TNT India

Group 2
SIBM-Bangalore
TNT

o The only express distribution company that offers an integrated air and road
network service
o Services over 13000 locations in India
o SA 8000, ISO 140001, ISO 9001 and IiP certified
o 24-hour online track & trace systems for consignments
o 24x7 customer helpline
o Global network with local expertise
Logistics Strategy
o Standardize key processes
o Serve specific target industry chains
o Achieve “network innovator” status
o Expand our areas of operation in those parts of the globe that
our key customers consider important to the growth of their
businesses.
o Establish a global freight management capability
Contd..
o TNT follows three lines of distribution model
o road express network
o domestic air express
o international express network
o Assets
o 614 offices
o 2000 vehicles
o 34 hubs
o 592 depots and sortation centers
Services
o Express Delivery Services
o Industry Solutions
o Other contract Services
o Shipping Tools
o Electronic Shipping Systems
Express Delivery Services
o Time and Day definite Services
o Same day delivery
o Next Day delivery
o Delivery on a specified day
o Intercontinental Delivery
o Express Import
o Collect from more than 170 coountries, and bring delivery to customer
o Optional Extras
o Time Critical Services
o Collect Immediately
o Deliver non stop by fastest means
Special Services
o Time Critical Services
o Special handling
o Dangerous goods
o Freight Services
o Storapart and Distribution Services
Industry Solutions
o Automotive
o Industrial
o Telecom
o Electronics
o Computing
o Healthcare
Outsourced Services
o Archive and records Management
o Financial and Banking Distribution
o Mailroom and Facilities Management
o Project Management
Matrix
o A centrally hosted, integrated suite of supply chain
technologies
o It provides a link between TNT Logistics and trading partners
o Matrix™ supports
o inbound just-in-time logistics, outbound logistics
o reverse logistics across multiple industry verticals

o Matrix™ integrates
o Transportation, inventory management, order fulfillment
o financial settlement, e-commerce applications

o Matrix™ automatically shares operating data among processes

such as
o strategic planning, Optimization, warehousing activities
o back-office functions, creates significant supply chain efficiencies
 Modules of Matrix
o Matrix™ Designer - strategic network design

o Matrix™ Router - real-time routing based on demand from shipping or

manufacturing points

o Matrix™ Centralized Logistics Manager - event engine that manages the

status of all parts, routes and assets

o Matrix™ Yard Management and Cross-Docking - radio-frequency-based

communications to direct material handlers

o Advanced Warehouse Management - all warehousing functionality

o Financial Settlement - all transactional activity from the operating systems

is used by our financial back office system, JD Edwards
Integrated Direct Express – it’s more then transportation

o Integrated Direct Express (IDE) is a proven demand driven solution that

creates a leaner, more responsive supply chain.

o IDE allows companies to move to a “configure-to-order supply chain”.

o By utilizing IDE, customer can increase market competitiveness

o improving responsiveness to dynamic market conditions
o enhancing customer service
o Reducing overall operating cost and thus improving company’s
o financial cash flow
IDE Contd..
o Integrated
o Shipments move seamlessly within the single and secured distribution
network.
o Direct
o Products are moved directly from factory or warehouse to multiple end
customers.
o Express
o Fast and reliable door to door delivery times

o Proven direct distribution solution that streamlines complex

supply chains to improve business performance.
IDE Advantages

• Eliminate inventory & warehouses

• Reduce working capital requirement – inventory

financing, accounts receivables

• Reduce operating expenses – depreciation, rentals,

consumables, management, labour, etc.

• Visibility of total cost of distribution per customer order

• Responsive to customer demand, yet lean supply chain

IDE Value Proposition
o Products have a dynamic (short) life span - technologically.

o Market is characterized by continual and sometimes rapid price erosion.

o Demand is volatile, sales forecasts are inaccurate.

o Customer has to increase market share in an industry where competitors offer more or
less similar technology products.

o Inventory and accounts receivables are significant working capital items that impacts cash
flow and key financial results.

o Customer seeks to reduce capital expenditure on facilities and equipment.

o Customer is looking to expand into new markets, but they present new distribution and
fiscal challenges.
IDE Model
Steps Towards an Complete 3PL
o In a short span of time, the company has grown significantly,
increasing the market share from 6% in 1996 to 22% today.
o over 3500 trained professionals. Today, TNT operates 1530
vehicles and the domestic network has over 7 major hubs in
Delhi, Kolkata, Nagpur, Mumbai, Bangalore and Chennai.
o Servicing over 17850 pin codes in India
o the only express distribution company in the country with an
IiP (Investor in people) certification.
Steps Towards an Complete 3PL,
The changing environment

o Regulation and legislation relevant to road transport

operations is undergoing significant.
o This encompasses both Road Transport law and OH&S
legislation.
o Primary focus of the Regulators concerns areas such as driving
hours, driver fatigue, speeding, vehicle standards, overloading
and load restraint.
o Chain of Responsibility provisions included in the relevant
legislation places a “duty of care” on all parties involved in the
process.
o Compliance is not optional.
Risk controls already implemented
o Competency assessment upon employment, and after incidents.
o Driver licence history screening at employment.
o All linehaul drivers attend prescribed medical examination for heavy
vehicle drivers.
o Bi -annual licence checks.
o Drivers to attend work in a fit and ready state, or if unfit to advise
management.
o Maintain TFMS - Transitional Fatigue Management Scheme (work
hours versus rest monitored in logbook)
Risk controls already implemented
o Programmed maintenance program for trucks and trailers.

o Vehicle defect report procedures.

o Prescribed minimum trip times (to discourage speeding and not taking of
rest breaks).
o Safe and realistic driving schedules, with adequate rest opportunities.
o Progressive introduction of Heavy Vehicle Driver Fatigue Management
Program including :-
 Education of drivers; supervisors; schedulers and key customers.
 Assigning tasks cognisant of prior shifts and cumulative fatigue effects,
and trip demands.
Responsibilities
o The program places appropriate responsibilities in the area of managing
the risk of fatigue associated with linehaul activities across a range of
stakeholders, including :-

 Managers
 Supervisors
 Personnel involved in preparing linehaul rosters & schedules
 Linehaul suppliers
 Drivers (including linehaul supplier drivers, owner drivers and TNT
employed drivers)
Supplier process

o Communication is taking place with all the TNT Approved Suppliers of

linehaul services to advise them of TNT’s approach and providing a copy
of the TNT Heavy Vehicle Driver Fatigue Management Program.

o Each supplier is providing confirmation outlining how they will comply

with the requirements of TNT.

o For the purposes of this requirement Owner Drivers will be specifically

included as part of the TNT program.
Training
o Training considerations cover two distinct requirements :-

Awareness Training
o Coordinated on a regional basis.
o Content of training will comprise relevant material eg SOP, example
LRRA’s etc.
o Toolbox material is being developed for sessions with TNT linehaul
drivers in those Depots where they are engaged.

Fatigue Management Training

o The specific and tailored requirements will be identified and coordinated
through the Regional HR teams, including identification of the personnel
involved.
What Does This All Mean?
o Relationships with external and internal stakeholders
o Raising awareness for all employees
o Expectations for all employees to be involved in OHS
o Supervisor involvement in ‘on the job OHS training’
o Upholding core organisational values including but not limited
to – Trust, Dignity, Respect & Empowerment
o Social responsibility, Vision, Informed approach
o Continuous improvement approach
Thank You