About TVS Logistics Pvt. ltd.

TVS Logistics Services Ltd (TVS Logistics) one of the top supply chain management companies
in India, is a flagship company of the $7 billion TVS Group. It is among the best 3rd party
logistics companies in India and provides integrated supply chain solutions across the world
directly and/or through joint ventures and subsidiaries.
The company established in 2004, has grown exponentially organically and inorganically to a
turnover of more than INR 5600 crores in 2016. Headquartered in India and with offices also in
12 other nations USA, UK, Germany, Singapore, Thailand, China (Including Hong Kong),
Spain, Australia, New Zealand, Mexico, Italy, and France; TVS Logistics serves customers in
over 50 countries through its 15000 plus skilled work force.
TVS Logistics services include contract logistics, warehousing, transportation, freight
forwarding, packaging design and solutions, in-plant and aftermarket solutions, material
handling, material management, free trade warehousing, infrastructure solutions and technology
logistics. As a one stop solution for end to end logistics services and supply chain management
companies in India, TVS Logistics works with multiple industries including automotive, defense,
electronics, discrete component manufacturing, engineering, FMCG, retail, FMCG, utilities,
energy and chemicals.
TVS Logistics is one of the largest integrated logistics service providers and a top 3PL company
in India, operating more than 10 million square feet area of warehousing space across 29 states.
An ISO 9001:2008 Certified company, with a string focus on quality and business excellence, its
operations are backed by robust technology for transportation, last mile, warehousing, accounts
and billing, manpower management, etc. TVS Logistics seamlessly connects with customers
ERP to provide them with real time visibility and transparency in operations. The company has
been repeatedly recognized among the best 3rd party logistics companies in India by industry
and customers through awards for its operations, technology, end to end services and human
resource practices.
Considered as one of the top 3PL company in India, TVS Logistics is a leader in Auto Logistics,
providing services including in-plant warehousing, asset management, material management and
material handling; and transportation and integrated logistics services. In addition to this, through
its DIESL 3PL division, the company offers customized and integrated logistics solutions to
clients from sectors such as FMCG, Consumer Durables, Retail, Engineering, Energy, Chemical
and Paper. DIESL 3PL Division provides a full range of services including Warehousing,
Transportation and last mile delivery, Spare parts management, Document Management services,
Kitting and Packaging; and Value added services. TVSLSL has a strong warehousing and
distribution network throughout India is also present in the 7 North East states and Jammu &
Kashmir, with 10 million square feet of warehousing space under its management in 29 states.
The company is ISO 9001-2008 certified and most of its large warehouses are ISO 14001:2004
and OHSAS 18001:2007 certified.
Warehouse at Sonepat - Amway
TVS logistics is operating at Sonepat warehouse for Amway India Pvt. Ltd. TVS logistics acts as
3rd party logistics to the Amway India Pvt. Ltd. Amway India has nation-wide presence with
over 130 Sales offices; 4 regional mother warehouses, 3 regional Hubs and 34 city warehouses.
The distribution and home delivery network set up with the support of independent logistics like
TVS logistics caters to over 8900 zip codes across the country.
All the offices have online connectivity to provide coordination in the processes.

The area in Sonepat warehouse was 80000 square feet. There were separate Dock gates for
inward and outward logistics. The area at the warehouse was divided on the basis of region one
side was for North region and other side was for National Distribution centre. There were
systematic division of flooring on the basis of the various materials for various regions.
Moreover there was division on the basis of the items to be kept for storage like for cartons there
was a separate area and for other goods there was other area defined with help of codes and
symbols which were easily visible on the walls and pillars. Height for inventory is as per
stacking norms 9 slack height
There was also a division of the retuned goods by packaging them in red taped boxes.
Besides that there was a cold storage facility for goods like cosmetics which needs a certain cold
temperature to be maintained. In cold storage there was no division on the basis of region and for
returned goods the red tape packaging was used.
The warehouse at Sonepat also had an online operations and delivery system operating from the
office there where they were taking orders online and delivering to the customers through the
courier services which sends delivery person everyday for pickup. Besides that there was use of
tape on locks which are put on garage which opens whenever there was a truck coming for
inward or outward movement and tape is signed every time the lock is opened for security
reasons.
The safety was made sure as for safety they had- Fire Extinguishers that were easily reachable,
proper signage for emergency exits and for Security they had- Security Guards, CCTV, Barcode
scanning before accepting any goods.
Sampling was done by checking 10% of every shipment as products were defined. Goods were
sealed after checking with a different colored tape. There was also a standardized packaging used for
various materials.
The Jack pallets were used to move the material from the trucks to the warehouse location besides
that the barcode method was used to maintain the stock of the inward and outward of the material.
The warehouse had proper lighting and ventilation besides that the maintenance cost of the
warehouse was Rupees 15 lac per month moreover the warehouse was at a loss of Rupees 5 lac per
month because of underutilization of resources as only 30% of the space was utilized.

The quality objectives laid down by the managing director of TVS logistics with the purpose of the
following:
1. To enhance customer engagement
2. To ensure profitable growth
3. To enhance supplier growth
4. To improve employee engagement
5. To improve caliper index
6. To improve business excellence
Targets for quality objectives are decided at the beginning of every financial year and reviewed
in every Review meeting.

Following were the basic guidelines for the operation of warehouse:

1. SOP Standard Operating Procedure

2. FSSAI Certificate (Amway)
3. Shop & Establishment Certificate
4. Contract labor regulation & Abolition (CLRA)
5. High vision /Jugnoo compliances
6. CST & LST Certificate (Amway)
7. Additional place of Business (Amway)
8. Service tax regulation (DIESEL)
9. Calibration Certificate (DIESEL)
10. PF & EFI Certificate
11. FSSAI Certificate (DIESEL)
12. PAN (DIESEL)
13. Authorization (For documents)
14. Service tax regulation (Amway)
15. Fireball compliances

Warehouse at Sonepat - Amway

TVS Logistics also acts as 3rd party Logistics to Eureka Forbes. The warehouse was earlier a godown
which catered to the storage of wheat and rice from the nearby villages. The warehouse provides EFL
facility for Eureka Forbes, for Delhi-NCR (for services) and northern India (transfer).

This warehouse offered servces for warehousing the spare parts for Eureka Forbes. The
operations performed here are manual and the there was only one electronic system which was
named as EFL(Eureka Forbes List) pick list. The process starts with the orders coming from
offices then the material is checked manually and then it is ensured that the order is loaded which
is also done manually. This warehouse was dedicated for Filter spare parts. All the activities
are perform by labour manually and identification of spare parts also depends on the labor.
Though they have started the process automation and have started to bring in the technology
which may change the future discourse of the operations at the warehouse. There was a problem
with packaging as the proper taping was not done for the spare parts boxes which may lead to
misplacing of the goods. Moreover the checking process takes a lot of time and labor which can
be saved by introducing the technology. The quantity is checked manually by labor and quality
check is not done here. There are 23 labor involved in the processing of the material inward and
outward of the warehouse. The warehouse looked more like a godown because of over utilization
of space. The products were found through a code which was placed on the racks. The code FG
was given to finished goods more over in the top row there were defective materials. There was
only one dock for both inward and outward and every day 4-5 containers are unloaded and there
was loading also done every day through the same dock. There were ventilation issues as it was
very suffocating and difficult to breathe inside the warehouse. Surely the Warehouse looked
more like a godown. The maximum labor is 23 employees including security personnel. The
defective goods are returned to business partners.
There was a lack of fire safety as fire extinguishers were not easily reachable and there was no
proper emergency exit. Moreover for security there was a security guard and no other facility.
The warehouse was in profit, but obsolete stock was reducing the inventory holding space.
There was no display of certificates or Standard operating procedure in order to be followed by
the staff.