Project Report on SCM

8/13/2019 Project Report on SCM

1/53

STUDY OF THE FRAMEWORK OF THE SUPPLY CHAIN MANAGEMENT

1

ChapterI

INTRODUCTION

India is being touted as the land of opportunity for logistics service providers all over the

world. The demand for logistics services in India has been largely driven by the

remarkable growth of the economy, projected to grow at 9-10 per cent in next few years.

The Indian logistics market valued at $125 billion (2010) a couple of years ago, is

expected to grow at a CAGR (compounded annual growth rate) of 7-8 per cent. It is felt

that the growth will continue, and might even scale newer heights, as the economy is

experiencing a retail boom with Western companies such as Metro, Wal-Mart planning tostart operation in this country, and large local retailers such as Shoppers Stop, Pantaloon,

RPG and Big Bazaar planning to expand their operations in smaller cities.

Broadly speaking, the Indian logistics sector, as elsewhere, comprises the entire inbound

and outbound segments of the manufacturing and service supply chains. Of late, the

logistics infrastructure has received lot of attention both from business and industry as

well as policy makers.


2/53


2

The logistics industry in India is evolving rapidly and it is the interplay of infrastructure,

technology and new types of service providers that will define whether the industry is able

to help its customers reduce their logistics costs and provide effective services (which are

also growing).

Changing government policies on taxation and regulation of service providers are going to

play an important role in this process. Coordination across various government agencies

requires approval from multiple ministries and is a road block for multi modal transport in

India. At the firm level, the logistics focus is moving towards reducing cycle times in

order to add value to their customers. Consequently, better tools and strategies are being

sought by firms in order to enhance their decision making.

Here two key areas that require attention in managing the logistics chains across the

Indian business sectors cost and reliable value add services. Logistics costs (i.e.,

inventory holding, transportation, warehousing, packaging, losses and related

administration costs) have been estimated at 13-14 per cent of Indian GDP which is higher

than the 8 per cent of USAs and lower than the 21 per cent of Chinas GDP . Service

reliability of the logistics industry in emerging markets, like India, has been referred to as

slow and requiring high engagement time of the customers, thereby, incurring high

indirect variable costs.

The expanding industrials scenario calls for efforts to tackle related problems

Poor condition of roads translates directly to higher vehicle turnover, which in turnpushes up the operating costs and reduces efficiency.

Complex tax laws and insufficient technological aids, the use of IT is limited. Unorganised management chain. Needs high capital and technology support.

Some Peculiarities of the Indian Supply Chains

The Indian logistics sector has typically been driven by the objective of reducing

transportation costs that were (and often continue to be) inordinately high due to regional

concentration of manufacturing and geographically diversified distribution activities as

well as inefficiencies in infrastructure and accompanying technology.


3/53


3

Figure 1 shows the relative value of transportation costs vis--vis other elements of the

logistics costs in India. The transportation industry is fragmented and largely unorganized

a large number of independent players with regional or national permits that carry freight,

often with small fleet size of one or two single-axle trucks. This segment carries a large

percent of the national load and almost the entire regional load. This fragmented segment

comprises owners and employees with inadequate skills, perspectives or abilities to

organize or manage their operations effectively. Warehousing, has also been typically

dominated by small players with small capacities and poor deployment of handling,

stacking and monitoring technologies.


4/53


4

OBJECTIVE OF THE PROJECT

Every project or activity is always incomplete without clear objectives. Objectives are a

necessary requirements foe starting any study or work and to be set up and properly

planned in a pre organized manner. Objectives are the thing one is trying to active a reach

or capture and which is actual / real.

To know the overall operational efficiently and performance of the company. To get knowledge about operations. To learn and understand about operation of Supply chain management including

how material transport form one place to another place.

To learn how Supply chain management and logistics work in companies. To know the position of the company. To learn other activities related to company.


5/53


5

NEED OF THE PROJECT

Until 20th century business as well as distribution channel used traditional delivery

process. Then Information technology bought up the new dimension to the whole delivery

process. It has given the connectivity to organisation, marketing, finance, operations,

logistics were working independently before industrial revolution.

But now supply chain management can be viewed as a decision makes process between

strategic and operation. It is also seen as a mechanism which completely lies between

vertically integrated firm where the whole operation takes place with the mix of

coordination and effective management. Therefore I decided to work on Supply Chain

Management.


6/53


6

SCOPE OF THE PROJECT

The Project analyses the performance of Supply Chain management in company and

hence gives a brief idea about the present competitors.

This will provide information about company position and the weakness of the company

in terms of SCM.

This project will guide them what is weakness I found during internship and to get

freedom from that weakness.

This will also guide them where they are very strong and weak.


7/53


7

RESEARCH METHODOLOGY

Research methodology is considered as the nerve of the project. Without

proper well-organized research plan, it is impossible to complete the project

and reach to any conclusion. The project was based on the survey plan. The

main objective of survey was to collect appropriate data, which work as a base

for drawing conclusion and getting result

Research Design

Quantitative technique is being used that help to make relationship between theory andresearch. The design that is being followed in this case is descriptive one. Since the

objective is to analyse the supply chain management decision of Kumar Logistics.

Basically descriptive research is of two types.

Single cross sectional and multiple cross sectional.

Since in this I am taking one sample and drawing the conclusion on that basis it is single

cross sectional.

Data sources

Data collection is done with the help of two methods.

Primary Data Secondary Data.

Primary Data Collection:

In this case data collected directly from the responded in the questionnaire that isbeing used in this process. The data is collected by interaction mode from the

distributor and wholesaler. The data was collected by the distributor and

wholesaler in a disguise mode. Another way of interaction is telephoning interview

with the Vendor/wholesaler.


8/53


8

Secondary Data Collection:

The secondary data is basically used for the purpose of enhancing the conceptclarity regarding different variables of supply chain. The sources are research

articles, journals, magazines and internet.

o Annual records of the Company.o Magazines & Journals.o Textbooks, Internets & others.

2. Sample Design

Sample Unit

The sample chosen for this study is Vender and wholesaler who deals in Kumar Logistics.

Sample frame -

The sample chosen for this study is wholesaler and vender keeping and selling in Kumar

logistics

Time and Place- Kumar Logistics pvt. Ltd.

Type of sampling

Sample technique is used is convenient sampling.

Sample Size.

Sample size is 10


9/53


9

LIMITATIONS OF THE PROJECTS

The project has following limitations:-

Inaccessibility in some of the operation areas is a major limitation of the study.

The study is mainly carried out based on primary operations which are carried out

in the beginning the final operations are not carried out due to lack of time.

As the study was for short span of 8 weeks and due to lack of time other areas

could not be well focus.

Primary data becomes difficult to gather due the confidentially polices.

The analysis of the data was completed due to vastness of data.

Initially it was hard to collect relevant data as I was unaware of the sources from

which I was supposed to collect data.


10/53


10

Chapter- II

COMPANY PROFILE

The Kumar Logistics Pvt. Limited is a formed under Kumar Groups and

Services which provide all services which provide all services under one roof.

Kumar Groups also has other Services like Transport, Warehousing, Tours &

Travels and Builders. It is a total logistic management organization providing

freight forwarding and logistic services under one roof. The activities covers

the whole spectrum of air, Sea and land movements of in and out bound cargo

.Our aim is to develop an efficient and professional approach in meeting

requirement and budget. They are always prepare to consider any request/idea

over and above our standards and are able to assist with special provision. In

fact Some of their activities has been developed and grown from these type of

request/idea.

No matter what product, what size, or what country you are

shipping to or from Kumar Services have a transport solution to meet

your budget and your deadlines. One contact with multiple solutions

for one world, made easy

Mission:

Customers have the power to choose in this competitive and open market. Our aim is to

provide high quality service along with fair and competitive pricing

Quite simply Kumar Services provide you with peace of mind through brilliant service

delivered by brilliant people 24 hours a day, 365 days a year.


11/53


11

Vision:-

Our Vision is to be India's most trusted transport and Logistics Company.

India's leading provider of integrated multimodal solutions for the logistics of bulk and

container cargo, Kumar is the single window for businesses that seek a seamless supply

chain across rail, road, port, and sea.

QUALITY POLICY:

We are committed to providing safe, dependable transportation service to our customers

and to meet our goal, organization shall strive,

Prompt & Positive response Team Performance On time delivery of goods To reduce customer complaints With a mission to make continual improvement in all aspects.


12/53


12

Chapter- II

ORGNIZATION CHART

BOARD OF

DIRECTORS

Managing Director

SCM Managers HR ManagersFinance

Managers

Operation

Manager

Sr. Executive

Executive


13/53


13

BENEFIT GIVEN BY THE COMPANY

Company provide provident fund to the workers.

Company provide retirement fund at the time of leaving the company.

Company provide bonus to the workers once in a year.

Making increments to the workers in salary.

Company provide chances of promotion to the employee. Discussion of visioning exercise output with chairperson and senior management

of the Operation.

Company also discuss their employee how reduce cost of transportation and makeprofit.

Company help their summer trainee to know company very well and their rulesand regulation and other activities related to company.


14/53


14

Chapter -III

THEORETICAL BACKGROUND

Supply chain management(SCM) is the management of an interconnected or interlinked

between network, channel and node businesses involved in the provision of product and

service packages required by the end customers in a supply chain.[2] Supply chain

management spans the movement and storage of raw materials, work-in-process

inventory, and finished goods from point of origin to point of consumption. It is also

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."[3]

SCM draws heavily from the areas ofoperations management,logistics,procurement,and

information technology,and strives for an integrated approach

The key supply chain processes are:

Customer relationship management Customer service management Demand management style Order fulfilment Manufacturing flow management Supplier relationship management Product development and commercialization Returns management
https://en.wikipedia.org/wiki/Businesshttps://en.wikipedia.org/wiki/Product_%28business%29https://en.wikipedia.org/wiki/Service_%28economics%29https://en.wikipedia.org/wiki/Supply_chainhttps://en.wikipedia.org/wiki/Supply_chain_management#cite_note-2https://en.wikipedia.org/wiki/Supply_chain_management#cite_note-2https://en.wikipedia.org/wiki/Supply_chain_management#cite_note-2https://en.wikipedia.org/wiki/Raw_materialhttps://en.wikipedia.org/wiki/Supply_chain_management#cite_note-3https://en.wikipedia.org/wiki/Supply_chain_management#cite_note-3https://en.wikipedia.org/wiki/Supply_chain_management#cite_note-3https://en.wikipedia.org/wiki/Operations_managementhttps://en.wikipedia.org/wiki/Logisticshttps://en.wikipedia.org/wiki/Procurementhttps://en.wikipedia.org/wiki/Information_technologyhttps://en.wikipedia.org/wiki/Customer_relationship_managementhttps://en.wikipedia.org/wiki/Order_fulfillmenthttps://en.wikipedia.org/wiki/Order_fulfillmenthttps://en.wikipedia.org/wiki/Customer_relationship_managementhttps://en.wikipedia.org/wiki/Information_technologyhttps://en.wikipedia.org/wiki/Procurementhttps://en.wikipedia.org/wiki/Logisticshttps://en.wikipedia.org/wiki/Operations_managementhttps://en.wikipedia.org/wiki/Supply_chain_management#cite_note-3https://en.wikipedia.org/wiki/Raw_materialhttps://en.wikipedia.org/wiki/Supply_chain_management#cite_note-2https://en.wikipedia.org/wiki/Supply_chainhttps://en.wikipedia.org/wiki/Service_%28economics%29https://en.wikipedia.org/wiki/Product_%28business%29https://en.wikipedia.org/wiki/Business


15/53


15

Much has been written about demand management. Best-in-class companies have similar

characteristics, which include the following:

Internal and external collaboration Initiatives to reduce lead time Tighter feedback from customer and market demand Customer-level forecasting

One could suggest other critical supply business processes that combine these processes

stated by Lambert, such as:

a. Customerservice managementb. Procurementc. Product development and commercializationd. Manufacturing flow management/supporte. Physical distributionf. Outsourcing/partnershipsg. Performance measurementh. Warehousing management

a) Customerservice management process

Customer relationship management concerns the relationship between an organization and

its customers. Customer service is the source of customer information. It also provides the

customer with real-time information on scheduling and product availability through

interfaces with the company's production and distribution operations. Successful

organizations use the following steps to build customer relationships:

determine mutually satisfying goals for organization and customers establish and maintain customer rapport produce positive feelings in the organization and the customers

b) Procurement process

Strategic plans are drawn up with suppliers to support the manufacturing flow

management process and the development of new products. In firms whose operations
https://en.wikipedia.org/wiki/Service_managementhttps://en.wikipedia.org/wiki/Service_managementhttps://en.wikipedia.org/wiki/Service_managementhttps://en.wikipedia.org/wiki/Service_management


16/53


16

extend globally, sourcing may be managed on a global basis. The desired outcome is a

relationship where both parties benefit and a reduction in the time required for the

product's design and development. The purchasing function may also develop rapid

communication systems, such aselectronic data interchange (EDI) and Internet linkage, toconvey possible requirements more rapidly. Activities related to obtaining products and

materials from outside suppliers involve resource planning, supply sourcing, negotiation,

order placement, inbound transportation, storage, handling, andquality assurance,many of

which include the responsibility to coordinate with suppliers on matters of scheduling,

supply continuity, hedging, and research into new sources or programs.

c) Product development and commercialization

Here, customers and suppliers must be integrated into the product development process in

order to reduce the time to market. As product life cycles shorten, the appropriate products

must be developed and successfully launched with ever-shorter time schedules in order for

firms to remain competitive. According to Lambert and Cooper (2000), managers of the

product development and commercialization process must:

1. coordinate with customer relationship management to identify customer-articulatedneeds;

2. select materials and suppliers in conjunction with procurement; and3. develop production technology in manufacturing flow to manufacture and integrate

into the best supply chain flow for the given combination of product and markets.

d) Manufacturing flow management process

The manufacturing process produces and supplies products to the distribution channels

based on past forecasts. Manufacturing processes must be flexible in order to respond to

market changes and must accommodate mass customization. Orders are processes

operating on a just-in-time (JIT) basis in minimum lot sizes. Changes in the manufacturing

flow process lead to shorter cycle times, meaning improved responsiveness and efficiency

in meeting customer demand. This process manages activities related to planning,

scheduling, and supporting manufacturing operations, such as work-in-process storage,

handling, transportation, and time phasing of components, inventory at manufacturing
https://en.wikipedia.org/wiki/Electronic_data_interchangehttps://en.wikipedia.org/wiki/Quality_assurancehttps://en.wikipedia.org/wiki/Quality_assurancehttps://en.wikipedia.org/wiki/Electronic_data_interchange


17/53


17

sites, and maximum flexibility in the coordination of geographical and final assemblies

postponement of physical distribution operations.

e) Physical distribution

This concerns the movement of a finished product or service to customers. In physical

distribution, the customer is the final destination of a marketing channel, and the

availability of the product or service is a vital part of each channel participant's marketing

effort. It is also through the physical distribution process that the time and space of

customer service become an integral part of marketing. Thus it links a marketing channel

with its customers (i.e., it links manufacturers, wholesalers, and retailers).

f) Outsourcing/partnerships

This includes not just the outsourcing of the procurement of materials and components,

but also the outsourcing of services that traditionally have been provided in house. The

logic of this trend is that the company will increasingly focus on those activities in the

value chain in which it has a distinctive advantage and outsource everything else. This

movement has been particularly evident in logistics, where the provision of transport,

warehousing, and inventory control is increasingly subcontracted to specialists or logistics

partners. Also, managing and controlling this network of partners and suppliers requires a

blend of central and local involvement: strategic decisions are taken centrally, while the

monitoring and control of supplier performance and day-to-day liaison with logistics

partners are best managed locally.

g) Performance measurement

Experts found a strong relationship from the largest arcs of supplier and customer

integration to market share and profitability. Taking advantage of supplier capabilities and

emphasizing a long-term supply chain perspective in customer relationships can both be

correlated with a firm's performance. As logistics competency becomes a critical factor in

creating and maintaining competitive advantage, measuring logistics performance
https://en.wikipedia.org/wiki/Logisticshttps://en.wikipedia.org/wiki/Logistics


18/53


18

becomes increasingly important, because the difference between profitable and

unprofitable operations becomes narrower. A.T. Kearney Consultants (1985) noted that

firms engaging in comprehensive performance measurement realized improvements in

overall productivity. According to experts, internal measures are generally collected andanalyzed by the firm, including cost, customer service, productivity, asset measurement,

and quality. External performance is measured through customer perception measures and

"best practice"benchmarking.

h) Warehousing management

To reduce a company's cost and expenses, warehousing management is carrying the

valuable role against operations. In the case of perfect storage and office with all

convenient facilities in company level, reducing manpower cost, dispatching authority

with on time delivery, loading & unloading facilities with proper area, area for service

station, stock management system etc.

Range of Services

Custom Clearing Services

Kumar Logistics a leading Customs Clearing Agents in Mumbai. With updated customs

regulations and procedures we handle clearance of Import and Export consignments by

sea, air and road more efficiently and easily. The main services in Custom Clearing

Services include advice to the clients in preparing documents related to Import and

Export, completion of appraisement and examination procedures and payments. After the

custom formalities are completed they deliver the consignments to the said destination asper the clients needs.

Company have executed even the Big International projects laid in India by multinational

companies.
https://en.wikipedia.org/wiki/Best_practicehttps://en.wikipedia.org/wiki/Best_practice


19/53


19

As a Customs Clearing Agents offer wide variety of services in order to help the clients

for Import and custom clearance.

For Import consignments it require documents such as original invoice, packing list, bill of

landing/airway, bill endorsed by the importer or bank, insurance certificate, purchase order

or letter of credit, import license and catalogue or literature if the goods are chemical for

custom clearance services. Whereas for export clearance, export license or permit and sale

contracts are required along with Invoice, Packing list and shipping instruction.

After receiving the said documents our qualified professionals try to provide the best

possible benefit to the clients with reference to the custom notifications and exemptions.

This helps in avoiding the delay in clearance and other detention charges such as heavy

demurrage etc. Normally try to clear both import and export shipments within two to three

days after the receipt of the document.

Custom Clearing Services ( Export/Import) Guidance and consultancy on pre and post shipment services Liaoning and follow up with various Govt Organisations Documentation procedures i.e. preparation and handling of documents All post shipment formalities and endorsements Drawback / DEPB and several other export benefits

Thus qualified workforce very efficiently arranges for the documents needed by the

customs, transfer and receives shipments, scrutinize the goods and lastly handle the cargo

at airport and ICD's to the clientswarehouse

Transportation

International Cargo/Export Shipping Co. has been serving the International Shipping

Industry for many years, in close collaboration with many freight forwarders, NVOs, and

Moving & Relocation companies throughout the West Coast, and nation wide.


20/53


20

As a member of the Pacific Coast Shippers Association (PACSA) since

1991, International Cargo/Export Shipping Co. has large service contracts with several

major steamship lines. This enables company to offer excellent contract rates to our

Freight Forwarding and Moving industry clients, for FCL shipments on a wide range ofcommodities, as well as excellent co-load rates for individual vehicles and LCL freight of

all kinds in our consolidations.

Neutrality GuaranteeCompanys long standing and on-going relationships with Kumar

logistics shipping industry clients is a testament to our strict adherence to this

policy. Kumar also offer our Freight Forwarding and Moving Industry clients a full range

ofExport Packing & Crating Services,as well as perform US Customs Export Clearance

for vehicles, on their behalf.

International Cargo/Export Shipping Co., based on a mutual Guarantee of Neutrality and

Non-Circumvention, will perform estimates, as well aspacking, wrapping and loading of

HHG/PE in export containers, in our local area of Southern California, on behalf of our

Freight Forwarding and Moving Industry clients from other areas, while they do likewise

for us in their respective areas.

Company also directly perform the relocation of its own customers (private parties,

corporate and diplomatic personnel), handling their individualpacking &

wrapping, crating andoverseas shipping of their households and vehicles in containers,as

per illustrations herein.

Through International Cargo's hubs in major European ports (London, Le Havre,

Bremerhaven, Rotterdam and Antwerp), they perform on-carriage to most European

inland destinations, the Middle East and Africa. They also serve Scandinavia, Russia and

former Soviet nations, the Mediterranean, Australia/New Zealand, the Far East, Central

and South America.

Freight Booking Services
http://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.phphttp://www.venusgrouponline.com/group/Logistic/export_details.php


21/53


21

They are one of the leading AIR FREIGHT FORWARDERS providing air freight

booking services that can meet all your global import export consultant needs around

domestic as well as international market. Whether you're transporting smallest to largest

consignments to any part of the world, they reach your freights to the designated place atfor earliest.

They are one of the leading Sea Freight Forwarders providing sea freight booking services

that can meet all your global import export consultant needs around the world. Whether

you're transporting smallest to largest consignments to any part of the world, we reach

your freights to the designated place at the earliest.

FCL/ LCL Services

The respective meaning of the terms FCL/ LCL Services is as follows:

FCL ----- full container load;

full carload

LCL ----- less than container load;

loose container load;

less than carload;

loose carload

FCL versus LCL

The word carload relates to the rail car. The FCL and LCL are differentiated, in practice,

on whether the 'whole container' or 'not the whole container' is intended for the consignee.

The FCL means the load reaches its allowable maximum (or full) weight or measurement.

In practice, however, the FCL in the ocean freight does not always mean packing a

container to its full payload or full capacity. For example, an exporter books a 20'

container that is intended for a consignee at FCL flat rate of US$1,500. If the consignment


22/53


22

occupies 500 cu. ft. and weighs 5,000 kegs. Only, the case is still FCL and the exporter

has to pay US$1,500.

If an exporter intends to pack a container to the full capacity or full payload with the

consignments of two or more consignees for the same destination, the case is LCL and the

carrier will charge the LCL freight rate on each consignment. In the LCL arrangement, the

shipper is required to deliver the cargo to the carrier's container freight station for

containerization, thus there is no guarantee that the two or more consignments from the

same exporter will share the same container. In some cases, the exporter is allowed to

pack the container at their premises in the LCL arrangement, and then the carrier uses that

same container to pack in more cargo from other shipper(s) to make a full container load

at the container freight station.

Referring to theCase Sample: Container Selection (1),if the importer maintains the order

at 1,500 cartons and no forwarder is involved, and if the high cube container service is not

available, it may mean that there will be one 40' FCL plus 135 cartons LCL. A

combination of FCL and LCL in a consignment, which is a typical aftermath from the

cargo overflow, is a poor exporting and importing practice, taking into account the

additional freight and other charges in both countries. All 1,500 cartons can be shipped by

LCL, but the freight cost can be higher and the cargo may be exposed to a higher risk of

damage and loss.

Dry Cargo Container

20' Steel Dry Cargo Container

40' Steel Dry Cargo Container

40' Hi-Cube Steel Dry Cargo Container

45' Hi-Cube Steel Dry Cargo Container
http://www.venusgrouponline.com/group/Logistic/fcl-lcl_services.phphttp://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_1http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_1http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_2http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_2http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_2http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Dry_1http://www.venusgrouponline.com/group/Logistic/fcl-lcl_services.php


23/53


23

Refrigerated Container

20' M.G.S.S. Refrigerated Container

20' Aluminium Refrigerated Container

40' M.G.S.S. Hi-Cube Refrigerated Container

40' Hi-Cube Aluminium Refrigerated Container

Special Container

20' Full Height Open Top Container

20' Flat Rack Container with Four Freestanding Posts

20' Flat Rack Container with Collapsible End

20' Fuel Tank Container

20' Power Pack Generator Container

40' Flat Rack Container with Four Freestanding Posts

40' Flat Rack Container with Collapsible End

40' Full Height Open Top Container

40' Hi-Cube Hanger Container

EXIM Licensing Services
http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_1http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_1http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_2http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_2http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_1http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_7http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_7http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_8http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_9http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_9http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_10http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_10http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_2http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_6http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_6http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_6http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_2http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_10http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_9http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_8http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_7http://www.venusgrouponline.com/group/Logistic/container_specifications.php#special_1http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_3http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_2http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_4http://www.venusgrouponline.com/group/Logistic/container_specifications.php#Refrigerated_1


24/53


24

Company render consultancy services to various exporters and importers in the realm

of export import licensing. They are committed to provide our clients best possible

solutions with perspective, integrity and dedication. They offer our clients DEPB

Licensing, EPCG Licensing and Advance Licensing services.

Advance Licensing Services

They provide consultancy services to exporters and importers for getting advance license.

As per the Exam policy, advance license can be issued for permitting duty free import of

inputs to be utilized in the export products after making normal allowance for wastage.

team is well versed with all the

necessary processes and assists the clients in getting the license without any type of

hassle.

Documents required for getting advanced license are:-

. IE code certificate copy

. RCMC or FIEO

. Digital key and password (DGFT)

. Performa Invoice

. Letterhead 10 sheets

. SSI or IEM certificate

. Import Order copy/Re-export order copy

. Chartered accountant certificate

DEPB Licensing Services

They offer our clients consultancy services for DEPB licensing. DEPB (Duty Entitlement

Pass Book Scheme) is an export incentive scheme in which any exporter can get

transferable DEPB license under the DEPB rate schedule of the policy. They help our

clients in the documentation process and undertake all the legalities and paperwork for

getting DEPB license.


25/53


25

DEPB Licensing requires the following documents:-

. IE code certificate copy

. RCMC or FIEO


. Invoice

. Packing list

. Shipping bill

. SSI Certificate (manufacturers only)

EPCG Licensing Services

With the help of qualified professionals, They offer all types of consultancy services

related to EPCG Licensing. Under EPCG scheme, a license holder can import capital

goods at concessional rate of customs duty of 5% and without CVD and special duty.

They provide consultancy services to clients for getting EPCG license within stipulated

time period.

The important documents required for EPCG License are:


. Performa Invoice

. Letterhead 10 sheets

. SSI or IEM certificate

. Machinery catalo

. Chartered engineer certificate

. Chartered accountant certificate


26/53


26

Export & Import

Export

Pre-Shipment, Post-Shipment Documentation, Customs Formalities, Duty Drawback International Freight Forwarding Export Consolidation: Sea Multimodal Transport Operator NVOCC Sea Cargo Booking Buyers Consolidation


27/53


27

Ancillary Services:-

Warehouse

Packing and Palletization Tracking of Consignments, Chasing/ Follow-up with Supplier/ Buyer Buying Agent Procurement and Sourcing Advisory Services Pre-Security of Documents, Import Policy & Customs, Tariff, Insurance Matters &

Claims, Bond Cancellation, Duty Drawbacks, Information on Foreign Country

Regulations, Tariffs and Costs

Benefits

Charges for export cargo are low. Having vast space for storage of cargo Ensuring security for all export cargo Packing and Labelling can be done Packing and Labelling can be done Utmost care initiated while loading Online documentation Speedy documentation Every week vessel sails to all countries
http://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.phphttp://www.venusgrouponline.com/group/Logistic/export_services.php


28/53


28

SWOT Analysis

Strengths

The core strengths of company is its peoples. Good customer relationship Efficient management All services under one roof Wide network of transportation Own well maintain vehicles

Weaknesses

Transport constraints Insufficient Government policies

Opportunities

Exploring new overseas market Decreasing cost by efficiency supply chain Enhance more customer services

Threats

New potential competitors

Global warming Unavailability of resources


29/53


29

An Eight-Step Process

for Improving Logistics Activities

Logistics activities are searching constantly for ways to improve process

capabilities, shorten throughput times, improve quality, and cut costs. In many

cases, the need for improvements may be obvious. In Therefore, most activities

require interventions that are synchronized with ongoing operations. So, where

is one to start, and what methodology should be used?


30/53


30


31/53


31

Step 1: Define Logistics Activity Interrelationships

What materials, products, or information come into the activity? What

materials, products, or information flow out of the activity? What interactions

does the activity have with other activities?

Defining an activitys as is and proposed to be interrelationships serves as

a precursor to activity design or redesign.

Interrelationship diagrams are used to define the roles among

activities.

Step 2: Conduct a Logistics Audit

A logistics audit is a crucial prerequisite to task, process, or system

modification The audit should answer the following questions: What resources

are available, such as storage, production, and throughput capacities; buildings

by size; number of personnel by type; materials-handling equipment by type;

conveying systems; and budgeted capital expenditures? What constraints does

the activity face, such as building layouts, storage capacities, time allotted for

given production requirements, use of certain automation systems, regulatory

compliance requirements, surge requirements, and capital expenditure budget?

What processes does the activity use, and what are the current standards

governing those processes?


32/53


32

Step 3: Define Desired Operational Baselines

This step builds on step 2 when a performance change is determined to benecessary. The change may be an increase in production requirements, a

reduction in time to perform a chain of activities, or a reduction of defect

variation within existing operations.

To complete this step, analysts must work with the activitys managers to

determine the desired activity performance benchmarks. Performance standards

generally reflect cumulative amounts of process or system cycle times. Any

task, relationship, or resource modification to a given process usually results in

the requirement to modify the performance standard for that process or system.

Step 4: Analyze Systems and Determine Options

The resources and constraints identified in step 2 will directly affect this step of

the analysis. Although many methods are available for determining feasible

options, simulation technology is often used because of its unquestionable

value in identifying or validating potential solution sets. Simulating the

interrelationships of an activitys current systems can identify functional

bottlenecks. These bottlenecks are the areas that will require the most focus if

the intent is to increase production capability. Simulations may use queuing

theory and portray the impact of materials or products that converge at system

points for necessary process tasks to be performed. [Queuing theory addresses

how systems with limited resources distribute those resources to elements

waiting in line and how those elements waiting in line respond.]


33/53


33

Step 5: Define Required Decision Criteria

Military decision makers use both screening and decision criteria. Screening

criteria allow decision makers to identify solutions that are impracticable or too

costly. Screening criteria should be applied in step 4 to avoid wasting time

designing solution sets that hinge on unreasonable interventions. For example,

an intervention that requires resources that the organization cannot obtain may

not be feasible. Legal, physical, cultural, or sociological constraints may also

make an intervention unfeasible.

Applying decision criteria allows decision makers to categorize various

interventions. For example, if the capital investment plan targets a high return

on investment before an interventions implementation, analysts should

associate interventions with a net initial investment. Additionally, a summary

of each net initial investment computation should be documented to ensure that

stakeholders understand the computation. For public sector organizations, these

values often are determined by cost avoidance. To determine the cash flows

associated with cost avoidance, analysts should be able to demonstrate the

amount of time or money saved, the increase in production, or the decrease in

errors resulting from the intervention. This allows a value to be associated with

each improvement.

Step 6: Decide which Interventions to Implement

The complexity of this step is determined by the criteria defined and the

documentation of interventions after completing analyses of feasible solutions.

Once decision makers receive the analysis results, they must apply relevant

qualitative information to make final decisions for intervention programming.


34/53


34

Step 7: Identify Owners and Make Plans

For interventions to be successful they must have upper managements support

and someone must own the implementation plan. When implementation

strategies are personnel intensive, organizational change management

considerations should be addressed before the intervention begins. The value of

creating personal buy-in and a sense of urgency, establishing ownership, and

generating early success should not be underestimated.

Step 8: Implement and Monitor

Once implementation of the solution is underway, interventions should be

monitored to validate their success. Measuring implementation progress

against the implementation plan will provide the organization with valuable

knowledge for future process improvements.

Change is a constant in all organizations. Conceptual models can provide a

valuable roadmap to those charged with designing or reengineering an activity.

The eight-step methodology described here is one such roadmap that, when

followed, will produce pleasing results. An infinite number of management

systems and tools can be used with this conceptual model, depending on the

specific nature of the problem being addressed. Sometimes merely beginning is

the most difficult stage of problem solving. As an old Chinese proverb states,

A journey of a thousand miles begins with a single step.


35/53


35

Process Of Freight Forwarding

Shipping Your Household Goods (HHG) & Personal Effects (PE) Overseas: When

shipping your HHG & PE overseas, all you have to do is to call us to arrange

with International Cargo/Export Shipping Co. for a free estimate at your home or

office. One of our experienced packers will come and do an inventory of all the goods,

and take measurements, in order to determine the volume of your shipment. Once the

volume of your shipment is determined, we'll be able to tell you what size container you

need. If you don't have enough volume for a full container, we can quote you on an LCL

(less than container load) basis, in which case we will ship your cargo in one of our own

consolidated containers to your destination. If you have enough cargo to fill your own

container, we will place the container at your house, and come on the appointed day to


36/53


36

pack, wrap and load your HHG & PE for export. If you have autos to ship, depending on

the overall nature of your shipment, we can load your autos first, build a deck above the

cars in order to maximize the container space for your goods, and build a bulk head barrier

to separate your cars from the HHG & PE in the rest of the container, thus preventing anydamage to your cars.

Minimizing Your Shipping Costs:

You can minimize the cost of shipping your household and personal effects considerably,

by doing as much of the packing, wrapping and loading of your own container as

possible. In this case, we will simply place the appropriate container for you at your

residence. However, since autos have to be loaded by experienced professionals, and

since the container doors are almost five feet off the ground, we can either load your

auto(s) before we bring your container to your house, or after you load your goods; you

just need to make sure to leave enough space for same.

If you would like to do an inventory of your goods yourself, simply call us at our toll-free

number, or email us, and we will fax or email you our INVENTORY FORM for an easy

way to list all of your goods to be shipped, and to calculate the volume you have to ship.

If you are thinking about packing and wrapping your goods yourself, all you have to do is

call us, and we'll bring all the packing materials you will need to do your own wrapping

and packing, and charge you only for what you use; or you can go to the nearest U-HAUL,

self-storage depot, or packing supplies/box shop, and buy the packing boxes, boxing tape,

rope to tie your goods down securely in the container (ships can plunge as many as 20 or

30 feet in rough seas!), bubble wrap, cardboard and shrink wrap. These materials, plus a

good supply of old newspapers, are needed in order to do an adequate job of packing and

wrapping your goods for export. Please note that anything you want to protect should be

packed and wrapped adequately, so as to prevent damage during transport. With a dose

of good common sense, and two to four healthy friends, you should be able to pack, wrap

and load your household goods in a 40' container in one to two days, depending on the

total volume and nature of your goods.


37/53


37

Arranging for International Cargo to do all of Your Packing & Wrapping, as well as the

Loading of Your Container: If for any reason you don't find it practical to do your own

packing and wrapping, and/or don't have time to load your own container, you can arrange

for our professional export packing crew do all of your household goods packing,

wrapping, and theloading of your container for you at your residence.

What Size Container Will I Need to Ship my Goods: Although we can do everything for

you, starting from the initial inventory and volume estimate, to the final delivery inside

your new home overseas, you may want to understand how we calculate volume, since

you can only put so much into an ocean going container.

There are three basictypes of containers for household goods and personal effects (HHG

& PE) - 20' standard containers, 40' standard containers, and 40' high cube containers (a

foot taller than the standard). The most commonly used container for HHG & PE is the

40' high cube ocean going container. It has an approximate volume capacity of 2683

cubic feet (approx. 75 cubic meters). Its internal dimensions are 39 feet long, by 7

feet 8 inches wide, by 8 feet 9 inches high. However, for practical purposes, shippers can

usually utilize only up to 85 percent of this volume, depending on the configuration of the

load and the nature of the cargo. For household goods, a general rule of thumb is that

shippers can utilize approximately 75 percent of the volume in a container (including one

automobile), or up to 85 percent for shipments containing only household goods and

personal effects.

Consequently, 85 percent of a 40' high cube container is equal to approximately 2683 x

.85 = 2280 cubic feet (approx. 63 cubic meters). Likewise, a 20' container has a volume

capacity of 1,148 cubic feet (232 inches x 92 inches wide x 93 inches high - 20' containers

only come in this height). At 85 percent maximum utilization, shipper will be able to ship

approximately 975 cubic feet (27.63 cubic meters) of cargo in a 20' container. Therefore,

once you determine the volume of your goods to ship, you will know what size container

you will need.
http://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.php


38/53


38

If you find out that you don't have enough cargo to fill a container, you can ship your

goods with us on an LCL basis (less than container load) in one of our consolidated

containers. Either way, you need to determine the volume of your shipment. You cancall us to come to your house to do an estimate for you, or you can request the HHG

inventory form by calling or emailing us, and use same to make a complete inventory,

with measurements, of your household goods and personal effects, and use the simple

calculations shown below to determine the volume to ship; or fax us the completed

inventory form and we will do the calculations for you.

Understanding Volume: Volume is simply the length multiplied by the width multiplied

by the height Since 1 foot equals 12 inches, it follows that the volume of one cubic foot is

12 x 12 x 12 = 1728 cubic inches. We normally take measurements in inches, but need to

know the volume in cubic feet or cubic meters. Therefore, after you've calculated the

volume in inches, you can simply divide it by the number of cubic inches in one cubic

foot, as shown above, and you will get the volume in cubic feet. For example: A

television measuring 30 inches x 30 inches x 24 inches will have a volume of 21,600 cubic

inches. To get cubic feet, you simply divide 21,600 by 1,728 and you get 12.5 cubic feet.

Now, since a meter is 39.37 inches long, it follows that a cubic meter has a volume of

39.37 inches x 39.37 inches x 39.37 inches, for a total of 61,023.378 cubic inches. So, to

get the cubic feet in a cubic meter, we simply divide the cubic inches by 1,728 (as we did

in previous example above), and we get the cubic feet in a cubic meter. Consequently,

61,023.378 cubic inches divided by 1728, gives us 35.314 cubic feet in a cubic meter.

In Brief:

To convert cubic inches to cubic feet -

Divide cubic inches by 1728

To convert cubic feet to cubic meters -

Divide cubic feet by 35.314


39/53


39

Now you know how to calculate volume (multiply length x width x height). If

measurements are taken in inches, you know how to get the volume in cubic

feet or in cubic meters. And since you know what volume of cargo will fit in a

20' standard or a 40' high cube container, you will easily know if yourinventory of goods to ship will fit in one of these containers; or, if you don't

have enough to fill a container, you'll know you can send it with us in one of

our consolidated containers, as LCL cargo.

Shipping Your Goods as LCL: If you don't have enough goods of your own to

ship your own 20' or 40' container, you can always ship your goods as LCL

cargo with International Cargo. We can pack and wrap your goods at your

residence, and pick them up to bring to our export terminal, or you can pack

and wrap and bring them to our export terminal yourself.

If you let us know the approximate number of pieces that you are going to

have, we will make labels for you to apply, and then all you'll have to do, once

you have the total count of the pieces, is simply to number the boxes with a

maker as shown in this link.

If we do the packing and wrapping for you, we will provide all the appropriate

labels, and mark all of your pieces accordingly.

Either way you choose, all pieces (boxes, luggage, bundles, etc.) must be

properly labelled and markedwhen delivering personal effects or LCL cargofor shipment.
http://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.phphttp://www.venusgrouponline.com/group/Logistic/shipping_household_goods_personal_effects_overseas.php


40/53


40

DATA ANALYSIS AND INTERPRETATION

Analysis of Questionnaires

Q.1. Are you aware of Logistics?

Logistics is recognized by 55% People in India.

Q.2. Are you aware of Kumar Logistics?

Yes: 30% No:70%

55%

45%

Logistics

Yes

No


41/53


41

Kumar Logistics is recognized by 30% of vendors and having a good SCM by which it

enjoying a good market position.

Q.3. By asking how many vendors are satisfied with the SCM of Kumar Logistics?

we got this answer.

Venus Logistics Pvt. Ltd.

Yes

No


42/53


42

Q.4. In what level company is facing the problem while using this system?

1. Resistance to change from employees

2. Resources shortage

3. Skill shortages

4. Insufficient vender support

5. Transportation

6. Other Specific

The main problem faced by company is Transportation by roads as the toll nakas and

traffic add the cost of transportation and also delay the shipment.

Q. Is it less expensive to buy own truck or hire the transporter for transportation?

This question provides the suitable answer for the previous questions. As companies main

problem is transportation. Company may adapt their own transportation facility rather than

going for private transport to decrease the transportation charges.

0%

10%

20%

30%

40%

50%

60%

70%

Very Satisfied Satisfied Not At all

Response of Customer

Response of Customer


43/53


44/53


44

SUGGESTIONS

1. To decrease the cost and increase the profit, this unit may control or reduce theadministrative overheads and other controllable expenses like packaging,

transportation etc.

2. The industry may try to adopt a marketing orientation to find out new vendors likeother companies which produce only for export.

3. Maintaining wastage and maximizing the utilization of available resources anddelivering order in time.

4. In order to improve the performance in total it should introduce ManagementInformation system.

5. Company may adapt their own transportation facility rather than going for privatetransport to decrease the transportation charges.

6. Company need to keep regular maintains of their vehicle they have.

7. Company should introduced ERP system and this will help them to reduce theirSCM cost.


45/53


45

CONCLUSION

Supply chain encompasses the companies and business activities needed to design,

package and delivery of service. Business depends on their supply chain to provide them

with what they need to survive and thrive.

A supply chain consists of all stages involved, directly or indirectly in fulfilment of a

customer request. The supply chain not only includes manufacturer and supplier but also

transport, warehouse, retailer and customer themselves.

My aim is to investigate the current situation and future prospect of supply chain

management in Kumar Logistic group. In this summer internship program my aim is to

identify major challenges and developments of SCM and its relate issue in venues

logistics and understand the impact of policy making on SCM and implementation.

I studied that Kumar logistics has a good SCM but with some problems like lack of

technology, transportation constraints, warehousing problems. As my observation I

suggest to implement MIS to have quick and uninterrupted work to deal with

transportation constraint and cost.


46/53


46

BIBLIOGRAPHY

BOOKS

Kothari, C.R.: Research methodology, 3rdedition, 1997, Vikas Publishing HousePvt. Ltd, New Delhi,

K. Ashwathappa and K. Shreedhar Bhatt, Supply Chain Management, FirstEdition, Himalaya Publication.

WEBSITE

http://en.wikipedia.org Through Other companies Website www.google.com

NEWSPAPER
http://en.wikipedia.org/http://en.wikipedia.org/


47/53


47


48/53


48


49/53


49


50/53


50


51/53


51


52/53


52


53/53
