Académique Documents
Professionnel Documents
Culture Documents
Submitted by
16MBMA04
UNIVERSITY OF HYDERABAD
(2016-2018 BATCH)
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SUMMER INTERNSHIP PROJECT REPORT ON
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DECLARATION
This is to certify that the project titled ―Design of Standard Operating Procedure for smooth
Operational flow and standardization of processes between Vdeliver and CallHealth‖ is a bonafide
work done and submitted by Ms. P.S.Nikhitha Muduliar , Enrolment No.16MBMA04 , and Batch
2016-18 in partial fulfillment of the requirement of MBA Program of School of Management
Studies, University of Hyderabad.
The report is formally submitted to Mr. Srinivas Madhavam, Chief Executive Officer(CEO),
VDeliver Logistics Solution, Mr. A.S.K. Chaitanya Reddy, Chief Operating Officer(COO) and Dr.
Pramod Kumar Mishra, faculty guide , School of Management Studies, University of Hyderabad.
The work done has not been submitted earlier at any other University or Institute for the award of
the degree.
Company Mentor:
Faculty Mentor:
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Acknowledgement
I would like to take this opportunity to thank all those who helped me in the successful
completion of my Summer Internship Program (SIP). The Summer Internship Program at
Kartha Techno Logistics Private Limited (Vdeliver), has been a gratifying experience. The project
undertaken during the internship was : ―Design of Standard Operating Procedure for smooth
operational implementation and for standardization of processes between Vdeliver and CallHealth‖
First of all, I would like to thank Mr. Srinivas Madhavam, Director, Kartha Techno Logistics
Private Limited (Vdeliver) for giving me an opportunity to work in the company, and for providing
his valuable guidance and support throughout the course of the internship program.
I am obliged to Mr. A.S.K. Chaitanya Reddy , Chief Operating Officer (COO), Kartha Techno
Logistics Private Limited (Vdeliver) who was my mentor and company guide. He has been a
constant source of inspiration at each and every step of my work and took me through every
aspects of the company engagements. Furthermore, I would also like to thank the operations team
for the incessant support.
I am gratified to Ms Sravanthi, Chief Technology Officer (CTO) and the technology team for their
constant support and help throughout my term as an intern, who are largely responsible for all the
knowledge that I have assimilated during the past twelve weeks. Their contribution to my endeavor
cannot be overlooked. They helped me to make my work productive as well as enjoyable.
I am immensely thankful to Dr. Pramod Kumar Mishra, faculty guide at School of Management
Studies, University of Hyderabad, for his valuable comments, feedback and support throughout the
internship
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CONTENTS
Executive Summary 8
Chapter 1: Introduction 9 - 15
Suggestions 68
Conclusion 69
References 70
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LIST OF TABLES
Table 2.1: Vdeliver Management 16
Table 4.5: Table describing the questionnaire for field executives and responses 29
Table 4.6: Number of orders for the Month of April per Route 37
Table 4.6.1: Number of orders for the Month of April per Hub 37
Table 4.7: Number of orders for the Month of May per Route 38
Table 4.7.1: Number of orders for the Month of May per Hub 39
Fig 4.4.1: Pie chart distribution of number of orders per hub in June 40
Fig 4.4.2: Bar graph distribution of number of orders per route in June 41
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EXECUTIVE SUMMARY
Being Intern I used to observe how the orders are received from the clients or how
are they be manually created , how the orders are processed and how the orders
are delivered .
The primary goal here is to see that the orders are picked up and are delivered on
time to customers. There are cases where we need to pick up the orders from
different business and individual clients simultaneously and deliver them, so then
the orders are prioritized based on the delivery Service Level Agreements and the
distances. Planning plays a very important role in designing the routes and allotting
the resources to the various orders
My main work involved around observing the operations with major client of
Vdeliver which is Call Health. Right from the beginning there have been some
glitches in the free flow of operations between the companies. So I was assigned
the task of designing a Standard Operating Procedure for that client which acts as a
strong base for all the employees and field executives in their daily execution of
operations.
The designing of SOP for Call health required basic understanding of initial work
processes and the issues arised , faced by the workforce or due to internal oprations.
After the issues are understood, they are discussed with the higher authorities of
VDeliver, come up with a resolution to that problem and it is documented . Along
with documentation , these procedures are parallely executed and so the output is
checked to know if the operational practices are smoothened .
Our ultimate objective is to see that efficiency is reached by inducing some
quality standards in the daily operational practices.
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CHAPTER-1
INTRODUCTION
Operations is a function or system that transforms inputs into outputs of greater value. Operations
is more than planning and controlling: its doing. Whether it is superior quality, speed-to-market,
customization or low cost, excellence in operations is critical to firm‘s success. Thus the role of
operations is to create value. It is often defined as a transformation process that can be viewed as a
series of activities along a value chain extending from supplier to customer.
INPUT Transform
Material ation OUTPUT
Machines process Goods
Labour Feedback Services
Managem
ent
requirements
As shown in the above figure, inputs are transformed into outputs. Requirements and feedback
from the customers are used to adjust the factors in the transformation process, which may in turn
alter inputs. Operations can take many different forms.
The transformation process can be
As a field of study, operations brings together many disciplines and provides an integrated view of
business organizations.
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1.1. Operations Management:
Operations management refers to the administration of business practices to create the highest
level of efficiency possible within an organization. It is concerned with converting materials and
labour into goods and services as efficiently as possible to maximize the profit of the organization
It is a business function responsible for managing the process of creation of goods and services. It
involves planning, organizing, coordinating and controlling all the resources needed to produce a
company‘s goods and services. It involves managing people, equipment, technology, information .
It is the central core function of every company, which is true regardless of the size of the company
, the industry it is in, whether it is manufacturing or service or is for profit or non-profit.
Operations management designs, operates and improves productive systems. In this, it is ensured
that transformation process is done efficiently and that output is of greater value, than the sum of
the inputs. Activities in Operations Management include organizing work , selecting processes,
arranging layouts, locating facilities, designing jobs, measuring performance, controlling quality,
scheduling work, managing inventory and planning production.
Operation management functions differ depending upon the purpose of the organization. In a
manufacturing setting such as a factory, it would include designing efficient processes to produce
the product, timely acquisition of raw materials, insuring adequate numbers of properly trained
workers and proper maintenance of equipment. Where as in an service setting, it focuses on
ensuring that workers are adequately trained, that customer service locations are equipped as
needed and are safe for employees and the public, that services are revised as dictated by customer
input or competitive forces.
Overtime, operations management has grown in scope and increased in importance. Today it has
elements that are strategic, it relies on behavioral and engineering concepts and it utilizes
management science or operations research tools and techniques for systematic decision making
and problem-solving. As it continues to develop, it will increasingly interact with other functional
areas within the organization to develop integrated answers to complex interdisciplinary problems.
Indeed such wide interaction is widely regarded as essential to long term business success for small
business establishments and multinational corporations alike.
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A simple supply chain is as shown as below:
Facilities might include warehouses, factories, processing centers, offices, distribution centers and
retail outlets. Functions and activities include forecasting, purchasing, inventory management,
information management, quality assurance, scheduling, production, distribution, delivery and
customer service. The value of the product increases as t goes through the supply chain. The supply
chains are both external and internal to the organization. The internal parts are supplying
operations with parts and materials, performing work on products and services. External parts are
to provide raw materials, parts, equipment, supplies and other inputs to the organization and that
deliver the outputs that are goods to the organization‘s customer.
The field of supply chain management was born to manage the flow of information, products and
services across a network of customers, enterprises, and supply chain partners . The term Supply
Chain Management was first coined by consultant Kieth Oliver of Strategy Consulting Firm and
puts it forward as ― It is the process of planning, implementing and controlling the operations of
the supply chain with the purpose to satisfy customer requirements, as efficiently as possible‖. It
spans all movement and storage of raw materials, work in process inventory and finished goods
from point-to-origin to point-of-consumption. It also includes coordination and collaboration
with channel partners, which can be suppliers , intermediaries, third party service providers and
customers. In essence, Supply Chain Management integrates supply and demand management
within and across companies.
1.3.LOGISTICS:
The word Logistics is derived from the Greek adjective ‗logistikos‘ meaning ―skill in
calculating‖.Logistics is a part of supply chain management that encompasses distribution,
transportation and inventory management. It is used to meet customer demands, through the
planning, control, and implementation of the effective movement and storage of related
information, goods and services from origin to destination. Logistics management helps
companies reduce expenses and enhance customer service. The process begins with raw material
accumulation to the final stage of delivering goods to the destination. By adhering to customer
needs and industry standards,,logistics management facilitates process strategy, planning and
implementation.Logistics management involves numerous elements, including:
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c) Discovering the most competitive delivery method.
In logistics management, unwise decisions create multiple issues. For example, deliveries
that fail or are delayed lead to buyer dissatisfaction. Damage due to careless transportation is
another potential issue. Poor logistics planning gradually increases expenses and issues many
arise from the implementation of ineffective logistics software. Most of these problems occur
due to improper decisions related to outsourcing, such as selecting the wrong vendor or
carrying out the delivery tasks without sufficient resources.
To resolve these issues, organizations must implement best logistic management practices.
Companies should focus on collaboration rather than competition. Good collaboration among
transportation providers, buyers and vendors helps reduce expenses. An efficient and safe
transportation provider is also vital to business success.
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Outbound Logistics:
Outbound logistics refers to the processes involved in the movement and storage of
products and how related information flows from the end of the production line to the
firm‘s customer. Value added goods are to be made available in the market for customers to
perceive value. Finished goods are to be distributed through the network of warehouses and
supply lines to reach the consumer through retailers‘s shops in the market. During
conversion value is added to the raw materials and as a result value of the inventory in this
case is very high unlike inputs. Now the size of shipment, modes , of transport and delivery
time are different as compared to inputs. Activities of shipment, distribution performance
cycle come under the scope of Outbound Logistics.
Reverse Logistics:
―The process of planning, implementing, and controlling the efficient, cost effective flow
of raw materials, in-process inventory, finished goods (in the humanitarian context) and
related information from the point of customer receipt to the point of origin to recapture
value or appropriate disposal. Reverse logistics covers a broad range of items and activities
and can include:
a) Movement of capital items and equipment to the next emergency response.
b) Removal of containers and packaging from response area.
c) Destruction of spoiled food commodities and out of date pharmaceuticals.
d) Return of rejected goods to the suppliers.
e) Movement of excess or over-supplied goods to other programs or organisations.
Lastmile Logistics:
Last mile delivery is defined as the movement of goods from a transportation hub to
the final delivery destination. The final delivery destination is typically a personal residence.
The focus of last mile logistics is to deliver items to the end user as fast as possible. Last mile
logistics has become a popular area of interest for retailers due to the growing demand for
fully integrated omnichannel retailing. This is a crucial part of logistics, used in the
telecommunication and technology industries to describe the
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technologies and processes used to connect the end customer to a communication network.
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e) Access to the information about orders and customers become easy.
Choosing the right Order management system will result in a significant improvement
in the work flow and efficiency and decrease in the order costs, inventory costs and
fulfillment errors.
SOPs are written steps to explain good manufacturing practices (GMP), plant safety
routines, financial controls to secure assets, or IT security measures that employees are to
follow. SOPs are procedures on how to do something that is critical to quality, critical to
safe operations, or critical to security. Workers who are following established procedures
have more confidence that their actions are supported by management, the underlying
statutes or regulations, and that they are following industry best practices. Using standard
operating procedures regularly leads to fewer corrective actions. If there are legal
ramifications to work, then following procedures reduces liabilities.
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CHAPTER-2
ORGANIZATION PROFILE
2.1.VDELIVER (KARTHA TECHNO LOGISTICS PRIVATE LIMITED)
Vdeliver , a hyperlogistics ecommerce enterprise was started in April 2011, by Mr.
Srinivas Madhavaram and Mr.Hema Chandra Reddy initially as a food delivery start up,
later expanded its business operations to other deliveries which are legal.
Later Mr A S K Chaitanya Reddy joined this startup in 2014 and today is heading
operations.
Mrs. Sravanthi is leading the technology team, the backbone of entire Vdeliver.
VDELIVER MANAGEMENT
NAME POSITION HELD
Mr.Srinivas Madhavaram Chief Executive Officer (C.E.O)
Mr.A.S.K .Chaithanya Reddy Chief Operations Officer (C.O.O)
Mrs.Sravanthi Chief Technology Officer (C.T.O)
VDeliver is an intra-city logistics company which caters to B2C, B2B and also
B2B2C.
VDeliver is one among the top start-ups that has been among the first in the industry to
built technology focused logistic business from the ground up in 2011.
It delivers anything that is not restricted by the government anytime between 11:00am to
11:00pm anywhere across Hyderabad.
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All the orders are created and serviced within the stipulated service timings and accordingly
pick up timings are fixed for each client to get their services done as per the type of deliveries
chosen and accordingly the charges are levied as per distance, weight and others.
In VDELIVER, the areas under Hyderabad are divided under three hubs
a) Gandhi nagar hub
b) Punjagutta hub
c) Madhapur hub
Under each of these hubs, there will be certain number of field executives executes the
deliveries in those areas confined to those hubs.
To be a unique, one stop micro-logistic service provider for all individuals, SMEs and
Corporates.
To provide best quality service and on time delivery.
To see that clear information is maintained and updated and communicated regarding
each and every order.
To provide excellence to every customer at a happy price, leveraging technology.
a. To see that all the medicines which are to be picked and delivered to customers are first
received as an order on the backend.
b. To see that the field executives reach 15min before the pick up timings and take the
parcels as received in the list in each slot.
c. To ensure that field executives execute the deliveries within delivery SLA time and ensure
that they take the payment of product charge either through COD method or EZYTAP
card swiping machines provided by Call Health and proper order proofs are taken during
pick up and deliveries.
d. To see that the employees from the Operations team monitor and track every order after
correct assignments of orders to the field executives.
e. To see that the reports per slot are sent on time with clear information and monthly
invoice is generated and sent to them periodically with correct statuses of each order.
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2.6. Understanding Technology at VDELIVER
VDeliver was built with the core idea of integrating technology with logistics. Using technology
in today‘s fast moving era is essential to stay in the race and ultimately fall on the path of
success, but in order to achieve success developing technology which is smart is the primary
thumb rule. VDeliver has craftily designed technology with four primary users in mind:
1. Business Clients.
2. Individual Clients
3. Field executive
4. Operations Team
1. Business Clients: Any firm which looks for assistance in last mile logistics solutions,
especially when there deliveries are time bound, Vdeliver is the right solution, Every
client who patterns with Vdeliver as their logistic partner, is given a business login
Credential. Upon Login, they are requested to place orders as per their requirement,
given mandatory inputs such as order type, weight, pickup location and delivery location.
All orders placed have a default status of unassigned-meaning FE isn‘t assigned yet.
Once the order is assigned to the field executive, the order status updates automatically
upon completion of every stage from pickup to delivery.
2. Individual Clients: Every order placed by an individual falls under this bucket. All
orders which are placed on Ad-hoc basis by individuals are processed through this
window. Individuals looking to transport or get goods delivered from one location to the
other fall under this category. Every individual has the feasibility to place an order
through website or mobile application as per convenience which will ask for few
mandatory details such as the type of package which has to be carried, the weight of the
package and the type of delivery i.e. the priority and timeframe in which the delivery has
to happen, the pickup location and the delivery location and above all the product charge,
i.e. the amount which a FE has to pay in order to purchase the product on behalf of the
customer and delivery the same at the desired location.
3. Field Executive: Every Field Executive (FE) is given an application with login
credentials.Once the FE is logged in, the home screen will render the number of orders in
his bucket, the kilometers travelled, the amount collected by him which is due/to be paid
to the company. The applications also allows to navigate through the entire list of orders
assigned to the FE with the order ID. Also upon pickup of every delivery, the order color
code is changes which gives the progress a FE has made with respect to each order and
also as to how many order he has picked at a particular time.
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4. Operations Team: The most important and critical part required to run the entire delivery
system, operations team uses a portal to receive, process, navigate and execute orders in a
systematic fashion making sure every order is delivered to its respective location in the best
possible time. Every order placed goes through a series of steps which fall as follows.
a. Order Processing: Every order placed is checked for, as to if the delivery location
falls under the service area. Once the pickup/Delivery location is confirmed the
order is approved and there by processed based on the type of order placed. The
timeline for delivery is based an integrated algorithm called as “Service Level
Agreement”.Service Level Agreement is the estimated timeline for a delivery which
is calculated integrating the type of order placed, the distance from pickup location
and delivery location, the average speed of field executive as 6kmph and other
potential time frames required in the entire process layout for deliveries.
b. Order Assignment: Every order placed is assigned to a Field executive for delivery.
All deliveries are first processed with regards to individual hubs- i.e. deliveries are
separated based the service area of each hubs. On segregation, the parcels are
dispatched for deliveries based on various routes which cover the entire service area
under its respective hub.
c. Order Picked-up: Every order placed has to be picked up from a particular location
irrespective of the type of order and the order placed by business client or individual
client. Pickup locations are predetermined for business clients whereas individual
orders are taken care on Adhoc basis.
d. Order Delivery: Every order placed is either delivered or cancelled based on the
scenario. Every order placed is delivered at its respective location, however orders which are
th
cancelled at the 11 hour, deliveries which are not required by customers are also taken care of
under the umbrella of ―Cancelled‖.
The Operations team is the core area of work at the firm. Operations team has to handle deliveries
on daily basis, lookout for the number of order to be delivered in the given timeline and allocate
resource i.e. delivery boys for the orders placed and reach delivery targets on a daily basis.
Operations Teams handle everyday operations in 4 primary stages.
1. Order Management: All operations received have to be identified with regards to their
SLAs. Orders received from clients in the form of excel are to be processed and all orders are to
be created using excel upload option with a single go.
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2. Order Creation: All orders placed by individual clients are to be approved and further
processed into the system giving intricate details of the order placed such as weight, delivery type,
pickup/delivery location and product charge.
Legs in Orders created: All orders which have a travel distance of more than 20kms i.e. travel
distance from pickup location to delivery location will be created with two Sub-orders called leg
orders. The first leg order with the suffix ―L1‖ is an order from pickup location to the respective
hub in that particular route. The second sub order with the suffix ―L2‖ is an order from hub to
delivery location.
3. Order Assignment: All orders created are assigned to field executives by the operations
team. Each order is tagged under a particular route under a particular service of a hub, and all
orders under one particular route are assigned to a single field executive and are assigned for
dispatch.
4. Dispatch: All order places are dispatched in slots based on the time of order placement.Once
an order is placed the SLA and the distance from pickup to delivery location is taken and thereby
prioritized for dispatched.Orders are dispatched in there varied slots at 10AM, 2PM and 5PM with
2PM dispatch being the biggest dispatch for all orders of all type.
5. Tracking & Report Generation: All orders placed are tracked in timely intervals to check
for deliveries and breach in SLAs. Every order routed is dispatched based on the order type and
estimated SLA.
1. Orders which are created by business clients/individuals will have leg orders by default.
However all legs orders are merged from the backend in order to assign to a single field executive
who will deliver it at the last mile i.e. at the delivery location.
2. Orders which are received from Excel are created using a standard excel format and are
created through an excel upload format.
3. Field executives are sent for pickup locations for orders placed by business clients at their
respective pickup locations with a designated time slot.
4. All orders/parcels from client pickup locations are brought to hubs and are segregated with
respective to their hubs and the service areas of their respective hubs.
5. All orders which have to be transported from one hub to the other are with a routine timetable
followed on a daily basis
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2.9.CLIENT ORGANIZATION PROFILE
CALL HEALTH :
Call Health ,incorporated in November 2013 is the brainchild of Mrs. Sandhya Raju, a
young entrepreneur and Kuchipudi exponent.
Call Health is a technology powered health care company that brings healthcare
services to the door step of the company as per the convenience of customer.
1. The Virtual Dimension - anything that can be delivered virtually should be done
virtually: All healthcare services that can be accessed virtually on one single platform give
the customers the access to a wider spectrum of healthcare ecosystem irrespective of time .
2. The Physical Dimension; anything that can be physically delivered at home, should be
delivered to the customer’s doorstep like e-commerce. Services such as pathology, nursing,
physio, health supplements, medicines, crutches, beds, and others fall within this dimension.
3. The Informational Dimension is unique as it involves integrating the data from both
virtual and physical dimensions such as lab reports, imaging across the entire healthcare
spectrum – Prevention, Cure and Wellness, all on one platform. The data includes health
regimen, medicinal prescription, diagnostics and lab reports. This will significantly help in
improving the efficacy of healthcare outcomes as it will allow customers and their
physicians anytime, anywhere access to their own personalized healthcare record.
To ensure service excellence, track every transaction and view each transaction as a digital
moment,to proactively monitor potential service failures and issues and find ways to
address them in a manner that the customer is not impacted.
To built a value exchange platform that allows every stakeholder of the CallHealth eco-
system to interact with other members in a seamless and transparent manner enabling to
monitor the performance of each officer, associate and business.
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Chapter-3
Objective of the Internship
The objective of the internship is to design a Standard Operating Procedure for standardization of
Operations with call health so as to
1) Improve the delivery rate by decreasing the cancelled rates by studying the issues that are
influencing them.
2) Get to know about areas of interest from where the issues are arised so that proper
solutions can be suggested in order to improve efficiency of the deliveries.
3) Making this document as a strong base of reference for all employees , work force or the
clients to follow any procedure as to what can be done if they face any issue in the future.
3.1. Value addition from Internship:
1) To get insights into how a logistics company operates and how deliveries are
performed.
2) To know how the planning about various orders received, their segregation to various
hubs, planning of routes for delivery and scheduling work are done .
3) To know how technology in logistics would help in decreasing manual work and
improve efficiency and save time.
4) To find what parameters are influencing the operations internally and for deliveries.
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FINDINGS AND ANALYSIS:
An important factor for the purpose of designing a Standard Operating Procedure is to maintain
consistency. It reduces variation within a given process. Clearly stating the procedures helps to
gain employee cooperation or compliance and instills in employees a sense of direction and
urgency. However designing of a standard operating procedure takes into account all those past
underlying procedures, the issues that were responsible for late deliveries, or lack of
communication into consideration and attempt is made to resolve them by possible suggestions and
are implemented.
Vdeliver has been the logistics partner to Call Health, where medicines will be collected by the
field executives and from there, the field executives would deliver them to the customers. In
Vdeliver the orders are received , managed, tracked and updated through Order Management
System. The client is given the flexibility to place the order through BIZ-API and once the order is
placed , the operations team would get the notifications of the received order through a mail on
orders@karthas.com. The orders for Call Health are serviced under three slot timings per day one
in the morning, one in the afternoon and other in the evening.
In each slot two or three hub incharges would go for the pick up of medicines, to the store of the
client stationed at Secunderabad and from there the medicines are taken to each of three hubs from
where the medicines are dispatched to the delivery locations by field executives of that particular
hub. The medicines are to be delivered to the customers within 4 hours from the start of the pick up
time of medicines.
During all of these processes, technology plays an important role. The Technology team at
Vdeliver has designed a customized mobile application for all field executives which acts as a
bridge between them and operations staff in the office. Once the orders are allocated or assigned to
the field executive through the backend, a notification is popped in the mobile kartha app of FE.
Then FE accepts the order through app stating that he has picked his order and he sets out to
delivery. Once the FE accepts, all his movements can be tracked through the backend and for each
step, the status of a particular order is automatically updated in the backend. After the medicine is
delivered, the FE would update the same in his mobile app, automatically status in the backend
would be changed to delivered which can be accessed by the operations team in the office. The
client also have the access to check the status of each order. The Delivery of a particular medicines
marks the completion of that order.
ANALYZING ISSUES :
When most of the orders are delivered, there are some orders which are postponed and cancelled.
The orders that get postponed are attempted one more time, if then even the attempt is a failure and
that particular order will be cancelled and order is returned back. But some orders are seen
cancelled where the issues are either due to issues arrived from client, or delivery boys. So the
main objective is to address those issues by examining each of the issues and also their sources so
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that they can be controlled. By addressing these issues we not only we will be able to improve the
efficiency for Call health drugs but also for other clients.
So the standard Operating Procedure that I have designed consists of all those operations starting
from order receiving from Call health drugs to the end delivery , invoice generation and what must
be done when the procedures are deviated as what is documented before.
PROBLEM STATEMENTS AND PROPOSED IMPLEMENTATIONS:
From the tracking of the daily order status, it has been observed that :
1) NO PROPER UPDATION OF STATUS:The order status of many of the orders of call
health have not been updated in the backend , so the clients even cannot know what is the
status of that particular order. Each of the order status have to be found from the delivery
boys by the operations team from Vdeliver office through calls. As these orders are to be
updated after their delivery SLAs, the delivery status of the orders are to be updated by the
operations staff manually.
a. This resulted in more wastage of time.
b. This increased more work load on the operations staff since they need to plan ,
manage the deliveries of other clients too.
c. The generation of invoices became a herculean task since the charges are levied as
per order status.
d. Regarding this, the call health management also calls to the office or send a mail
multiple times asking for the order status. So much of the time is invested in
updating manually so instead if it is updated in the backend as per time, that could
be accessed by both call health and Vdeliver.
e. It has been observed that the field executives update in a single go when all the
deliveries are done , by that the above problems of manually updations persist.
From these, we can see that there is no proper flow of information between field executives and
operations team who is monitoring them at the other side.
So, I wanted to explore why and where is this gap forming that is resulting in the information flow
dely. The updating of the statuses happens from the end of field executive. So an analysis has been
done on field executives on various perspectives. In order to enhance strong communication and
set a standardized procedure of communication where there is less human interference and more
accurate information, a view of the On field scenario is very much required to estimate and
understand the procedure So the behavior of the random field executives picked were analyzed
through some parameters with the help of hub incharges who went with them while deliveries. This
behavior analysis could give other insights even. The following parameters are captured.
1. Order status Updating.
2. Usage of Application
3. Receiving/Understanding of complete information.
4. Route planning
5. Customer interaction.
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Table 4.1: Behaviour analysis of field executive -Balagangadhar
1) FE Name: Balagandhar
Total No of Orders: 16
Route covered: Balanagar, Jadadgirigutta Road, Asian Sha, Pipe Line Road, Kompally,
Suchitra.
Sl. Parameters
Behavior Found Reason for Behavior
No Observed
Calling No initial calls made for
Calling Individuals after reaching the
1 customers for all the deliveries before delivery location/area
delivery start.
Random route planning
2 Route planning Use FIFO-The nearest area from the HUB.
as per areas mentioned
5 Order status Call to the office phone Calls better than using application
Update
No usage of Map for Maps might not show the exact location of
6 Areas of error
delivery location. delivery. Maps give info about the area.
Call doesn't connect, 1-2 Attempts to call, Notifies as Out of
Opportunity to
7 Out of Service Area, service area if the delivery location is too
Bluff
Not reachable far
Feedback:
1. Never uses application
2. Does not update the order status either through application/WhatsApp.
3. Cannot handle too much travelling.
4. Slow in getting things done
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Table 4.2: Behaviour analysis of field executive- Akram
2) FE Name: Akram
Route covered: Banjara Hills, Erramanzil, Khairthabad-Anand Nagar, Masab tank-NMDC,
Langar House, Attapur.
Total No of Orders: 14
Parameters
Sl.No Behavior Found Reason for Behavior
Observed
Calling No initial calls
Calls made only when address not found, else
1 customers made
direct delivery at location
for delivery for all the
deliveries before
Smart Route as Routes planned are timer savers, walks a mile to
Route
2 per delivery rather than spend an hour in traffic for U
planning areas, turn to deliver. Location remembrance.
Location
Application Zero Not required to use as update is done when they
3
Usage application give a call
usage
No SYNC of app also, as he is assumes that app
Application Zero
4 will take care of things when the mobile is switched
Sync application
on.
Usage
5 Order status Calls as per own Update happens only when office calls for order
update convenience update-else no Update
Areas of No usage of Map No usage of app-leads to time consumption to find
6
error for out delivery location,
delivery location.
Call doesn't connect, Order done are never updated, Confident that the
Opportunity
7 Out of Service Area, orders will be assigned late and this gives update
to Bluff
of orders as per the time orders are assigned
Interaction
8 with Detailed Gives complete info when asked for, talks polite.
Customer information-Polite
Feedback:
1. Has good geographical sense
2. Remembers locations of regular orders
3. No usage of application and No updating orders unless asked
Page 26 of 71
Table 4.3: Behaviour analysis of field executive -Prashanth
3) FE Name: Prashanth
Total No of parcels: 12
Route covered: Somajiguda, Begumpet, West Marredpally, Trimulgherry, Bolarum,
Kompally, MMR Gardens , Bowenpally
1 Calling customers for Calls customer while Calls customer as per the landmark given,
delivery entering the area- and follows direction accordingly
only when location is
unknown
2 Route planning Good route Planning Good route planning, works as per
and execution scheduled orders already sorted in hub
3 Application Usage Full Usage of Pickup and delivery location are same as
application, follows the update is given for pickup after
protocol reaching the delivery location.
Page 27 of 71
Table 4.4: Behaviour Analysis of Field Executive – G. Srinivas
FE Name: G.Srinivas
Route covered: Ameerpet, Fateh nagar, Balanagar, Asian Sha, Chintal phase 2, Mothi Nagar,
Czech Colony, Madhura Nagar, Krishna Nagar
Total No of parcels: 13
Parameters
Sl. Behavior Found Reason for Behavior
No Observed
Calling
No calls to Calls only the initial customer for
1 customers for customers availability and repeats the same for every
delivery Order
No route plan based on delivery
2 Route Poor route plan and location,
planning execution Random assumption and no rational thinking
in scheduling the deliveries
Application Zero Usage of No Application usage for location or any
3
Usage application other detail.
Application No Application
4 Not required to SYNC
Sync SYNC
Feedback:
1. No Knowledge of application
2. Does not understand how application works in backend.
3. No geographical and directional sense and Very poor routing.
Page 28 of 71
Also apart from On-Field visit with the field Executives, visit to hubs were interaction with all
Field executives was also imperative. Hence an initial field visit to the hubs was carried to
estimate and find out the understanding of a Field executive of the entire operational procedure
involved both from the front end and at the back end.A questionnaire was prepared in order to
analyze as to how a field executive understands the process in the background andwhy few steps
are asked to be performed while completing deliveries/ orders given. The feedback is as follows:
Table 4.5 : table describing the questionnaire for field executives and responses
Sl Name Do you get Can you Is there a Your action Is the How do you
NO complete understand the constant when application update the
delivery complete change in Information easy to information
information? Pick/Delivery the is use? to Office?
informations information? incomplete?
given?
Page 29 of 71
Graphical Representation:
10
9
9
8
5
4
4
0
most of it yes
14
12
12
10
2 1
0
no yes
Fig:4.1.1: No of FEs who have clear information of pick/ delivery information given
Page 30 of 71
7
6
6
5
5
3
2
2
0
call office call customer both options but
depends
12
11
10
2
2
0
no yes
Page 31 of 71
12
11
10
2
2
0
call office message
10
9
9
5
4
4
0
no yes
Page 32 of 71
From the above data and the field visit, we can conclude the following.
1. The design and usage of application is easy and feasible for the field Executive.
2. Order status updates to office through telephonic conversation but not through application.
3. Application is not used on a regular basis and the adaption rate for application is very low.
4. Order prioritization based on SLAs is not followed in delivery process.
Proposed Implementation :
The usage of application was easy and feasible , but it is seen that application usage is
very less. There is reluctance to get adapted to technology .So in order that application
usage to be improved , the field executives must be said about the benefits about using
the app and adoping technology.The need must be emphasized saying that time ccan be
reduced and work load can be reduced.
To the field executives who find the application usage is not easy particularly
and to others, regular training sessions needs to be taken and each feature should be
explained clearly. Strict regulation may be established saying that the usage of smart
phone and app is compulsory without which work is not allowed.
The field executives must and should update the order status in the application after each
delivery.
The field executives takes other orders while delivering call health medicines. During
this process they deliver other orders if the address is nearby , this is causing delays in
the delivery of call health medicines. So the field executives must be informed that call
health drugs delivery must be prioritized since its delivery SLA is within 4 hours, and if
the dead line is not met, then the company might have to lose its revenue and get bad
reputation.
So to keep a constant flow of information, a system of timely report should be
introduced, where for each slot, a report is to be sent to call health management
regarding the status of all the orders received in that particular slot. Invoices can also be
easily generated.
2) NOT COMPLETE ADDRESS GIVEN : When the orders have been received from the
client side , most of the delivery addresses were not clear. So it was very difficult for the field
executives during deliveries, by the time the correct address is found, there would be delay in
other deliveries, where other customers would be irritated. To avoid delay in the deliveries in
the other orders, most of the orders would have been cancelled.
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Proposed Implementation : This problem should be escalated to call health management and it
should be discussed at what level this problem might be turning problematic and how other
deliveries will get delayed. It must be made clear that the orders whose address is clear and correct
will be only attempted for deliveries.
Proposed implementation : If the field executive have enough time to attempt they can execute. If
not they have to communicate in such a way that the delivery would be executed in the next
attempt as it would cause delay in the deliveries of others. The same must be definitely
communicated to vdeliver office who in turn would inform to call health.
4) OUT OF SERVICE AREAS: The cancelled orders mostly consisted of those areas in out of
service areas.
Proposed Implementation: The Call health management should be given a clear list of which
areas comes under service areas, extended service areas and also out of service areas so that
cancellation rate would decrease.This knowledge is even must for the field executives and
also for ops team for correct execution
Page 34 of 71
Proposed Implementation :
For this ambiguity to be resolved, there should be a definite contact from call health
management. In the current scenario, the call health management has given an escalation
matrix where some definite contacts are there at various levels. So they are contacted.
7) PARTIAL DELIVERIES:
Partial delivery is a situation where in the medicines ordered by customers, some medicines
are correct and other medicines are wrong , which they haven‘t order. While partial deliveries
take place , there would be a lot of ambiguity whether to deliver or not. This is because some
customers cancel the entire order or some customers takes the correct medicines and returns
the wrong ones. If the order is cancelled it doesn‘t pose a problem, but if it is like half delivery
then the customers would pay for the taken medicines and take the invoice with them. Now
this payment process sometimes becomes difficult for the field executives and return of half
medicines would be difficult.
Proposed Implementation :
To avoid the ambiguity, Vdeliver management must either say a complete no to partial
deliveries or if it is a yes, then field executive must clearly note what medicines are delivered
and what are rejected , as per that take payment . This process must be clearly communicated
to vdeliver and call health management and accordingly the invoices must be generated .
Proposed Implementation ;
This matter is escalated to the call health management where they implemented a change as
in whenever the details of this partial medicines is communicated through the mail, they
would accept it. So flow of information is important.
Proposed Implementation :
To avoid this the Callhealth must be asked to give the same bill amount on everything or the
details of discounts offered must be specified so that the confusion can be avoided.
Page 35 of 71
10) ISSUE ABOUT THOSE MEDICINES WHOSE ORDERS ARE NOT RECEIVED :
In the earlier months , when the field executives went for the pick up of call health medicines ,
the clients used to give those additional parcels for which no order has been received and
those orders are attempted for execution .This would be a problem because there would be no
track on what are executed while preparation of invoices it would be a problem.
Proposed implementation :
The field executives must be strictly informed not to collect any extra parcels other than the
orders that are received. Prior they go for the pick up, the field executives must be given the
list of order IDs that are received in the back end and accordingly they have to receive them ,
if any parcel of order ID received Iin the backend was not given, that also must be informed to
the office which will be helpful in sending the slot wise reports giving the updates about the
order statuses.
Proposed implementation :
Planning have an utmost importance in the delivery process. The areas serviced are segregated
under 12 different routes which comes under three hubs. Each route is normally given to a
field executive. Planning should be done in such a way that the FE who has good knowledge
in a particular route can be assigned to him so that deliveries would take place faster. If the
resources are not allowed then any route can be assigned to any FE and he must definitely
make use of GPS for any unknown locality. Multiple FEs must be allocated in a single route if
there are many orders in the route. The number of FEs available in a particular hubs depends
upon number of orders that comes to that hub.
So it has been analyzed how many orders has been arrived for each hub and for each
route for the three months of april , may and june and they have been compared.
Planning on routing was done based on segregation of local areas under three hubs. On the
whole the total areas that are serviced are divided into 12 routes.
Madhapur hub had 5 routes covering some areas under each of the route.
Punjagutta hub had 4 routes covering some areas under each of the route.
Gandhinagar hub had 3 routes covering some areas under each of the route.
Page 36 of 71
TABLE 4.6. NUMBER OF ORDERS FOR THE MONTH OF APRIL PER ROUTES
TABLE 4.6.1 NUMBER OF ORDERS FOR THE MONTH OF APRIL PER HUBS
NUMBER OF ORDERS
392
Page 37 of 71
NUMBER OF ORDERS FOR APRIL MONTH
250
197
200
168
1
0
Page 38 of 71
Table : 4.7.1 Number of orders per hub in may
2 NUMBER OF ORDERS
394
Fig:4.3.1 Pie chart distribution of number of orders in may taken per hub
OSA
R1M
R2M
R3M
R4M
R5M
R9P
R6A
R7A
R8A
Page 39 of 71
NUMBER OF ORDERS FOR THE MONTH OF JUNE:
NUMBER OF ORDERS
ROUTE FOR JUNE MONTH
R1M 117
R2M 114
R3M 108
R4M 71
R5M 114
R6A 115
R7A 176
R8A 110
R9P 163
R10P 123
R11P 121
R12P 66
OSA 2
NUMBER OF ORDERS
2
473 M-HUB
524
G-HUB
P-HUB
OSA
401
Fig :4.4.1: pie chart distribution of number of orders per hubs in june
Page 40 of 71
NUMBER OF ORDERS FOR JUNE MONTH
200 176
163
150 117
114 114 115 123 121
108 110
100
71 66 NUMBER OF ORDERS FOR JUNE
MONTH
50
2
0
OBSERVATIONS:
We can see that in each of the three months , the number of orders are being high for routes R7A
and R9P , so we can plan in such a way that more more than one resource can be allocated to these
routes to avoid any delay in deliveries. And highest number of orders in terms of hubs is attributed
to madhapur hub, the availability of resources in m-hub should be high so as to avoid any
deviations.
So an SOP with the above issues , proposed implementations have been along with some definite
timings and formats.,
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STANDARD OPERATING PROCEDURE submitted to company:
Purpose : This document aims to implement a Standard Operating Procedure for smooth
operational flow between VDELIVER and CALLHEALTH .
Business Id : BIZ_062
Input Source : BIZ-API
Input Information : Call Health generates the orders for parcels by providing the
following input fields
a) Customer name
b) Customer mobile number
c) Pick up customer name, mobile number, Email
d) Pick up address, postal code
e) Delivery address,postal code
f) Order type
g) Product Charge
h) Weight of the parcel
i) Payment type received- COD/EASY TAP
Output : The orders are updated on backend and processed and assigned to Field
Executives and they set out to deliveries. After particular deliveries are done, then
payment of product charges are taken either through COD or EASYTAP machine .The
updated status of each of these orders are continuously tracked and monitored over the
backend and then timely reports are generated per day and sent to call health . At the end
of each month, invoice is generated and sent to Call health for monthly billing purpose.
Data Location : The entire database is managed through, Order Management System
Billing Cycle : A monthly invoice is generated by third of every month stating the status
of every order that has been received and processed for delivery and accordingly the
charges are applied for each order and then sent to Call Health.
Service Charges: The price per order for Call Health for VD-04 orders is charged as
follows
Base Price : 52
Minutes : 240
KMS : 15
Service tax as per GST : 18%
Order Type : VD-04
Page 42 of 71
Call Health Service Timings:
SLOTS PICK UP TIME REPORTED TIME OF DELIVERY SLA TIME
FE AT MEDI WORLD
FIRST SLOT 9:00 AM 8:45 AM 1:00PM
SECOND SLOT 2:00 PM 1:45 PM 6:00PM
THIRD SLOT 4:00PM 3:45 PM 8:00PM
Pick up Point : 1-1-147/1, SHOP 1&2 Near Clock Tower Cirle opposite Garden Hotel, SD
Road, secunderabad, 500003
Responsible Persons:
Page 43 of 71
The STANDARD OPERATING PROCEDURE that VDeliver follows with Call Health
consists of the following steps.
Start
Receive 1
orders from
CALL HEALTH
Do the Planning 2
on Routes and
Field Executives
Assign the 3
Orders to the
Field Executives
Page 44 of 71
Send the Daily
reports to Call 5
Health
stop
All the orders that are to be executed must and should be received through mail without which that
particular order must not be attempted for pick up and delivery.
Page 45 of 71
start
Order Busine
Ord Custome Create MRN Pick Delivery Order Order ss
er r name up type status from
d time number address Name
id address
Page 46 of 71
2. PLANNING PROCESS
Plan Routes
Planning INSTRUCTIONS
before the
The planning about the routes and Field Executives must be done well
field executives go for pick ups and assignments are done to them.
The planning about routes are very important because the planning must be done keeping
in mind that if a route is planned , it covers the maximum deliveries in that particular
way there by time is saved and maximum efficiency is reached with optimum utilization
of resources.
Care should be taken while planning thatrequired number of resources are available to
execute deliveries in that particular slot.
Planning should also involve segregation of orders into hubs before hand
Page 47 of 71
PLANNING PROCEDURE:
The planning forms the core of the delivering process and the entire planning has to take
place from the office of VDELIVER.
The planning essentially revolves around count of the parcels that have been created for
each slot, segregation of each parcels into three hubs –ASHOK
NAGAR hub(GANDHI
NAGAR hub), PUNJAGUTTA hub and MADHAPUR hub.
The next planning is done on routes based on the delivery addresses. The planning about
this is very important because the planning must be done keeping in mind that if a route is
planned , it covers the maximum deliveries in that particular way there by time
is saved
and maximum efficiency is reached with optimum utilization of resources.
The route planning is dependent upon following two factors
a) The number of orders received in that particular slot
b) The delivery address to which the parcels need to be delivered.
Primarily, the areas of Hyderabadare divided under three hubs- Gandhinagar Hub,
Madhapur hub and Punjagutta Hub.
Under each of these hubs, there are 12 routes which are again segregated under the three
hubs (R1,R2,R3,R4,R5,R6,R7,R8,R9,R10,R11,R12)
are denoted by R1M,RM,R3M,R4M,R5M
Under madhapur hub there are 5 routes, which
each route consists of areas under madhapur.
Under Ashoknagar hub there are 3 routes, which are denoted by R6A,R7A,R8A.
Under Punjagutta hub there are 4 routes R9P,R10P,R11P,R12P
Apart from the areas under each of these hubs , VDELIVER extends its services to some
other areas additionally added to some of these routes called E.S.A(Extended Service
areas) only facilitated for Call Health.
These Extended service areas canbe found in the Route Plan sheet under each route , the
areas marked with yellow colour.
Once the orders have been made up for the slot and as per hubs, then each order is identified
with the routes and clubbed with the adjacent routes if the number of orders for
a particular
order are minimum and so the orders in neighbor routes can also be attempted.
Normally the routes are assigned to delivery boys who has the good knowledge of the
routes to facilitate faster deliveries.
Page 48 of 71
PLANNING OF FIELD EXECUTIVES
The next step in the planning is done about the Field executives.
A thorough and before hand information must be collected on how many field
executives are present at each hub and who are present.
This information can be collected from hub incharges of each hub and employees
should also see that required number of resources are available to execute deliveries in
that particular slot.
The presence of a particular FE at a particular hub can be known by calling to that
particular hub incharge
or referring to the sheet where the details of all week offs of all
the Fes are there
The list of orders of that particular slot, the details of hubs which each order id is concerned
with and the route planning must be planned and made much ahead of pick up times for the
smooth implementation of the whole processes.
Once all the above planning is done, the employees in the operations team must
communicate with each of the three hub incharges, get the information about available
delivery boys at each hubs and accordingly plan and sendrequired number of field
executives for the pick up to MediWorld, Secunderabad.
The number of delivery boys that goes for pick up for morning slot are three, from
two hubs, for second slot it is one
delivery boy and for third slot one delivery boys
goes to MediWorld for pick up.
Number of
Field
Names of
Slot Executives Delivery Boys Hubs
going for Pick
Up
PRASHANTH PUNJAGUTTA HUB
FIRST SLOT 3 SANTHOSH PUNJAGUTTA HUB
VENU MADHAPUR HUB
GANDHINAGAR
SECOND SLOT 1 PRAKASH/SUDHAN
HUB
GANDHINAGAR
THIRD SLOT 1 PRAKASH/SUDHAN
HUB
In the first slot, Prashanth and Santhosh from punjagutta hub and Venu from Madhapur hub go for
the pick up and they segregate the parcels and venu takes away the parcels to madhapur hub,
Prashanth takes the parcels of punjagutta hub and
Page 49 of 71
santhosh picks up gandhinagar hub parcels and drops it to gandhinagar hub generally
and returns to Punjagutta hub and goes for deliveries.
In the second slot, any of the delivery boys preferably Prakash/Sudhan from
Gandhinagar hub will go for pick up and get it to punjagutta hub and from there
madhapur hub and Gandhi nagar hubs parcels will be dispatched .In the third slot, any of
the delivery boys preferably Prakash/Sudhan from Gandhinagar hub will go for pickup
and get it to punjagutta hub and from there madhapur hub and Gandhi nagar hubs parcels
will be dispatched.
Steps to be followed after planning and during the pick up location
Send the list of orders received through backend as per slot
and hubs and route plannings to selected Field Executives
After the above step, while leaving, the FEs have to take the
corresponding invoices of the parcels and pick up order proofs
that has the photograph of parcel and digital signature
In the first slot three FE’s In the second slot, the FE goes to In the third slot, the FE goes
goes to three hubs and his closest hub(punjagutta) and to his closest
dispatches the parcels dispatches the parcels to other 2 hub(punjagutta) and
through other FEs present at hubs dispatches the parcels to
each hubs other 2 hubs
Page 50 of 71
PROCEDURE AND INSTRUCTIONS FOLLOWED AT THE PICK UP POINT
After particular FEs are allotted to go for pick up, before they start, the field executives
must be given the list of the order ids, the related hubs , and also the route planning.
The Field executives must reach 15 minutes prior to the pick up time.
For example in the morning slot, the Fes must reach at 8:45 AM in the morning, in the
they have to reach by 1:45 PM , in the third slot the FEs must reach by
second slot
3:45 PM.
After the FEs reach the pick up point ie., at the MediWorld, they have to cross check the
order IDs ofthe parcels which has been sent from the office to the parcels they are
picking up.
After crosschecking with the order IDs, the FEs can easily segregate the picked parcels
based on hubs as this information will be easily available in the list that is provided by
the call centre.
It is a must that the FEs whoever has gone for pick up after the above operations, they
have to inform the employees at the call centre regarding how many parcels they have
picked up in each slot before leaving.
After crosschecking and segregating the parcels the Field executives has to move from the
client location (by 9:15 am sharp in case of morning slot, 2:15pm in the second slot and
4:15pm in the third slot), either for direct deliveries of the parcels or to particular hubs for
parcel dispatching .
While leaving the MEDIWORLD, the delivery boys has to take up the corresponding
invoices and pick up proofs for the taken parcels of the slot that consists of digital signature
and photo of the parcels.From there the delivery boys go to direct deliveries in the nearby
locations and then to hubs or to direct hubs for further dispatching of parcels .
In the first slot , three delivery boys from punjagutta and madhapur hubs come and pick the
parcels, so they take the parcels to their concerned and other hubs and dispatch from there
or the delivery boys can make the deliveries in the locations near the mediworld and go to
their hubs for further processing.
In the second slot, one delivery boy comes from his hub (gandhinagar hub) picks the
parcels and sees the deliveries in the nearby locations and goes to his hub , from there he
dispatches the parcels to other remaining hubs within one hour and goes for deliveries , or
from the pick up point he directly goes to his hub and dispatches the parcels as above.
The above process holds for the third slot even.
Once all the parcels reaches the respective hubs then the other delivery boys takes
the assigned parcels along with their invoices and a card swipping machine for
the deliveries.
Page 51 of 71
3.ALLOCATION AND ASSIGNMENTS OF ORDERS TO FIELD EXECUTIVES FOR
DELIVERY OF MEDICINES:
Field executives play an important role in deliveries of parcels from clients to destination.
The planning of selection of Field executives to a particular route from a particular hub or
directly from MediWorld depends on whoever are present on that day which can be known from
hub incharges as to who took the leave and week offs, it can also known from the week
–off sheet even.
Before allocating, it is really important to know which FEs are having good knowledge
about the routes within the city.
to that particular FE with good knowledge about
Allocating routes with maximum parcels
routes can speed up the deliveries.
So the assignments of the particular Fes must be done before they set out to delivery from the
call centre.
So the planning and assignments has to be done effectively and efficiently.
must ensure that all the orders received for the particular slot are assigned
The call centre
and track it.
The Allocation and Assignments of the orders to the Field Executives are done from the
backend as follows.
Page 52 of 71
As the orders are assigned to the FEs from the backend, the FEs get this notification through
application that is customized only to all the field executives in their
a specialized kartha
mobile phones.
After this notification pops out, the assigned FE
has to accept the order in the application,
where the status in the back end will be as ACP.
After FE picks the orders from the Medi World, he has to inform the office that he has
picked a particular count of orders and then he
has to keep the status in the application
as PCK which will be updated in the backend.
After this the person has
to move on to give to deliveries , if the parcel is delivered, then, it is
put in the status of DEL.
4.DELIVERY PROCESS:
The Field executive should take the parcels that he
needs to deliver in his assigned route alone with Invoices
and EZETAP card swiping machine provided by CALL
Page 53 of 71
Procedure to be followed at and during the delivery process and delivery point:
The Field Executives have to ensure that they carry all the parcels related to that route.
Before the field executives go to deliveries, they need to call to every CALL HEALTH
customer saying that their order is out for delivery and confirm whether they would be
available to take the orders at that time and what would be their preferred payment mode.
By asking so, the chances of any ambiguity regarding deliveries are reduced and time can
also be saved.
Once the Delivery boys takes the parcels , and customer is available , he has to reach the
address and take the orders to the door step of the customers.
After the customer approaches, the delivery boy has togive the intended parcel to the
customer for checking the medicines and the invoice.
After the customer cross checks the entire medicines they have ordered and the bill amount
from the invoice , they are ready to make the payment either by COD( CASH ON
DELIVERY) or through card payment through Eze tap machine provided by call health
that is carried by the delivery boy. When the payment is made through the eze tap
a payment has been made through machine,
machine, a mail is received notifying
specifying the amount received.
Once the payment is done, then the delivery boy must take the delivery proof by clicking the
picture of the delivered parcel along with the digital signature of the customer .
Then the delivery boy marks itas delivered in his kartha app, which is updated
automatically in the backend.
Once the entire process is done, then the delivery executive must also inform the call centre
order has been delivered also the amount received and payment mode
saying that particular
done by customers.
This marks the end of delivery process.
Page 54 of 71
AFTER THE DELIVERY PROCESS:
After the delivery process has been done , the field executives carries the COD amounts
which are received in the process of deliveries and handover them to the hub incharges
at the end of each slot.
All these COD amounts from the hub incharges, from each hub are collected by Mr.Neelam
Krishna by the end of the day.
Then Mr.Neelam Krishna ,takes this amount and gives it to Mr. SurendraBabu in the office
who maintains a record of how much amount is collected for each order.
The next day Call Health sends a report to Mr.Surendra Babu at 9am in the morning
specifying thepayment that is received through EZE TAP card swiping machine for
a reference .
Mr.Surendra Babu has to send a COD amount report to Call Health that has been collected for
each order that has been processed for the day by 12 pm in the following format.
Date Order id Amount in the Amount collected
backend by Vdeliver
The COD amount will be deposited in the bank in CALL HEALTH bank account.
Page 55 of 71
5.REPORTING
The last stage in the Call health SOP is that, they have to send daily reports on the status of
all orders
either delivered or postponed or cancelled to the concerned authorities of CALL
HEALTH
to keep the tracking .
in
The reports are sent as per the slot wise showing the status of order IDs that are executed
each slot and also a report on cancelled orders is also sent to the CALL HEALTH.
The timings at which each report must be sent are given below
DATE TIME ORDER M.R.N CUSTOMER CONTACT ADDRESS DELIVERY ORDER REASON
ID NUMBER NAME NUMBER POINT STATUS
in the EXCEL sheet
Like the slot reports, the cancelled reports must be prepared in this format
and then it must be sent through an email from orders@karthas.com to
TO : robin.vinay@callhealth.com
Cc:escalationdesk@callhealth.co.in,
callcentersupervisor@callhealth.co.in,
suman.govarthi@callhealth.com,
l2rph@callhealth.co.in
kc@vdeliver.in
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m) Pick up point
n) Delivery point
o) Delivery type-vd-04
p) Delivery product
q) Distance involved
r) Weight involved
The following charges are applied for each order depending upon the order status
a) Delivered Orders:
BasePrice:52
Minutes:240
KMS : 15
Service tax : 18%
b ) R.T.O: Double the above charges .
NOTE: The above process is the Standard Operating Procedure that is generally followed but yet
there are some exceptions which are dealt in the ways below.
Q) What happens when additional parcels are picked up other than the listed ones?
A) At the time of pick up the number of parcels that are to be picked up at the MEDIWORLD
might not tally with the order list given in the office .
a) If there are additional parcels , then first it must be informed to the Call centre . In the
office , the concerned employees must contact the call health escalation desk to keep
orders via an email if they intend to make the deliveries in that particular slot , if they
agree to place the orders for that particular slots , then call centre employees in the
vdeliver office must inform the deliver boys to carry those orders for pick ups and by
the time the parcels gets dispatched to the hubs , the planning and assignments must be
done .
b) If the escalation desk intends to make the deliveries of additional parcels in other slot
then those additional parcels must not be picked up in the current slot. But even for
picking up these additional parcels in the other slot, the orders in backend is necessary
and also it must be in the list specified by office to delivery boys.
c) If there are less number of parcels than that is provided in the list from office, ie., the
order has received but parcel was not received then also it must be informed in the
office, so the callcentre employees from Vdeliver office, contacts them and knows the
status .If the parcel has not been received then that particular order can be cancelled or
attemped in the next slot as per the request from the call health authorities.
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EXCEPTIONS AT THE DELIVERY POINT ::
a) What if when the Field executive, calls to the customer before going to delivery , and
customer does not respond?
A) If the Field Executive calls to the customer regarding his availability and he does not
respond, then even the field executive has to take the parcel to that respective address of
the customer and then call the customer , then if the customer responds, do the delivery
process.
b) What if the customer does not respond after the field executive contacts him after
reaching the address of that particular customer even?
A) The field executive has to call to customers two more times , and even if customer does
not respond, then a text message should be sent to his mobile number and wait for
sometime till he responds. If the customer does not respond , the delivery boy can simply
inform to call centre and then carry on with the other order deliveries without wasting
time.
c) What if the customer responds to the field executive saying that he wants the
parcel in a particular time / he is out of station?
A) Then the field executive must clearly know at what time and day the customer requires
the parcel, inform the same to the cal lcentre executives, so they would plan to attempt the
order in that particular time and call centre executives must and should inform the same to
call health management about the status.
The field executive should mark the order status as RTH (Return To Hub)
from their application and mention the reason whatsoever in the remarks section provided,
that will be updated in the backend .
For all the above issues, if the customer themselves cancels the order and rejects the
parcels then, the field executive should inform the same to the call centre stating the
reasons. Then field executive should mark the status of that ids as RTH and reason.
Then call centre executive would cancel the order from the backend stating the reason
.
Note: The field executive can just put the orders status as either RTH or RTO, but
he do not have the option to cancel the order. Only the call centre executive has
the option to cancel it from the backend .
B) IF the customer does not say to cancel and have the above issues, the field executive
has to inform to call centre regarding the issue, then call centre has to forward the
issue to the escalation desk .Then they would suggest as to cancel the order or they
themselves would contact customer and would suggest a solution of canceling and
keeping a fresh order depending on the issue. Then call centre would guide the same
to field executive.
ALL THE POSTPONED ORDERS ARE GIVEN ONE MORE ATTEMPT., These orders
are taken back to hubs and are attempted in the next slot for the orders the customers did not
respond.For those orders the customers requested to postpone ,theorders would be attempted in the
requested time. The requested time is accepted till one additional day of order creation.
g) What if the customer does not respond even in the second slot?
A) If the customer does not respond even in the second slot, then field executive
should inform it to the call centre, then call centre executive have to cancel that
particular order and see that that particular parcel is returned back to the call health
and report the same to callhealth executives.
Note: The call health orders are attempted only twice, where in which if the order is failed
to delivery in the second attempt even then they are cancelled and returned
A) The orders intended to postpone will be in RTH ,ASG state, those in RTH will be
found in failed orders section, from there those orders it can be rescheduled to the
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preferred slot timings . The RTH and ASG orders can be rescheduled from the edit
orders section which will be under Orders that is available on the left side hanging
menu in the admin panel. These rescheduled orders can be found in the unassigned
section in RSH status and these can be assigned to the delivery boys who takes it
for deliveries.
A) PARTIAL DELIVERIES :
Partial deliveries refers to that situation where an order contains right medicines
and other are wrong medicines that are not ordered by customers.
When there are partial deliveries, the field executive must inform to the call centre
the situation , which will be forwarded to the call health escalation desk.
If they say to deliver the right medicines only and take the payment for that, then
call centre executives guides the field executive to execute partial delivery and take
the payment required.
Apart from the above steps the field executive needs to record what all medicines
are delivered to customer under that particular order ID and the amount received
with the signature of the customer in the POD book.
The Call centre executives must see that the wrong medicines are returned back to
the medi world.
i) What if the customer changes the address to other than what is given in the
order?
A) If there is a change in the address the call centre executive have to take the changed
address and see whether it could be done or not. If the order can be done, the call
centre has to forward it to call health and the order is to be marked as RTH in that
slot and that order is attempted in the other slot. If the order cannot be executed ,
the same order can be cancelled, providing the reason , informing to call health.
j) What if the concerned authorities from call health, say not to collect amount
from a particular customer?
A) The call centre executive has to confirm it from the authorities of call health as per
the esculation matrix or others and mail is to be sent to call health, stating As
discussed with so and so from the management of call health, the payment for
order ID or MRN number has not been collected. This mail can be used for a future
reference.
Whenever any issue arises, a mail must be sent regarding same to callhealth
The email must contain looping of concerned authorities both from Call Health and VDeliver
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Other exceptions from the CALLHEALTH :
Incomplete Address :
There are orders everyday with incomplete addresses of the customers. Every time there
is an incomplete address, vdeliver call centre executives are sending an email and M/s
Call Health is getting back with the complete addresses after a while.
This gap hit the agreed SLA. Further customers approach vdeliver after an hour or two,
but by the customers reach to vdeliver, delivery executive is assigned a different order.
Going back and delivering the incomplete address order again is leading to delay in other
orders fulfilment.
Also, the time gap between email about the incomplete address and reply mail with
complete address from M/s Call Health is not being captured and the same is not taken
into account while calculating SLA.
Difference in Addresses:
In few cases, address communicated for delivery is different from the address in the
invoice. This is leading to confusion during the fulfillment and the same is costing
executive‘s time of re verification with customer
Customer Behaviour
Executives are falling in trouble as customers are getting irritated when they call to get
the landmark or address/availability confirmation.
Communication & Status requests:
Many a time, the callcentre executives are asked to update on the status of order which
is not even assigned . This takes a toll on the productivity of customer service team.
Also, the executives are being brought in into the communication between M/s Call Health
& pharmacists wherein the communication has no relation with vdeliver service.
There are many instances, wherein, delivery address out of service carry the address that is
within service area. When executives call the customer, the customer request to deliver
even beyond the service area.
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ALL THE ABOVE EXCEPTIONS AND OTHERS MUST BE ESCALATED IN
THE FOLLOWING LEVELS OF ESCALATION MATRIX
Level-1:
1) The field executive must inform to the cell centre executive regarding the issue ,
then call centre executive would escalate the issue to the escalation matrix and get
a resolution.
2) The call centre executive must say the same to field executive and get the
issue cleared .
a. Next the call centre executive must send a mail to call health regarding the
issue in that particular order ID.
3)The mail must be sent to following management from call health from
orders@karthas.com
i. EscalationDesk <EscalationDesk@callhealth.co.in>,
DOMonitoring <domonitoring@callhealth.co.in>, Khandelwal
<abhishek.khandelwal@callhealth.co.in>, HaseebuddinShaik
<haseebuddin.shaik@callhealth.co.in>, "abhishek.chaturvedi"<
abhishek.chaturvedi@callhealth.co.in>
ii. Cc to
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The format should be as follows
Hello Team,
This is to bring to your notice that customer with order ID XXXXXX with
MRN No. yyyyyy …………….(issue)…………….and our executive has spoken
to Mr. (authority on escalation matrix) who has approved for ------------to
be made. Thus, As per approval, request has been processed.
Thus Standard Operating Procedure will be instrumental in addressing key issues and tries to
induce quality operations and improved delivery rates.
Apart from documenting procedures, they are practically implemented to see whether there is any
increase in the delivery rate, quality of operations as the cancelled orders involve the usage of
resources for which any charge has not been levied. So we need to reduce the wastage of resources
through some standardized procedures. So delivery rate have been compared for the months of
april, may, june.
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DELIVERY RATES OF APRIL, MAY, JUNE 2017
total
number of
orders
cancelled
149 total number of
12% orders delivered
total total number of
number of orders cancelled
orders
delivered
1139
88%
Fig :4.6 pie graph to show the distribution of delivered and cancelled orders in april
total
number of
orders
cancelled
156 total number of
11% orders delivered
total number of
total
orders cancelled
number of
orders
delivered
1267
89%
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b) The delivery rate in june 2017
Total
number
of orders
cancelled
114
total number of
8%
orders
delivered
Total number of
total orders
number cancelled
of orders
delivered
1286
92%
92%
92%
91%
90% 89%
88%
89%
88%
87%
86%
DELIVERY RATE IN DELIVERY RATE IN DELIVERY RATE IN
APRIL 2017 MAY 2017 JUNE 2017
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COMPARING TOTAL REVENUE OF THREE MONTH EARNED FROM
CALLHEALTH DRUGS :
95224
96000 94021
95000
94000
93000
89476
92000
91000
90000
89000
88000
87000
86000
TOTAL REVENUE IN TOTAL REVENUE IN TOTAL REVENUE IN
APRIL MAY JUNE
We can see that there is an increase in the delivery rate and and constant increase in the
revenue. So standardizing Operating Procedures are really helpful in building consistency and
reliability, efficiency and there by profitability.
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SUGGESTIONS / RECOMMENDATIONS:
From the above faced issues and other technical issues, the following things are suggested.
1) The levels of communication must improve between field executives and operations team
at vdeliver. The field executives must communicate any issues or update the status
whatever it is as soon as possible from the delivery site.
2) As technology is upgraded new options are added, those updates need to be notified to
the operations team through many knowledge sharing sessions and see that they
completely comprehend them.
3) The field executives must also be trained regularly on the application usage and also they
must be created some awareness on inculcating technology related methods.
4) Planning must be done accordingly depending on the number of orders received per
route and per hub.
5) Updating right statuses at the right time would enable the database at the backend to be up-
to-date , which can be used for future reference even.
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CONCLUSION:
This Internship has enabled me to know how operations takes place in a logistics
company. Information flow is the most important factor to work in unison.
Information flow include knowing about the procedures underlying the delivery
operations, updating the status of the orders at the right time, communicating the
same with the customers. Without the information flow, the total operations would
be in complete chaos. Proper training to the work force in technology domain is
other key factor at Vdeliver, because the technology is integrated in every nerve of
its operations. The technology is going to be updated where the manual assignments
of orders to field executives is replaced by semi-automatic allocation which is done
by the software developed.
Keeping all the flows in place has been done with the help of Standard Operating
Procedure, which acts as a strong base for reference and guides employees to follow
methods that helps the organization to achieve its goals and objectives.
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REFERENCES:
1) Introduction to Operations Management – Stevenson
2) Operations Management - Russell and Taylor
Web links:
1) https://www.inc.com/encyclopedia/operations-management.html
2) https://www.hindawi.com/journals/ddns/2014/701938/
3) http://www.investopedia.com/terms/o/operations-management.asp
4) https://www.techopedia.com/definition/13984/logistics-management
5) http://www.firstpost.com/tech/news-analysis/technological-innovations-
and-new-trends-in-logistics-supply-chain-management-3679219.html
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