Winter_Report_madala maam_2

A report on

Preliminary analysis on 4PL business and design

of go to market tools for the same

&

Sales and support for 3PL business

Under the guidance of

Submitted by

Pramodkumar Lakhmapure

Roll No. 49,

PGDIM 14, NITIE

May 25, 2009

Mr. Anand Balakrishna Head Business Development GATI, Hyderabad

Dr. Mani K. Madala, Professor,Group Coordinator General Management, NITIE, Mumbai

Preliminary analysis on 4PL business and design of go to market tools for the same

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CERTIFICATE OF APPROVAL

The following Winter Internship Project titled “Preliminary analysis on 4PL business and

design of go to market tools for the same & Sale and support for 3PL business” undertaken

by Pramodkumar Lakhmapure during his winter internship at GATI Ltd., Hyderabad from

2nd Feb to 19th May 2009 is hereby approved as a certified study in management carried out and

presented in a manner satisfactory to warrant its acceptance as a prerequisite for the award of

Post-Graduate Diploma in Industrial Management for which it has been submitted to Winter

Internship Report Examination Committee for evaluation of Winter Internship Report.

Dr. Mani K. Madala

Professor,

Group Coordinator – General Management

NITIE

DATE :

PLACE: Mumbai

GATI Confidential Page 2 of 53


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ACKNOWLEDGEMENTS

I take this opportunity to express my gratitude and sincere thanks to

Mr. Anand Balakrishna, Head Business Development SCM. His continuous support and

mentorship helped me in greater understanding of the business and provided new insights into

the project.

I also would like to thank Mr. Howard James Scott, Chief of Supply Chain Management who

gave his valuable guidance throughout the project which was essential for completion of my

project.

I would like to thank Dr. Mani K. Madala, my project guide for the winter internship, who gave

her valuable suggestions whenever sought during the course of the project.

Last but not the least I am grateful to NITIE for providing me with an opportunity and platform

for putting the theory that we learned as a part of our curriculum, into practice.

Pramodkumar Lakhmapure

Roll No. 49,

PGDIM 14, NITIE

May 25, 2009



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Table of Contents

1. Project Charter........................................................................................................................561.1 Objectives........................................................................................................................561.2 Deliverables....................................................................................................................561.3 Additional responsibilities..............................................................................................56

2. Confidentiality clause.............................................................................................................573. Executive Summary...............................................................................................................584. Methodology followed for the project....................................................................................595. Trends in Logistics Industry.................................................................................................511

5.1 Some trends in the logistics industry............................................................................5115.2 4PL Competition radar..................................................................................................5125.3 Mapping of 3PLs operating in India according to verticals and capabilities................513

6. An overview on 4PL.............................................................................................................5146.1 Defining 4PL.................................................................................................................5146.2 Who Provides 4PL Services?........................................................................................5146.3 Difference between 3PL, 4PL & LLP...........................................................................5156.4 Deciding whether you want to be a 3PL or 4PL...........................................................5166.5 Difference between 3PL and 4PL.................................................................................5176.6 Rationale behind forming a 4PL...................................................................................5186.7 Broad scope of a 4PL service provider.........................................................................5186.8 Why are companies looking for 4PL service?..............................................................5196.9 Benefits of 4PL.............................................................................................................5206.10 Increasing shareholder value.....................................................................................5216.11 Verticals served by 4PLs...........................................................................................522

7. Products and services offered by 4PL players........................................................................528. Defining a value chain and comprehensive services & solutions map for 4PL.....................56

8.1 Defining a Value Chain for 4PL.....................................................................................568.2 Defining products and services for a 4PL.......................................................................58Why this product mix................................................................................................................588.3 Designing service and technology map for 4PL.............................................................59

9. Go to market sales tool for a 4PL.........................................................................................5119.1 Defining Sales Cycle for a 4PL.....................................................................................5119.2 Designing a questionnaire for customer requirement gathering...................................513

10. Designing a comprehensive survey questionnaire for capturing customer perception on 4PL 51611. ‘Go to market’ sales tool for a 4PL....................................................................................5212. Live case for integrated logistic services............................................................................5313. Additional responsibilities..................................................................................................56

13.1 Integrated logistics enquiry.........................................................................................5613.2 Designing different business flows for a new venture................................................57

14. Findings & recommendations.............................................................................................58



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UPS Supply Chain Solutions: http://www.ups-scs.com/...............................................................59DHL: http://www.dhl.com/splash.html.........................................................................................5915. Conclusion........................................................................................................................51016. References.........................................................................................................................511UPS Supply Chain Solutions: http://www.ups-scs.com/.............................................................513



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1. Project Charter

1.1 Objectives

i. To research and study various aspects of 4PL service providers(definition, difference from

3PL, 4PL players and their product profile, verticals served)

ii. To defining a comprehensive value chain and solutions map for a proposed 4PL venture for

Gati (at least 4 product offerings)

[iii.] To study existing sales cycle of Gati (RFQ response process) and define a custom sales cycle one

for Gati the 4PL services

iii.[iv.] To design a comprehensive survey questionnaire for capturing customer perception about 4PL

targeting the current Gati clientele

[v.] To design go to market sales tool for 4PL Gati Sales Team

iv.[vi.] To build one live sample case for integrated logistics services

1.2 Deliverables

i. 4PL overview presentation (for new joinees)

ii. A comprehensive value chain and solutions map for a proposed 4PL (at least 4 product

offerings)

[iii.] Product portfolio offered by the top of 4PL service providerss (at least 5 competitors’

information)

[iv.] Go to market sales tool for 4PL (sales presentation and sales cycle)

iii.[v.] A survey questionnaire for capturing customer perception on 4PL

iv.[vi.] One Customer case study using integrated logistic services (At least 5 customer visits for 3PL /

4PL business Development)

1.3 Additional responsibilities

Working on integrated logistics enquiries with National BD Head

Designing Product Flow, Information Flow and Financial flow for a new venture



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2. Confidentiality clause

The data contained herein shall not be disclosed, duplicated, or used in whole or in

part for any purpose. The information in this report based on the survey findings

shall be kept confidential and shall not be presented anywhere else without

requisite approval from GATI.



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3. Executive Summary

The Indian Logistics and Supply Chain arena has changed immensely in the recent past.

Some major change in the logistic industry is;

PREVIOUS NOW

Dedicated Facility Shared Facilities

Inventory Storage = Availability Inventory Flow Through = Velocity

Local Source Global Source

Exceptions Tracking Proactive Event Management

Single Business Unit Solution Enterprise Wide Solution

3PL led the way in Logistic outsourcing providing services like forwarding, trucking and warehousing. It

was primarily focused on reducing logistics cost. Some 3PL are trying to move past being just a

commodity-service logistics provider to become true multi- service providers by offering bundled

services including some IT solutions like WMS. But very few 3PL have succeeded in meeting exact

needs of the customer who are looking for a comprehensive supply chain service provider. 3PL provided

discrete services like transportation, warehousing and some value added services. This led into

commoditization of the 3PL services and fragmentation of the 3PL sector.

As a consequence of these changes and different expectations from customer a new organization is

emerging in the Indian Supply Chain Solutions business called 4th Party Logistics.

4PL falls outside the traditional logistics arena.

4PL exploits and sells intellectual property, consulting practices and solutions design.

A 4PL is a supplier of outsourced supply chain consulting, coordination and management

services that generally does not own or operate the underlying logistical assets and resources.



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[4.] Methodology followed for the project

Information Sources: The information has been gathered from authentic and reliable sources like company websites, Industry portals Newspapers, White papers and articles.

Following objective specific methodology was followed for the project;

i. Study of 4PL:

Identifying the key dDifferences in service offerings of 3PL and 4PL was studies.

A detailed research on top 4PL players was done to understand their;

Product and service mix and capabilities Verticals served

Rationale behind forming a Gati 4PL was studied and stated

Benefits of 4PL to the customer was studied and statedValue Proposition to the customer

ii. Defining sales cycle for 4PL:

Existing sales cycle for 3PL was studiedStudy and mapping of the existing sales cycle

Sales cycle for various 4PL was studiesStudy of sales cycle across various 4 PLs Defining a customized sales cycle for Gati 4PL

iii. Survey questionnaire for capturing customer expectation from a 4PL:

Identifying the Nneeds and pain areas of customer outsourcing supply chain was studied

Study and design of the Service mix (Services, Technology and consulting) required to meet customer expectation was studied

iv. Defining a comprehensive value chain and solutions map for 4PL

Study of all All the upstream and downstream activities of a value chain were studied for a supply chain

Study of the 4PL service providers offerings were studied



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Identification of Supply chain services, IT solutions, and activity wise revenue potential for the proposed venturewas identified

v. Go to market sales tools for 4PL

Study of GATI’s in house distribution and warehousing capabilities were studied

Study of IT technology capabilities of prospective the technology partner were studied

Developing Aa go to market sales presentation for the 4PL sales force. was developed

vi. Live case for integrated logistic services

Collected contacts of and analyzedCollection and analysis of GATIs customers in Hyderabad

Identifying ied and targeted a few key customers who could be prospects for 3PL / 4PL services

Identifyied and consulted a customer for 3PL / 4PL services

Gatherred detailed logistics requirement

Designing a ed solution for the customer and submitted develop a comprehensive proposal for the same

(Negotiations are on for the order finalization would be closed soon)



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4.[5.] Trends in Logistics Industry

4.1[5.1] Some trends in the logistics industry

Logistics in India is poised for a significant leap forward in the coming years. The

Logistics Industry size has touched the level of $ 90 billion and is expected to reach $

110 billion by 2010. {1}

Logistics industry in India has always faced the challenges that any industry has in an

emerging market.

Due to an under-developed and inefficient infrastructure & related processes, logistics

accounts for 13% of India’s GDP, compared to 10% in the US, Japan's 10 percent and

Europe at 11 percent. {}

This leads to higher costs and a loss of competitiveness. For example, freight is 6% of

landed cost in India due to unplanned movement via air.

About 75 per cent of the Fortune 100 companies and about 45 per cent of Fortune 500

companies have now gone in for 4PLs. {2}

This trend is fast catching up in India too. But less than 55% of Indian companies

subscribe to 3PL services as compared to 75 per cent globally. {3}

In India, IBM, Dell, Nike and Philips have handed over their logistics operations to 4PLs.

The retail supply chain industries as well as Cool Chain, Pharma, FMCG & Hitech

(Telecom) are emerging.

Indian logistics industry will reach a market size of over $125 billion in year 2010.

These trends and huge demand of the logistic services has made many local 3PL rethink on their

service mix and value proposition to the customer.

4PLs have been widely accepted in the western counties. Many successful and multinational 4PLs have

established themselves as trusted end-to-end supply chain service providers. These 4PLs are now entering

Indian market.



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4PLs operating in India

Moduslink (4PL), USA Redington (4PL) USA/India/ APAC Kuhne + Nagel (LLP) German/EU/India

Some other worldwide 4PLs/ LLP

APL Logistics Brightstar (4PL). USA UPS SCS Ryder Penske Logistics Menlo

4.2[5.2] 4PL Competition radar


Source: A survey by a consultant appointed by GATI


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4.3[5.3] Mapping of 3PLs operating in India according to

verticals and capabilities

Multi-Industry/

Global FMCG Retail Other

DHL (1) (2) DHL- Exel Safexpress (1) (2) Agility Logistics

UPS SembCorp Logistics(2) Gati (1) (2) Total Logistics

FedEx (2) Reliance Logistics TCI Supply Chain

Solutions

Transystem Logistics

(2)

International

APL Logistics (2) TCI Supply Chain

Solutions Om Logistics TVS Logistics

Gati (1) (2) Gati (1) (2) SembCorp Logistics (2)

Menlo Worldwide (2) Om Logistics (1) (2)

AFL Logistics (1) (2)

Safexpress (1) (2)

Patel Logistics (1) (2)

Dynamic Logistics (2)

(1) Have no integrated solutions execution in India (2) Will work with external 4PL



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5.[6.] An overview on 4PL from Gati’s Point of view

[6.1] Defining 4PL - Definition

4th Party Logistics is a term created by global consulting firm Accenture.

Accenture's description of 4PL is "A supply chain integrator that assembles and manages the

resources, capabilities, and technology of its own organization with those of complementary

service providers to deliver a comprehensive supply chain solution.”

The 4PL organization typically has three components:

1. A global talent pool comprised of individuals with deep expertise in their region

2. A system which can effectively oversee the network of activities performed by 3PL's and

asset-based providers chosen by your organization

3. A strong process focus to provide monitoring, reporting and reengineering of activities

The people, process, and technology comprise a holistic methodology for a 4PL organization to

drive business efficiencies throughout an organization.

[6.2] Who Provides 4PL Service Providerss?

The term 4PL is something that every organization has their own interpretation of and ideas on

what exactly a 4PL should offer. To add more complexity to the interpretation, the following

groups of service providers actually provide "4PL type" services:

Consultants

IT Service Providers

"E" Marketplaces

Financial institutions

Private Organizations

Logistics Service Providers (traditionally only known for 3PL activities)


A '4PL' or fourth-party logistics provider is a supplier of outsourced supply chain coordination and management services that generally does not own or operate the underlying logistical assets and resources. 4th Party Logistics is a term created by global consulting firm Accenture.

4PL

A '3PL' or third-party logistics provider is a supplier of outsourced logistics services that primarily uses its own assets and resources.

3PL

A ‘LLP’ or Lead Logistics Provider co-ordinates and integrates its own logistics services with those of others with complementary or supporting capabilities.

LLP


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[6.3] Defining the thin line Difference between 3PL, 4PL & LLP

The main difference between 3PL, 4PL and a LLP is provided below;



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[6.4] Differentiating Gati’s 4PL services from its 3PL services

Deciding whether you want to be a 3PL or 4PL

Questions 3PL 4PL

Do you outsource a

function versus

outsource a process?

3PLs target the function. They want

to handle

containers/shipments/freight, not the

transport management process, for

example.

The true need is the process, which is

what the 4PL targets.

A 4PL would ask:

Is there really a process in place—or a

series of standalone transactions? What

is the present process? How does it

work? Where does it fail? Where are

there gaps? Where are there

redundancies? The supply chain process

crosses organizational lines.

Do you outsource

work/tasks or do

you outsource

managing?

Much 3PL outsourcing is work

related. Handle warehousing.

Handle shipments. Not manage

them. 3PL will have to migrate to

next level of outsourcing.

4PL manages the logistics for customer

which is the next evolution of

outsourcing.

As the outsource

service provider, are

you neutral?

3PLs, especially those which are

asset based struggle to be neutral.

3PLs which seek to push shipments

through their transport contracts or

through their warehouses are not

neutral.

4PLs should be neutral if they are to

manage the process.

Most of the 4PL have a strategic tie up

with some of the 3PLs but they are free

to choose from any of the logistic service

provider.



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[6.5] Key differences Difference between 3PL and 4PL services

4PLs provide expert Supply chain consulting services.

A 4PL manages a comprehensive supply chain solution for a client.All aspects (ideally) of the client's supply chain are managed by the 4PL organization (3PLs provide firms with forwarding and contract logistics by taking care of the management of complex service chains).

4PLs differentiate themselves from 3PLs by using whatever carrier or warehouse provider best meets the customer's cost and service needs (3PLs use their own equipment and facilities, even if they're not the most cost-effective).

4PL organization acts as a single interface between the client and multiple logistics service providers like 3PL.

4PL offers a range of supply chain technology solutions (3PL may offer transportation / warehousing specific IT applications).

4PL organization is often a separate entity established as a joint venture or long-term contract between a primary client and one or more partners (It is possible for a major third-party logistics provider to form a 4PL organization within its existing structure).

4PLs' professional services include benchmarking customers' current supply chain performance in areas like managing inventory, integrating their IT systems with the customer's, and importing the 4PL's experts into the customer's enterprise (3PLs would provide integrated transportation and warehousing solution with traditional IT services to meet customers specific requirement).



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[6.6] F Rationale behind forming a 4PL - Advantages

Historically, where organizations have evolved from 3PL to 4PL/LLSP (but still maintain their 3PL operation) there has been a significant reduction in 3PL business from other 4PLs/LLSPs.

This is because the company as a 4PL is in direct competition with other 4PLs/LLSPs for the lucrative Supply Chain Solutions market.

A separately formed 4PL entity can use the assets and services of its competitors to generate additional revenue, which eventually pays to the mother 3PL companies top and bottom line.

5.1 Forming a 4PL - Disadvantages



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5.2 Defining a Bbroad scope forof Gati’s 4PL services a 4PL

service provider

The figure below shows a broad scope covered by a 4PL service provider;


Suppliers

Manufacturing Plant

Finished

Good Web based sellingDirect to

Consumer

Selling through Distributors &

retailers ConsumerCR

M & Call Cent

er Support

War

ehou

sing

&

Dis

trib

ution

4PL Service Provider

Reverse Logistics

SCM Consulting

Business Process

Reengineering

Materials Mgm

t

Information Technology

Best Practices

end-to-end Supply Chain Management

As a single point of contact, 4PLs manage services offered by 3PLs like transportation and warehousing.

Single Point of Contact

4PLs can also benchmark customers' current supply chain performance and suggest improvements.

Benchmarking & Improvements

4PLs let companies outsource management of supply chain activities like transportation and warehousing to one company. The result is better business processes and lower costs.

Better business Processes & Lower Cost

Fourth Party Logistics Providers Manage Increasing Complexity in Supply Chain Logistics

Increased Complexity

Companies are looking for providers who can link their discrete logistics segments into more comprehensive solutions that have breadth and depth as well as global reach.

Comprehensive Solution

Companies are finding that outsourcing single segments to different providers is not really improving their operational efficiencies

Operational Efficiency

Companies are using suppliers from around the globe and going to offshore manufacturing because of their lower-priced labor pool.

Global Suppliers


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5.3 Why are companies looking for 4PL serviceIdentifying the

need of 4PL services?

Until recently, companies have been outsourcing only discrete segments of their supply chains to niche providers that specialized in activities like transportation or warehousing. A single company may have had to use numerous third-party logistics providers (3PLs) depending on how large and complex its supply chain was. Today, however, there's a "fundamental shift" in supply chain management outsourcing.



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[6.7] Direct Bbenefits of Gati 4PL services to the customer

Following are some of the compelling benefits of a 4PL;

Single point of contact for managing entire supply chain

Manages multiple 3PLs and discrete supply chain service providers

Benchmarks current supply chain performance and suggests improvements

Increases Supply Chain Visibility

Lower Total Cost of Ownership (TCO) of SCM

Manages increasing complexity in supply Chain Logistics

Maintains primary accountability and quality

Works towards increasing the shareholder value

Implements best-in-class processes and systems

Provides expert Supply Chain IT solutions

Impacts the entire supply chain – increasing revenue, lowering costs, reducing working

capital and fixed capital



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[6.8] IGati’s proposition to increaseing shareholder value

through 4 PL operations

Following figure shows how 4PL helps increase a shareholder value;


Shareholder Value enhancement

Profitability Enhancements

Revenue EnhancementsRevenue LiftCustomer service enhancements

Product quality improvementsIncreased Product availability

Operating Cost ReductionReduction of supply chain costOperational efficiencies Process enhancementsProcurement savings

Invested Capital Reduction

Working Capital ReductionReduction of clients working capital requirements

Inventory reductionReduced cycle time

Fixed Capital ReductionFixed Capital ReductionCapital Asset transfer

Enhanced asset utilizationCapital procurement savings


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[6.9] Identifying the prospective Verticals served byto be

targeted by Gati 4PLs

4PL serves to following verticals;

• Automotive

• Industrial goods

• FMCG

• Consumer Durables

• Government and Defense

• Healthcare

• High Tech (Consumer Electronics and Telecom)

• Retail

• Aerospace & Defense

• Construction

• Chemical

• Furniture

• Newsprint

• Metals



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[7.] Products and services offered by 4PL players

Research and study of the product and service mix of

the current 4PL players

UPS

Consulting Demand Responsive Model Supply Chain Strategy -Strategic Network Optimization Customer Management Product design Planning Procurement Production Fulfillment Cash management Supply chain design & planning International trade

Logistics services Design & Planning, Distribution Order fulfillment: Pick, Pack, and Kitting ,Repair and refurbishment ,Reverse logistics ,Service parts logistics , Distribution services network: Inbound receiving, Storage services, Replenishment, Pick-and-pack operations, Integrated shipping system, Basic returns, Inventory management, Standardized management reports, Value added services) UPS Order To CashSM, Materials recovery Post-Sales Support, Supplier Management

International Trade Services

Customs Brokerage Import/Export Technologies International Trade ConsultingManaged ServicesAdvanced Analytics - Flex Global View Documents imaging

Technologies EDI, returns and repair management system, UPS Order To CashSM,

Distribution system



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APL LogisticsMain Services Supply Chain Management

Consolidation and Vendor Services Warehousing and Distribution Global Freight Management Manufacturing Support Asset Management APL Guaranteed Continental FCL Service OceanGuaranteed LCL Service

Key Services Airfreight Forwarding ASN 123 Barcode Printing Labeling & Scanning Consolidation Customs Brokerage Customs Packaging Deconsolidation Documents Management & Scanning Domestic Distribution Door Delivery Service FCL Sea Freight Forwarding ,Garment on Hanger (GOH) International Hub Inventory Management ISO Certification Support Kitting LCL Sea Freight Forwarding Milk Run Multi-Country Consolidation (MCC) PO Management ,Quality Assurance Rail ,Returns Goods Processing Scan & Pack SeeChange Sequencing Sub-Assembly Trucking Vendor Management Warehousing

IT Solutions RFID Solutions Product Data Transportation/Freight Management Warehouse Management SeeChange® (supply chain visibility and event management tool

for international shipments)



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Shipment Tracking Plus EDI

Penske LogisticsSCM • Inbound Logistics

• Manufacturing support logistics • Outbound logistics • lead logistics provider

Warehousing & Distribution Optimization

• Warehouse deign • Network design • Warehouse operations

Transportation Optimization

• Regional • International • Dedicated • Logistics Management System (LMS)

Logistics technology solutions

• RouteAssist - an advanced routing tool• Web-based metric reporting system and • Order tracking software

RyderSupply Chain Solutions • Lead Logistics Management (LLM)

• Inbound Manufacturing Product Flow• Integrated Logistics• Network Design

Technology Solutions

• Ryder Logistics Release• Integrated Logistics Planning System• RFID Lab• Logistics Cadence Suite• Transportation Management System (TMS)• Online Tools

Warehousing Solutions

• Warehouse Facilities management• Cross-docking• Vendor Managed Inventory (VMI)• Value-Added Services (Product Configuration and Testing ,

Sequencing, Kitting) Transportation Solutions

• Transportation Management • Dedicated Contract Carriage



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Menlo Worldwide LogisticsSupply chain solutions

• Operations/Logistics Strategy Alignment• Transportation Strategy Optimization• Outsource vs. In-house Analyses • Strategic Network Configuration• Global Supply Chain Solution Design • Lean Logistics• Postponement

Logistics services • Warehouse management • Value-added services • Truckload brokerage • Intermodal

Transportation management

• Order Aggregation • Carrier Management and Route Selection • Multimodal Rating and Execution • Routing Compliance • Visibility • Merge-in-Transit • Continuous Moves

Information technology

• Logistics management • Warehouse management • Business intelligence • Partner integration

Geodis•



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6.[8.] Defining a value chain and comprehensive services

& solutions map for proposed Gati 4PL

6.1[8.1] Defining a Value Chain for proposed Gati 4PL



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The value chain above is typical for any retail supply chain. A value chain generally comprises of Upstream (Demand Planning & forecasting and Purchasing & collection) and Downstream (warehousing, outbound logistics, Marketing & Sales, Customer Service). The VC finally ends with Reverse Logistics.

The Value chain map above depicts following flows of a typical supply chain:

Value Chain activities Physical flow of goods Supply chain services at different stages of the value chain IT solutions Different supply chain consulting practices and Revenue potential at different stages of the value chain

The services provided by an integrated logistics service provider would start from collection (collection of goods from different sources) and extend till reverse logistics of the value chain. It won’t provide upstream services like demand planning and forecasting and sourcing and procurement.

A 3PL is generally strong in the area of collection, warehousing and outbound logistics. Thus the opportunity available for a 3PL varies from @ 35 % (without VAS) to maximum of @ 60 % (with VAS).

A 4PL would try and capture entire value chain of the customers supply chain. IT solutions plays major role in 4PL services as it provides information about three V’s of the supply chain i.e Visibility, variance and velocity.



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[8.2] Defining products and service mixs for proposed Gatia

4PL

Supply chain services

• Materials Management • Transportation Management • Warehousing Management• Inventory Management• Value Added Services• Reverse Logistics

Supply Chain Technology solutions

• WMS(Warehouse Management System) • TMS(Transportation Management System)• OMS (Order Management System) • Warranty Management System• CRM (Customer Relationship Management)• Workforce Management System• Activity Based Billing & Costing • Electronic Data Transfer (EDI), AIDC (RFID, Bar Code), etc.

Supply Chain Management Consulting

• Business Process Reengineering • Supply chain strategy • Industry best practices (SCOR, Balance Score cards)

Why this product mix



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6.2[8.3] Designing service and technology map for Gati 4PL

1. Service Primary Distribution & Secondary Distribution

Multi modal transportation Optimized Network

Technology TMS (Transportation Management System)

Web-based Transportation network

design & optimization Shipment planning Shipment tracking Cellular GPS Visibility

2. Service Warehousing Receiving Put away Storage Picking Dispatch

Technology WMS (Warehouse Management System)

Web-based AIDC integration Inventory control Order entry Quality control Storage location management Automated replenishment Cycle counting

Technology OMS (Order Management System)

Web-based Automated order generation

3. Service Value Added Services De-kitting & kitting Packaging /repackaging Labeling Sr. No. tracking

4. Service Supply Chain BPO 24 X 7 Call center Centralized customer support

center Technology CRM (Customer Relationship

Management) Web-based Account Management Sales force management Business intelligence/



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Analytics Marketing Automation

5. Service Reverse Logistics Returns management Warranty Management Tracking Returns inspection Disposition

6. Service Supply Chain Consulting Supply Chain Consulting Business Process

Reengineering Industry best practices SCM strategy

7. S-a-a-S for all technologies

Software – as-a – Service Hosted application No need to maintain &

upgrade Hardware and software

Lower TCO Network based access

(internet & intranet) Subscription service with

less setup time and risk Dynamically updated data



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[9.] Go to market sales tool for the Gatia 4PL sales force

[9.1] Developingfining Sales Cycle for a 4PL

After a detailed study of the existing sales cycle at Gati used for its 3PL services and research of sales cycle models followed across the world for 4 PL services the following saled cycle was developed for the proposed Gati 4PL.The sales cycle shown below is aimed at defining the following;

The sales process

Important activities involved in the sales cycle

Roles and responsibilities

Typical sales cycle for a 4PL would be around 6 months. This is because unlike 3PL sales where warehousing (sq. ft basis) and distribution (per kg basis) forms the major portion of customer requirement, the 4PL project involves supply chain consulting, customized IT solutions and larger scale operations. In 3PL enquiries the warehousing required and distribution locations are well defined whereas in 4PL sales almost entire value chain is to be considered and it may also involve services in more than on country.



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[9.2] Designing a questionnaire for customer requirement

gathering template for the Business Requirement

document

Most important aspect of 4PL sales is that it is a consultative selling and customer requirement gathering forms a crucial part of the same.

The level of questions asked may vary from broad questions like what is the process flow to a very detailed one of what IT package is used for supplier integration.

The templatequestionnaire below is aimed at equipping supply chain sales person to capture complete customer requirements. This could will be used as a standard sales tool for customer requirement gathering with the knowledge that each customer requirement becomes very specific after a point.

[9.2.1] Broad questionsnaire

Q) What is the existing product and information flow?

Q) Product transaction details at different levels of distribution / warehousing? No. of products shipped from Plant to Warehouse / DC to retailer / end user Weight of the product per unit

Q) What are the existing issues / pain areas in your supply chain (refer following detailed questionnaire slide)?

Q) What SCM services are you looking for from GATI SCM (refer following detailed questionnaire slide)?

Q) Any SC reengineering services required? SC process analysis and performance benchmarking SC performance improvement SC reengineering Specific process improvement

Q) What are your expectations from GATI SCM? Service levels (ABSL =? DSL=? Etc...) Transit days –TAT (Days)


Information on logistics service requirement (BD cold call / call by customer)

BDMs visit to the customer for Requirement gathering Scope(Transportation, Warehousing, Technology solution, SC

reengineering ) Existing set up Pain areas Presentation of GATI SCM capabilities

Requirement analysis (HO) Scoping First level of solution preparation with

areas of improvement Benefit analysis ( tangible and intangible,

indicative costing and pricing)

Customer visit and Presentation of the first level solution from GATI SCM (Regional Sales Person)Helping customer firm up the RFQ (Try for single party enquiry)

Receipt of RFQ

Register the enquiry details (Customer Name, Zone, BDM in charge, offer submission date, etc into CRM db) and generate the proposal reference no.

Submit the copies of the RFQ to all the concerned departments / 3PL parties for their review and comments (solutions, costing, services, distribution team, networking, legal)

Proposal manager to analyze the RFQ and make a draft response, technical and commercial bothProposal / costing manager to make costing, incorporating all the cost components including Risks and contingencies. Make a Price Proposal.

Get comments from all the departments and incorporate the same in the proposal and costing.

Final sign off of by BD Head/CSCM on proposal, costing and pricing

Submission of the proposal to the customer in the prescribed format by the respective zonal SCM BD / sales manager

Update the status of the project in enquiry database


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Inventory at different levels Supply chain flexibility (urgent deliveries / scale up)

6.2.1[9.2.2] Detailed requirement gathering

What SCM

Activities?

What Sub Activities? IT Solution Current

service

provider

Demand planning Demand forecasting Forecasting tool

Purchasing

& Collection

Procurement (packing material, etc…) Order Management

Import Import of goods (Air / Ocean freight)

Freight forwarding

Customs Clearance

-

Transportation Primary (Air / surface)

Secondary (Air / surface)

Tertiary (Air / surface)

Transportation

Management System

Warehousing WH Locations

Required WH area in these locations

Inventory Management

Racked / palletized WH

Warehouse

Management System

VAS Kitting/ De-kitting

Packaging /repackaging

Labeling

Sr. No. Tracking

Inventory management / VMI

Customer support

CRM

Technology Existing IT system/s EDI, AIDC (Bar Code,

RFID),(S-a-a-S)

Reverse Logistics Warranty Management

Returns inspection

Returns & Warranty



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Disposal Management System

[9.2.3] Capturing existing issues / pain areas in the customer your supply chain

Following are the typical pain areas that companies face in there supply chain;

Pain Areas Pain Areas

Delivery service level High transportation cost per unit

Urgent deliveries High warehousing cost

High Transit time High total cost of ownership of SCM

In transit goods safety and security Difficulty in achieving integrated SCM

Goods safety during stock keeping Managing many parties / vendors

Operational issues IT integration and information exchange

Goods movement visibility Unable to benchmark and improve

performance

Transparency across the supply chain High inventory cost

Returns handling High cost of procurement

Unable to achieve efficient VMI Inaccurate demand forecasting

Unable to reach all the markets / regions Warranty management

Seamless Supply chain integration &

management

Any other …..



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7.[10.] Designing a comprehensive survey questionnaire

for capturing customer perception on 4PL

India is a nascent market for 4PL services . The customer perception about 4PL services is not very clear and varies from customer to customer. It id essential that a detailed study of customer perception be done before Gati jumps in to 4PL bandwagon. The questionnaire below aims to capture the Voice of the customer which would help Gati 4 PL fine tune its service offerings.

Questionnaire for 4PL services (VOC - Voice of Customer)

Customer Information1. You are working as… (Please choose the ONE that apply)

Logistics Head/ VP Logistics manager An executive in logistics department Business executive involved in logistics decision making

2. Which vertical does your organization belong to? (Please choose the ONE that apply)

Consumer Durables & Hi-Tech

Retail & FMCG Telecommunications Pharmaceuticals Healthcare & Hospitality

Automotive Manufacturing Chemicals Cement Others …. (Please specify)

Questionnaire

1. Currently, how is SCM/ logistics managed in your organization? (Please choose the ONE that apply) special

In-house By 3PL service provider By 4PL service provider Discrete contract based



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2. Currently what SCM/ Logistics IT solution / Technologies are used by you? (Please choose ALL that apply)

WMS (Warehouse Management System)

TMS (Transportation Management System)

CRM ERP RFID Work force management Order management

Yard management Cargo and terminal

management Activity Based Billing Warranty Management Corporate Performance

Management Others………………………

………... (please specify)

3. Please rate the value your company is currently getting from the existing logistics management. (Please choose the ONE that apply)

Very dissatisfied Dissatisfied Satisfied Very satisfied

4. How do you see the trend in Logistics Management changing in the next 2 years in India? (Please choose the ONE that apply)

Move towards 3PL Move towards 4PL In-house / discrete contractor based

5. What type of Logistics management service do you prefer? (Please choose the ONE that apply)

In-house 3PL service provider 4PL service provider Discrete contract based



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6. Which of the following best describes your organizations approach towards adopting 4PL services? (Please choose the ONE that apply)

Currently using Not fully aware of 4PL services and capabilities, would like to know more Interested and looking for a pilot implementation Aware but not interested and no immediate plans for the same Aware and interested but no immediate plans for the same

7. What are the key drivers for you to choose 4PL services? (Please rate ALL the options on the scale of 1 – 5, 1 being -Very Important, 3 -Important & 5 - Not Important)

Reduced logistics cost and less/no capital expenditure, increased competitiveness Improved service levels and offerings More time to focus on core competency Expert and comprehensive service offering (consulting, business process

reengineering, better IT solutions, more value) Presence in different markets and scalability Single point of contact for all the logistics activities

8. What are the critical criteria for you to choose 4PL service provider? (Please rate ALL the options on the scale of 1 – 5, 1 being -Very Important, 3 -Important & 5 - Not Important)

Knows your business (domain expertise)

Strong reputation of the company

Economic benefits

Price Proven Track record Consulting capabilities Scalability IT solutions capability

9. If not interested in 4PL, what is reason for the same? (Please rate ALL the options on the scale of 1 – 5, 1 being -Very Important, 3 -Important & 5 - Not Important)

To develop logistics as a core business (in-house expertise) Risk of choosing the wrong partner (savings not significant & not realized,

service level failure, cultural fit) Difficult to trust or rely on an external party for success IT systems- would create too much dependency 4PL works with competitors (security issues)



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10. What all services do you expect from a 4PL service provider? (Please rate ALL the options on the scale of 1 – 5, 1 being -Very Important, 3 -Important & 5 - Not Important)

Procurement management Transportation management Warehousing management Reverse logistics Warranty management Inventory management Product assembly SCM/Logistics Information

technology

Supply chain consulting & Business process reengineering

Order fulfillment and management

Customs clearance Freight forwarding Customer management Supplier management Others………(Please

specify)

11. What pricing model would you prefer for 4PL services? (Please choose the ONE that apply)

Transaction based Cost plus Fixed Gain share



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8.[11.] ‘Go to market’ sales tool for a 4PL

Following important aspects of the 4PL were covered in the sales presentation;

Infrastructure capabilities

IT solutions capabilities

SCM Products and services

SCM Solution Map

Verticals catered to

Successful case studies

NOTE: Details on this project cannot be divulged due to its confidential nature.



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9.[12.] Live case for integrated logistic services

Following leads were generated through customer interaction and a customized solution has been proposed to the customer;

Enquiries Scope of services Status

Axiom Energy

Conversion Ltd.

Hyderabad

Warehouse space requirement at 16 locations

(100 Sq. ft each) and primary and secondary

distribution.

Proposal submitted.

Negotiations for

warehousing at 10

locations are on.

PL Shipping &

Logistics Pvt. Ltd.

Hyderabad

Requirement of about 2000 Sq. ft in Hyderabad. RFQ would be floated in June. Got confirmation from the customer that GATI receives the RFQ.

BHS Sonthofen,

Hyderabad

Additional warehousing space of @ 500 sq. ft is required for construction equipment (contract would be reviewed in June 2009) and for their chemical & filtration business (spare parts). This would be required by June.

The additional warehousing requirement would be raised in June.New warehousing requirement for customers Chemical & Filtration business also discussed.



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Sample Case : (Capturing requirements and developing the solution)

Axiom Energy Conversion Limited was identified for building a live case for 3PL services.

Overall requirement:3PL solution for distributing Adaptors from Axiom Hyderabad plant to different retail customers in India.Minimum of 100 sq. ft. at 16 locations in India, 10 locations in Phase – I and rest 6 locations in Phase - II.

Other requirements:Consultation for getting sales tax registrationPacking and repacking, on required basis POD Insurance at GATI warehouse Transit insurance Periodic MIS


Solution proposed: • GATI provided a comprehensive pan India

distribution and warehousing solution for mobile adaptors

The services include:• Primary distribution from Hyderabad plant

to regional warehouses• Warehousing facilities at 10 Locations• Secondary distribution to retail outlets/

distributors • Sales registration and Taxation assistance

(Octroi, Sales Tax)• COD facilities• POD services

MIS reports: • Periodic inventory report • Good receipt note• Monthly Service Performance Report

Industry:• Consumer Electronics

Geography:• India

Products:• Mobile adaptors

Volume:• 10,000 – 20,000 units

per month – from plantWarehousing locations:

• 10 in different states on India

Value of goods:• Rs. 10 Lacs (at all 10

locations)

Overall benefits to the customer

Reduction in direct cost – Rent, Manpower, transportation

Better inventory control and improved planning

Improved Service levels Single window solution


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Activities covered in the solution:

Sr. No. Main Activities Sub – Activities Mode

1. Primary Distribution From Axiom Hyderabad plant to regional warehouses.

Surface

2. Warehousing 100 sq. ft. space in warehouses at 10 locations in Phase –I and at 6 locations in Phase - IIWarehousing activities

Picking Packing Invoicing Dispatching

-

3. Secondary Distribution From regional warehouses to retailers in respective metros or within state.

Surface

4. Value adds e-POD, Transit insurance, monthly Stock report, Packing & repacking

-

Proposed physical flow of the goods:



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10.[13.] Additional responsibilities

10.1[13.1] Integrated logistics enquiry

Enquiries Scope of services

Apollo Health and

Lifestyle LimitedSupply chain services for managing forward and reverse

movement of retail cards for Apollo health care centers across

India.

Ichip India Supply Chain Services for managing forward and reverse

movement of the internet access device along with a key board in

AP state.

Lenovo Logistics Service for managing reverse logistics of defective parts

from Lenovo Authorized Service Providers across India to Lenovo

Bangalore Warehouse.

HP Logistics Services for distribution of finished goods across India.

Fly Mobile Logistics Services for distribution and warehousing



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10.2[13.2] Designing different business flows for a new venture

Worked on following flows for a strategic tie-up:

Product Flow Information Flow and Financial Flows

NOTE: Details on this project cannot be divulged due to its confidential nature.



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11.[14.] Findings & recommendations

On the basis of research and findings following recommendations could be made for forming a for 4PL company;

1. If a 3PL company is contemplating on operating as a 4PL it would make sense in forming a separate 4PL company than being both, a 3PL and a 4PL. Separate company would be neutral towards 3PL service providers and aim at providing best and cost effective supply chain solution to the customer. A separate company also helps in building customer confidence.

Remark: Penske Logistics LLP was formed as a separate entity from Penske 3PL for the reasons cited above (Ref: Penske case study: whirlpool)

2. A 4PL company targeting Indian market should work on its domain expertise and target high growth verticals like Hi-Tech (Telecom, computers, etc), Consumer Goods, Retail, and Pharmaceutical.

Remark: GATI has already provided integrated solutions to players in these sectors and thus has domain expertise. Apart from this internal strength following sector specific external factors make these sectors as targets for 4PL services.

Retail: Organized retail is seeing entry from big players like Bharti- WalMart, Aditya Birla Group, ITC, Reliance, etc. These big players achieve cost effectiveness through an efficient supply chain and tie up with SCM partners who uses advanced SCM practices and technology. According to the retail and fashion research firm, Images Multimedia, India’s organized retail market has the potential to reach USD 45 billion by 2010.

Hi- Tech (telecom, computers, etc):India continues to witness high demand in its mobile- phone segment at an increasing rate in financial year 2009. It is being estimated that India’s total wireless subscriber’s base will grow at compound annual growth rate (CAGR) of 25.1 per cent from period 2007 to 2012 to reach 715 million by end of 2012.

Consumer Goods: The consumer goods sector will again register an impressive growth for the quarter ended December, indicates a Mint survey of five brokerages. The sector is expected to post an average growth of 19% in sales and 10.5% in profits in 2009.

Pharmaceuticals: India, a US$ 8.2 Billion pharmaceutical market, represents one of the most emerging pharmaceutical markets in the world. Between 2007-08 and 2011-12, the Indian domestic pharmaceutical market is expected to grow at a CAGR of nearly 16%.



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3. A 4PL will have to act as a consultant for the customer and also get involved in the real implementation. All three important aspects of the 4PL solution map i.e consulting; Technology and services would have to be enhanced to meet increasing and dynamic demands of the customer.

4. For an Indian 3PL it would make sense in finding a strategic partner who has technology and consulting expertise for forming a 4PL with compelling value proposition to the customers.

5. A website giving comprehensive information about the 4PL and its capabilities is very important to reach a broad prospect base. A minimum of the following aspects should be covered on the website;

Main services Detailed services Vertical specific case studies IT & technology capabilities Domain / vertical expertise Capabilities of the partners

Remark: Reference to following 4PL websites could be made for designing.

UPS Supply Chain Solutions: http://www.ups-scs.com/

DHL: http://www.dhl.com/splash.html


http://www.dhl.com/splash.html

http://www.ups-scs.com/


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12.[15.] Conclusion

3PL has found its place in the Indian logistics market and has been widely accepted by many players in different verticals. The concept of 4PL is quite new to the Indian market and there is no true Indian 4PL till date. Western multinational 4PLs like APL Logistics and Kuhne + Nagal have successfully established themselves in India. Other 4PLs like Moduslink have aggressive plans to launch themselves in the Indian market to cater to their worldwide clients like Cisco who are entering India.

The trend of accepting 4PL was started by MNCs like IBM, Dell, Nike and Philips. This trend would be continued by MNC like Cisco, Microsoft etc. Thus the emergence and acceptance of 4PL in India, though slow, is imminent. This situation offers an opportunity to Indian 3PLs to either acquire and act as a 4PL (along with being 3PL) or form a new 4PL company like Penske LLP (a separate entity from Penske 3PL). The advantages for forming a separate 4PL company are many- neutral entity, more options for choosing 3PL services, Separate and streamlined accounting, existing 3PL being able to bid for other 4PLs, etc.

Having identified the opportunity and decided on the way a4PL would be formed (separate entity or not) the 4PL has to provide a compelling and distinct value proposition to the customers. These 4PLs would be facing many challenges like highly fragmented and unorganized logistics industries, low acceptance of 4PL, lack of good distribution and warehousing infrastructure. GATIs expertise in express distribution, experience in distribution & supply chain management solutions in India since 1989, largest truck fleet in India (1200+) and comprehensive network covering 603 of 611 district provides a



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13.[16.] References

Link: http://www.lti2009.com/home.html Article: LTI 2009

Link: http://thehindubusinessline.com/2003/06/23/stories/2003062300500600.htm

Article: 4PL logistics providers — Scaling up supply-chain efficiency, Raja Simhan T. E.

Link: http://www.dessenceconsulting.com/pdf/Study%20of%20Logistics%20in%20India.pdf

Article: Study of Logistics in India (The survey by MDI & TCI)

Link:http://www.zdnetasia.com/insight/specialreports/logistics-and-manufacturing/0,3800019415,62049525,00.htmArticle: India's logistics sector to up IT spend, By Victoria Ho, ZDNet Asia, Wednesday, December 24, 2008

Link: www.emeraldinsight.com/0960-0035.htmArticle: The value a 4PL provider can contribute to an organization, Alan Win, Institute of Transport & Logistics Studies, University of Sydney, Sydney, Australia and Institute of Food Nutrition & Human Health, College of Science, Massey University, Auckland, New Zealand

Link:http://www.sdcexec.com/online/article.jsp?id=9213&siteSection=15Article: India Logistics Industry: $125 Billion Goldmine, By Editorial Staff

Link: www.penskelogistics.com/casestudiesArticle: Penske case study - Whirlpool Corporation: Evolution of a supply chain

Link: http://www.intracen.org/wedf//ef2005/montreux/Resource-Person-Presentations/Breakout-

Session-5/Loh_Wah_Sing_Transport_and_Logistics_Services.pdf

Article: Exporting Transport & Logistics Services – a moving target, Introductory Remarks by Moderator: Dr. LOH Wah Sing, International Trade Institute of Singapore

Link: http://www.bishamconsulting.com/logistics/news/documents/3PLor4PLGefco.pdfArticle: 3PL, 4PL, LLP - is there a real difference and what is the futureMartin Williams - Director, Bisham Consulting, Coventry March 2006


http://www.bishamconsulting.com/logistics/news/documents/3PLor4PLGefco.pdf

http://www.lti2009.com/home.html


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Link: C:\Documents and Settings\Administrator\Desktop\Ivan Incov

Article: Impact of firm resources on the performance of 4PL Bulgarian companies on the

international transportation and freight forwarding service market, by Ivan Invoc

Link: www.capgemini.com

Article: New Model for the Future Supply Chain Highlights Sustainability Benefits

Link: http://www.merinews.com/catFull.jsp?articleID=154867

Article: Top 5 sectors to be bullish in 2009

Link: http://www.emerald-library.com/ft

Article: UPS Logistics: Practical approaches to the e-supply chain

Remko I. van Hoek, Cranfield School of Management, UK and Corporate Executive Board,

Washington DC, USA, and Ian Chong, Business Development Director, UPS Logistics, UK

Link:http://www.researchandmarkets.com/reports/612431

Article: Logistics- Warehouses and Cold Chains, Netscribes (India) Pvt. Ltd.

Link: http://www.mjlsl.com/A%20s%20royu.pdf

Article: A closer look at logistics, The Economic Times, 29 April, 2009

Link: http://business.outlookindia.com/inner.aspx?

articleid=819&editionid=5&catgid=23&subcatgid=331

Article: Logistics of growth - Competition, cost worries and strict delivery schedules are forcing

companies to outsource their logistics to third-party vendors by Prashant Mahesh.

Link: http://www.marketresearch.com/product/display.asp?productid=1846048

Article: Booming Pharma Sector in India,

RNCOS, August 1, 2008, 100 Pages - Pub ID: CICQ1846048


http://business.outlookindia.com/inner.aspx?articleid=819&editionid=5&catgid=23&subcatgid=331

http://business.outlookindia.com/inner.aspx?articleid=819&editionid=5&catgid=23&subcatgid=331

http://www.mjlsl.com/A%20s%20royu.pdf


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Link:http://www.livemint.com/2009/01/18225253/Consumer-goods-industry-to-pos.html

Article: Consumer goods industry to post impressive growth: survey, Vijaya Rathore

Company website:

UPS Supply Chain Solutions: http://www.ups-scs.com/

DHL: http://www.dhl.com/splash.html

Ryder:www.ryder.com

Menlo Worldwide Logistics: www. menlo worldwide.com

Mavianto: http://www.movianto.com/

APL Logistics:www.apllogistics.com

Geodis: www.geodis.com/


http://www.movianto.com/

http://www.menloworldwide.com/

http://www.dhl.com/splash.html

http://www.ups-scs.com/


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Websites:

http:// www.google.com

http://www.freightfox.com/eng/freight_directory/logistics_3pl_and_4plhttp://www.centralstation.ch/en/implants.asphttp://www.globallogistics.com/profiles/blogs/global-logistics-manufacturershttp://logisticsmanagementandsupplychainmanagement.wordpress.com/2007/04/22/india-the-logistics-boom-continues/http://www.outsourcing-supply-chain-management.com/supplychain.htmlhttp://www.freightfox.com/eng/freight_directory/logistics_3pl_and_4plhttp://www.schenker.se/upload/attachments/182/18284/SDS_4PL_2008.pdfhttp://www.outsourcing-supply-chain-management.com/supplychain.htmlhttp://www.ceritar.com/EN/Products/3PL.htmhttp://logisticsmanagementandsupplychainmanagement.wordpress.com/2007/03/22/india-logistics-industry-125-billion-goldmine/


http://logisticsmanagementandsupplychainmanagement.wordpress.com/2007/03/22/india-logistics-industry-125-billion-goldmine/

http://logisticsmanagementandsupplychainmanagement.wordpress.com/2007/03/22/india-logistics-industry-125-billion-goldmine/

http://www.ceritar.com/EN/Products/3PL.htm

http://www.outsourcing-supply-chain-management.com/supplychain.html

http://www.schenker.se/upload/attachments/182/18284/SDS_4PL_2008.pdf

http://www.freightfox.com/eng/freight_directory/logistics_3pl_and_4pl

http://www.outsourcing-supply-chain-management.com/supplychain.html

http://logisticsmanagementandsupplychainmanagement.wordpress.com/2007/04/22/india-the-logistics-boom-continues/

http://logisticsmanagementandsupplychainmanagement.wordpress.com/2007/04/22/india-the-logistics-boom-continues/

http://www.globallogistics.com/profiles/blogs/global-logistics-manufacturers

http://www.centralstation.ch/en/implants.asp

http://www.freightfox.com/eng/freight_directory/logistics_3pl_and_4pl

http://www.google.com/