been duly
acknowlwdge

Dr. Janvi Rathi DR. BHARAT CHEDE

Project Guide Director

Prof. WCEM Prof. WCEM
 3

DECLARATION

I SANKET SANJAY DHADAVE here by declares that the project report entitle
“WAREHOUSE AND TRANSPORTATION MANAGEMENT” has been submitted
by me in partial fulfillment of the requirement for awarding degree in Master of
Business Administration from Nagpur University
I solemnly declare that this report is a result of research work undertaken by me. It
is my original work and has not been published anywhere nor has been submitted to
any university/institute for the award of any degree before this.

Place: Nagpur SANKET SANJAY DHADAVE

Date:
 4

ACKNOWLEDGEMENT
I wish to express my heartfelt gratitude to the all the people who have played a crucial
role in the research for this project, without their active cooperation the preparation
of this project could not have been completed withinthe specified time limit.
Wainganga College of Engineering & Management & Studies for motivating me to
complete this project with complete focus and attention.
I am thankful to our respected Head of Department DR. JANVI RATHI for
motivating me to complete this project with complete focus and attention.

I am also thankful to all Supervisor who supported me throughout this project with
utmost cooperation and patience and for helping mein doing this project. I take this
opportunity to thank my parents and my family members who have always been a
motivating spirit behind my work and have supported me all through out.
I would also like to thank all my friends and my seniors for their priceless
contribution and kind help without which I couldn’t have completed my project work.

Place:Nagpur SANKET SANJAY DHADAVE

Date:
 5

INDEX

Page
Sr.No. No. of Chapter
No.

1 Introduction 7-15

2 Company Profile 16- 21

3 Objective of study 22-24

4 Review of Literature 25-31

5 Research Methodology 32-35

6 Data analysis & Interpretation 36-44

7 Conclusion 48

8 Suggestion 49

9 Bibliography 50

10 Annexure 51-53
 6

ABSTRACT

Warehouse management is all about efficiently managing inventory within a warehouse. It

involves tasks like receiving, storing, picking, packing, and shipping goods. The main goal is to
improve operations, increase efficiency, and ensure accurate inventory control.

In a nutshell, warehouse management focuses on optimizing processes, maximizing space

utilization, and minimizing errors. This includes using smart storage systems, leveraging
technology for inventory tracking, and establishing efficient workflows. Warehouse managers
also need to consider factors like labor management, safety protocols, and compliance with
regulations.

By implementing effective warehouse management practices, companies can enhance order

fulfillment, reduce costs, improve customer satisfaction, and gain a competitive advantage.
Warehouse management plays a vital role in the supply chain, ensuring smooth inventory flow
and timely delivery of products to customers.

Overall, warehouse management is a complex field that requires careful planning,

coordination, and continuous improvement to optimize warehouse operations and meet
customer demands effectively.
 7

CHAPTER.1
INTRODUCTION
 8

INTRODUCTION

A warehouse management system (WMS) is a key part of the supply chain and primarily aims
to control the movement and storage of materials within a warehouse and process the
associated
transactions, including shipping, receiving, put away and picking. The systems also direct and
optimize stock put away based on real-time information about the status of bin utilization.

A WMS monitors the progress of products through the warehouse. It involves the physical
warehouse infrastructure, tracking systems, and communication between product stations.
More precisely, warehouse management involves the receipt, storage and movement of goods,
(normally finished goods), to intermediate storage locations or to a final customer. In the
multiechelon model for distribution, there may be multiple levels of warehouses. This includes
a
central warehouse, a regional warehouses (serviced by the central warehouse) and potentially
retail warehouses (serviced by the regional warehouses).

Warehouse management systems often utilize automatic identification and data capture such
as
barcode scanners, mobile computers, wireless LANS potentially radio-frequency identification
to
efficiently monitor the flow of products. Once data has been collected, there is either a batch
synchronization with, or a real-time wireless transmission to a central database. The database
can
then provide useful reports about the status of goods in the warehouse.

Warehouse design and process design within the warehouse (e.g. wave picking) is also part of
warehouse management. Warehouse management is an aspect of logistics and supply chain
management.

* Part of firms logistics system that stores products at and between point of origin and point
of consumption.

* Term “Warehousing” is referred as transportation at zero miles per hour

* Warehousing provides time and place utility for raw materials, industrial goods, and
finished products, allowing firms to use customer service as a dynamic value-adding
 9

competitive tool.

Warehouse Management System which caters the need of 3rd Party Logistics Provider
providing Warehousing and Distribution services to its customers. Provides real time Visibility
of information and goods from the time they arrive at the receiving dock and till the time the
goods leave from the shipping dock. Seamlessly integrated with other Supply Chain players
like
Supplier, Customer, and Carrier in the form of web portal.
 10

Warehouse inventory includes the products, raw materials, work-in-process goods and
finished
goods that make up the inventory that is or will be for sale by a company.

Supply chain management is a cross-functional approach that includes managing the

movement
of raw materials into an organization, certain aspects of the internal processing of materials
into
finished goods, and the movement of finished goods out of the organization and toward the end
consumer.

As organizations strive to focus on core competencies and becoming more flexible,

they reduce their ownership of raw materials sources and distribution channels. These
functions
are increasingly being outsourced to other firms that can perform the activities better or more
cost effectively. The effect is to increase the number of organizations involved in satisfying
customer demand, while reducing managerial control of daily logistics operations. Less control
and more supply chain partners led to the creation of the concept of supply chain management.
The purpose of supply chain management is to improve trust and collaboration among supply
chain partners, thus improving inventory visibility and the velocity of inventory movement
Main function of Warehouse Management are as follows:

1) Inventory management

2) Distribution management

3) Channel management

4) Payment management

5) Financial management

6) Supplier management
 11

DEFINITION:

A simple definition of a warehouse is:

„A warehouse is a planned space for the storage and handling of goods and material. „In
general,
warehouses are focal points for product and information flow between sources of supply and
beneficiaries. However, in humanitarian supply chains, warehouses vary greatly in terms of
their
role and their characteristics.

Warehouse Management is the management of the flow of goods. It includes the movement
and storage of raw materials, work-in-process inventory, and finished goods from point of
origin
to point of consumption. Interconnected or interlinked networks, channels and node
businesses are
involved in the provision of products and services required by end customers in a supply chain.

Supply chain management has been defined as the "design, planning, execution, control, and
monitoring of supply chain activities with the objective of creating net value, building a
competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand
and measuring performance globally
12
 13

THE ROLE OF THE WAREHOUSE IN THE LOGISTICS SYSTEM:

The warehouse is where the supply chain holds or stores goods.

* Functions of warehousing include:

1) Transportation consolidation

2) Product mixing

3) Docking

4) Service

5) Protection against contingencies

* PRINCIPLES OF WAREHOUSE LAYOUT DESIGN:

1) Use one store facilities

2) Move goods in a straight lines

3) Use efficient materials hanlding equipments

4) Use an effective storage plan

5)Use maximum height of the build

 14

OBJECTIVES OF EFFICIENT WAREHOUSE OPERATIONS

Provide timely customer service.

Keep track of items so they can be found readily & correctly.
Minimize the total physical effort & thus the cost of moving goods into & out
of storage.
Provide communication links with customers

WAREHOUSE ACTIVITIES

1) Receive goods
2) Identify the goods
3) Dispatch goods to storage
4) Hold goods
5) Pick goods
6) Marshal shipment
7) Dispatch shipment
8) Operate an information system
Receive goods

1) Accepts goods from Outside transportation or attached factory & accepts

Responsibility

2) Check the goods against an order & the bill of loading

3) Check the quantities

4) Check for damage & fill out damage reports if necessary

5) Inspect goods if require

15
 16

CHAPTER.2
COMPANY PROFILE
 17

COMPANY PROFILE

Mahindra Logistics Limited is one of India's leading third-party logistics (3PL) solutions
providers. They provide customised, scalable,and technology-enabled solutions to customers
Mahindra Logistics Limited is a leading 3PL solutions provider with over a decade of
experience.

We have a strong presence across the country in our two distinct business segments – Supply
Chain Management and Enterprise Mobility Solutions.

Our focus on technology allows us to emphasise on customised, tech-based solutions for our
customers, thereby becoming their partners in true sense.

We believe that the success of a company lies in the success of its employees. We focus on
Igniting Success for our employees by empowering them to deliver, be customer centric, build
their capabilities & skillsets and develop a growth mindset. Fuelled with the passion to ignite
success for our customers, we simplify the complexity of delivering excellence and promises
on-time, every time.

Our solutions are tailor-made to meet the unique needs of our supply chain and people
mobility customers. We ensure optimum productivity and high performance with our
operational excellence capabilities. Our tech-integrated and automated operations give
complete visibility to our customers. Our advanced data analytics significantly enable effective
decision making.

Our diverse industry expertise and pan-India presence ensure maximum scalability. Our focus
on sustainable operations in transportation, warehousing as well as in people mobility
supports our goal of being carbon neutral by 2040 and building a better tomorrow.
 18

History:
Mahindra Logistics is a subsidiary of the Mahindra Group, one of the largest conglomerates in
India. It was established in 2007 as a separate entity to provide end-to-end logistics solutions
to various industries.

The history of Mahindra Logistics can be traced back to the early days of the Mahindra Group
itself. The group was founded in 1945 and initially focused on manufacturing jeeps and other
automotive products. Over the years, the group diversified into various sectors, including
logistics.

In the late 1990s and early 2000s, the Mahindra Group recognized the growing need for
efficient logistics services in India. With the aim of providing integrated logistics solutions,
Mahindra Logistics was formed as a separate company in 2007.

Since its inception, Mahindra Logistics has steadily grown and expanded its operations. It
offers a wide range of services, including transportation, warehousing, freight forwarding, and
value-added services. The company serves diverse industries such as automotive, retail,
pharmaceuticals, and e-commerce.

Mahindra Logistics has established a strong presence in India and has also expanded its
operations globally. It has a network of warehouses and distribution centers across the
country, along with a fleet of vehicles for transportation.

In recent years, Mahindra Logistics has embraced technology and digitalization to enhance its
services. It has implemented advanced logistics management systems and leveraged data
analytics to optimize operations and improve customer satisfaction.

Overall, Mahindra Logistics has emerged as a leading player in the Indian logistics industry,
providing efficient and reliable solutions to its clients. With its strong foundation in the
Mahindra Group and a customer-centric approach, the company continues to grow and adapt
to the evolving needs of the logistics sector.

Headquartered in Mumbai, Mahindra Logistics Limited is an Indian multinational with a global

network spanning China, South Korea, Southeast Asia,Western Europe and US through Lords -
MLL's freight forwarding arm. Lords, excels in end-to-end cross-border services encompassing
ocean and air freight, custom clearance, and transportation to transit and mother warehouses.
To further international expansion, the company, through wholly-owned subsidiaries V-Link
Freight Services and MLL Global Logistics, has established branch offices in DAFZA, United Arab
Emirates, and the united kingdome.
 19

Rampraveen Swaminathan
Managing Director & Chief Executive
20
21
 22

Centre of Excellence

We have created the Centre of Excellence (COE) to develop expertise and

standards in areas used by multiple solutions in the organisation. The Centre is
responsible to develop competence through hiring, training and partnerships that can
be leveraged across the organisation. Our COE focuses on building our capabilities as
a business through standardisation across organisation, guidance and governance,
measuring performance, sustenance, leveraging assets, addressing evolving customer
expectations and being there for our people, facilitating their growth

Domain of COE:
Manufacturing

Warehouse Management

System

Infrastructure

Inventory

Process

Electrical

Management of Build to Suit Warehouse

 23

OBJECTIVES OF STUDY
The Objectives of the study is to have a practical bright of the working of the organization. It
decisions, its brief historical background and its future prospects. The following can be said to
be
the Major objectives of the study‟s.
To recommend the most suitable Receiving and Dispatching Methods for the product
Provide solution for Packaging & Receiving and Dispatching Material Problems.

objectives of warehouse management:

Enhancing customer satisfaction by ensuring timely and accurate order fulfillment.

Maximizing space utilization to optimize storage capacity and minimize wastage.

Streamlining inventory management to prevent stockouts and overstocking.

Implementing effective picking, packing, and shipping processes to improve order accuracy
and reduce errors.

Minimizing operational costs by optimizing labor utilization and reducing unnecessary

handling.

Implementing safety measures to ensure a secure working environment for employees.

Utilizing technology and automation to improve operational efficiency and productivity.

Implementing sustainable practices to reduce environmental impact, such as energy

conservation and waste reduction.

Enhancing supply chain visibility and collaboration with suppliers and partners.

10. Continuously monitoring and evaluating key performance indicators to identify areas for
improvement and drive operational excellence.
 24

These are just a few examples, but there are many more objectives depending on the specific
needs and goals of a warehouse.
 25

CHAPTER.3

LITERATURE REVIEW
 26

REVIEW OF LITERATURE
Customer satisfaction a business term is a measure of how products and services supplied by a
company meet or surpass customer expectation. It is seen as a key performance indicator within
business and is part if the four perspectives of a balanced scorecard.

It‟s a well-known fact that no business can exist without customers. In the business, it‟s
important to work closely with your customers to make sure the system you create for them is
as
close to their requirement as you can manage. Because it‟s critical that you form a close working
relationship with your client, customer service is of vital importance. That follows a selection of
tips which will make your clients feel valued, wanted and loved.

Encourage face-to-face dealing

Respond to messages Or Email promptly &keep your clients informed

Be friendly and approachable with your Suppliers

Have a clearly-defined customer service policy

Attention of detail

Anticipate your client needs & go out of your want to help them out
 27

Customer satisfaction:-

Customer focus

Customer grievances

Customer property

Customer feedback

Special requirement of customer

Timely supply

Time management

Should not be reversal

Should be perfect
 28

LITERATURE REVIEW OF WAREHOUSE MANAGEMENT

1. Warehouse Design and Layout: This area focuses on the optimal design and layout of a
warehouse, considering factors such as space utilization, material flow, and equipment
placement.

2. Inventory Management: This topic explores strategies and techniques for effectively
managing inventory levels, including demand forecasting, stock replenishment, and order
fulfillment.

3. Warehouse Operations: Here, you'll find studies on various operational aspects, such as
receiving, put-away, picking, packing, and shipping processes. The literature often discusses
methods for improving efficiency, accuracy, and productivity in these areas.

4. Warehouse Automation and Technology: This area examines the use of automation, robotics,
and technology solutions in warehouse management. It covers topics like warehouse
management systems (WMS), barcode scanning, RFID, and other emerging technologies.

5. Performance Measurement and Key Performance Indicators (KPIs): This topic focuses on
identifying and measuring key metrics to evaluate warehouse performance. It includes
discussions on KPIs such as order fulfillment rate, on-time delivery, inventory accuracy, and
labor productivity.

6. Sustainability and Green Warehousing: With a growing emphasis on sustainability, this area
explores practices and strategies for reducing environmental impact in warehouse operations,
such as energy efficiency, waste management, and green packaging.

Remember, this is just a brief overview, and there is a vast amount of literature available on
each of these topics. If you're interested in diving deeper, I recommend searching academic
databases, research journals, and industry publications for more specific studies and articles
on warehouse management.
 29

2 Literature reviews after 2015 Recent reviews focus more on the emerging warehouse
technologies and new developing trends. IoT, Industry 4.0, and other emerging technologies
influence the way of information exchange in warehouses. Ben-Daya et al. (2017) reveal the
role of the IoT and its impact on supply chain management. Radio frequency identification
(RFID) tags are the major IoT technology studied in previous warehousing research.
Manavalan and Jayakrishna (2019) review IoT’s role in achieving sustainable goals in supply
chain management. The importance of digitalization and the influence of IoT in the overall
supply chain management are analyzed. The criteria for achieving business readiness for
Industry 4.0 transformation are concluded. Winkelhaus and Grosse (2020) propose a
systematic literature review for Logistics 4.0. The application of IoT, CPS, and other
technologies related to Logistics 4.0 are summarized in the review. The rapid development of
automation technology has dramatically improved the automation level of warehouse systems.
In this development process, different concepts related to automated warehouses have
emerged. Boysen and Stephan (2016) classify single crane scheduling problems in AS/RS in
three perspectives: Layout, order characteristics, and objectives, and then survey crane
scheduling problems. Jaghbeer et al. (2020) present an analysis of the literature related to
automated picking systems and identify and study the link between design and performance.
Custodio and Machado (2019) discuss f lexible automation in warehouses and construct a
framework for designing flexible automated warehouses. Fottner et al. (2021) investigate the
definition and research framework of autonomous intralogistics systems, which enable self-
contained, decentralized planning, execution, control, and optimization of internal material
and information flows through cooperation and interaction with other systems and with
humans. A typical autonomous warehouse system is a segment of autonomous intralogistics
systems. Glock et al. (2021) provide a review of technical assistive devices for manual
materials handling. Papers that discuss assistive devices on the warehousing system are
identified in their systematic literature review. New warehouse concepts and applications
have been derived in recent years. These concepts may be similar to smart warehouses we
characterize. Boysen et al. (2019) survey relevant literature about warehouse systems for e-
commerce warehouses. Warehouse systems need to cope with the requirements of e-
commerce, including small orders, large assortment, tight delivery schedules, and varying
workloads. The warehouse systems adopted in e-commerce warehouses are investigated in
their review. Azadeh et al. (2019a) review the developments of robotized and automated
warehouse systems. Research on different warehousing systems is categorized into three
categories: System analysis, design optimization, and operational planning and control. The
systems identified in this review are essential for warehouse automation. The integrated
models and systems are mentioned as the direction of future research for established systems.
Fragapane et al. (2021) review the application of autonomous mobile robots (AMRs) in
intralogistics and the corresponding planning and control problem. AMRs are industrial robots
that evolve from AGVs and have been widely used in warehousing and other intralogistics
operations. For the sustainability topic in warehouses, Bartolini et al. (2019) provide an
exhausted macroscopic review about green warehousing. Existing literature about green
warehousing is categorized into three macro-themes: Green warehouse management, the
environmental impact of warehouse building, and energy saving in warehousing. To some extent, the
 30

concept of smart warehouses proposed in our review may overlap technical perspectives with the
abovementioned reviews. Most of the existing reviews define and classify their research scope from
the technical aspect. In other words, previous studies usually focus on a specific type of warehouse
equipment or technology. In our opinion, smart warehouse is not limited to warehouse concepts like
e-commerce warehouse and green warehouse. Smart warehouses should be a broader concept that
concerns leading warehouse technology and applications and intrinsic principles of warehouse
operations management. This broad meaning offers a wide space for the research of smart warehouse
operations management, which could be the most promising trend in warehouse management. We
develop a novel review framework based on the basic characteristics proposed above. Instead of
classifying literature by technical aspect, the classification and analysis of literature in our review are
based on the characteristics of smart warehouses. This classification framework provides a solution
that covers both technical and operational aspects of smart warehouse operations management.

transportation management literature review:

1. Transportation Planning and Optimization: This area focuses on developing strategies and
methods for efficient transportation planning, including route optimization, mode selection,
and load consolidation. The literature often discusses mathematical models and algorithms
used to optimize transportation operations.

2. Freight Transportation Modes: This topic explores different modes of transportation, such
as road, rail, air, and sea. The literature discusses the advantages, disadvantages, and
considerations associated with each mode, as well as strategies for multimodal transportation.

3. Carrier Selection and Relationship Management: Here, you'll find studies on how to select
and manage transportation carriers effectively. The literature often covers topics like carrier
evaluation, negotiation, contract management, and performance measurement.

4. Transportation Cost Management: This area examines strategies for managing

transportation costs, including rate negotiation, cost allocation, fuel surcharges, and freight
auditing. The literature also explores the impact of fuel prices, regulations, and market
dynamics on transportation costs.

5. Transportation Network Design: This topic focuses on designing transportation networks to

optimize efficiency and service levels. The literature discusses network modeling, facility
location, hub-and-spoke systems, and network optimization techniques.

6. Information Technology and Transportation Management Systems (TMS): This area

explores the use of technology, such as TMS, in transportation management. The literature
discusses the benefits of TMS, integration with other supply chain systems, real-time tracking,
and visibility.
 31

7. Sustainable Transportation: With a growing emphasis on sustainability, this topic examines

practices and strategies for reducing environmental impact in transportation operations. The
literature covers areas like green logistics, carbon footprint reduction, alternative fuels, and
emission regulations.

Remember, this is just a brief overview, and there is a vast amount of literature available on
each of these topics. If you're interested in diving deeper, I recommend searching academic
databases, research journals, and industry publications for more specific studies and articles
on transportation management.
 32

CHAPTER. 4
REASEARCH
METHODOLOGY
 33

RESEARCHMETHODOLOGY

“Gain may be temporary and uncertain; but ever while you live, expense is constant and
certain;
and it is easier to build two chimneys than to keep one in fuel.”- Benjamin Vranklin

In this chapter we will see the methodology adopted, and will analyze the study to be in
state to suggest something to company on basis of study conducted at mahindra Logistics.

METHODOLOGY
To accomplish the objectives of the final trimester, the following was decided upon:
1. Research Design: The methodology adopted for study of Receiving & Dispatch of Mahindra
Worldwide India Pvt. Ltd. is Empirical Investigation.

2. Data Collection: The data collection done for empirical investigation was of two kinds,
namely secondary research and primary research. Secondary study was done through
open interviews, discussions, self observations of processes and procedures involved in
R&D (Receiving and Dispatch) of mahindra. And to accomplish the third objective primary
data was collected from questionnaires filled by the respondents (those are mahindra
employees).

3. Sampling Method: The sampling method chosen for the study was Judgmental
Non random sampling

33
 34

4. Sample Size: The sample size selected was 100.

5. Sampling Unit: The sampling unit will be employees of mahindra concerned with SCM.

6. Result analysis: The project analyzed the supply chain of mahindra by going through the
standard operating procedure followed in each concerned department of SCM. Then I
had analyzed the results of questionnaire applying DMAIC (define, measure, analyze,
improve, control) rule. My perspective was to do analysis and find the factors behind
delays of dispatches. During this analysis we would be figuring out the main reasons
behind the problem stated in objective. The questionnaire designed for this purpose is
being categorized department wise so as to find that from whose end the problem can be
solved.

7. Questionnaire Design: The questionnaire has 18 questions including both

Receiving & dispatch

DATA COLLECTION FOR SECONDARY STUDY

The data source used for secondary research was open interviews, discussions, self
observations
of processes and procedures involved in Receiving & Dispatch of mahindra

The steps taken for the study are as follows:

I. Study of supply chain in general

This study was done to get acquainted with the very basics of supply chain. With
emphasis on what all department work cross-functionally to achieve successful supply
chain management. What are new concern areas of supply chain management these days?

Departments Like:

Receiving department
Team Leaders Roles & Responsibility
Packaging department

34
 35

Stuffing department
CSR department/Supplier Service Responsibility

II. Study of company structure in respect of supply chain.

The major concerned departments that are part of supply chain of mahindra Logistics
were studied to develop an understanding of the functions to which they cater and
procedure they follow up. This is to acknowledge myself with the processes that are
followed up as a standard.

III. Department wise study of Receiving & Dispatch

35
 36

CHAPTER.5
DATAANALYSIS&INTERPRETATION
DATA ANALYSIS & INTERPRETATION

36
 37

TableNo.1
Frequent Customers

Interpretation:

From the above table found that 60% of the invoices done for Thailand in the warehouse
and the 18% for Russia and the 10% for Chain and the 9% for Brazil and finally 3% for Vietnam

37
 38

* TableNo.2
Holding time of damage parts

Interpretation:

From the above table found that 53% holding time of damage part for 1 day in the
warehouse and the 35% for 3 days and the 9% for 7 days and finally 3% for 15 days above.

38
 39

TableNo.3
Problem faced while receiving

Interpretation:

From the above table found that 43% of the problem while receiving the material is
packing related Issue in the warehouse and the 29% of the problem is Physical Miss
Match and finally 28% of the problem is Transit damage.

39
 40

TableNo.4
Preceding steps in the drop down pallet – While receiving

Interpretation:

From the above table found that 65% of the problem while receiving is Part Hold in the
warehouse and the 25% is Inform to customer and finally 10% is Quality will Check the
material whether it is huge or small damage.
 41

TableNo.5
Receiving – Check point

Interpretation:

From the above table found that 31% of the people check while receiving material is
TDR(Transport Damage Report) in the warehouse and the 29% of the people check
ISPR(Improper Shipping Product Report) and the 23% of the people check Packing Issue
and the 11% of the people check Pallet Status and finally 6% of the people check Stamp.
 42

TableNo.6
Following steps after receiving material

Interpretation:

From the above table found that 63% of receiving material without any issue is sent for
Booking / Invoice in the warehouse and the 20% of the material Put Away and the
finally 17% of the material is waiting for space(vanning) Waiting Cubic Utilization.
 43

TableNo.7
Supplier mistakes

Interpretation:

From the above table found that 38% of the mistakes from supplier is found that Packing
related Issue in the warehouse and the 26% of the mistakes is EASN Issue and the 22%
of the mistakes is Physical Miss Match and finally 14% of the mistakes is Value Miss
Match (price).
 44

TableNo.8
Packing types – Airfreight

Interpretation

From the above table found that 52% of the packing type for airfreight W Box in the
warehouse and the 48% of the packing type is Cotton box for secure in airways.
 45

CHAPTER.6

FINDING, SUGGESTION
AND CONCLUSION
 46

FINDING

1. From the above table found that 60% of the invoices done for Thailand in the warehouse
and the 18% for Russia and the 10% for Chain and the 9% for Brazil and finally 3% for
Vietnam.

2. From the above table found that 53% holding time of damage part for 1 day in the
warehouse and the 35% for 3 days and the 9% for 7 days and finally 3% for 15 days
above.

3. From the above table found that 43% of the problem while receiving the material is
packing related Issue in the warehouse and the 29% of the problem is Physical Miss
Match and finally 28% of the problem is Transit damage.

4. From the above table found that 65% of the problem while receiving is Part Hold in the
warehouse and the 25% is Inform to customer and finally 10% is Quality will Check the
material whether it is huge or small damage.

5. From the above table found that 31% of the people check while receiving material is
TDR(Transport Damage Report) in the warehouse and the 29% of the people check
ISPR(Improper Shipping Product Report) and the 23% of the people check Packing Issue
and the 11% of the people check Pallet Status and finally 6% of the people check Stamp.
 47

6. From the above table found that 63% of receiving material without any issue is sent for
Booking / Invoice in the warehouse and the 20% of the material Put Away and the
finally 17% of the material is waiting for space(vanning) Waiting Cubic Utilization.

7. From the above table found that 38% of the mistakes from supplier is found that Packing
related Issue in the warehouse and the 26% of the mistakes is EASN Issue and the 22%
of the mistakes is Physical Miss Match and finally 14% of the mistakes is Value Miss
Match (price).

8. From the above table found that 39% of the Transportation vessel is used L AMANDA in
the Warehouse and the 25% is used Iwaki and the 25% is used IB NAL ABBAR and
finally 11% is used SINARTANJUNG.

9. From the above table found that 65% of the people are said make a container swiping
method to change the transaction “Yes” and the 35% of people are said” No” can‟t
change after completing the transaction.

10. From the above table found that 41% of issue while dispatching is via Transportation
issues (like container late) in the warehouse and the 29% of issues is Quantity and the
17% of issues is Packing Issue and finally 13% of issues is Physical Miss Match.

11. From the above table found that 42% is the check point of while dispatching the material
is Right part & Right Container in the warehouse and the 39% of check point in Pallet
Miss Match and finally 19% of check point in Check any Damages in material.

12. From the above table found that 32% of the packing material is used VCI bag in the
warehouse and the 21% is used Wood and the 20% is used Tapes and the 18% is used
Silicon and finally 9% is used for cleaning the material on Oil.
 48

SUGGESTION

1. Man Power can increased and also warehouse handling equipment‟s like forklift and
hand trolley can be increased

2. Safety of employees have to be given importance.

3. No of Vanning lanes in the warehouse can be increased to reduce over stock in receiving
area.

4. Organization can give full assure for the theft and damage of the products. It will increase
the image of the company.

5. Reports submitted to the customers should be rechecked twice to avoid wrong

information.

6. Inventory can be kept in a safe, secure (locked) place with limited general access.

7. Utilization of space to be concentrated and to be used in proper way.

8. A record can be maintained for each item in stock showing the quantity on hand, quantity
received, quantity issued, & location in the warehouse.

9. Monthly, Quarterly, half and yearly Audit can be done by the authorized department to
maintain the records.

10. Advance warehouse equipment‟s can be introduced for the purpose of time consumption.
 49

CONCLUSION

From the discussion of the above research , it can be concluded that this
process can be improved by reducing or maintain the operation. With combination of work
process and time measurement its help to improve the current work process. These
modifications are made by analysis of using the tools of Operation Research like PERT
(Product evolution review technique) work contents. From the comparison between current
and new work process in table --- it indicates that the best alternative towards this problem
by choosing proposal . These improvements was successful to achieve the project goals and
objectives, which the improvements was included the processes of operation that carries in
the warehouseThe warehouse is a key component of the supply chain in emergencies. It
buffers uncertainties and breakdowns that may occur in the supply chain. When properly
managed and appropriately stocked a warehouse provides a consistent supply of material
when it is needed.
 50

BIBLOGRAPHY

warehouse management:

1. "Warehouse Management: A Complete Guide to Improving Efficiency and Minimizing Costs

in the Modern Warehouse" by Gwynne Richards
2. "Warehouse Management Handbook" by James A. Tompkins, Jerry D. Smith, and Dale
Harmelink
3. "Essentials of Inventory Management" by Max Muller
4. "Warehouse Management: A Complete Guide to Best Practices in Modern Warehousing" by
Michael H. Hugos
5. "Warehouse Management and Inventory Control" by Donald J. Bowersox, David J. Closs,
and M. Bixby Cooper

Bibliography transportation management:

1. "Transportation: A Global Supply Chain Perspective" by John J. Coyle, Robert A. Novack, Brian
Gibson, and Edward J. Bardi
2. "Transportation Management with SAP TM: Learn What TM is, How it Works, and What it
Can Do for You" by Bernd Lauterbach and Stefan Sauer
3. "Transportation Management in the Supply Chain" by Daniel J. Flint and David L. Godwin
4. "Transportation and Logistics Management" by Donald J. Bowersox, David J. Closs, and M.
Bixby Cooper
5. "Transportation: A Supply Chain Perspective" by John J. Coyle, Robert A. Novack, Brian
Gibson, and Edward J. Bardi
 51

ANNEXURE
 52

DEMOGRAPHIC:

1. Age: a) 20-30 b) 30-40 c) 40-50 d) above 50

2. Gender A) Male B) Female
3. Educational Qualification: a) Graduate b) Post Graduate c) ITI d) Diploma
4. Designation: CSR, T.L, DEPUTY MANAGERS, REGIONAL MANAGERS, QUALITY and
SAFETY MANAGERS, DIRECTOR
5. Income: a) Below10,000 b) 10,000-20,000 c) Above 20,000.

QUESTIONS:

1) Nature of businesses, history of operations?

ANS:

2) What is your timeline for outsourcing?

ANS:

3) Bonded warehouse required?

ANS:

4) Does your cargo need air conditioning?

ANS:

5) Do you require 7daysx24 hours operations?

ANS:

6) Size and weight of the pallets and cartons?

ANS:

7) Security level?
ANS:

8) Do you have warehouses with stock of different plants?

ANS:
 53

9) Are pallets managed in the system with a unique number?

ANS:

10) Are materials posted to quality inspection after goods receipt, or are they in
unrestricted-use stock?
ANS:

11) Can goods be issued directly from the goods receipt area?
ANS:

12) What kind of form (printout) are you taking for stock putaways (GR slip, transfer
order form, sticker, etc.)?
ANS:

13) How do you manage your supply chain?

1 Close partnership with suppliers
2 Close partnership with customers
3 JIT supply
4 e-procurement
5 EDI
6 Outsourcing
7 Subcontracting
8 3PL
9 Plan strategically
10 Supply Chain Benchmarking
11 Vertical integration
12 Few suppliers
13 Many suppliers
14 Holding safety stock
15 Use of external consultants
54