TABLE OF CONTENT Particulars Preamble Objective Executive Summary Company Profile Organizational structure Methodology Kanban IUTN Dispatch

Vehicle TAT 3PL Inventory IUTN Vehicle transit time Critical Vehicle deployment Conclusion & Recommendations References PAGE No. 02 03 04 05 12 13 14 22 25 31 32 33 34 35

PREAMBLE
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Logistics MIS gives us a trend analysis of logistics activity. On basis of this analysis logistics department takes appropriate action and achieve good efficiency in operation. In this context logistics MIS plays very important role. To have a good logistics MIS we have to consider below points:
1) Flow of information along with operations (Activity) 2) Authenticity of information flow.

3) Methodology of data capturing. 4) Methodology of data consolidation. 5) Methodology of data analysis

6) Methodology of MIS presentation.

Logistics is an essential to all companies. It includes freight transportation, material handling, warehousing and order processing, packaging and data processing. It uses advanced information systems and expertise to reduce inventories, cut transportation costs, speed delivery and improve customer service.

OBJECTIVE
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The objective of this project is to study logistics reports of Thermax at Pune. The aim of the project is to study, analyze and recommend change in the repots. It includes following reports as follow Kanban efficiency IUTN Vehicle Deployment 3PL Inventory Report IUTN Vehicle Transit Time Critical Vehicle Deployment

This project helps to understand detailed activity included in each report and to analyze existing format of the report. The main objective of this project is to allocation of resource (time, cost, human resource), enhance visibility with information linkage, use common standard document and code, support interoperability with each organization system, and reduce usage of document paper, saving operating cost.

EXECUTIVE SUMMARY
This project looks to evaluate and study logistics MIS at Thermax. This project will bring internal benefits to companies, creating wider benefits to subsidiary companies, leading to a reduction in external costs. Good logistics reports bring savings, increase efficiency , reduce waste, improve accountability ,meet the delivery dates more frequently, carry less inventory, meet customer request dates 95% of the time and integrate supply chain commitment with product availability on time. The development of standardize logistics reports has helped companies. Standardize logistics repots is required to apply same format of report and analyze particular activity. As a consequence of this, it is necessary for companies to develop standardize logistics reports. Hence there is a focus on the standardization of logistics repots as companies recognize the potential synergies that exist between them.

Company profile
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Thermax Ltd. is an INR 4,935 crore (USD 1.11 Billion) company, providing a range of engineering solutions to the energy and environment sectors. They are headquartered in Pune, India and operate globally through 19 International offices, 12 Sales & Service offices and 4 Manufacturing facilities - three of which are in India and one in China. Our presence spans 75 countries across Asia Pacific, Africa and the Middle East, CIS countries, Europe, USA and South America. Tuning to the needs of the day, all our solutions are innovative, energy-efficient, environment-friendly and easy to operate. Solutions Suite Innovative and Eco-friendly Our solutions specifically focus on:

Heating equipment - using a variety of fuels, including biomass Absorption chillers - fired by waste heat or steam Power and captive cogeneration plants Waste heat recovery units Waste water management systems pre-treatment, waste water treatment conditioning of water, sewage effluent treatment and recycling Air pollution control systems Performance improving chemicals

and chemical

Product Range Diverse and Efficient From our experience of over three decades in the energy sector, we offer a range of boilers and thermal oil heaters, energy chillers and customized products like exhaust gas boilers. Thermax absorption chillers have found a niche in green energy systems in Europe and Australia. We also help industries reduce energy costs by shifting to abundantly available, alternate energy such as biomass. Industry-specific Solutions Clean and Green
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Thermax provides industries with clean technologies that recover pollutants; thereby reducing their hazardous impact on the environment. Today, many iron & steel, cement, fertilizer and chemical industries reduce emissions using our air pollution control systems. Industries in the US and Japan consistently use our hi-grade ion exchange resins for specialised applications. Project Management Capabilities Our project management capabilities extend to setting up energy-environment projects for customers in several markets. This is backed by a robust and innovative R&D setup, involved in technology development and adaptation for various industrial applications. Technology Partnerships Over the years, Thermax has formed technology partnerships with global majors, including: Babcock & Wilcox (USA), Kawasaki Thermal Engineering (Japan), Balcke Durr (Germany), Eco-Tech (Canada) and Georgia Pacific (USA). Thermax is committed to Conserving energy and preserving the environment', two areas vital for the world. We support industry and business establishments to be energy efficient and environment-friendly. The products and services we offer must be developed, sold and serviced through the eyes of the customer and measured by their voices. If we are obsessed with the quality of our products and services and our customer, growth and profit are bound to follow.

We are convinced that all businesses need to focus on growth and profit else, they cannot exist. However, we also realise that if business is run solely on growth and profit, it will die, since there is no purpose for its existence.

Group at a Glance

Milestones:
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1966 Wanson India starts operations in Pune, manufacturing small coil-type packaged boilers (Vaporax), in collaboration with Wanson, Belgium.It was the first year of operations; the company employed 145 people and posted a turnover of INR 20.00 lakhs. A S Bhathena was appointed Managing Director. 1973 Wanson receives its first export order for 10 paint booths to the former USSR. Multitherm, India's first packaged water tube boiler for Indian coal, is developed by Wanson R& D. 1975 Thermax gets into the water treatment business, to complement its boiler business. 1976 Thermax acquires Tulsi Fine Chemicals, which later became the Chemical division of the company. 1979 In a synergistic move, Thermax starts the Enviro division for Air Pollution Control equipment. 1980 Wanson India becomes Thermax Pvt Ltd. Conserving energy, preserving the environment was adopted as the corporate vision. 1981 R D Aga appointed Chairman and Managing Director of Thermax Pvt Ltd. 1985 Anu Aga begins her career in Thermax with the Human Resources department. 1986 The company launches the Thermax Service Franchise Scheme, a first of its kind in India. 1987
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Thermax introduces vapour absorption machines in collaboration with Sanyo, Japan. 1989 The company forms the joint venture Thermax Babcock & Wilcox Ltd. 1992 Combined Heating and Power Group (CHAP) is formed which later became the Cogen division. 1994 Tata McGraw-Hill publishes R D Agas book Changing the Mindset - Reflections of a Chief Executive. 1995 On February 15, 1995 Thermax goes public with an issue (IPO) of 60,88,700 equity shares. The issue was over subscribed seven times. 1996 February 16 - R D Aga passes away after a heart attack in Mumbai. February 19 - Anu Aga is appointed as Executive Chairperson. August - Thermax bags the single largest contract for captive power, water treatment and absorption cooling from Arvind Mills. The order value - INR 136 crores. December - the Energy & Environment Research Centre is inaugurated. 2000 June - Thermax acquires boiler company, M E Engineering Ltd, in UK. July 21 - Prakash Kulkarni takes over as the Managing Director of the company. August 2000, the company forms its Executive Council. September - Thermax gets ISO 14001 certification for its manufacturing facility at Chinchwad. 2001 On January 15, 2001, the Thermax board is reconstituted with four independent directors, three non-executive promoter directors and one full-time director. In March 2001, Thermax starts subsidiary company, Thermax Inc, in the US. In June 2001, Thermax posts a net loss of INR 13.22 crores.
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In August 2001, Thermax announces a VRS scheme as part of its restructuring exercise. In all, 420 employees opted for the scheme. 2002 April - Thermax gets ISO 14001 certification for its chemical plant at Paudh. In the same month, Thermax announces turnaround results with a net profit of INR 24 crores. August 19 - Thermax declares 50% dividend, the highest since going public. 2003 February 13 - Dr. N D Joshi's Best innovator award Instituted. Shree Cement Project completed in a record time of 17 months. Thermax wins Performance bonus from the customer. March 2004 Thermax registers highest ever profit after tax of INR 54 crores. Launches Project Evergreen to consolidate its leadership position in India and prepare for global leadership in chosen fields. McKenzie appointed as consultants in this transformation exercise. Thermax buys out Babcock & Wilcox stake in Joint venture; opens office in China. Thermax ranked No.3 among the top ten places to work (Business Today/Mercer Survey). Anu Aga retires as Chairperson and Meher Pudumjee takes over. 2005 Thermax top line grows by 62% and achieves a Group turnover of INR.1281 crores. International business of Thermax grew by 70% to INR 352 crores. Thermax launches 14 new products and applications during the year. To achieve synergies in related business, the companys six core businesses are restructured into three groups Cooling & Heating, Chemicals & Water and Projects. Anu Aga honoured with Lifetime Achievement Award by Financial Express/Electrolux.

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Thermax among the 20 Indian companies featured in the Forbes Asia List of Asias Best under a Billion companies. Thermax wins a performance bonus cheque of INR 1 crore from Madras Cement Ltd for fast track completion of its captive power plant. 2006 Thermax posts a record profit of INR 123 crores, up by 77% over the previous year. Thermax group turnover touches INR 1606 crores. The Thermax R&D team wins the national award for the most innovative product at ACREX 2006, the HVAC event. The Award was for designing Trigenie, the dual-heat input absorption chiller that works on exhaust gas and other heat sources like steam or hot water. Meher Pudumjee honoured with the Young Achiever award by Financial Express. Work begins on an additional manufacturing facility at Vadodara, Gujarat to cater to the growing business of the Boiler and Heating business. Incorporates wholly owned subsidiary in China (Thermax Zhajiang) to expand its China operations and begins work on a manufacturing plant for vapour absorption machines in Jaixing, near Shangai

The FES organizational structure:

PRESIDENT
HUMAN RESOURSES INTERNATIONAL MARKETING ACCOUNTING, FINANCE & IT C.E.O. PRODUCT DEVELOPMENT AND RESEARCH SERVICES PRESIDENTS OFFICE

BUSINESS PLANNING

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SALES AND MARKETING

SHUBH LABH SERVICES

COMPONANT DEVELOPMENT AND

MFG & S.C.P.C

BUSINESS EXCELLENCE

PRODUCT QUALITY

ENGINE APPLICATION& BUSINESS POWEROL

METHODOLOGY OF PROJECT PLAN

1. Process introduction:
In first meeting the list of the project reports are collected and read about logistics activity.

2.

Logistics Activity List

The list of activity involved in project is as follow:

Kanban efficiency IUTN Vehicle Deployment 3PL Inventory Report IUTN Vehicle Transit Time Critical Vehicle Deployment

3. Source of Data:
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Sr. No 1 2 3 4 5 6

Logistics Activity Kanban Efficiency IUTN Vehicle Deployment Critical Vehicle Deployment 3PL Inventory Reports IUTN vehicle Transit Time Vehicle Turn Around Time

Source of Data Supply Module Thermax Logistic Thermax Logistic Thermax Logistic Supply Module Dock manifest

4. Actual Operating of Activity :

Actual Operating of Activity along with their analysis and recommendation is as follow

Kanban
Kanban(in kanji also in katakana , where kan, / , means "visual," and ban, / , means "card" or "board") is a concept related to lean and just-in-time (JIT) production. The Japanese word kanban is a common term meaning "signboard" or "billboard". According to Taiichi Ohno, the man credited with developing JIT, kanban is a means through which JIT is achieved. Kanban is a signaling system to trigger action. As its name suggests, kanban historically uses cards to signal the need for an item. However, other devices such as plastic markers (kanban squares) or balls (often golf balls) or an empty part-transport trolley or floor location can also be used to trigger the movement, production, or supply of a unit in a factory. It was out of a need to maintain the level of improvements that the kanban system was devised by Toyota. Kanban became an effective tool to support the running of the production system as a whole. In addition, it proved to be an excellent way for promoting improvements because reducing the number of kanban in circulation highlighted problem areas.

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The term kanban describes an embellished wooden or metal sign which has often been reduced to become a trade mark or seal. Since the 17th century, this expression in the Japanese mercantile system has been as important to the merchants of Japan as military banners have been to the samurai. Visual puns, calligraphy and ingenious shapes or kanban define the trade and class of a business or tradesman. Often produced within rigid Confucian restrictions on size and color, the signs and seals are masterpieces of logo and symbol design. For example, sumo wrestlers, a symbol of strength, may be used as kanban on a pharmacy's sign to advertise a treatment for anemia. In the late 1940s, Toyota was studying supermarkets with a view to applying some of their management techniques to their work. This interest came about because in a supermarket the customer can get what is needed at the time needed in the amount needed. The supermarket only stocks what it believes it will sell and the customer only takes what they need because future supply is assured. This led Toyota to view earlier processes, to that in focus, as a kind of store. The process goes to this store to get its needed components and the store then replenishes those components. It is the rate of this replenishment, which is controlled by kanban that gives the permission to produce. In 1953, Toyota applied this logic in their main plant machine shop. An important determinant of the success of production scheduling based on "pushing" the demand is the quality of the demand forecast which can receive such "push". Kanban, by contrast, is part of an approach of receiving the "pull" from the demand. Therefore the supply, or production is determined according to the actual demand of the customers. In contexts where supply time is lengthy and demand is difficult to forecast, the best one can do is to respond quickly to observed demand. This is exactly what a kanban system can help: it is used as a demand signal which immediately propagates through the supply chain. This can be used to ensure that intermediate stocks held in the supply chain are better managed,
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usually smaller. Where the supply response cannot be quick enough to meet actual demand fluctuations, causing significant lost sales, then stock building may be deemed as appropriate which can be achieved by issuing more kanban. Taiichi Ohno states that in order to be effective kanban must follow strict rules of use[4] (Toyota, for example, has six simple rules, below) and that close monitoring of these rules is a never-ending problem to ensure that kanban does what is required. Toyota's Six Rules are: Do not send defective products to the subsequent process The subsequent process comes to withdraw only what is needed Produce only the exact quantity withdrawn by the subsequent process Equalize production Kanban is a means to fine tuning Stabilize and rationalize the process A simple example of the kanban system implementation might be a "three-bin system" for the supplied parts (where there is no in-house manufacturing) one bin on the factory floor (demand point), one bin in the factory store and one bin at the suppliers' store. The bins usually have a removable card that contains the product details and other relevant information the kanban card. When the bin on the factory floor becomes empty, i.e., there is demand for parts, the empty bin and kanban cards are returned to the factory store. The factory store then replaces the bin on the factory floor with a full bin, which also contains a kanban card. The factory store then contacts the suppliers store and returns the now empty bin with its kanban card. The supplier's inbound product bin with its kanban card is then delivered into the factory store completing the final step to the system. Thus the process will never run out of product and could be described as a loop, providing the exact amount required, with only one spare so there will never be an issue of over-supply. This 'spare' bin allows for the uncertainty in supply, use and transport that are inherent in the system. The
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secret to a good kanban system is to calculate how many kanban cards are required for each product. Most factories using kanban use the coloured board system (Heijunka Box). This consists of a board created especially for holding the kanban cards.

TWO BIN SYSTEM IN FACTORY Bin 1 Bin 2

Use started Trigger to vendor

Full

Full
Use Started

Use Started

Trigger to vendor

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Milk Run :
Milk runs being deployed for local & outstation suppliers. Concept ensures pick up of vendor parts on a daily basis or at a set frequency matched to the vendor scheduling system ( two bin / ftvq / fqvt / schedule based) Consolidation godowns at both ends with defined stocks Minimum stocks at plant Material always in transit Even in cases of delays on the road, stocks in godown & in hand on-hand provide necessary buffer. Prevents stock outs Reduces inventory drastically. Implemented at Nasik plant for local suppliers and north based suppliers Trial runs started for local suppliers at Kandivali.

Daily replenishment:Concept Daily replenishment of Parts to stores Daily collection of parts from vendor by Milk run concept Importance is given to Transit lead time

Daily replenishment + milk run methodology Buyer sends weekly pickup plan to vendor & transport This plan is divided on day wise basis based on PPC plan
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 As per plan, transport goes to vendor at pre-decided time & picks of supply After vehicle leaves transport informs buyer of pick up position by electronic mail in pre-decided concept.

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Comparison of Milk run features with normal batch dispatch

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1. Dispatch 2. Godown 3. Frequency of dispatch 4. System implementation 5. Inventory at vendors end 6. Transit lead time 7. Signal of non conformance 8. Safety in case of Material not supplied 9. Inventory at plants end 10. Re-ordering 11. Freight cost 12. Possibility of Returnable crate introduction

Normal batch More than 1 vehicle from same location May be required Weekly/fortnightly Not fixed Independent Not decided Not decided No signal Not known Fluctuating Based on monthly schedule No control Less

Milk run Common vehicle from same location Not required Daily, bi weekly decided Plant, transport & vendor together Decided & agreed upon Decided & agreed upon Immediate signal by transport Safety stock is built in the system Steady within band Based on daily usage / kanban signal Reduce due to consolidation Can be built in the system

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KANBAN EFFICIENCY

Data F11 Month April May Data F10 Month May Kanban Trigger Given 1183 Kanban Trigger Fulfilled 781 Actual % 66% Target % 98% Kanban Trigger Given 262 774 Kanban Trigger Fulfilled 226 687 Actual % 86% 89% Target % 98% 98%

RECOMMENDATIONS: Reasons for non delivery of kanban trigger should be display so that particular action can be easily taken. Also data should be presented according to module wise i.e. how much trigger given for engine, tractor, transmission and for component development and material management. The recommended format is as follow

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Supply module Engine Tractor Transmissio n CDMM

Trigger Given

Trigger Delivered

% Delivered

IUTN DIPATCH PROCEDURE:Material movement from one plant to another plant is term as Inter Unit Transfer Note (IUTN) / Stock Transfer.

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Start

IUTN dock sends their vehicle requirement to Thermax Logistic

Thermax Logistic compiles vehicles requirement.

Thermax Logistics ask Transporter to deploy vehicle .

Transporter deploy vehicle as per MLs requirement.

Thermax Logistic captures the vehicle deployment data

End

IUTN Vehicle Deployment

Data F11 Month April

IUTN Sheet Metal Vehicle Vehicle % Required Placed 292 284 97%

IUTN Transmission Vehicle Vehicle % Required Placed 142 141 99%

Actual Total % 98%

Target 98% 24

May

312

265

85%

182

162

89%

86%

98%

Data F10 Month May

IUTN Sheet Metal Vehicle Vehicle % Required Placed 216 201 93%

IUTN Transmission Vehicle Vehicle % Required Placed 144 141 98%

Actual Total % 95%

Target 98%

ANALYSIS:
Vehicle deployment adherence is not 100% .Need to ensure 100% vehicle placement. Quality of vehicles not satisfactory. Placement of market vehicles is not suitable for our requirement. Time schedule adherence for placement is not satisfactory. Heavy market dependence.

ACTION:
Vehicle should be placed as per requirement of concern department on time. Time schedule adherence for placement to be improved & monitored Vehicle detention to be monitored closely at all plants. Reputed transporter required to be in circulation

RECOMMENDATION:
The data should be presented shift wise that will help to analyze the data and take

corrective action. (Vehicle placed at 1st shift or 2nd shift or 3rd shift.) The format for above mention recommendation is as follow.

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Data F11 Month April May Data F10 Month May Vehicle Require d 216 Vehicl e Placed 201 Require d at 1st shift Vehicle Require d 292 312 Vehicl e Placed 284 265 Require d at 1st shift

IUTN Sheet Metal Placed Require Placed at 1nd d at 2nd at 2nd shift shift shift

Actual total % 97% 85%

Target

IUTN Sheet Metal placed Require at 1nd d at 2nd shift shift

placed at 2nd shift

% 93%

VEHICLE TURN AROUND TIME LOADING PROCEDURE:-

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Start

Vehicle reports at gate No. 3

Preparation of gate pass. Transporter comes at concern department for sign on gate pass by cell member. Vehicle come in and placed on dock (dock in time)

Actual loading take place

Preparation of challan. Checking of security copy and challan. Vehicle leave the dock.(dock out time) Transporter went to excise office to take excise challan. Checking of challan by cell member

Stop

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UNLOADING PROCEDURE:-

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Start Supplier vehicle reported at gate No. 3 Preparation of gate pass. Conformation about material at concern department by driver. After getting conformation vehicle come at concern department. Driver report to receiving cell member to register vehicle dock in time.

Material unload on dock Verification of physical material with challan and sign by cell member Preparation of G.R. (good receipt) at material receiving dock Vehicle leave the dock (Dock out time) End

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VEHICLE TURN AROUND TIME

Turn Around Time is the time difference between dock in time and dock out time.

Data F11 Month April May

Avg TAT in hrs Unloading Loading 6.84 9.68 7.63 9.02

Total 8.26 8.33

Target 6.00 6.00

Data F10 Month April May

Avg TAT in hrs Unloading Loading Total 8.68 6.14 7.41 8.91 12.23 10.57

Target 6.00 6.00

ANALYSIS:
Pallet, space for loading and unloading not available. Sometime beans are not available on time. The beans coming after dispatch are not in good condition, so they can not be use for loading. More time is wasting in documentation like gate pass, challan. Good receipt etc. Decision on sending vehicle to godown is taken after detaining the vehicle the vehicle which. Rejection material remains pending on the dock which increases unloading time for vehicle coming after that.
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 Hoice (use for lifting the material) is covering 80% of vehicle so remaining loading is done by hands which increase loading time of Torous (big vehicle).

ACTION:
System to be designed and implement for pallet, space, beans optimum utilization. No vehicle to be send to Godown after detention. Supply module to ensure correct schedule of vehicle. Simple system to be installed for process of documentation. Create separate space for the rejection material. Increase the hoice capacity so that it can cover 100% vehicle in case of loading and unloading.

RECOMMENDATION:
Parato analysis chart should be included which would show the reasons

Count of Reason for detention Reason for detention for unloading Pallet Short Space Constraint Document Issue Late Reporting Mathadi Not Available Project Store Time ASN issue Babu not available

Total 51 21 4 4 3 2 1 1 58% 24% 5% 5% 3% 2% 1% 1% 58% 82% 87% 92% 94% 97% 98% 99%
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Vehicle Break down inside the plant Grand Total

1 88

1% 100%

100%

Parato delay at unloading

120%

100%

80%

60%

% Cumm %

40%

20%

0% Pallet Short % Cumm % 58% 58% Space Constraint 24% 82% Document Issue 5% 87% Late Reporting 5% 92% Mathadi Not Available 3% 94% Reasons Project Store Time 2% 97% ASN issue 1% 98% Babu not available 1% 99%

Vehicle Break down inside the 1% 100%

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Count of Reason for detention Reason for detention for loading Material not ready Doc. Not ready Documents delay at Transmission Pallet short TRACTOR NOT READY Vehicle placed at Engine dock for Loading Camshafts. Not loaded. Grand Total Total 12 10 1 1 1 1 26 46% 38% 4% 4% 4% 4% 100% 46% 84% 88% 92% 96% 100%

Parato delay at loading

120%

100%

80%

60%

% Cumm %

40%

20%

0%
Documents delay Material not Doc. Not ready at Transmission ready Pallet short TRACTOR NOT

READY 4% 96%

Vehicle not placed at Loading 4% 100%

% Cumm %

46% 46%

38% 84%

4% 88% Reasons

4% 92%

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Plant Data F11 FES FES FES Data F10 Plant FES FES FES

Month

0-30 60

31-60 3 7

61-90 3 4

91-120 7 6

> 120 30 7

Total 1,05 4

Inventory % > 60 days

Target

Mar Apr May

0 52 7 76 0

39.60% 91 32.45% 1,11 23.54%

0% after 60 days 0% after 60 days 0% after 60 days

9 1 9 0 7 4

1 7 2 5

1 6 0

26 4 23 1

Month Mar Apr May

0-30 1,26 8 1,34 5 98 9

31-60 44 6 39 6 31 6

61-90 11 9 17 0 12 8

91-120 6 9 6 2 6 2

> 120 3 6 3 3 4 7

Total 1,93 8 2,00 5 1,54 2

Inventory % > 60 days 12% 13% 15%

Target 0% after 60 days 0% after 60 days 0% after 60 days

3PL INVENTORY REPORT

ANALYSIS:
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 Material is store for longer time due to change in production plan Shelf life for rubber item is deteriorated due to longer storage
CD (component development) inventory is increasing due to less

consumption &no place for storage at CD storage.

ACTION:
Response on Inventory liquidation from CD needs to improve.

IUTN VEHICLE TRANSIT TIME :

OBJECTIVES: Material movement from KND to other FES plants to fulfill production input requirement within standard Transit Time ensuring timely delivery of the material in good condition to other plants as per the requirement

Data F11 Month April May

IUTN Nagpur GDS Normal SGDS 46% 85% 0 NA NA NA

IUTN Rudrapur GDS Normal SGDS 77% 98% 23% 78% 95% 0%

Total %

Target 98% 98%

RECOMMENDATION:
To make the table more understandable for normal person, two columns must be added. 1st Vehicle Placed
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2nd . Vehicle reached within Transit Time

IUTN Nagpur F 10 GDS Vehicle reached within Transit Month April May Vehicle Placed 100 Time 46 Vehicle Placed 100 Normal Vehicle reached within Transit Time 85 Total % 65 Target % 98

CRITICAL VEHICLE DEPLOYMENT

Data F11 Month April May Vehicle Required 141 497 Vehicle Placed 141 449 Actual % 100% 90% Target % 98% 98%

Data F10 Month April May Vehicle Required 273 Vehicle Placed 273 Actual % 100% Target % 98% 98%

ACTION:
Buyers to ensure that there is no detention at Suppliers end. ML to get geared up for timely placement. System for traceability of intransit vehicles to be put in place by ML.

RECOMMENDATION:
Format should be as follow SM Engine Vehicle required Vehicle placed % deployment
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Tractor Transmissio n CDMM

CONCLUSION & RECOMMENDATION:

Current MIS system is good. The data capturing in current system is manual and in such cases there are chances of making human errors. It is advisable to have system base (IT Base) logistics information flow so as to have transparency, authenticity in data. System base information flow may help Transparency of Data Authenticity Improve accountability Logistics Efficiency Up to date status of Logistics operations Less fire fighting

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REFERENCES
www.google.com

Thermax logistic manual. Thermax logistic reports.

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