A STUDY OF WAREHOUSE AND STORAGE MANAGEMENT

IN KOLON GLOTECH INDIA PVT LTD

MAPPEDU

By

R J MANOJKUMAR

Roll No: 2130MBA0436

Reg. No: 68221200023

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

CENTRE FOR DISTANCE EDUCATION ANNAUNIVERSITY

CHENNAI 600 025

“JANUARY 2024”

i
 ANNEXURE II

BONAFIDE CERTIFICATE

Certified that the Project report titled “A Study of warehouse and storage management
is the Bonafide work of Mr. MANOJKUMAR R J who carried out the work under my
supervision. Certified further that to the best of my knowledge the work reported herein does
not form part of any other project report ordissertation on the basis of which a degree or award
was conferred on an earlier occasion on thisor any other candidate.

SIGNATURE OF STUDENT SIGNATURE OF GUIDE

Name: MANOJKUMAR R J Name: Dr. R. SUMATHI MEENAKSHI
Roll No.: 2130MBA0436 Designation: ASSISTANT PROFESSOR
Reg No: 68221200023 Address: S.I.V.E.T COLLEGE, GOWRIWAKKAM

ii
 ANNEXURE III*

CERTIFICATE OF VIVA-VOCE-EXAMINATION

This is to certify that MANOJKUMAR R J Roll No. 2130MBA0436 Register No.

68221200023 has been subjected to Viva-Voce-Examination on

……………………(Date) At ……………. (Time) at the Study center CDE, Anna

University, Chennai - 600 025.

INTERNAL EXAMINER EXTERNALEXAMINER

Name: Name:
Designation: Designation:
Address: Address:

COORDINATOR STUDY CENTER

Name:
Designation:
Address:

Date:

iii
 ABSTRACT

In order to maintain effective warehouse operations, firms need to handle a number of

challenges related to warehouse management, which is a crucial component of logistics
operations. This study looks at the main problems that the warehouse department faces, such as
technology integration, people management, space utilization, and inventory control. The use
of forecasting and inventory optimization technologies, among other tactics, is examined in this
research along with the difficulties and solutions related to managing inventory levels. Effective
space utilization is emphasized, and methods for planning and refining warehouse layout are
covered. Examined in addition is personnel management, emphasizing the need of employee
development and training to guarantee effective and profitable operations. The study concludes
by examining how technology has affected warehouse management, particularly how
automation and data analytics are used to cut expenses and increase productivity. The study
comes to the conclusion that efficient warehouse management necessitates a thorough strategy
that takes these problems into account and makes use of the newest technologies to streamline
processes.

Keywords: Automation, Warehouse Department, Inventory Control.

iv
 ACKNOWLEDGEMENT

I express my sincere thanks to Dr. T. MALA, Director of Centre for Distance Education,
Anna University, Chennai, for permitting me to do the project worksuccessfully.

I express my sincere thanks to Dr. K. VENKATALAKSHMI, Deputy Director of Centre

for Distance Education, Anna University, Chennai, for permitting me to do theproject work
successfully.

I express my sincere thanks to Dr. S. RANGANATHAN, Coordinator Alagappa College of

Technology of Centre for Distance Education, Anna University Chennai,for permitting me
to do the project work successfully.

I express my whole thanks to Dr. R. SUMATHI MEENAKSHI Assistant Professor

Department of Corporate Secretary ship, S.I.V.E.T, College, Gowriwakkam, Chennai for
giving valuable guidance to do project work successfully.

I am thankful for their guidance, support for having helped me to complete the project. Finally,
I thank my other Faculty members, my friends and my family members who supported me to
complete my project work successfully.

MANOJKUMAR R J
68221200023

v
 TABLE OF CONTENT

PAGE
CHAPTER NO TITLE
NO
Completion Certificate
Bonafide Certificate ii
Declaration iii
Abstract iv
Acknowledgment v
List Of Tables vi
List Of Charts vii
CHAPTER I INTRODUCTION
1.1 Introduction Of The Study 1
1.2 Objective Of The Study 2
1.3 Need And Scope Of Study 3
1.4 Limitations Of The Study 3
CHAPTER II LITERATURE SURVEY
2.1 Review Of Literature 4
2.2 Company Profile 8
2.3 Industry Profile 11
METHODOLOGY
3.1 Type Of Project 12
CHAPTER III
3.2 Target Respondents 14
3.3 Tools For Data Analysis 15
CHAPTER IV DATA ANALYSIS AND INTERPRETATION
4.1 Percentage Analysis 18
4.2 Statistical Tools – Hypothesis Testing 41
SUMMARY AND CONCLUSION
5.1 Findings 45
5.2 Suggestions 46
CHAPTER V
5.3 Conclusion 47
Bibliography 48
Questionnaires 49

vi
 LIST OF TABLES

NO OF PAGE
TITLE OF THE TABLE
TABLE NO
4.1.1 Age 18
4.1.2 Gender 19
4.1.3 Work experience 20
4.1.4 Engage in warehouse field 21
4.1.5 Order is filled on schedule 22
4.1.6 Scale the fulfil client requests, especially customer 23
4.1.7 Technology is employed in inventory management and tracking 24
4.1.8 Stock its precise inventory control in crucial operations 25
4.1.9 In storage places and various products can be present in WM 26
4.1.10 Any effect offers to operations within a warehouse efficiency 27
If labor management for warehouse operations its prompt order
4.1.11 28
fulfilment
4.1.12 Warehouse management is required customer returns 29
Inventory management level will scarify in a Warehouse
4.1.13 30
Management System
4.1.14 Effective space optimization warehouse management benefit 31
Layout of storage facilities, one of the greatest tips is to construct
4.1.15 32
the warehouse
Mechanization need to make a trade-off between labor and
4.1.16 33
warehouse design
4.1.17 Warehouse designs does not involve against trade-of 34
4.1.18 Pattern of production and consumption may not coincide 35
4.1.19 Product weight density refer to products 36
4.1.20 Inventory list to include material data 37
Storage would you like to define the cycle counting inventory
4.1.21 38
method
4.1.22 Place is another word for location in marketing 39
4.1.23 A supply chain system of companies and institution that product 40

vii
 LIST OF CHART

NO OF PAGE
TITLE OF THE CHART
CHART NO
4.1.1.1 Age 18
4.1.2.1 Gender 19
4.1.3.1 Work experience 20
4.1.4.1 Engage in warehouse field 21
4.1.5.1 Order is filled on schedule 22
4.1.6.1 Scale the fulfil client requests, especially customer 23
4.1.7.1 Technology is employed in inventory management and tracking 24
4.1.8.1 Stock its precise inventory control in crucial operations 25
4.1.9.1 In storage places and various products can be present in WM 26
4.1.10.1 Any effect offers to operations within a warehouse efficiency 27
4.1.11.1 If labor management for WH operations its prompt order fulfilment 28
4.1.12.1 Warehouse management is required customer returns 29
4.1.13.1 Inventory management level will scarify in a WMS 30
4.1.14.1 Effective space optimization warehouse management benefit 31
4.1.15.1 Layout of storage facilities, one of the greatest tips 32
Mechanization need to make a trade-off between labor and
4.1.16.1 33
warehouse design
4.1.17.1 Warehouse designs does not involve against trade-off 34
4.1.18.1 Pattern of production and consumption may not coincide 35
4.1.19.1 Product weight density refer to products 36
4.1.20.1 Inventory list to include material data 37
Storage would you like to define the cycle counting inventory
4.1.21.1 38
method
4.1.22.1 Place is another word for location in marketing 39
4.1.23.1 A supply chain system of companies and institution that product 40

viii
 CHAPTER – I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY:

A crucial part of supply chain management is warehouse management, which is the

organizing, planning, and control of supplies and items inside a warehouse. For organizations
to maintain efficient operations, lower expenses, and improve customer happiness, effective
warehouse management is essential. However, running a warehouse can provide a number of
difficulties, such as managing labor, inventory, implementing new technology, and addressing
security and safety issues. This study looks at these problems, how they affect warehouse
management, and the approaches companies might take to deal with them. This paper attempts
to add to the larger conversation on supply chain management and offer insights into warehouse
management best practices by examining case studies and scholarly literature. But warehouse
management is a difficult and complicated operation that is frequently beset by a number of
problems that can have a detrimental effect on production and efficiency.

Inaccuracies in the inventory, little visibility of the inventory, wasteful use of space,
insufficient workforce, inappropriate material handling, and inadequate technology
infrastructure are a few typical warehouse management problems. Numerous concerns,
including stock outs, overstocking, shipping mistakes, order fulfilment delays, subpar customer
service, and higher operating costs, might be brought on by these challenges. Organizations
need to priorities personnel training and development, use technology to streamline operations,
and create efficient warehouse management methods in order to overcome these problems.

The purpose of this study paper is to identify the typical warehouse management
problems that manufacturing organizations encounter and how they affect productivity
inspirational efficiency. It will look at things like ineffective material handling, inadequate
space utilization, poor inventory visibility, and ineffective staff management. Through an
analysis of these problems, this article seeks to shed light on the approaches and best practices
that manufacturing organizations may take to get beyond these obstacles and streamline their

1
warehouse management procedures. Additionally, the importance of technology in warehouse
management and how to use it to increase efficiency and accuracy will be covered in this article.
Investigating the application of automated material handling systems, warehouse management
systems, and other technologies that can improve supply chain performance and expedite
warehouse operations is part of this. Manufacturing organizations can boost their supply chain
performance, lower operating costs, and optimize warehouse operations by putting these tips
into practice.

1.2 OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE
 To study a warehouse and storage management to elaborate the current warehouse
without defecting operations
 There are two main methods for keeping products in a warehouse. The main strategy is
planned storage, in which the business meticulously assesses client demand and has
enough inventory on hand to satisfy it. To dispatch the quality good, it can be used to
fulfill the customer requirement.

SECONDARY OBJECTIVE

 To planned storage, in which the business meticulously assesses client demand and has
enough inventory on hand to satisfy it. To dispatch the quality good, it can be used to
fulfill the customer requirement.
 This is for goods whose demand is subject to change based on a number of variables.
As a result, companies can more accurately forecast their stock levels to satisfy
consumer demand.
 Warehouses shield products against theft in addition to keeping them from rotting.
Warehouses are safe places for businesses to keep their inventory. Additionally, if the
items are stored in one location rather than being continually on the road, there is less
likelihood that they will be lost.

2
1.3 NEED AND SCOPE OF STUDY

 To assess how to elaborated the storage space in current warehouse.

 To examine customer service requires looking at what consumers are purchasing to
make sure the items are in stock and they receive what they paid for. Orders are more
accurately picked the first time.
 To know a warehouse management system helps you move goods through your
warehouse at maximum speed, enhancing each step of the fulfilment process and adding
efficiency, consistency, and quality control. Because they have exactly what they need
when they need it, workers can produce more work in less time.

1.4 LIMITATIONS OF THE STUDY

 The primary limitations within the supply chain process may include time, equipment,
funds, inventory space, personnel, expertise, and infrastructure.
 Conventional data warehouses are not as flexible and scalable as certain contemporary
firms need them to be, particularly those in the security sector.
 Restricted adaptability: It might be challenging to modify data models to accommodate
evolving requirements or data structures due to their rigidity.
 Complexity: Data models can be intricate and challenging to comprehend, which can
make it challenging for stakeholders to offer suggestions or work together productively.

3
 CHAPTER – II

LITERATURE SURVEY

2.1 REVIEW OF LITERATURE

GRAHAM BUXTON - 2022

WAREHOUSE MANAGEMENT AND MATERIALS HANDLING Many people believe that
the main tasks involved in warehousing goods are passive in nature, involving "permanent" or
"temporary" storage to close the "discrepancy of assortments," or the gap between production
and consumption. But a quick rundown of the duties required for a warehouse to run efficiently
should persuade these individuals that storage is actually just a small part of the entire process.
This may seem like a contradiction at first because space is a necessary component of storage
and warehouses do offer a place for inventory to be added.

F D UTAMI1, W PUSPITASARI1 M SAPUTRA- 2020

A STUDY DESIGN OF PLANNING MODEL FOR ERP SYSTEM IN WAREHOUSE
MANAGEMENT ERP offers a concept that unifies numerous business processes into a
cohesive whole, ensuring that they are mutually sustainable as a component of business
management to meet organizational objectives. ERP offers a way to manage data that is used in
hospitals in accordance with the information system of the hospital. RSUD XYZ, one of the
Indonesian District Government Hospitals offering medical services, does not yet have a
separate information system to handle the hospital's critical data, particularly in warehouse
management. Regularly purchasing and managing goods without the use of an inventory
management system results in redundant data being kept in the warehouse and inefficient data
management processes. This study focuses on the planning model system for inventory
management business processes in public hospitals. It was created using the Quick Start method
and the Open ERP Inventory Management module. The design of a planning model for the
public hospital's inventory Management module. The design of a planning model for the public
hospital's inventory management system is the study's output. This study describes how
business procedures that belong in the healthcare sector can be used by the ERP.

4
AK. N. SUBRAMANYAT. M. RANGASWAMY - 2019
IMPACT OF WAREHOUSE MANAGEMENT SYSTEM IN A SUPPLY CHAIN The
warehousing function is crucial to a supply chain because it serves as a node to connect the
material flows between the supplier and the customer. Businesses are constantly compelled to
enhance their warehousing operations in the current competitive market environment. The value
propositions of many businesses have also been altered to improve customer service, which has
changed the function of warehouses. This paper presents the results of a study that was
conducted to assess the productivity levels and create a WMS framework and cost-benefit
analysis for the manual warehouses

ROSHAN KADWE & ADITI SAHA - 2011

THE STUDY OF EFFICIENCY AND EFFECTIVENESS OF WAREHOUSE
MANAGEMENT IN THE CONTEXT OF SUPPLY CHAIN MANAGEMENT Modern
distribution centers and warehousing businesses are inundated with data about the movements
and warehousing of goods and services in supply chain management. Efficient and effective use
of logistics-related data can help businesses cut expenses while raising customer satisfaction
levels at the same time. Systems for managing warehouses (WMS) are commonly employed
with these objectives in mind. The study being conducted looks at resource-based empirical
justification for the purpose of pursuing and implementing WMS. Furthermore, a research
agenda is provided to direct future investigations into WMS and the larger field of information
systems for logistics (LIS).
The great study of the warehouse's existing state and its functioning over a predetermined
amount of time, along with the WMS's tuning, provide the reason. The company needs to be
open to change. The level of technology to be used in warehousing operations has changed
recently. The options range from traditional racking and shelving in warehouses using forklifts
or even by hand.

M. MALMQVIST, P. JOHNSON, P. EKWALL.2010

The goal of this study is to determine whether vendor-managed inventory (VMI) can enhance
warehouse productivity. Suppliers and customers work together to manage inventory levels at

5
client warehouses through a collaborative technique known as vendor managed inventory
(VMI). Through a case study at a Swedish automaker, the writers discovered that VMI can
lower inventory costs while enhancing delivery dependability and elevating customer
satisfaction. Effective information systems and communication channels, as well as strong
supplier and customer collaboration and trust, are necessary for the successful implementation
of VMI.

M. YILDIZ, A. NASSEHI, S. CHEN, S. GAO, Y. SHI.2010

A framework for assessing the efficacy of warehouse management systems (WMS) is presented
in this research. Four components make up the framework: environmental, social, economic,
and operational. The authors used the methodology to assess the WMS after conducting a case
study at a warehouse in the United Kingdom. They discovered that the WMS improved
inventory accuracy and shortened order processing times, among other aspects of operational
efficiency. But there were little advantages for the economy and ecology, and there was little
social impact. Warehouse managers may make well-informed decisions with the aid of the
framework, which offers a thorough method for evaluating the entire performance of WMS.

Dr. SAMYAK MAHAJAN & Dr. SANIYA KHAN - 2010

THE STUDY OF WAREHOUSE MANAGEMENT IN THE CONTEXT OF SUPPLY CHAIN
In today's fiercely competitive global business environment, warehousing expenses can account
for as much as 2% to 5% of a company's total cost of sales. As a result, reducing warehousing
expenses has become a critical business concern. Efficient and effective allocation of warehouse
resources is imperative in order to augment productivity and curtail operating expenses. Order
picking technique, storage system size and layout, material handling system, product attributes,
demand patterns, turnover rates, and space requirements are some of the variables influencing
the storage assignment been thoroughly investigated.

L.A. FARIA, J.M. CARVALHO, J. FERREIRA, C.M. FONSECA.2009

This literature review conducts a thorough examination of more than 600 research papers
published between 2007 and 2017 to assess the level of warehouse management and control at

6
the current time. The writers list and go over the main problems and difficulties that warehouse
managers deal with, such as information systems, order picking and packing, inventory
management, storage regulations, and layout design. Additionally, they emphasize the newest
developments in automation, AI, and block chain technology as they relate to warehouse
management and control. The evaluation offers useful consequences for warehouse managers
as well as insights for further research in this field. (Control and warehouse management: an
organized review of the literature.

LU ZHEN, HAOLIN LI 2007

A STUDY OF SMART WAREHOUSE OPERATIONS MANAGEMENT
Given that smart warehouses have emerged in recent years, the earlier published reviews
discussed less about current warehouse development and smart technologies. But the earlier
reviews can still bring insights into the basic concepts related to warehouse operations
management. In Rouwenhorst et al. (2000)’s review, warehouse design problems and models
are presented at strategic, tactical, and operational levels. GU et al. (2007) present a review of
warehouse operation planning based on the classification according to the basic warehouse
functions, including receiving, storage, order picking, and shipping. GU et al. (2010) provide
some comments on warehouse design based on the following warehouse design problems:
Overall structure, sizing and dimensioning, equipment selection, operation strategy selection,
and department layout. de Koster et al. (2007) stress the importance of the order picking process.
Optimization problems related to layout design, storage assignment, routing, order batching,
and zoning are reviewed.

DIVYENDU - 2006
ANALYSIS AND STUDY OF WAREHOUSE MANAGEMENT SYSTEMS In this project,
issues that arise during the (re)design of a warehouse or a warehouse subsystem are examined.
We identify publishing clusters related to particular issues and regions that remain unexplored
for further investigation. On the other hand, a design- oriented approach seeks to synthesize
numerous technical systems as well as planning and control techniques.
An overview of the models and algorithms for warehouse design, planning, and control that

7
have been suggested in the literature is provided in this section. We achieve this by classifying
issues according to their strategic, tactical, or operational level. In addition to the design issues,
we also touch on a few earlier literature reviews and studies on warehouse design techniques.

2.2 COMPANY PROFILE

KOLON GLOTECH INDIA PVT.LTD

Kolon Glotech India Private Limited is a one of the groups of Kolon groups; it is located in
South Korea Inchon, Korea. Kolon glotech private limited incorporated on 28thMarch 2017.
Kolon glotech Private Limited corporate identification number (CIN) is
U35999TN2017FTC115744; registration number is 115744 .Kolon Glotech india Private
Limited situated in Mappedu village, Thiruvallur taluk, Tamilnadu.

Kolon Glotech India private limited proven capabilities and quality of the manufacture, and
supplies automotive materials, life materials, and other products in South Korea and
internationally. The company offers various automotive materials, such as car seat fabrics; car
seat covers of natural leather, artificial leather, and fabric; and car mats. It also provides life
materials comprising artificial turfs for stadiums, tennis courts, hockey fields, golf courses, and
landscapes applications; polypropylene (PP) fibers for hygiene, tissue, industrial, and
biodegradable applications; and tile and TFLOCKING carpets, as well as roll carpets used in
the house and commercial flooring applications .

Kolon Glotech India private limited are four active directors Sun Choi Suk, Kwanha Cho, Ji
Cheol Choi, Lee hyun, and sales turnover in excess approx 10million.Kolon glotech major
customer in India is Hyundai motors. Kolon Glotech India private limited providing car seat
fabric is supplied to Hyundai motors as a professional manufacturing division, producing all of
supply .

OBJECTIVES OF THE COMPANY:

 Kolon glotech India private limited plan to maintain leadership in the domestic market
and presence in export markets.
 Ensure customer satisfaction through timely delivery of quality product and services.

8
FEATURES OF THE COMPANY:

 More than 20 years of expertise in development and manufacture of car seat fabric.
 Total commitment towards quality and service
 Dedicated staff and personalized attention.

TECHNICAL ASSOCIATIONS:

The following corporate functions operate at company level for better synergy of functions,
deployment of policy matters and guidance to plants:

 Human resources
 Finance
 Production
 Project management team
 Quality and development
 Maintenance

KOLON GROUP

The Kolon groups with turnover billion is the largest manufacturer of automotive components
in Korea and India. follow such as car seat fabrics; car seat covers of natural leather, artificial
leather, and fabric; and car mats. the group produces Backed by service and distribution
companies with an extensive network across the country, the group has the largest distribution
network of automotive product in Korea and India.

FUTURE:

Merger and acquisition in the auto industry are expected to increase during the next several
years because the capacity to build cars seat fabric around the world substantially exceeds
demand.

The South Korea segment of the world automotive business has been the strongest in recent
years and is expected to do well again in future. However, the market for new vehicles tends to
be pretty cyclical in all countries.

9
The good times of South Korea however cannot go forever and the possibility of an impending
recession is expected to further encourage globalization.

Challenges for the industry:

 Higher indirect taxes, power and interest rates.

 Bad of technological development that affect the productivity.
 Balance between price and quality, demand and supply.

PRODUCT PROFILE

INDIA PVT LTD

The main product of company is automotive materials, such as car seat fabrics; car seat belts,
artificial leather and car air bags.

1. CAR SEAT FABRIC

Kolon making fabric using some special yarn, Ie aramid. Aramid is a short term for aromatic
amide and refers to a reinforced fibre with tensile strength five times as strong as iron given the
same weight, light weight, excellent heat resistance, and low cut resistance. This product is very
widely used in industries that require high strength and lightweight material.

2. CAR SEAT BELT

Kolon provide a best yarn. it refers to a polyester yarn for special industries. This polyester yarn
for car seatbelts is distributed worldwide and recognized for its quality and technology by top
global companies, such as AUTOLIV, TAKATA, and TOYOTA, as well as domestic ones One
in four cars sold worldwide features seatbelts made by KOLON Industries, kolon offers
distinguished products, such as black yarns (solution dyed yarns), finish yarns, and ultra-high
strength yarns for car seatbelts, based on high demand for industrial materials. with a team of
R&D experts, KOLON Industries, kolon continues to work hard to develop distinguished high-
end yarns that meet environmental standards.

3. ARTIFICIAL LEATHER

Kolon Group provides the sophisticated appearance of natural leather and resolves its problems
using microfibers. Chamude is a cutting-edge material that can be applied to fashion, sports, and

10
interior designs. Using microfiber technology and special processes, this product provides fine
appearance and soft touch, as well as a higher level of durability, permeability, breathability,
comfort, and insulation. In addition, Chamude allows the application of a variety of colors and
is lightweight enough for thickness control. It can be used as a fashion material all year round
and can be manufactured to a certain width.

4. CAR AIR BAGS

An airbag is one of the most important vehicle safety systems, along with a seatbelt. To protect
a driver and passengers in a car accident, an airbag consists of an inflator, which generates gas,
and a cushion, which serves as a soft bag. It is originally called SRS (Supplemental Restraint
System) airbag. Since it provides remarkable protection for passengers, most vehicles sold
worldwide are equipped with airbags. The usage of airbags also continues to increase around
the world. KOLON Industries, Inc. supplies cushions and fabrics to domestic and international
automotive part module manufacturers.

2.3 INDUSTRY PROFILE OF KOLON GLOTECH:

 Digital Marketing industry in India is spread to almost all the business sectors. Some of
the applications of E-Marketing are shopping and order tracking, online banking,
payment systems and content management.
 The power of digital marketing allows geophysical barriers to disappear making all
consumers and businesses on earth potential customers and suppliers. It is known for its
ability to allow business to communicate and form a transaction anywhere and anytime.
 Digital Marketing industry in India is a booming career today. In a country with a rapid
growth economy, it is expected to have a very high significant growth in Digital
marketing career. The growth in the digital marketing trends is making a very substantial
impact on marketing and advertisement. The big picture of Digital Marketing industry
in India cannot be complete if short preview of the past digital marketing statistics is not
made.

11
 CHAPTER - III

METHODOLOGY:

METHODOLOGY OF THE STUDY

An explanation of how a certain aspect of the research is carried out is provided by a

research methodology. It outlines the protocols or processes for gathering and examining data
associated with a certain research subject. Research technique, then, is the process by which a
researcher designs their investigation to satisfy their goals and obtain reliable and accurate data.
The present study employs a descriptive research methodology. The type of research used to
describe the features of a population is called a descriptive study. The information it gathers is
utilized to respond to various what, when, and how questions concerning a certain community
or group. The data source that was utilized to compile this study

3.1 TYPE OF PROJECT

SPECIFICATION OF WAREHOUSING PROGRAM

 The specific information needed to produce the things we use on a daily basis. A
specification is a clear list of criteria that covers everything from ingredients and raw
materials to packing, labels, technology, and even packaging.

SPECIFICATION OF WAREHOUSE TYPE

 The U-shaped, I-shaped, and L-shaped warehouse workflow layouts are the three most
popular ones.

METHOD OF STORAGE AND HANDLING FOR DIFFERENT TYPE OF

MATERIAL SPECIFICATION
 Material handling is a process that uses a variety of automated, semi-automated, and

12
 manual tools and systems to assist supply chain operations and logistics. Their
programmer is useful for forecasting.

POSITIONING OF STORAGE

 Make use of racks designed to stack objects higher, and use automated retrieval systems
or forklifts to collect stuff.
 You may store more without adding more floor space or compromising aisle space by
making use of the vertical space in your warehouse.
 If vertical space is not an option, think about using movable shelves.

STORE SIZE SPECIFICATION

 Usually, a small warehouse has 5,000–15,000 square feet. Businesses with modest
storage demands or those in sectors where the need for storage space is less critical can
choose small warehouses.
HANDLING DEVICES SPECIFICATION AND CALCULATION

The material handling equation is Material + Move = technique; to select a technique for moving
the material, take into account both the material's and the move's properties.
Unit Load Size:
L = Load Size

Pt = Unit Production time

Tt = Transportation time

L*Pt = Tt L = Tt/Pt

Usable Space = Total Sq. Ft. – Non-Storage Space Sq. Ft.

150,000 Sq. Ft. – 30,000 Sq. Ft. = 120,000 Sq. Ft.
Storage Capacity = Usable Space in Sq. Ft. * Maximum Stack Height in Ft.
120,000 Sq. Ft. * 30 Ft. = 3,600,000 Cubic Feet.

13
3.2 TARGET RESPONDENTS
DATA COLLECTION METHOD

Data has been collected from multiple Thiruvallur & Chennai residents.

SOURCES OF DATA

In every research study, selecting a data collection strategy is an essential first step. In this
study, primary data have been gathered.

PRIMARY DATA

The information was gathered directly from the respondents since it had not been previously
disclosed. By using covert questionnaires data was obtained directly from respondents.

SAMPLING METHODS
SAMPLE SIZE

People residing in Thiruvallur & Chennai area in Tamil Nadu

SAMPLE DESIGN

110 participants are engaged as the sample for performing this study.

SAMPLING TECHNIQUE

Non probability convenience sampling was used in the study and sampling units are chosen
primarily in accordance to the convenience.

14
RESEARCH INSTRUMENT – QUESTIONNAIRE

In most cases, a respondent can use his own discretion to answer a questionnaire as he sees fit.
The following crucial factors have been considered while creating a questionnaire: the questions
to be asked, how they should be worded, and the order in which they should be asked. Each
question should be examined to determine whether it is necessary to achieve the goals of the
research. Which uses brief phrases and a 5-point response format ranging from Never to
Always, is the framework used to frame the 25 questions that make up the questionnaire. This
questionnaire is a fast, easy, and reasonably priced way to collect data. Researcher is able to
gather data from a widely scattered sample as the instrument can be mailed to far off places.
Respondent has time to contemplate his/her response to each question.

3.3 TOOLS FOR DATA ANALYSIS

ANALYTICAL TOOLS

Scientific calculations for the sampled tested chart will be performed using the following
quantitative instruments.

3.3.1 PERCENTAGE ANALYSIS

 A key field that aids in transforming data into insights or useful value is data analysis.
Data analysis, both quantitative and qualitative, makes up the majority of it. In both data
analysis and mathematics, the percentage is significant.
 It is expressed as a fraction with 100 as the denominator and the symbol %. The name
comes from a Latin phrase meaning "by hundred." Each number is multiplied by 100
and divided by the entire to determine its percentage.
 It is employed in data analysis because it facilitates the collection of statistical data and
information on discrete groups.

15
  Per and cent are the two elements that make up the word percent. It therefore converts
to per hundred. This is the formula for percentages.

𝑃𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 = 𝐴𝑐𝑡𝑢𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 / 𝑇𝑜𝑡𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 × 100

Hence, to calculate the percentage, here is the breakdown and its application: Actual Number =
It is the value for which you are trying to determine the percentage.
Total Number = It is the value that you wish to contrast or extrapolate the value from.

3.3.2 CHI SQUARE ANALYSIS

Chi Square test was first used by Karl Pearson in the year1900, the quantity chi-square
discrepancy between theory and observation. It is defined as,

𝐶ℎ𝑖 𝑆𝑞𝑢𝑎𝑟𝑒 (𝜓2) = (𝑂𝑖 − 𝐸𝑖)2

𝐸𝑖

Where,

Oi = refers to the Observed Frequencies

Ei = refers to the Expected Frequencies

Degrees of freedom = (n - 1)

16
3.3.3 KARL PEARSON’S CORRELATION

The variables are considered to be correlated if a change in one has an impact on a change in
the other. Correlation is deemed direct or positive if the two variables diverge in the same
direction, that is, if a rise (or decrease) in one causes a commensurate increase (or drop) in the
other. However, correlation is considered to be negative if they diverge in the other direction,
that is, if a rise (or reduction) in one causes a commensurate drop (or increase) in the other. One
can find the correlation (r) by:

𝑛(∑𝑥𝑦) − (∑𝑥)(∑𝑦)
𝑟=
√[𝑛 ∑ 𝑥2 − ( ∑ 𝑥 )2] [𝑛 ∑ 𝑦2 − ( ∑𝑦 )2]

17
 CHAPTER - IV

DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

Table 4.1.1 Age of the respondents

Age No of Respondents Percentage

Below 25 51 47

25- 30 39 34

30 – 35 11 10

Above 35 09 9

Total 110 100

Pie chart: 4.1.1.1 Age of the respondents

AGE OF THE RESPONDENTS

9
10
47

34

Below 25 25- 30 30 – 35 Above 35

INFERENCE: From the above table it was found 47% of the respondents are belong to the age
category below 25 years, 34% of the respondents belong the age category of 25-30 years,10%
of the respondents belong the age category of 30-35 years and 09% of the respondents belong
the age category of 35 years.

18
 Table 4.1.2 Gender of the respondents

Gender No of Respondents Percentage

Female 63 57

Male 47 61

Total 110 100

Pie chart :4.1.2.1 Gender of the respondents

GENDER OF THE RESPONDENTS

57
100

61

Female Male Total

INFERENCE: From the above table it was observed the 61% of the respondents were Male,
57% of the respondents were Female.

19
 Table 4.1.3 Work experience of the respondents

Work
No of Respondents Percentage
Experiences

0-3 61 55

3-5 25 22

5-7 12 11

Above 7 12 11

Total 110 100

Pie chart: 4.1.3.1 Work experience of the respondents

WORK EXPERIENCE OF THE RESPONDENTS

11

11

55
22

0-3 03-May 05-Jul Above 7

INFERENCE: From the above table it was observed the 55% of the respondents are 0-3 years’
experiences, 22% of the respondents are 03-05 years’ experiences ,11% of the respondent are
05-07 years’ experiences and 11% of the respondents are above 7 years’ experiences field
shared.

20
 Table 4.1.4 Engage in warehouse field of the respondents

Do you engage in warehouse

No of Respondents Percentage
field
Always 21 19

Often 9 8

Sometimes 27 25

Rarely 18 16

Never 35 32

Total 110 100

Pie chart 4.1.4.1 Engage in warehouse field of the respondents

ENGAGE IN WAREHOUSE FIELD NO OF RESPONDENTS

PERCENTAGE

19
32

16 25

Always Often Sometimes Rarely Never

INFERENCE: From the above table it was observed the 19% were always present in field 8%
of the respondents were often in warehouse field,25% of the respondents sometime engaged,
16% of the respondent were rarely engaged 32 % of the respondents Never engaged in field.

21
 Table 4.1.5 Order is filled on schedule of the respondents

Order is filled on schedule No of Respondents Percentage

Very important 28 25

Important 53 48

Neutral 24 22

Un Important 3 3

Very unimportant 2 2

Total 110 100

Bar chart 4.1.5.1 Order is filled on schedule of the respondents

ORDER IS FILLED ON SCHEDULE OF THE RESPONDENTS

60
48
50

40

30 25
22
20

10
3 2
0
Very important Important Neutral Un Important Very unimportant

Percentage

INFERENCE: From the above table it was found the 25% of the respondents very important
in WMS 48% of the respondent’s schedule is important to filled on schedule, 22% were neutral
filled the schedule, 3% ofthe respondent un important this process and 2% of the respondents
were very unimportant schedule are rated in order schedule is must.

22
 Table 4.1.6 Scale the fulfil client requests, especially customer of the respondents
Scale the fulfil client requests,
No of Respondents Percentage
especially customer

Extreme impact 21 19

Impact 47 43
Moderate 13 12

Significant 11 10
No impact 18 16

Total 110 100

Pie chart 4.1.6.1 Scale the fulfil client requests, especially customer of the
respondents

SCALE THE FULFIL CLIENT REQUESTS, ESPECIALLY

CUSTOMER OF THE RESPONDENTS
PERCENTAGE

16 19
10

12
43

Extrem impact Impact Moderate Significant No impact

INFERENCE: From the above table it was found that 19% of the respondents were extreme
impact the customer request 43% of the respondent’s impact with client request, 12% of the
respondent were moderate the client request and 10% of the respondents were significant client
specially 16% were no impact the client request to fulfil the customer requirement.

23
 Table 4.1.7 Technology is employed in inventory management and tracking of the
respondents
Technology employed inventory management
No of Respondents Percentage
and tracking

Extremely influenced 7 6
Very influenced 18 16
Moderately influenced 22 20

Slightly influenced 29 27
Not at all influenced 34 31

Total 110 100

Pie chart 4.1.7.1 Technology is employed in inventory management and tracking of the
respondents

TECHNOLOGY IS EMPLOYED IN INVENTORY

MANAGEMENT AND TRACKING OF THE RESPONDENTS
PERCENTAGE
6

31 16

20

27

Extremely influenced Very influenced Moderately influenced

Slightly influenced Not at all influenced

INFERENCE: From the above table it was found that 6% of the respondents were extremely
influenced the inventory 16% of the respondent were very influenced 20% were moderately
influenced the source 27% of the respondents were slightly influenced the mentioned
technology 31% of the respondent’s not at all influenced in inventory tracking.

24
 Table 4.1.8 Stock its precise inventory control in crucial operations of the respondents

Stock its precise inventory

No of Respondents Percentage
control in crucial operations

Extreme impact 25 23
Impact 41 38
Moderate 17 15
Significant 8 7
No impact 19 17

Total 110 100

Bar chart 4.1.8.1 Stock its precise inventory control in crucial operations of the
respondents

STOCK ITS PRECISE INVENTORY CONTROL IN CRUCIAL

OPERATIONS OF THE RESPONDENTS PERCENTAGE
40 38

35
30
25 23

20 17
15
15
10 7
5
0
Extreme impact Impact Moderate Significant No impact

Percentage

INFERENCE: From the above table it was observed the 23% of the respondents were extreme
impact occur in stock source 38% of the respondent’s impact crucial operation, 15% of the
respondent were moderate, 7% of the respondents were significant the crucial operation in stock
17% were no impact in operation inventory control.

25
 Table 4.1.9 In storage places and various products can be present in WM of the
respondents
Storage places and various
No of Respondents Percentage
products can be present in WM

Very important 32 29
Important 41 37
Neutral 30 27

Un Important 4 4
Very unimportant 3 3

Total 110 100

Pie chart 4.1.9.1 In storage places and various products can be present in WM of the
respondents

STORAGE PLACES AND VARIOUS PRODUCTS CAN BE PRESENT

IN WM OF THE RESPONDENTS
PERCENTAGE

4 3
29
27

37

Very important Important Neutral Un Important Very unimportant

INFERENCE: From the above table it was observed the 29% of the respondents very important
occur the place in Warehouse 37 % of the respondents important to available storage 27% were
neutral,4% of the respondent un important and 3% of the respondents were very unimportant
storage are in various product are present in other place.

26
 Table 4.1.10 Any effect offers to operations within a warehouse efficiency of the
respondents
Any effect offers to operations
No of Respondents Percentage
within a warehouse efficiency

Extreme Impact 29 26
Impact 52 47
Moderate 7 6

Significant 7 7
No Impact 15 14

Total 110 100

Bar chart 4.1.10.1 Any effect offers to operations within a warehouse efficiency of the
respondents

EFFECT OFFERS TO OPERATIONS WITHIN A WAREHOUSE

EFFICIENCY OF THE RESPONDENTS PERCENTAGE
50 47
45
40
35
30 26
25
20
14
15
10 6 7
5
0
Extreme impact Impact Moderate Significant No impact

Percentage

INFERENCE: From the above table it was observed that 26% of the respondents were extreme
impact the operation 47 % of the respondent’s impact the efficiency, 6% of the respondent were
moderate the operation efficiency, 7% of the respondents were significant in operation
efficiency 14% were no impact the efficiency affects the WMS.

27
Table 4.1.11 If labor management for warehouse operations its prompt order fulfilment
of the respondents
If labor management for warehouse
No of Respondents Percentage
operations its prompt order fulfilment

Extremely concern 8 7
Very concern 14 13
Moderately concern 20 18
Slightly concern 21 19
Not at all concern 47 43

Total 110 100

Bar chart 4.1.11.1 If labor management for warehouse operations its prompt order
fulfilment of the respondents

LABOR MANAGEMENT FOR WAREHOUSE OPERATIONS ITS

PROMPT ORDER FULFILMENT OF THE
RESPONDENTSPERCENTAGE

7 13
43
18

19

Extremely concern Very concern Moderately concern Slightly concern Not at all concern

INFERENCE: From the above table it was found the 7% of the respondents were extremely
concern its prompt the labor management 13% of the respondent were very concern and in
WMS 18% were moderately concern the order fulfilment 19% of the respondents slightly
concern prompt the warehouse operation 43 % of the respondent’s not at all concern the labor
management in warehouse operation.

28
 Table 4.1.12 Warehouse management is required customer returns of the respondents

Warehouse management is
No of Respondents Percentage
required customer returns

Primary 43 39

Secondary 28 25

Tertiary 18 16

All of the above 17 16

None of these 4 4

Total 110 100

Pie chart 4.1.12.1 Warehouse management is required customer returns of the

respondents

WAREHOUSE MANAGEMENT IS REQUIRED CUSTOMER RETURNS

OF THE RESPONDENTSPERCENTAGE

16 4
39
16

25

primary Secondary Tertiary All of the above None of these

INFERENCE: From the above table it was found that 39% of the respondent’s primary
consent the customer return, 25% of the respondents were secondary the consent, 16% were
tertiary consent the WMS, 16% of the respondent were all the above are mention and 4% of
the respondents were none of these above customer return is must require.

29
 Table 4.1.13 Inventory management level will scarify in a Warehouse Management
System of the respondents

Inventory management level will scarify

No of Respondents Percentage
in a Warehouse Management System

Very Satisfied 9 8
Satisfied 15 14
Neutral 18 16
Un satisfied 31 28
Very Unsatisfied 37 34

Total 110 100

Pie chart 4.1.13.1 Inventory management level will scarify in a Warehouse Management System
of the respondents

INVENTORY MANAGEMENT LEVEL WILL SCARIFY IN A

WAREHOUSE MANAGEMENT SYSTEM OF THE RESPONDENTS
PERCENTAGE

8
14
34

16

28

Very Satisfied Satisfied Neutral Un satisfied Very Unsatisfied

INFERENCE: From the above table it was observed the 8% of the respondents were very
satisfied the inventory management level 14% of the respondent were satisfied the above
consent 16% were neutral scarify the inventory management 28% of the respondents were
unsatisfied the inventory level,34% of the respondent’s very unsatisfied with inventory
management will scarify in WMS.

30
 Table 4.1.14 Effective space optimization warehouse management benefit of the
respondents
Effective space optimization
No of Respondents Percentage
warehouse management benefit

Extremely helpful 42 38

Very helpful 33 30

Somewhat helpful 24 22

Not so 8 7

Not at all 3 3

Total 110 100

Pie chart 4.1.14.1 Effective space optimization warehouse management benefit of the
respondents

EFFECTIVE SPACE OPTIMIZATION WAREHOUSE

MANAGEMENT BENEFIT OF THE RESPONDENTS

7 3
38
22

30

Extremely helpful Very helpful Somewhat helpful Not so Not at all

INFERENCE: From the above table it was found that 38 % of the respondent’s extremely
helpful effective space optimization benefit 30% of the respondents very helpful space optimum
22% were somewhat helpful in effective benefit, 7% of the respondent were not so effective
space and 3% of the respondents were not at all benefit effect the space optimization.

31
 Table 4.1.15 Layout of storage facilities, one of the greatest tips is to construct the
warehouse of the respondents
Layout of storage facilities, one of the
No of Respondents Percentage
greatest tips is to construct the warehouse

Strong agree 9 8
Agree 44 40
Neutral 22 20

Disagree 15 14
Strongly disagree 20 18

Total 110 100

Pie chart 4.1.15.1 Layout of storage facilities, one of the greatest tips is to construct the
warehouse of the respondents

LAYOUT OF STORAGE FACILITIES, ONE OF THE GREATEST

TIPS IS TO CONSTRUCT THE WAREHOUSE OF THE
RESPONDENTS PERCENTAGE

8
18

14
40

20

Strong agree Agree Neutral Disagree Strongly disagree

INFERENCE: From the above table it was found that 8% of the respondents were strong agree
the layout space facilities 40 % of the respondents agree storage facilities in warehouse 20% of
the respondents are neutral optimum in warehouse 14% of the respondent disagree the consent
18% were strongly disagree the required consent, and in WMS.

32
 Table 4.1.16 Mechanization need to make a trade-off between labor and warehouse
design of the respondents

Mechanization need to make a trade-off

No of Respondents Percentage
between labor and warehouse design

Extreme Impact 22 20
Impact 45 41
Moderate 17 16
Significant 8 7
No Impact 18 16

Total 110 100

Bar chart 4.1.16.1 Mechanization need to make a trade-off between labor and
warehouse design of the respondents

MECHANIZATION NEED TO MAKE A TRADE-OFF BETWEEN

LABOR AND WAREHOUSE DESIGN OF THE RESPONDENTS
PERCENTAGE

50 41
40

30 20
16 16
20
7
10

0
Extrem impact Impact Moderate Significant No impact

Percentage

INFERENCE: From the above table it was observed that 20% of the respondents were
extreme impact the mechanization 41% of the respondent’s impact trade-off between the labor,
16% of the respondent were moderate the situation 7% of the respondents were significant in
mechanization 16% were no impact the above consent is need to make trade-off to labor also.

33
 Table 4.1.17 Warehouse designs does not involve against trade-off of the respondents

Warehouse designs does not

No of Respondents Percentage
involve against trade-of

Picking 27 25

Order 25 23
Consuming 20 18
Both A & B 29 26
None of these 9 8

Total 110 100

Pie chart 4.1.17.1 Warehouse designs does not involve against trade-off of the
respondents

WAREHOUSE DESIGNS DOES NOT INVOLVE AGAINST TRADE-OFF

OF THE RESPONDENTS
PERCENTAGE

8 25
26

23
18

Picking Order Consuming Both A & B None of these

INFERENCE: From the above table it was found the 25% of the respondents picking the trade-
off 23% were order and involve the trade off 18% of the respondent were consuming 26% of
the respondent’s both A & B they involve the picking and order and 8% of the respondents were
none of these are available trade-off is not against the WMS.

34
Table 4.1.18 Pattern of production and consumption may not coincide of the respondents

Pattern of production and

No of Respondents Percentage
consumption may not coincide

Always 11 10

Often 19 17
Sometimes 27 25
Rarely 32 29
Never 21 19

Total 110 100

Bar chart 4.1.18.1 Pattern of production and consumption may not coincide of the
respondents

PATTERN OF PRODUCTION AND CONSUMPTION MAY NOT

COINCIDE OF THE RESPONDENTS PERCENTAGE

10
19

17

29
25

Always Often Sometimes Rarely Never

INFERENCE: From the above table it was observed that 10% of the respondents were always
estimate the pattern of production 17% of the respondent were often the production and
consumption 25% of the respondents were sometime coincide the pattern 29% of the
respondents rarely consumption,19% were Never coincide the production pattern and
consumption may not coincide.

35
 Table 4.1.19 Product weight density refer to products of the respondents

Product weight density refer to

No of Respondents Percentage
product’s

Strong agree 4 3
Agree 39 35
Neutral 36 33
Disagree 15 14
Strongly disagree 16 15
Total 110 100

Bar chart 4.1.19.1 Product weight density refer to products of the respondents

PRODUCT WEIGHT DENSITY REFER TO PRODUCTS OF THE

RESPONDENTS PERCENTAGE

35
33
35
30
25
20 14 15
15
10 3
5
0
Strong agree Agree Neutral Disagree Strongly
disagree

Percentage

INFERENCE: From the above table it was found that 3% of the respondents were strong agree
the product weight density 35 % of the respondents agree weight density refer the product, 33%
of the respondents were neutral slight the consent 14% of the respondent were disagree the
required sources and 15% were strongly disagree the density process refer the product sources.

36
 Table 4.1.20 Inventory list to include material data of the respondents

Inventory list to include material data No of Respondents Percentage

Strong agree 10 9
Agree 42 38
Neutral 24 22

Disagree 12 11
Strongly disagree 22 20

Total 110 100

Pie chart 4.1.20.1 Inventory list to include material data of the respondents

INVENTORY LIST TO INCLUDE MATERIAL DATA OF THE

RESPONDENTS PERCENTAGE

20 9

11
38

22

Strong agree Agree Neutral Disagree Strongly disagree

INFERENCE: From the above table it was found that 9% of the respondents were strong agree
the inventory list to include the material data 38% of the respondents agree data will include
inventory, 22% of the respondents were neutral include the data 11% of the respondent were
disagree the inventory 20% were strongly disagree the source of material data.

37
Table 4.1.21 Storage would you like to define the cycle counting inventory method of the
respondents

Storage would you like to define the

No of Respondents Percentage
cycle counting inventory method

Strong agree 7 6
Agree 42 38
Neutral 25 23

Disagree 24 22
Strongly disagree 12 11

Total 110 100

Bar chart 4.1.21.1 Storage would you like to define the cycle counting inventory method
of the respondents

STORAGE WOULD YOU LIKE TO DEFINE THE CYCLE COUNTING

INVENTORY METHOD OF THE RESPONDENTS
PERCENTAGE
40 38
35
30
25 23 22
20
15 11
10 6
5
0
Strong agree Agree Neutral Disagree Strongly disagree

Percentage

INFERENCE: From the above table it was observed the 6% of the respondents were strong
agree the cycle counting 38% of the respondents agree the cycle counting inventory, 23% of the
respondents were neutral involved 22% of the respondent were disagree the cycle counting 11%
were strongly disagree define sources inventory method.

38
 Table 4.1.22 Place is another word for location in marketing of the respondents
Place is another word for
No of Respondents Percentage
location in marketing

Strong agree 11 10
Agree 42 38
Neutral 29 26
Disagree 16 15
Strongly disagree 12 11

Total 110 100

Bar chart 4.1.22.1 Place is another word for location in marketing of the respondents

PLACE IS ANOTHER WORD FOR LOCATION IN MARKETING

OF THE RESPONDENTSPERCENTAGE

38
40
35
26
30
25
20 15
10 11
15
10
5
0
Strong agree Agree Neutral Disagree Strongly
disagree

Percentage

INFERENCE: From the above table it was found the 10% of the respondents were strong agree
the word of location locating in marketing 38% of the respondents agree marketing word, 26%
of the respondents were neutral consent the word 15% of the respondent were disagree the
consent word 11% were strongly disagree the another word in location marketing.

39
Table 4.1.23 A supply chain system of companies and institution that product go thru on
their way to their impact in ultimate location of the respondents
A supply chain system of companies and
institution that product go thru on their No of Respondents Percentage
way to their impact in ultimate location

Very Satisfied 4 4
Satisfied 39 35
Neutral 39 35
Un satisfied 18 17
Very Unsatisfied 10 9

Total 110 100

Bar chart 4.1.23 A supply chain system of companies and institution that product go
thru on their way to their impact in ultimate location of the respondents

A SUPPLY CHAIN SYSTEM IMPACT IN ULTIMATE LOCATION OF

THE RESPONDENTS
PERCENTAGE

9 4

17
35

35

Very Satisfied Satisfied Neutral Un satisfied Very Unsatisfied

INFERENCE: From the above table it was observed that 4% of the respondents were very
satisfied 35% of the respondent were satisfied the location will impact 35% were neutral
observed the ultimate location ,17% of the respondents were unsatisfied the impact in ultimate
location 9% of the respondent’s very unsatisfied impact location in SCM.

40
4.2 STATISTICAL TOOLS – HYPOTHESIS TESTING

4.2.1 CHI SQUARE TEST

Observed Frequency

 H0: There is no significance Scale client request.

 H1: There is significance Scale client request.

4.2.1.1 Testing the Chi Square towards Gender and Scale the fulfil client requests,
Especially customer

Scale the fulfil client requests, Especially customer

Row
Gender Extreme No impact Total
Impact Moderate Significant
impact
Female 5 18 05 12 05 45
Male 16 29 8 05 07 65
Column
21 47 13 17 12 110
total

Calculation output:

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Gender * It would be 110 100.0% 0 0.0% 110 100.0%
scale the fulfil client
requests, especially
customer

41
 Chi-Square Tests
Value df Asymptotic Significance (2-sided)
a
Pearson Chi-Square 10.131 4 .038
Likelihood Ratio 10.326 4 .035
Linear-by-Linear 7.925 1 .005
Association
N of Valid Cases 110
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is
5.13.

𝐶𝑎𝑙𝑐𝑢𝑙𝑎𝑡𝑒𝑑 𝑉𝑎𝑙𝑢𝑒 𝑜𝑓 𝜓2 = 10.131

𝐷𝑒𝑔𝑟𝑒𝑒𝑠 𝑜𝑓 𝐹𝑟𝑒𝑒𝑑𝑜𝑚 = (𝑟𝑜𝑤 − 1) × (𝑐𝑜𝑙𝑢𝑚𝑛 − 1)

𝐷𝑒𝑔𝑟𝑒𝑒𝑠 𝑜𝑓 𝐹𝑟𝑒𝑒𝑑𝑜𝑚 = 4

Table value of 𝜓2 @ Level of significance at 5% with Degree of freedom 4 = 9.488

𝐶𝑎𝑙𝑐𝑢𝑙𝑎𝑡𝑒𝑑 𝑣𝑎𝑙𝑢𝑠 𝑜𝑓 𝜓2 > 𝑇𝑎𝑏𝑙𝑒 𝑣𝑎𝑙𝑢𝑒 𝑜𝑓 𝜓2

Therefore, 𝐻1 is accepted

It is inferred that the calculated value is greater than the table value, hence we can conclude
there is significant scale client request especially customer.

42
STATISTICAL TOOLS – HYPOTHESIS TESTING

4.2.2 KARL PEARSON’S CORRELATION

 Null Hypothesis 𝑯𝟎: There is no significant

 Alternate Hypothesis 𝑯𝟏: There is a significant

4.2.2.1 Testing the correlation towards Gender and Stock its precise inventory control in
crucial operations

Stock its precise inventory control in crucial operations

Row
Gender Extreme No impact Total
Impact Moderate Significant
impact
Female 6 17 10 9 05 47
Male 19 24 8 7 5 63
Column
25 41 18 16 10 110
total

Descriptive Statistics

Mean Std. Deviation N

Gender 1.57 .497 110

Stock its precise 2.50 1.247 110

inventory control in
crucial operations

43
 Correlations

Stock its precise

inventory control in
Gender crucial operations
Gender Pearson Correlation 1 -.200*

Sig. (2-tailed) .036

N 110 110

Stock its precise Pearson Correlation -.200* 1

inventory control in
Sig. (2-tailed) .036
crucial operations
N 110 110

*. Correlation is significant at the 0.05 level (2-tailed).

Therefore, 𝐻1 is accepted

It was noted that the correlation significant value was -.200 which was consider as highly
significant.

44
 CHAPTER – V

5.1 FINDINGS

 Majority 47% of the respondents are belonging to the age category below 25 years, 34% of
the respondents belong the age category of 25-30 years,
 Majority 61% of the respondents were Male, 57% of the respondents were Female.
 Majority 55% of the respondents are 0-3 years’ experiences, 22% of the respondents are 03-
05 years’ experiences
 Majority 32 % of the respondents Never engaged in field, 25% of the respondents sometime
engaged,
 Majority 48% of the respondent’s schedule is important, 25% of the respondents very
important in Warehouse management system.
 Majority 43% of the respondent’s impact with client request, 19% of the respondents were
extreme impact the customer request
 Majority 31% of the respondent’s not at all influenced in inventory tracking, 27% of the
respondents were slightly influenced the mentioned technology
 Majority 38s% of the respondent’s impact crucial operation,23% of the respondents were
extreme impact occur in stock source
 Majority 37 % of the respondents important to available storage 29% of the respondents very
important occur the place in Warehouse
 Majority 47 % of the respondent’s impact the efficiency,26% of the respondents were
extreme impact the operation
 Majority 43 % of the respondent’s not at all concern the labor management 19% of the
respondents slightly concern prompt the warehouse operation
 Majority 39% of the respondent’s primary consent the customer return, 25% of the
respondents were secondary the consent
 Majority 34% of the respondent’s very unsatisfied with inventory management will scarify,
28% of the respondents were unsatisfied the inventory level in WMS
 Majority 38 % of the respondent’s extremely helpful effective space optimization benefit
30% of the respondents very helpful space optimum

45
 Majority 40 % of the respondents agree storage facilities in warehouse 20% of the
respondents are neutral optimum in warehouse
 Majority 41% of the respondent’s impact trade-off between the labor, 20% of the respondents
were extreme impact the mechanization
 Majority 26% of the respondent’s both A & B they involve the picking and order, 25% of
the respondents picking the trade-off
 Majority 29 % of the respondents rarely consumption, 25% of the respondents were
sometime coincide the pattern
 Majority 35 % of the respondents agree weight density refer the product, 33% of the
respondents were neutral slight the consent
 Majority 38% of the respondents agree data will include inventory, 22% of the respondents
were neutral include the data
 Majority 38% of the respondents agree the cycle counting inventory, 23% of the respondents
were neutral involved
 Majority 38% of the respondents agree marketing word, 26% of the respondents were neutral
consent the word
 Majority 35% were neutral observed the location,35% of the respondent were satisfied the
location will impact

5.2 SUGGESTIONS

BASED ON THE FINDINGS IN THE RESEARCH, THE RESEARCHER RECOMMENDS

THE FOLLOWING:

 Efficient management of warehouses is crucial for timely product delivery, cost containment,
and increased profitability.
 Naturally, organization is essential. However, there are numerous approaches to enhance
warehouse operations and boost a company's revenue, ranging from organizing and planning
the warehouse to selecting the best order picking techniques and key performance indicators
to monitor.
 Warehouse management systems (WMS) are being used by warehouse managers more and
more to enhance operations, particularly as duties and responsibilities increase in complexity.

46
 A WMS, for instance, can offer organizational solutions to help an online store expand the
range of products it offers and make better use of the space it already has in order to meet
the demands of its expanding client base and rising demand.
 The majority of warehouse mishaps can be prevented; they usually happen when staff
members are rushing and neglect safety precautions. Employees should feel that they work
for a company that prioritizes their safety and receive training on how to avoid risky
behaviors.
 Vigilance is essential for warehouse managers, especially in a setting where slips and falls
happen frequently. Furthermore, musculoskeletal diseases such as lower back injuries and
muscle strains are frequently observed in warehouse environments where repetitive manual
labor is required.
 Organization in the warehouse is significantly enhanced by a clean warehouse.
 When cleaning or removing obstacles that would otherwise get in the way of employees'
work, people frequently discover lost or forgotten goods. Cleaning once a week is excellent,
but if teams are generally neat in their everyday work, deep cleans can be extended to once
a month.

5.3 CONCLUSION

 Actually, there's usually more than one answer that fits the situation. You can add trucks,
equipment, and space to the yard. Usually, there are several possible answers. We still find
it enjoyable to recall the 85 percent guideline. Avoid packing too much goods into a
hundred or ninety percent. Recall that garage. When it comes time to mow the grass, you
still want to be able to pull out the lawn mower.
 In today's business world, supply chain management and logistics form the foundation of
operational excellence. Businesses may boost productivity, improve supply chain visibility,
and optimize their logistics processes by grasping the fundamentals and putting good tactics
into practice.
 Think of putting in a mezzanine over a process that is floor level. Adding a mezzanine is
one of the best ways to expand the capacity of a warehouse. It is possible to almost double
floor space by installing a mezzanine above a floor-level operation, such as a shipping or

47
 receiving room. Of course, a mezzanine also has its share of drawbacks.
 Future warehouses will be essential to the success of drop shippers, retailers, resellers, and
all other kinds of businesses. Making adjustments to conventional distribution center
procedures is the right course of action when it comes to future-proofing warehouses with
the aid of contemporary technology and cutting-edge discoveries.
 The warehouse business is undergoing significant upheaval, and the future looks promising.
When retailers and sellers keep up with the latest developments and avoid falling behind,
they can increase their competitive advantage. Experts in contemporary warehouse design
and management facilitate the process by offering data visualization, guaranteeing
appropriate automation integration, and enhancing every aspect of the supply chain.

BIBILOGRAPHY

REFERENCES

1) Barsky, E., & Purdon, M. (2006). Introducing Web 2.0: social networking and social
bookmarking for health librarians. Journal of the Canadian Health Libraries Mattress: Word
History". Archived 2007-03-23 at the Wayback Machine The American Heritage
Dictionary.
2) Mattress Market Size, Share, Trend | Global Industry Report, 2019-2025".
www.grandviewresearch.com. Retrieved 2019-09-28.
3) Panagiotou, G. (2003). Bringing SWOT into Focus. Business Strategy Review, 14(2), 10.
4) Amended and Restated Certificate of Incorporation of Mattress Firm Holding Corp.
(incorporated by reference to Exhibit 3.1 to
5) Mattress Firm Holding Corp’s Report on Form 8-K (File No. 001-35354) filed November
29, 2011).
6) Amended and Restated Bylaws of Mattress Firm Holding Corp.
7) Registration Rights Agreement between Mattress Firm Holding Corp. and certain equity
holders of Mattress Holdings, LLC (incorporated by reference to Exhibit 4.1 to Mattress
Firm Holding Corp.’s Registration Statement on Form S-1/A (File No. 333-174830) filed

48
 September 28, 2011).
8) Mattress Firm Holding Corp. 2011 Omnibus Incentive Plan (incorporated by reference to
Exhibit to Mattress Firm Holding Corp.’s Registration Statement on Form S-1/A (File No.
333- 174830) filed November 7, 2011).
9) "Chimpanzees Make Beds That Offer Them Best Night's Sleep". National Geographic
News. 2014-04-18. Retrieved 2018-03-30.
10) J. Chen, J. Li, Y. Wang, and W. Wang, "Research on warehouse management system based
on RFID technology," Journal of Intelligent Manufacturing, vol. 31, no. 3, pp. 697-706,
2020.
11) S. Kim and M. K. Kim, "Warehouse management system: a case study in the retail
industry," Journal of Distribution Science, vol. 16, no. 5, pp. 19-28, 2018
12) J. Lee and S. Lee, "A study on the development of a warehouse management system for
small and medium-sized logistics companies," Journal of Distribution Science, vol. 16, no.
8, pp. 49- 58, 2018.
13) J. B. Oh and J. W. Kim, "Analysis of the factors affecting the adoption of a warehouse
management system in the logistics industry," Sustainability, vol. 10, no. 4, 2018.
14) P. B. Cho and Y. H. Lee, "Warehouse management system: a case study of a Korean e-
commerce company," Journal of Business Logistics, vol. 40, no. 2, pp. 148-156, 2019.

APPENDICES

QUESTIONNAIRE:

Gender: Male / Female / Do not wish to specify

Age (in years): Below 25 / 25- 30 / 30 – 35 / Above 35

Work Experience (in years): 0-3 / 3-5 / 5-7 / Above 7

WAREHOUSE MANAGEMENT
1. Do you engage in warehouse field?

[ ] Always [ ] Often [ ] Sometimes [ ] Rarely [ ] Never

49
2. The order is filled on schedule
[ ] Very Important [ ] Important [ ] Neutral [ ] Un important [ ] Very Un important

3. It would be scale the fulfil client requests, especially customer

[ ] Extreme Impact [ ] Impact [ ] Moderate [ ] Significant [ ] No Impact

4. The kind of technology is employed in inventory management and tracking

[ ] Extremely influenced [ ] Very influenced [ ] Moderately influenced [ ] Slightly
influenced [ ] Not at all influenced
5. Stock its precise inventory control in crucial operations
[ ] Extreme Impact [ ] Impact [ ] Moderate [ ] Significant [ ] No Impact

6. In storage places and various products can be present in WM

[ ] Very Important [ ] Important [ ] Neutral [ ] Unimportant [ ] Very Unimportant

WAREHOUSE AND ITS OPERATIONS

7. Any effect offer to operations within a warehouse efficiency
[ ] Extreme Impact [ ] Impact [ ] Moderate [ ] Significant [ ] No Impact

8. If labor management for warehouse operations its prompt order fulfilment

[ ] Extremely concern [ ] Very concern [ ] Moderately concern [ ] Slightly concern [ ]
Not at all concern

9. Do you know warehouse management is required customer returns is a

[ ] primary [ ] Secondary [ ] Tertiary [ ] All of the above [ ] None of these

10. If you know inventory management level will scarify in a Warehouse

ManagementSystem (WMS)

[ ] Very Satisfied [ ] Satisfied [ ] Neutral [ ] Un satisfied [ ] Very Unsatisfied

11. How does the effective space optimization warehouse management benefit
[ ] Extremely helpful [ ] Very helpful [ ] Somewhat helpful [ ] Not so [ ] Not at all

50
WAREHOUSING DESIGN
12. Layout of storage facilities, one of the greatest tips is to construct the warehouse
[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

13. Any mechanization need to make a trade-off between labor and warehouse design?
[ ] Extreme Impact [ ] Impact [ ] Moderate [ ] Significant [ ] No Impact

14. Would you know following warehouse designs does not involve against trade-off
[ ] Picking [ ] Order [ ] Consuming [ ] Both A & B [ ] None of these

15. Warehouse is need pattern of production and consumption may not coincide

[ ] Always [ ] Often [ ] Sometimes [ ] Rarely [ ] Never

16. The product weight density refer to the product’s

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

WAREHOUSE AND STORAGE REGULATIONS

17. The inventory list to include material data?
[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

18. Storage, would you like to define the cycle counting inventory method?
[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

19. "Place" is another word for location in marketing.

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

20. A supply chain is a system of companies and institutions that products go thru on their
way to their impact in ultimate location.

[ ] Very Unsatisfied [ ] Unsatisfied [ ] Neutral [ ] Satisfied [ ] Very Satisfied

21. Suggestion (if any) to improve the Organization’s

51