Académique Documents
Professionnel Documents
Culture Documents
SUBMITTED TO:
SUBMITTED BY:
MALLIKA CHETTIAR
(PGDRM)
(2007-2008)
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ACKNOWLEDGEMENT
One of the best parts of writing a project report is the opportunity to thank those who
have contributed to it. This project report has been made possible through direct and
indirect Co-operation of various people. I especially with to acknowledge the
following people who reviewed the project. Thank for the most perspective and
helpful comments.
I sincerely thank to Prof. Simran Chawla for her support and valuable guidance in
reviewing the project from time & also express my gratitude for her precious help during
the entire course.
MALLIKA CHETTIAR
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TABLE OF CONTENTS:-
4 Warehousing 33
5 FQAs 38
6 Conclusion 43
7 Bibliography 45
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CHAPTER-1
INTRODUCTION
➢Company Profile
➢Types of Business
➢Safexp ress Services
➢Futu re Expansion
➢Company’s Turnover &
Achieve men ts
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Company Profile
The Latest of the material handling equipment are used at Safexpress' hubs
to ensure safety and remove Laxity from material handling. Equipment
including hydraulic hand pallet trucks, dock levelers, trolleys, fork lifts’
multilevel pallet stackers are used by Safexpress. Chain Pulleys and Cranes
handle consignments which are not possible by smaller equipments to
manoeuvre.
It might not be out of place to mention here all the hubs of Safexpress are on
platform level height. Any Logistician will understand and appreciate the
essentiality and importance platform level warehouses have for material
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handling.
After one year i.e in 1996 Safexpress opens super hubs at Delhi, Mumbai
and
Bangalore.
Next year Safexpress launches Integrated Logistics Services. Our first ILS
client is NIIT, the first international ILS account is signed with Hilti from
Europe. Spurred on by a surging domestic economy, Safexpress extends its
fleet to 250 and number of stations to 290. Safexpress Private Limited
emerges as an independent entity
Then in 1998 Safeair and Safebox are launched, setting a new standard in
value added cargo services.All hubs are connected through web-based
software. In 1999
Having grown by over 300%in 4 years without compromising quality,
Safexpress is awarded the Golden Peacock Award for quality and
innovation in Logistics Management.
In 2000 Pilot run for GPS starts on 28 routes. Also Safexpress reaches the
350- destinations mark and the fleet crosses 1400. Again 2001 Safexpress
upgrades and launches a whole lot of features on www.safexpress.com
including ePod, Virtual Cargo and Privileged Member.
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HISTORY
1995 Safexpress launches as a door-to-door service with 4 routes, 9 offices, 12
container mounted vehicles and 20 employees.
Safexpress' door-to-door services include niche products like DoD and
To-Pay freight.
1997 Safexpress launches Integrated Logistics Services. Our first ILS client is
NIIT, the first international ILS account is signed with Hilti from
Europe.
Spurred on by a surging domestic economy, Safexpress extends its
Fleet to 250 and number of stations to 290.
1998 Safeair and Safebox are launched, setting a new standard in value
added cargo services.
All hubs are connected through web-based software.
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2003 Safexpress declared India’s “Larges Logistics Service Provider”
by Limca Book of Records 2003.
Mr. Pawan Jain , CMD , Safexpress , becomes one of the finalists
in the prestigious EnY’s Entrepreneur of the year Award.
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MISSION
We shall adopt and internalise a work culture which demonstrates a
"we can we will" attitude to reflect in our daily responsibilities so as to far
exceed our objectives, consistently striving towards market dominance. We
will create historical landmarks forming a strong edifice for the future
overcoming all obstacles pro-actively as our personal responsibility and
commitment to create delight for the customer with impeccable
personalised services.
VISION
To be a conscious learning organisation maintaining flexibility for change
so as to provide the most customised solutions. Striving towards global
market share whilst maintaining dominance in the domestic market through
good hr practice and excellent customer service.
QUALITY
“A quality service relies upon constant customer interaction and feedback.
An immediate response to the changing environment with pre-defined
business processes managed effectively and efficientlylead to the highest
output from the lowest input and this is the strongest measure of quality.
The best certification of a quality organisation is the measurement of the
scale of the smile on the customers face”
STRENGTHS
Over 550 destinations, spread across 28 states & 7 union territories.
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More than 1000 routes, linked through 41 super hubs & hubs.
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TYPE OF BUSINESS
Indian Economic Scenario today marks the emergence of total chaotic market with lot of
competitors, piling stock of products, lowering margins, taxation changes and more. In
the present situation what is needed to see the blue?
The ‘way to higher profits’ comes from streamlining the channels and outsourcing the
segment of business which is not the core focus or expertise of the company.
One such fragment of business model is Supply Chain. Being a medium of linking
product to market, a robust model of supply chain management ensures a better
‘TAT’ (turn around time), low inventory holding cost and less of damages.
Over the time discipline of business logistics has advanced from the warehouse and
transportation dock to the boardroom of leading Global Enterprises.
Supply Chain has to be viewed not only as material and information pipeline but as
integration of logistics with the human factors that need more attention to be paid to
understanding, creating and managing demand more effectively.
Safexpress works on the Value Chain concept using a framework for examining
linkages between suppliers, producers, buyers, intermediaries and end users.
Safexpress, India’s leading logistics company offers Integrated Logistics Management,
Express, Air, Multi-modal, Door-to-Door, time definite delivery and consultancy
services. The company also offers e-logistics and customized solutions for e-business.
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SAFEXPRESS SERVICES
➢ EXPRESS
➢ DRAFT-ON-DELIVERY
Draft on delivery is an unparalleled value-added service wherein the seller can dispatch
goods through Safexpress to the buyer and be assured that the delivery would take place
only when the draft has been collected.
In the Safexpress DOD system pre-alerts are sent to the consignee to allow reasonable
time for the draft to be made, thus meeting the desired objective of express transit with
the amount ready for collection.
“The company would redeem the value of the loss in the uneventful case of any shortage
or damage to the consignment whilst in the custody of Safexpress, subject to the risk
charge having been paid by the sender or the recipient as per the company policy. The
amount corresponding to the loss as declared would be paid by the company to the sender
or the receipent as required without waiting for any request for the same.”
➢ SAFEBOX
The safebox comes in two convenient sizes of 17” x 17” x 12” and 16” x 12” x 9” easily
accomodating upto 20 & 10 kgs respectively of your cargo. The robust design is further
reinforced with internal insulation for safety of your cargo. So you save on packaging
cost and for a nominal amount it is ready for delivery with an auto insurance upto rs.
5000 absolutely free of cost.
➢ SAFEAIR
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To ensure that time sensitive cargo reaches the destination through a faster mode
meeting all your requirements for the time definite deliveries. Safeair connects your cargo
through airlines, atos and uses the services for morning and evening flights to provide a
wide variety of connectivety to suit different market cutoffs.
➢ ILM
Safexpress works on the value chain concept using a framework for examining linkages
between suppliers, producers, buyers, intermediaries & end users.
Safexpress ensures the success of the entire chain, marrying local knowhow with the best
global practices, technology & perspective
➢ CONSULTING
Safexpress offers value added services beyond physical operations in the form of
logistics consultancy covering a wide spectrum of the Indian economy.
The company plays a pivotal role in guiding diverse market segments on existing and
recommended logistics models with various simulation modules to map transactions
using historical data and providing befitting supply chain solutions.
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Cargo from PATNA to BANGALORE booked on Saturday, September 06,
documents required
2 Copies of Consignor's Invoice with ST & CST No. Printed
octroi applicability
NO
by Express mode
Thursday, September 11, 2008
by Safeair mode
Monday, September 08, 2008
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FUTURE EXPANSION
Logistics services provider Safexpress plans to invest Rs 800-1,000 crore (Rs 8-10
billion) in five years to expand its operations on the back of the boom in manufacturing
and retail activities in the country.
As a result of the expansion, the company's turnover is likely to touch Rs 1,000 crore (Rs
10 billion) by 2010.
The company expects to fund its expansion through internal accruals and debt as it claims
to have strong bottomline and cash reserves. The privately-held Safexpress has been
growing at 35 per cent and posted a turnover of Rs 450 crore (Rs 4.5 billion) in 2006-07.
The company expects similar growth this year as well, Pawan Jain, chairman and
managing director, told reporters at the CII Logistics 2007 summit in Chennai.
Safexpress intends to set up logistics parks comprising warehouses, vendor management
services, raw material management and finished products storages at 32 locations across
the country.
Each park will come up on an area of 25-30 acres. A group company, which is into the
realty business, has already completed around 70 per cent of the land acquisition.
The company is also establishing a 3 lakh sq ft logistics park near Chennai at an
investment of Rs 35 crore (Rs 350 million). It already operates a 80,000 sq ft warehouse
in Chennai.
Through the expansion programme, the warehousing capacity of the company will grow
to 10 million sq ft in the next three years from the current 3 million sq ft.
The company was planning to strengthen its presence in the air cargo segment by taking
three Boeing-737 cargo aircraft on lease. These would cover five cities in the country by
the next financial year, according to Jain. Safexpress has also placed an order for 380
trucks to add to its current fleet of 3,000 vehicles.
The company doesn't own the vehicles, but hires them through its network of 59 vendors.
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HEALTHCARE SEGMENT is one of Safexpress's special focus area which
contributes 16 percent of the revenue. With more than than 100 percent customer
retention rate Safexpress has always given due importance to the demands of their
customers. Aiming at expansion, they are investing heavily in infrastructure development
and will soon be coming up with 32 logistics parks and will be adding seven million
square feet of warehousing capacity. The investment is planned for a total of Rs 1000
crore in infrastructural development in the next three years. Pawan Jain, Chairman and
Managing Director, Safexpress, says, "We have plans for expanding our specialised
logistics product range. This range would be specifically designed for the healthcare
industry after thoroughly analysing its needs. Apart from offering our multi-modal
services, we will be providing single window solutions and, along with managing the
logistics channel end-to-end from distribution channels to pharmacy or patient level. We
would be offering specialised logistics solutions to the rural healthcare, customised
pharma and cold warehouses pan-India, packaging solutions, implementing bar-coding to
prevent spurious drugs and offering solutions as per regulatory norms like GDP, US
FDA, MHRA and GCCDP."
With a view to provide customised logistics services for booming retail industry
Safexpress also sponsored the ninth Marketing and Retail Conclave. The conference saw
the presence of leading retail players from all across the world. Vineet Kanujia, General
Manager Marketing, Safexpress said, "The idea behind sponsoring this conclave was to
bring the retail and logistics industries closer. Safexpress has been at the helm in
harnessing and synergising the needs of the retail industry for the growth of the economy.
We have successfully managed to gather the required inputs and the coming period will
see us roll out these plans."
TURNOVER
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The company hopes to double its turnover to Rs 1,000 crore by 2010, he told reporters on
the sidelines of CII Logistics 2007. The privately-held company has been growing at 35
per cent and posted a turnover of Rs 600 crore in 2007-08. It expects a similar growth
this year, Mr Jain said.
In three years, Safexpress will add 7 million sq ft of space to its existing 3 million sq ft.
It will set up logistics parks comprising warehouses, vendor management, raw material
management, finished products storages, and also distribute consignments. These parks
will come up in 32 locations across the country, he said.
EMPLOYEES TURNOVER
At present there are 2500 employees in safexpress but they are planning to expand
there number of employees in future.
ACHIVEMENTS
On this grand occasion, ‘Logistics Guru’, Mr. Pawan Jain, CMD, Safexpress said “Both
these prestigious awards mean a lot to us. It is indeed a proud moment for everyone
associated with Brand Safexpress. We are happy that our relentless efforts have been
recognized in the industry. We have always ensured quality, security and timely
services and promise to continue in delivering the best. We are humbled by this
adulation.”
This award ceremony was a platform for honoring Indian entrepreneurs and enterprises,
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who have been consistently demonstrating Business Excellence as per International
standards.
IES is the most esteemed economic institution of the country. It seeks to provide expert
advice on the various facets of Indian economy by way of in-depth study and research.
IES has been actively involved in providing information to its members on the critical
developments taking place on the various economic fronts. In present day, it has come to
epitomize excellence in economic sphere.
About Safexpress- Safexpress is India’s No. 1 Supply Chain and Logistics Company. The
company offers the best and the most innovative solutions for all SCM and Logistics
requirements. Their services are totally customized as per the demand of different
segments of the business industry. Courtesy their wide range of quality services,
Safexpress has set a benchmark in SCM standards and redefined the functioning of
Indian Logistics Industry. Growing at a phenomenal rate of over 30 % in the last couple
of years, Safexpress achieved an annual turnover of Rs. 500 crores in the FY 2006-07.
The company is targeting a turnover of Rs. 1000 crores by the year 2010.
CHAPTER-2
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SUPPLY CHAIN MANAGEMENT
➢ Meani ng
➢ Components of Supply Chain Ma nagement
➢ Su pply Chain Management: Robert B.
Handfield
➢ Sy stem of Supply Chain Management
➢ Proc esses of Supply Chain mana gement
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SUPPLY CHAIN MANAGEMENT
Since, the beginning of the 1990s, there has been a paradigm change in the
business scenario, mainly due to the liberalization policy of various
economies all over the world, and revolutionary innovation in the field of
science and technology.
Particularly, information technology and communication infrastructure has
resulted into a continuous acceleration in the magnitude competition. To
sustain themselves in such an erratic environment, firms need to have door
competency and productivity. That is why firms are perceived to have more
systemized activities related to movement and storage of goods so as to
make them available at a short noticed with the lower inventory level. For
instance, Godrej locks – a division of Godrej & Boyce Company – has to
reduce its order to delivery cycle from there weeks to only three days.
Computers giant Hewett Packard has cut the duration of its cycle to deliver
to customers in India from the us by one third, from 37 days, to 10 days.
All this happened because of higher and systematic. Supply Chain
Management the new and more Indian companies are jumping onto supply
chain management bandwagons for the completive edge.
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imple ment ing, and con troll ing the operations of the supply chain
as efficiently as po ssible. Sup ply Chain Management spans all
movement and st orage of raw material s, wor k-in- process
invento ry, and finished goods from po int -of-origin to point -of-
consumption .
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Source: Introduction to Supply Chain Management by Robert B. Handfield, Ernest.
➢ Suppliers: Manufactures interact with suppliers to make sure that they have all
the available materials for manufacturing. Raw material orders placed with
suppliers are more precisely determined as they are based on production schedule.
But the question arises is the production schedule reflective of the correct demand?
Manufacturers works in close coordination with suppliers in order to reduce high
inventories. Just in time is one such technique, which manufacturers use to achieve
this objective.
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COMPONE NTS OF SUPP LY CHAIN
MANAGEMENT
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Sup ply Chain Management is a soc ial or soft system which has goals,
components, proce sses and boundar y.
Goals of SCM.
SCM Sof tware and Har dware – The core of an SCM System is
SCM softwa re. Supply Chain Softwa re is mo dule ba sed app lication.
Each so ftwa re module automates business acti vities of a funct ional
area in the Supply Chain.
Users – The users of SCM syste ms are wor kers of supply chain
par ticipants at all levels.
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➢ Demand Planning and Forecasting - A critical success factor to supply
chain management is accurate demand forecasting. Supply chain software systems
utilize sophisticated mathematical models for predicating future demand from
historical data.
➢ Procurement - Thisis the process of choosing the suppliers that will deliver the
goods and services you need to manufacture or assembly your products or create
your services. It involves price negotiation, receiving, and verifying the
shipments.
➢ Return - Return and refund are important parts and also the problem pats of
supply chain management.
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CHAPTER-3
CASE STUDY
DABBAWALAS OF MUMBAI
CASE STUDY
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6 Sigma Dabbawalas of Mumbai,
And their Operations Management-
An Analysis.
The ubiquitous Dabbawalas also known as tiffinwalas who provide a lunch delivery
service in Mumbai have been in the business over 115 years. Their mode of operations
have been studied by global management gurus and business schools. In 1988, Forbes
magazine conducted a study and rated them a Sigma 6 organization i.e. a 99,9999 per
cent correctness – which means if the organization delivers six million tiffins, it will not
misplace more than one or just one tiffin in six million transactions.
Considering the unique achievement of Dabbawalas in the field their operations, this
study has been undertaken to access their group efforts and managerial efficiency. The
main objectives of this subject are :
1) To examine how the Dabbawalas operate;
2) To study howDabbawalas of Mumbai perform an amazing role in procurement
and distribution of tiffins to their clients from which one can learn many critical
issues of supply chain, distribution and logistics management. This subject mainly
dwells on the examination of their operations and achievement of almost zero-
fault performance including their problems and prospects in this changing
environment of their business, they work as a team to achieve a common goal
with a cent percent accuracy, and
3) To explore the problems and prospects of the Dabbawalas’s services in the light of
changing environment.
The origin of the Dabbawala’s lunch delivery services dates back to the year 1890.
Mahadeo Havaji Bacche, a migrant from Pune district ( North Maharastra ) started this
lunch delivery service. At that time, eople came from different states and form different
communities migrated to Mumbai for work. At working place there were no canteens or
fast food centres and they did not bring their lunch from home. Besides, different
communities had different food habits, tastes and preferences which could only be
satisfied by a home made meal. Recognizing the need, Mahadeo started this lunch
delivery service.
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In this business, Mahadeo recruited young men from the villages neighbouring Mumbai
(generally Pune district and adjoining areas ), who had no formal education or technical
efficiency to get work in the city. There were 100 Dabbawalas increased. In 1950,
Dabbawalas were delivering 1,00,000 lunches per day. After the death of Mahadeo they
became organized in 1954 and formed Nutan Mumbai Tiffin Box Suppliers Charity Trust.
The trust had branch offices in different parts of the Mumbai sucha s Chembur, Dadar,
Ghatkopar etc. In 2005, 5000 Dabbawalas are delivering around 2,00,000 lunches per
day.
Levels of Management:
The trust is a co-operative body having three levels of management, viz.
1) The Governing Council, its President, Secretary – Top level,
2) Mukabams ( Team leaders or supervision ) – Middle level,
3) Dubbawalas – Lower level.
The Governing Council ( also called as Panch Committee ) holds meetings on the
15th day of every month. Mukadams and Dabbawalas are entitled to attend the
meetings. At these meetings, Dabbawalas discussed their problems and business
policies. The trust collected Rs. 15 p.m. for each member to maintain a welfare
fund. The trust provides various services to its members, including loan facilities
for emergencies, educations expenses for children, health care etc. from this
welfare fund. The Dabbawalas are organized in supervise to sorting Dabbas ( tiffin
box ), to keep records of payment, to settle disputes, to seach new customers and
train new Daddawalas. Each goup is financially independent but work together in
the delivery process. Each gouup serves its own customers without hampering the
interests of other. Now the Dabbawalas are charging cutomers Rs. 250 to Rs. 300
p.m. for their services. Total monthly collection is shared equally among the
members of the goup. Each Dabbawala receives Rs. 5,000 to Rs. 6,000 after
meeting all expenses like railway monthly ticket, rent for handcarts, crates etc.
Newcomers who want to become Dabbawala are initially hired on a salary, after
evaluating their performance they are offered membership (shareholders) of the
trust and assigned to one of the groups. Each Dabbawala is guaranteed to receive a
monthly income and employment for life. As there is no retirement age, he may
work as long as he is physically fit. To become profit sharing member of the trust,
new Dabbawalas needs to pay a certain amount to the trust. This was Rs. 30,000 in
2003.
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boxes to customer’s houses or caterers. Every customer who avails himself the
service is given a aluminum container (called Dabba-contains 2 or 3 containers,
often carrying rice, chapattis, curry and salad) with appropriate code painted on
the lid. The Dabbas are changed hands at least four or five timers before they
reach their destinations during the delivery process. The process runs as follows:
A Dabbawala picks up the tiffin box with cooked food from a house or caterer
early morning (generally between 8:30 a.m. and 10:30 a.m.), then transports it by
cycle or handcart to the nearest railway station. Then he hands it over to a
Mukadam who sorts it and arranges them in crates or trays, according to the
destination. Another Dabbawala then transports it in the suburban train vendor
compartment to the railway station nearest to its destination where another picks it
up and delivers it to the ultimate recipient by 12:30 p.m. After lunch, the Dabbas
are picked up and return to the customer’s house or caterer in a reverse operation.
The food and the Dabba both belong to the customer. Even housewives
occasionally send messages to their husbands in these Dabbas. This delivery
system has been compared to a relay race.
The Dabbawalas have developed their unique coding system. The codes help each
Dabbawala to identify and fulfill his responsibility. These codes are understood by
the Dabbawalas and no one else. The code is painted on the lid of the Dabba,
which indicates the originating address & station and the destination station &
address. Their coding system is very interesting. They use colours and code
markings to ensure faultless delivery. They use both alphabets and numbers to
identify Dabbawala, station, building and floor. For example, if the code on a
Dabba is “P-BO-10 15/A/11”, then P identifies the name of the Dabbawala,
BO indicates Borivili (area) where the Dabba has to be collected from,
10 represents the area, Nariman point, where the Dabba has to be delivered and
15/A/11 stands for 15th building, 11th floor.
According to their version, they use the cheap public transport system which is
advantageous to them. Several groups are involved in this service, but their team
work is unique and delivery almost flawless due to their effective co-ordination.
Even there is no mixing of vegetarian and non vegetarian Baddas on the same
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bicycle. Raghunath Medge claimed “ We generally make one mistake in two
months. We can’t afford to make mistakes to often or else we will be out of
business. And our employees understand this reality very well so they are
always very caution.”
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such and efficient service. Even people of foreign countries (like U.K., Italy
etc.) are amazed that uneducated Dabbawalas can carry out such type of
business so accurately. Actually the uneducated have an ability to memorize
and retain more as opposed to educated who are used to writing down
everything. So they claim that “our head is our computer and Gandhi cap in the
computer cover to protect it from the sun or rain.” The white-capped, white-
shirted Dabbawalas shot the limelight when they were awarded the six sigma
rating, but it was Prince Charles’ meeting with them in Mumbai in
November,2003 that really helped them. He was the first celebrity who visited
them. R. Megde said “ Many people talk about us, but Prince Charles was the
first famous person who met us. He encouraged us. He is our friend.
Hard work and sincerity of Dabbawalas are the two main factors to reach such
levels of efficiency with such an untrained work force. They got six sigma
rating of highest operational efficiency without using any paper work or
computer. Thanks to their personal as well as group efficiency and dedication to
their vocation.
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CHAPTER-4
WAREHOUSING
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WAREHOUSING
Traditional warehousing has been declining since the last decades of the 20th century
with the gradual introduction of Just In Time (JIT) techniques designed to improve the
return on investment of a business by reducing in-process inventory. The JIT system
promotes the delivery of product directly from the factory to the retail merchant or from
parts manufacturers directly to a large scale factory such as an automobile assembly
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plant, without the use of warehouses. However, with the gradual implementation of
offshore outsourcing and offshoring in about the same time period, the distance
between
the manufacturer and the retailer (or the parts manufacturer and the industrial plant)
grew considerably in many domains, necessitating at least one warehouse per country or
per region in any typical supply chain for a given range of products.
Internet impact
The internet has had an influence on warehouses too. Internet based stores do not require
physical points of selling. However, warehouses are still required to store the goods.
Since direct contact with customers means many small orders, this is a different situation
where stores would be ordering large numbers of goods. Simply said, warehouses change
from shipping large quantities of goods to shipping large numbers of small quantities of
goods.
Having a large and complex supply chain containing many warehouses may be costly.
Sometimes, it is beneficial to have one large warehouse per continent. This warehouse
should be located at a central point, where transport is available to all other destinations.
At these continental hubs, goods have to be customized for different countries. For
example, goods get a price ticket in the language of the country where it will go. Making
small adjustments to goods at a warehouse is called value added services.
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Including selective, drive-in, drive-thru, double-deep, pushback, and gravityflow.
Mezzanine:
Including structural rolls formed, rack supported, and shelf supported.
Cantilever Rack:
Including structural and roll formed.
Industrial Shelving:
Including metal, steel, wire, and catwalk.
Automated Storage and Retrieval System (ASRS):
Including vertical carousels, vertical lift modules, horizontal carousels, robotics,
mini loads, and compact 3D.
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CHAPTER-5
FAQs
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➢ Why Safexpress?
Safexpress –India’s Leading Logistics Company is renowned for its domain expertise and
experienced manpower in the LSCM sector. Safexpress can best understand your Logistics and
distribution requirements and can offer the most suitable Logistics model and solution to you.
Safexpress has the largest network coverage across India traversing over 3,50,000 km. every
day covering over 550 locations through more than 750 routes operating 24 hours a day 365
days a year .
➢ What is ILM?
Integrated Logistics Management is our 3PL Product that optimises your company’s supply chain.
First, we examine the linkages between your suppliers, producers, buyers, intermediaries and
end users in order to identify time and cost inefficiencies. Next, we deploy our unique mix of local
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know-how, global practices and cutting-edge technology to provide integrated supply chain
solutions. These range from specific services such as warehouse management, statutory
compliance and invoicing - to an entire gamut of third party logistics services.
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➢ What kind of Material Handling Equipment are used at
Safexpress' Hubs?
The Latest of the material handling equipment are used at Safexpress' hubs to ensure safety and
remove Laxity from material handling. Equipment including hydraulic hand pallet trucks, dock
levelers, trolleys, fork lifts’ multilevel pallet stackers are used by Safexpress. Chain Pulleys and
Cranes handle consignments which are not possible by smaller equipments to manoeuvre.
It might not be out of place to mention here all the hubs of Safexpress are on platform level
height. Any Logistician will understand and appreciate the essentiality and importance platform
level warehouses have for material handling.
Statutory obligations in India vary from state to state. For a check on obligations like documents,
form/permits, octroi /entry tax applicability - please visit our online logistics planning tool- Virtual
Cargo. By simply selecting your booking origin and destination along with the planned date of
despatch, it tells you all the obligations involved. For further clarity, please call us toll free 1800
113 113 and customer services desk will help you. You can also mail us at
safexpress@safexpress.com
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Safexpress has special arrangements to offer project based Reverse Logistics assignments. For
detailed discussions, please call us toll free 1800 113 113 or send us mail on
safexpress@safexpress.com
CHAPTER-6
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Conclusion
Conclusion
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structure that supports the corporate mission and improves and
influence logistics system performance. With the growing nature
and scope of logistics and supply chain management in the overall
performance of the enterprise over the years, there have been
changes in the logistics organizational structure from being a part
of various functions like manufacturing, finance, and marketing
to a core function.
CHAPTER-6
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Bibliography
Bibliography
Websites
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www.logisticworld.com
www.safexpress.com
www.google.com
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