Executive Summary

This report is based on Evaluation of Warehouse Management of COATS Bangladesh Limited .

COATS Bangladesh Limited is the one of largest multinational organization in Bangladesh. Its produce and Distribution Sewing
thread.
The objectives of the report are to know the warehouse management operation, handling of Warehouse Management of COATS
Bangladesh Limited. The report uses data both from primary and secondary sources. To get the primary information for this
report discuss with people and face to face interaction with the operation team. Secondary information will be also acquired from
annual report of COATS Bangladesh Limited, their published brochures, and web sites of the COATS Bangladesh Limited. The
report employs descriptive and analytical methods to achieve the objectives.
Chapter One
Introduction of Warehouse Management
Warehousing is no longer the soloed operation ignored by those in the supply chain who do not directly toil within the four walls
of a distribution environment. Companies are expecting more from their warehouse and distribution centre operations. They
demand greater visibility into order, inventory, and task statuses inside the warehouse. And they expect improved productivity to
support sales growth, channel expansion, and increasingly tailored fulfilment services for customers.
Its basically a function of storing goods in between the time they are manufactured and the time they are delivered to the
customer. In practice, the goods are produced in long production runs and they are shipped to in large lots to the storage areas
or warehouses closer to the market. In the post second world war period, the general trend for the supplier has been to store the
goods in order to meet the demand in the market which is always fluctuating. The delivery time has been very essential tool for
the businesses as a marketing technique. The idea has been to provide shorter lead times instead of reducing the price in order
to attract the customers. This marketing strategy is one of the main reasons for the rapid growth of the concept of warehousing
globally.
1.2 Objectives of the Report:
The objects of this report are to give an overview and to understand deeply the concept of Warehouse Management, which is
defined and interpreted in theory and practice. In order to get an overview, both theoretical and empirical studies are conducted.
The theoretical study is conducted by carrying out work on relevant literature through textbooks, scientific articles, internet etc. In
the empirical study, we investigate the present state of the warehouses and examine whether the case companies utilize the
practices that the literature points out based on theoretical background. The empirical study is implemented by interviewing
warehouse managers and work on there.
General Objectives
The general Objectives of the report are as follows:

To make a bridge between what I have learnt theoretically and how these are practically.
Specific
Objectives

The specific objectives of the study are as follows:

To present theoretical aspects of warehouse management

To achieve practical idea about overall warehouse

To study the warehouse management of COATS Bangladesh Limited. in nature;

To apply theoretical knowledge in to practical area.

To compare practical warehouse system with theoretical approach.

To analyze the relevant ratio and comment on them;

To find out some problems of warehouse management of COATS Bangladesh Limited;

To suggest some possible measures to overcome the problems

1.3 Research Methodology

Methodology is the process, technique, or method of observation, survey and analysis. It involves the stages starting from the
identifying data sources to analysis of data. There are three stages of methodology in this regard.

Identifying data sources

Methods of data collection

Methods of data analysis

1.3.1 Identifying data sources

In order to prepare the theoretical framework of the study were consulted industrial data has been collected from primary and
secondary sources.
Primary data sources
Primary data can be defined as the data collected for the first time by the investigator. In this report, I collected the primary data
by working and consultation with different executives of COATS Bangladesh Limited
Secondary data sources
When an investigation uses a data that have been previously collected by someone else, then the data is known as secondary
data. I collected most of my secondary data from audit reports, prospectus, magazines etc. In my report I fried to minimize the
usage of secondary data as much as possible. I have used secondary data only in the cases where it was not possible for me to
use primary data.
1.4.1 Why has a warehouse
Despite the new technologies in e-commerce, supply chain integration, quick response, just-in-time delivery and efficient
consumer response that connect the manufacturing with the end customers, businesses are still struggling to eliminate the
existence of a warehouse. Thus in order to meet the customers requirements warehouse needs to be properly coordinated and
maintained. (Cooper. J.C, Davis. Matthew, 1984)
1.4.2 Types of warehouses
Raw material and component warehouses: It hold raw materials and always in a position to induct raw materials onto a
manufacturing or assembly process.
Work-in-process warehouses: This warehouses hold partially completed products and assemblies at various points along
production line or an assembly line.
Finished goods warehouses: It holds inventory usually to balance the variation between production schedules and demand.
Normally these warehouses are situated near manufacturing plant, and it is characterised by the flow of full pallets in and full
pallets out, assuming the product size and volume authorizes pallet-sized loads.
Distribution warehouse and distribution centers: Distribution warehouses accumulate products from various manufacturing
points for combined shipment to the common customer. Normally, the warehouses are located central to either the production
locations or the customer base. Product movement represented by full pallets or cases in and full case or broken case quantities
out.
Fulfilment warehouses and fulfilment centres: It receives, pick, and ship small orders for individual consumers.
Local Warehouses: These warehouses mainly for the purpose of responding to the customer demand. Frequently, single items
are picked, and the same item is shipped to the customer every day.
Value-added service warehouses: Key product customization activities takes place like packaging, labelling, marking, pricing,
and returns processing.
There is also one more classification of warehouses according to which geographical area they cater to:

Centralized warehouse
De-centralized warehouse

Centralized warehouse
Centralization generally refers to the allocation of the warehousing services to one particular business unit which provides
services to the whole firm. The decisions are made at the central location for the entire network. The main characteristics of a
centralized approach are control, efficiency and good economy.
Benefits:

Improvement in productivity through balancing

Increase in available knowledge

Bundling of product flows

Combined use of production flows

Control on the system

Uniformity in the processes

Improved efficiency

Limitations:

Customer desire of self pickup cannot be provided

Problem of concentration of customers in only certain markets and inhomogeneous customer structure

Long internal transport paths in large central warehouses and higher costs for the infrastructure

Slow process of decision making, less flexibility

High initial costs

Bureaucracy in the system

Inflexibility

Dependent systems

De-centralized warehouse: Decentralization approach gives the individual business units autonomy and independency over
their own resources without any major considerations over the remaining units unless there is a necessity for the overall
organization policy. In this approach each facility identifies its most effective strategy without considering the impact on the
remaining facilities in the network and this leads to the local optimization. The main characteristics of the decentralized approach
are empowerment of individual business units, flexibility, and service orientation. They provide as good service as the centralized
warehouses in terms of customer service level.
Benefits:

Rapid adjustment to the changes

Flexibility

Quality

Innovation

Low start-up costs

Customization and catering to individual needs is possible

Increase in responsiveness

Improvement in reliability

1.4.5 History of warehousing

The warehousing concept takes us way back to the creation of granaries to store food, which was stored for drought and famine
and this food was available for purchase in the conditions of emergency, famine, drought etc. As the European explorers began
to discover new shipping trade routes all over the world, the importance of warehouses grew for the storage of products and
commodities which were brought from far way places. The ports were the main locations of the warehouses, since majority of the
trade between the countries was carried by ships.
In early days man used to store excess food and keeping animals for emergency surplus. As the civilization developed, local
warehouses were introduced. Normally merchandise is stored in connection with shipping, trading, and manufacturing activities.
During the Middle Ages improvement in human knowledge gave rise to warehousing to handle the storage of shipped items. The
first known major commercial warehouse was built in Venice, a centre of major trade routes. In late 1800s in the United States,
transportation between port cities and inland cities were effectively provided by railroad. Freight cars were used as warehouses
on wheels, and were especially used in grain harvest season. Shortages in freight cars induced the railroad companies to
partition the transportation and warehousing functions. During this time period because of monopoly on both warehousing and
freight by railroad companies favoured large corporations, giving them free warehousing services with the use of the railroads.
The warehousing facility was provided as an additional service to transportation, and the service so provided was part of the
clearance terminal. The word terminal describes the warehouses were located in the centre of the city, normally close to the
wholesale market district and railroad depot. Tompkins, Smith, 1998).
Warehousing systems have seen a continuous growth throughout the history, they have been moving forward from local
storehouses during the middle ages to multimillion-dollar facilities. In 1960s and 1970s in the US automated warehousing meant
automated storage/Retrieval systems (AS/RS). The main factor which gave rise to this development was the doubling of the
value of business inventories between 1962 and 1972 and the value was tripled between 1972 and 1982. After the late 1980s the

AS/RS systems became obsolete and more emphasis was paid on reducing inventories, small batch production and Just in time
delivery. (Tompkins, Smith, 1998).
In early days man used to store excess food and keeping animals for emergency surplus. As the civilization developed, local
warehouses were introduced. Normally merchandise is stored in connection with shipping, trading, and manufacturing activities.
During the Middle Ages improvement in human knowledge gave rise to warehousing to handle the storage of shipped items. The
first known major commercial warehouse was built in Venice, a centre of major trade routes. In late 1800s in the United States,
transportation between port cities and inland cities were effectively provided by railroad. Freight cars were used as warehouses
on wheels, and were especially used in grain harvest season. Shortages in freight cars induced the railroad companies to
partition the transportation and warehousing functions. During this time period because of monopoly on both warehousing and
freight by railroad companies favoured large corporations, giving them free warehousing services with the use of the railroads.
The warehousing facility was provided as an additional service to transportation, and the service so provided was part of the
clearance terminal. The word terminal describes the warehouses were located in the centre of the city, normally close to the
wholesale market district and railroad depot. Tompkins, Smith, 1998).
1.4.6 Changing trends of warehousing
Due to the changing trends in the businesses, warehousing and distribution operations should adopt to the emerging changes
and growing needs of the customers. The term Globalization brought rigorous changes in the field of logistics. The distribution
operations now pay more emphasis on fewer inventories, smaller order sizes, larger SKU catalogues, quicker order turnaround,
increased customized packaging and value adding services. Once the businesses concentrated only on local distribution centres
and now all the companies give more importance on having more globalized distribution centres, and instead of having single
network channel, they are having multiple distribution channels.
In order to cope to these changing trends every second, most of the companies have deployed new technologies such as
Warehouse management systems (WMS) and Transportation management systems (TMS) and some have decided to redesign
the processes and facilities to meet the emerging requirements as well as to reduce costs and improve service levels to the
customers at the same time. Some large scale businesses have gone one step ahead and decided to deploy automation of the
whole warehousing operations. Some have already opted to outsource all their warehousing operations to third party logistics
provider (3PL). (Hompel,Ten.,Michael ., Schmidt, Thorsten., 2007).
Development of automation and control systems

Moving beyond the hype of RFID

Training of employees

3PL providers:

Driving towards centralization of warehouses

Alternative picking methods

Extending supply chain software

Focus on profitability and accountability

1.5 Scope and Limitation of the Study

The main objective of the study is to obtain a clear idea about the warehouse management operation and specially supply chain
management in COATS Bangladesh Limited. I have worked in receiving department, packing department, invoice department
and worked in distribution department. I tried to earn a clear idea of different sectors. Ultimate customer satisfaction on
warehouse management system of COATS Bangladesh Limited.

For the operation a report various relevant data and information are most essential. But the officials did not operate to meet the
requirement
I observed that unskilled persons are available in CBL; they are not able to teach us various aspects.

There are also limitations regarding memory and knowledge of the respondent.

Some of the secondary sources i.e. the company personal were uncooperative

It is difficult to collect the existing data because of company secrecy.

The company authority was very busy, so they could not give me enough time for discussion about various problems.

The recording system of the annual report is not sufficient.

Due to limited time it was not possible to prepare the report properly.

Unavailability to required published documents.

In spite of these limitations it can be said that, such limitations are common to almost all data base study. Yet the researcher has
tried his best to minimize the profitability of errors. However the researcher believes that after taking possible precautions and
findings have been affected very little by the limitation of the study.
Chapter Two
Scenario of Warehouse Management in Bangladesh
2.1 Warehouse Management Today
If we take the view that Warehouse Management is what Warehouse Management people do, then in 1990 Warehouse
Management has a firm hand on all aspects of physical distribution and materials management. Seventy-five percent or more of
respondents included the following activities as part of their companys Warehouse Management department functions:

Receiving of stock

Stock put-away

Labour and equipment optimisation

Perpetual Inventory and Housekeeping

Pick, Packing, Kitting and Despatch

Traceability and audit-ability

Moreover, the Warehouse Management department is expected to increase its range of responsibilities, most often in line with
the thinking that sees the order fulfilment process as one co-ordinated set of activities. Thus the functions most often cited as
planning to formally include in the Warehouse Management department are:

Receiving processing

Order processing

Distribution process

On the other hand, there are certain functions which some of us might feel logically belong to Warehouse Management which
companies feel are the proper domain of other departments. Most difficult to bring under the umbrella of Warehouse
Management are:

Carrier interfaces

Returns processing and reverse logistics

Duty Management and Customs

Pre-distribution

Write-in responses reveal the leading edge of what some Warehouse Management departments are doing. These include
engineering change control for packaging; custom design packaging; drafting national Warehouse Management standards; and
implementing WMS software
2.2 Warehouse Management Tomorrow
The future for Warehouse Management looks very bright. This year, as well as last year, two major trends are benefiting
Warehouse Management operations. These aregiven in next page:

Receiving service focus

Distribution service

Information technology

Successful organisations must be excellent in both of these areas, so the importance of Warehouse Management and the tools
available to do the job right will continue to expand.
Chapter Three
An Overview of COATS Bangladesh Limited
3.1 Organizational Overview:
In its journey of more than 200 years, Coats has established its manufacturing plants in more than 70 countries and expanded its
business operations in over 150 countries, worldwide.
In 1990, Coats expanded its business horizons in Bangladesh and started its operations as Total Thread Bangladesh Ltd. In
1997, a global merger with Coats and Total Thread formed which is presently recognized as COATS Bangladesh Ltd. At present,
COATS Bangladesh Ltd has 2 state-of-the-art Dyeing plants established in Chittagong and Gazipur and has a warehouse in

Gazipur. With over 1000 dedicated employees, COATS Bangladesh is one of finest examples of enriched Warehouse
Management.
At COATS Bangladesh, people do not stand on their position. Thought, contribution and teamwork are valued over job titles and
status. They operate on informal basis with one another. Coats see ourselves as members of a global team, all with something
important to contribute.
The atmosphere at COATS Bangladesh is designed to foster personal, professional and corporate growth. Coats work together
in a spirit of cooperative teamwork and trust, emphasizing the following shared values:
Coats know what they are doing, they know what to do, they keep Coats promises; globally Coats recognize that customers pay
for actions, not words. Coats commit ourselves to understand and improve customer profitability. Its take social, ethical and
environmental responsibilities seriously. Its use there capacity to imagine, innovate and improve. Its take considered risks. Its
competing as a team. Coats are proud of Coats and there collective achievement. Coats view the future with confidence. Its
expected there work environment to reflect a sense of community while nurturing a commitment to innovation. You will find a
culture that encourages open dialogue and the sharing of ideas, that prefers conversations over presentations. Coats are
comfortable, yet professional. they are casual, yet respectful.
3.1.1 COATS Yesterday
Coats plc has its roots in the very beginning of the industrial revolution, dated back to the mid 18th century. Coats family
established its business in Paisley, Scotland in 1755. In 1896 Clarks, another thread manufacturer, merged with Coats.
Originating in Paisley, Scotland, both Coats and Clark families were the pioneers of sewing thread and embroidery thread
manufacture and distribution in the UK. Coats manufactured sewing and crochet threads, including mercer crochet, while the
Clark family manufactured Anchor embroidery threads. In the 1980s another large textile group Vantona Viyella merged with
Coats and subsequently acquired Total Group another famous UK name.
3.1.2 COATS Today
Every four hours Coats makes enough thread to reach the moon and back, thats an amazing 770,000 kilometres, or 478,000
miles. Coats thread has been to the moon and back as part of astronauts space suits and its also landed on Mars as a crucial
component of the air bags that cushioned the landing of NASAs probe. Coats can delivery there product on moon at present (if
customer wants).
3.1.3 COATS Tomorrow
Looking ahead there are many exciting developments in the world of textiles and distribution. Fact often follows fiction
especially science fiction! Anyone who has seen the blockbusting movie, Minority Report, will realise that intelligent materials
could be tomorrows reality. Part of our challenge is to anticipate the needs of the future and we look as far as 25 years ahead
and position ourselves to work with other forward-looking companies. We view our future with confidence.
Coats is the worlds leading producer and supplier of sewing thread used by clothing companies, footwear manufacturers,
furniture makers, car seat upholsterers and people who sew at home. We are the only company in the world with the capability to
produce thousands of thread products to high quality standards and in colours specified to meet the unique requirements of
customers.
Today, we have manufacturing facilities in 68 countries in the world and our products are marketed in 150 countries. Our global
reach means we have the capability to ensure swift product delivery anywhere in the world and (moon).
3.1.4 Vision:
At COATS have a clearly defined vision?
COATS will be the leader in value added engineered yarns and threads for industrial and consumer use.
COATS will develop and supply highly complementary products and services, where they add significant value to customers.
COATS will achieve success through customer-focused innovation and winning propositions driven by motivated people and
global teamwork.
3.1.5 Mission:

Our mission is to provide excellent solutions to our customers and partners that are cost-effective, socially responsible and
environmentally friendly, by maintaining the highest safety standards and applying the best industry practices with optimal
resource utilization.
3.1.6 Goals:
We are focused on three goals which will help us to achieve our vision:

Profitable sales growth

Increased delivery efficiency

Positive teamwork

3.2 Number of Department:

COATS Bangladesh (Warehouse) has four departments to operates all Warehouse operation, there are there

Receiving Department

Packing Department

Invoice Department

Distribution Department

3.4 Human Resource Policy:

There may be no better place to launch a supply chain career than at Coats Bangladesh. Thats because they have structured
supply chain function in a way that enables any one to achieve a comprehensive understanding of the supply chain. Any one will
be exposed to all areas of logistics, including sourcing & warehouse management, planning, transportation, distribution,
customer service all within the context of a global company on the leading edge.
Any one will be contributing from day one, participating in the management of Coats Bangladeshs supply chain. It may be in the
area of sourcing & supply management, a planner, shipping, warehousing, distributing. In all cases, any one will be using his/her
analytical, problem solving and communication skills to balance the cost, quality and service trade-offs involved in everything
from materials purchasing to product delivery.
3.5 Number of Employees:
COATS Bangladesh (Warehouse) has four departments to operates all Warehouse operation, there are many employees involve
in thereThere shown in Numbers:

Receiving Department 30 persons

Packing Department 45 persons

Invoice Department 5 persons

Distribution Department 60 persons

3.6 Services:
Coats Bangladesh (warehouse) offer warehousing and distribution solutions all over the country.
Chapter Four
Practical Experiences Gathered Through Doing Job in COATS Bangladesh Ltd
4.1 Practical Work Experiences
As a partial fulfilment of MBA program, Jagannath University I am conducting work on Warehouse Management of COATS
Bangladesh Limited (CBL).The information gathered will be used for academic purpose only Research work is not an easy task
in a developing country like Bangladesh. When I started doing my job, I had to face some difficulties including respondents are
so busy in their work. They could not provide time enough for the information required for preparing internee paper. Lack of the
up to date information is one of the major limitation. Others limitations are as follows
1.

a) Access to various information, as it is the secrets of this report success, so I have to accomplish this study depending on
some limited materials.

2.

b) I also face some problems because lack of sufficient books in COATS Bangladesh Limited (Warehouse) Library about
Warehouse Management.

3.

c) Because of time and cost constrains, it is not possible to generate a representative sample size and also to use simple
random sampling procedure.

4.

d) Lack of time and resource constraint has also limited the scope to conduct the survey smoothly and so as to prepare the
internee report.

5.

e) Experience makes a man efficient such kind of research of research activity is done by me for the first time. Thats why
inexperience creates obstacle to follow the systematic and logical research methodology.

Although above limitations, I tried my level best to prepare this master paper. I think this master paper will be a good source of
further research about Warehouse Management. I gathered some experiences through this research work including the
following:
4.1.1 Experience in Collecting Data
While conducting the survey I went through many good and bad experiences. To collect data I visit the employees of the COATS
Bangladesh Limited (Warehouse). Most of the employees very helpful. They co-operated with me and were ready to lend a hand.
On the other hand few employees were totally opposite as most of them were not willing to help me at all and was very rude to
me. They were also having a kind of fear while answering the questionnaires. I had a great experience meeting many well known
celebrities and proprietors of big organization while I was conducting the survey on the warehouse. Many of them were very
impressed looking at my questionnaire and also helped me taking further survey on the warehouse.
4.1.2 Interaction with Different Levels of Warehouse Officials
Except from the usual works I had interactions with the managers, officers and my colleagues.
Interaction with the Managers
In last three months I had attended training session and some lecturers that were given by the managers. Beside these, I had
informal discussions with the managers regarding my problem on warehouse management, my mistakes and also about my
report. The managers were very much helpful regarding my problems and other situations.
4.2 Knowledge about Practical Warehouse Management in COATS Bangladesh
By doing this internee I have some experiences about those areas:

Warehouse management

Distribution

Warehouse administration

Sock control

Performance management

Health & safety

Supply chain process

Operational efficiencies

Staff recruitment

4.3 About Manager/ Warehouse Manage

An enthusiastic warehouse manager with drive, determination and a proven ability to oversee the efficient receipt, storage and
dispatch of a wide range of goods. Having the necessary management skills required to administer, improve and develop a
warehouse to achieve maximum efficiency, effectiveness and quality of service. A hardworking, pro-active individual with an
upbeat positive attitude, who also has extensive knowledge of working practices, recruitment, pay, conditions of employment and
diversity issues.
4.4 Qualification to Manage
4.4.1 Education Sector Warehouse Operations Managers need to completion of a college or university program in business
administration or in a discipline related to facility operation and maintenance, or an equivalent combination of technical training
and experience in administration or maintenance.
4.4.2 Training To manage require some on-the-job training; however, typically these occupations require that the individual will
already have the necessary skill set, knowledge, work-related experience, and/or training.
4.4.3 Related Work Experience Several years of progressively responsible experience in facility operations or maintenance
are usually required.
4.5 Warehouse Operation
To manage warehouse need to perform the following tasks

Plan, develop, organize, direct, manage and evaluate the operations and budget of warehousing facilities.

Plan, develop, and implement warehouse health and safety, and security programs and activities.

Develop warehouse operations policies and procedures and communicate this information to staff.

Develop and implement profit improvement plans and change management plans

Direct and control corporate governance and regulatory compliance procedures within the warehouse operations department

Develop key performance indicators to measure the effectiveness of the warehouse operation.

Remain current with latest warehouse operations technology systems and procedures.

Plan, organize and direct warehousing related administrative services such as signage, cleaning, installations, maintenance,
repair, safety inspections, parking, and snow removal.
Plan, organize, direct, manage and evaluate construction projects to modify warehousing facilities

Perform day to day administrative tasks such as maintaining files and processing paperwork.

Prepare or direct preparation of correspondence, reports, statistics related to the warehouse operations area of responsibility,
and operations, maintenance, and safety manuals.
Interview, select, coach, train, manage, and appraise the performance of warehouse and supervisory personnel.

Mentor selects warehousing operations staff.

Develop constructive and cooperative working relationships.

Problem solves, negotiate, and address staff challenges.

Confer with department supervisors to coordinate warehouse activities, such as production, sales, records control, and

purchasing.
Review contracts, invoices, work orders, consumption reports, and demand forecasts to estimate peak delivery periods and to
issue work assignments.

4.6 Personal Attributes

To successful warehouse management one person need some personal attributs which are:
Ability The following abilities are important to the role of Warehouse Operations Manager: leadership, change
management, oral expression and comprehension, speech clarity and recognition, written comprehension, problem sensitivity,
flexibility, inductive and deductive reasoning, and information ordering.
Work Values Individuals who will succeed in warehouse management:

Develop and maintain working environments that are health and safety couscous,

Lead by example and offer supportive management, and

Empower employees to provide service to others and work with co- workers in a friendly environment.

Oral Communication

Provide clear and concise direction and instructions to staff and other departments, sometimes during high stress situations

Professional communications with clients, customers, staff, and colleagues using a variety of communications devices and
media

Exchange information with other managers and senior management

Communicate on staffing related matters

Conduct staff meetings and make presentations

Work Style The following work styles are attributable to a Warehouse Operations Manager: integrity leadership, tenacity,
dependability, attention to detail, set personally challenging achievement goals, initiative, cooperation, stress tolerance,
adaptability/flexibility, and persistence.
4.7 Thinking Skills
To successful warehouse management one person need some thinking skills which are:
Problem Solving

Respond to complaints by discussing the details with staff and recommending solutions,

Identify problems with warehousing operations, and take the appropriate action to deal with them

Identify problems with the implementation of health and safety procedures, and take the appropriate action to deal with them,

Adapt negotiation strategies to cope with new circumstances

Identify practical solutions when work is backlogged through prioritization and rationalization exercises

Decision Making

Make decisions with market, economic, social, and political environments taken in to account

Decisions are made in line with the warehouse operations strategy of the organization

Make staffing decisions

Establish supplier evaluation criteria and methods of analysis

Establish the parameters for negotiating terms and conditions

Make decisions about suggestions for change (e.g. trying out a new service provider)

Job Task Planning and Organizing Liaison with employees and other management is necessary to co-ordinate warehouse
operations activities
Significant Use of Memory

Remember the policies and procedures of the organization

Remember customer details and the names and faces of staff

Remember terms of contracts

Remember health and safety regulatory requirements and other associated regulatory requirements.

Finding Information

Obtain information on the current legislation and regulations that apply to material handling and warehouse operations

Find information for budgeting purposes

Consult other staff, departmental management and suppliers

Get information from minutes/correspondence in order to set policy

4.8 Regular Work

To successful warehouse management one person need some reguler wark which are:
Reading Tex
Frequently read text in both print and non-print media

Trade magazines

Newsletters

Periodicals

Warehousing documentation (e.g. storage requirements, schedules, dispatch notices, statistics, contracts, other legal
document)
Collective agreements
Resumes
Performance report

Read and interpret dense and complex texts, and have ability to make high-level inferences using specialized knowledge

Standard operating procedures

Trade terms

International standards

Regulation (e.g. labour, health and safety, dangerous good, spill incidents, other warehousing related)

Instructional and managerial technique products

Document Use

Documents produced and/or used may include graphs, charts, lists, tables, schematics, drawings, schedules, labels, warning
signs, information signs, and etcetera, in both print and non-print media.
Must be able to read simple to complex documents in which considerable inference may be required
Must be able to read/interpret, and write/complete/produce documents
Specialized knowledge of the content of the document may be required; multiple pieces of information from multiple sources
are synthesized; the quality of information may be evaluated for accuracy and omissions

4.9 Others warehouse functions

4.9.1 Receiving
It is the setup operation for all other warehousing activities. Receiving the merchandise properly is the key to warehouse
operations, because it will create problems in put away, storage, picking and shipping, if the damaged or inaccurate deliveries
are allowed into the warehouse then the same has to be shipped.
Few world class receiving practices are
1.
2.

i) Direct shipping ii) Cross-docking iii) Receiving scheduling

iv) Pre-receiving v) Receipt preparation

4.9.2 Putaway
Order picking in reverse is known as putaway. Most of the principles which enhance or streamline the picking process work well
for putaway. Principles for putaway are
1.

i) Direct putaway ii) Directed putaway iii) Batched and sequenced putaway

2.

iv) Interleaving

4.9.3 Pallet storage systems

1.

i) Block stacking ii) Stacking frames iii) Single-deep selective pallet rack

2.

iv) Double-deep rack v) Drive-in rack vi) Drive-thru-rack vii) Pallet flow rack

viii) Push-back rack

4.9.4 Pallet retrieval systems
The Most popular pallet retrieval systems are
1.

i) Walkie stackers ii) Counterbalance lift trucks iii) Straddle trucks

2.

iv) Side loader trucks v) Turret trucks vi) Hybrid trucks

vii) Automated storage and retrieval (ASR) machines.

4.9.5 Case picking systems
Case picking systems are organized into three categories
1.

i) Pick face palletizing systems ii) Downstream palletizing systems iii) Direct loading systems. (Briggs, 1978)

4.9.6 Unitizing and shipping

The unitizing and shipping activities are classified as
1.

i) Container optimization ii) Container loading and void fill iii) Weigh checking

2.

vi) Automated loading v) Dock management (Briggs, 1978)

Enhanced learning may be acquired as part of regular work activity, through training offered in-house, through reading or other
forms of self-study, or through off-site training. Ongoing learning occurs through participation in professional organizations,
seminars, formal courses, conferences and trade shows. Skills may be upgraded by taking management classes through
educational institutions.
Chapter Five
Fndings & Analysis
5 Analysis
5.1 SWOT Analysis of COATS Bangladesh Limited (CBL).
SWOT is an acronym for the internal Strength and Weakness of the firm and the environmental Opportunity and Threat facing
that firm. So, if we consider CBL as a business firm and analyze its strength, weakness, opportunity and threat the scenario will
be as follows:
Identification of SWOT
Here,
S

denotes Strengths

W denotes Weaknesses
O denotes Opportunities
T denotes Threats
5.2 SWOT Analysis of Organization:
Strengths:
1.

Total solutions under one roof.

2.

Single point of contact for various services/ points

3.

Company operates through its experience and stronghold of the established network.

4.

Strength in resources, skills or other advantages relative to competitors.

5.

Strong financial resources.

6.

Powerful brand image and market leadership.

7.

Strong relationship.

8.

Ability to raise long and short term capital.

9.

Specialist warehouse expertise.

10.

Quality processes and procedures.

11.

Strong brand/ reputation

Weaknesses:
1.

Technology upgrade

2.

Employee focus due to security drift.

3.

Undifferentiated products & services in relation to competitors

4.

Power system

5.

Management

Opportunities:
1.

Major favourable situations

2.

Change in competitive or regulatory circumstances

3.

Technological changes and improved relationship.

4.

Developing market and growth potential of Bangladesh.

5.

Loosing of regulations

6.

Removal of international trade barriers

7.

A market that is led by a weak competitor.

Threats:
1.

The entrance of new competitors

2.

Global Economic Slowdown.

3.

Slow market growth.

4.

Cash Liquidity in market.

5.

Technological changes and new revised regulations price war.

6.

New regulations.

7.

Increased trade barriers.

8.

Border clearances for transit of goods to neighbouring countries.

5.3 Conclusion
From the above SWOT we see that CBL has many strong and weak sides internally and externally. But it should always focus on
customer satisfaction and try to be a standard quality all over the country. CBL can adopt diversification strategy in expanding
the business into insurance company.
5.4 Prepare Action Plan
The action plan of SWOT analysis is to translate the diagnosis of the companys situation into action for improving the companys
strategy and business prospects

The CBL uses their strengths and capabilities as cornerstones for strategy.

The CBL pursues those opportunities best suited to bank strengths and capabilities.

The CBL correct weaknesses and deficiencies that impair pursuit of important market opportunities or heighten vulnerability to
external threats.

5.5 Finding
Top performers are discovering methods to increase throughput and efficiency, while keeping costs flat or lowering overall
warehousing costs. Across the board, companies that are above average warehouse performers in their industry classified as
Best in Class companies outstrip their average and laggard counterparts by logging between 97% to 99% on-time complete
shipments to customer request date while others struggled to fill orders as effectively. Further, Best in Class have been much
more successful than their peers at decreasing their warehousing costs and lowering customer order fulfilment times.

The Best in Class point to an extensively proliferated warehouse visibility infrastructure that allows them to share information
throughout their operation and across the company. Another respondent points to visibility as a means to improvement. A senior vice
president in supply at a large retailer indicates that faster information access to critical users coupled with extended shipping-

receiving hours, led to a decrease in cycle times between 11-20%.

The Best in Class are nearly twice as likely as Average and Laggards to comprehensively train warehouse associates on

several tasks as opposed to ad hoc or no formal training.

The Best in Class do not use spreadsheets to run their warehouses; rather, they rely on an automated WMS solution.

The Best in Class are more than twice as likely to have an RFID tagging support sys-tem versus their peers, further indicating
their belief in the importance of technology for high-performing, customer-centric warehouses.

Technology Is Driving Best in Class Performance

In addition to using a WMS, the Best in Class are also more likely than their lower-performing peers to be using an up-to-date
solution typically only one to two versions old ensuring that these enterprises have access to the latest productivity features
from their WMS vendor.

The Best in Class have also invested in other types of warehouse technology that support agility and speedy throughput. The
Best in Class, typically, have invested or plan to in-vest within 12 months in labour management capabilities, slotting, dashboard
systems, RFID, and other technologies. The industry average companies and Laggards use these technologies to a much lower
extent.
The following are a list of actions respondents report taking to overcome their warehouse productivity barriers.

We will complete the implementation of a new WMS warehouse manager at a small consumer packaged goods distributor

Following our WMS implementation, we are now normalizing and continuing to align data along with the staff training required

to re-establish a new level of standards warehouse manager at mid-size industrial equipment manufacturer
We are working with consultants to redesign our warehouse layout and implement RF technology senior vice president at a

small distribution enterprise

We are investing in training and consulting expertise to leverage our WMS solution warehouse manager at a large chemical

processor
We are visiting efficient facilities [to learn best practices], and continue to re-quest IT support warehouse manager at a midsize metals products manufacturer

Chapter Six
Recommendation & Conclusion
6.1 Recommendation for Action
There are many things to consider when determining how to manage a warehouse. Think about the associated tasks, the duties
and the responsibilities. These may include shipping, receiving, inventory control, storage and distributing. This report provides
best practice examples for small, midsize, and large warehouse and distribution centre operators. To improve warehouse
performance, companies should be prioritizing:

Put Warehouse Safety First

Maintain a neat, clean and organized warehouse at all times to ensure warehouse safety

Keep your warehouse floors free from water, oil, cleaning products and other spills that may cause

slips and injury.

Clear all traffic areas of cartons, plastic wrap and other debris that may cause accidents.

Provide a warehouse safety program that fits your needs. Make certain all warehouse employees attend this

program before they begin work.

Choose a classroom or online program. Many online programs offer archives, so you can view

programs a second time or on demand.

Some companies have developed their own safety programs. If this is the case, you may need to
work with the Human Resource office to coordinate safety training.
Mandate driver and operator training courses, along with vehicle and equipment safety courses, for employees

who will operate warehouse equipment, such as forklifts, mechanical loaders, electric stackers, lifters and shrink wrappers.
Verify that warehouse employees have attended the appropriate training or received proper
certifications for vehicles or equipment they operate.
Enforce safety regulations

Ensure that management, warehouse handlers and other employees wear hard hats, steel-toed

boots, safety goggles and heavy gloves. Make sure employees are following any other mandates. If employees must
wear hard hats in the warehouse, do not make exceptions.
Mitigate accidents. Warehouse handlers often operate forklifts and other heavy equipment to carry, hoist, move,

load and unload merchandise. Smaller companies may do these tasks manually with the help of hand trucks. Regardless of the

size of your operation, accidents will happen.

Plan periodic vehicle, machinery, equipment and loading dock examinations and maintenance in

order to maintain safety and prevent accidents.

Ensure all safety features, including lights, vehicle reverse sensors and warning beeps, work
properly.

Report all vehicle defects and equipment malfunctions. Oversee necessary repairs and test
equipment before returning the item to the warehouse floor.
Manage Warehouse Employees

Interview potential employees for warehouse positions.

Be sure the appropriate supervisor participates in this process. He will know whether the applicant
possesses the required skills and necessary experience.
Perform employee evaluations periodically.

Give praise for good performance, highlight strengths and reward good performance and behaviour.

Identify weaknesses and bad behaviour. Make suggestions and recommendations for immediate

improvement.

Follow up with the employee to discuss the steps taken to correct or improve areas of performance

or behaviour.

6.2 Conclusions
In this a summary of the key findings and discussion about the attained key findings is provided. It also expresses the final
conclusions which were developed on the theoretical, practical work and the analysis part of the internee work.
The purpose of this internee work is to give an overview and to understand deeply the concept of Warehouse Management,
which is defined and interpreted in theory and practice. In order to get an overview, both theoretical and practical work is
conducted. The theoretical study is conducted by carrying out a research work on relevant literature through textbooks, scientific
articles, internet etc. In the practical work, I investigate the present state of the warehouse management and examine whether
the case companies utilize the practices that the literature points out based on theoretical background. The practical work is
implemented by working on COATS Bangladesh Limited (Warehouse).
The present cases are facing some problems in the labour management in the warehouses. This can be due to the lack of
knowledge in managerial skills. These can be eliminated only by giving a rigorous training for the employees in order to reduce
the human errors in the system and also manage the resources and man power efficiently.
Even though, there are enormous numbers of technologies available in the market, the companies are still hesitating to upgrade
their warehouses due to the fear of high initial costs which are incurred due to the up gradation. The warehouses are playing a
safe game by implementing some new technologies but not completely switching to the modern warehousing concept which is
also called the paperless system. They are carrying on with the traditional warehousing concepts but at the same time improving
some areas where there is a need to do so.