Introduction

Logistics is concerned with getting the products and services where they are needed when
they are desired. It is difficult to accomplish any marketing or manufacturing without
logistical support. It involves the integration of information, transportation, inventory,
warehousing, material handling, and packaging.
The operating responsibility of logistics is the geographical repositioning of raw materials,
work in process, and finished inventories where required at the lowest cost possible
The formal definition of the word logistics is ! it is the process of planning,
implementing and controlling the efficient, effective flow and storage of goods,
services and related information from the point of origin to the point of consumption
for the purpose of conforming to customer requirements.

In order to understand the concepts of logistics in terms of practical usage and to glimpse
into the how a real company or organi"ation uses logistics as a formidable tool to gain
customer satisfaction, reduce overall cost and increase efficiency we selected #$%L& the
worlds leading courier service company. 'ut $%L is multi faceted and offers myriad types
of services.
History and background of DHL
$%L are the first letters of the last names of the three company founders, (drian $alsey,
Larry %illblom and )obert Lynn.
In *+,+, -ust months after the world had marveled at .eil (rmstrong/s first steps on the
moon, the three partners took another small step that would have a profound impact on the
way the world does business.
The founders began to personally ship papers by airplane from 0an 1rancisco to %onolulu,
beginning customs clearance of the ship/s cargo before the actual arrival of the ship and
dramatically reducing waiting time in the harbour. 2ustomers stood to save a fortune.
3ith this concept, a new industry was born international air e4press, the rapid delivery of
documents and shipments by airplane.
The $%L .etwork continued to grow at an incredible pace. The company e4panded
westward from %awaii into the 1ar 5ast and 6acific )im, then the 7iddle 5ast, (frica and
5urope. 'y *+88, $%L was already present in *9: countries and had *,,::: employees.
(t the beginning of ;::;, $eutsche 6ost 3orld .et became the ma-or shareholder in $%L.
'y the end of ;::;, $%L was *::< owned by $eutsche 6ost 3orld .et.In ;::=, $eutsche
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6ost 3orld .et consolidated all of its e4press and logistics activities into one single brand,
$%L
The worlds largest e!press and logistics "etwork
$%L is the global market leader in international e4press, overland transport and air freight.
It is also the world/s number * in ocean freight and contract logistics. $%L offers a full
range of customised solutions ! from e4press document shipping to supply chain
management.
'elow are the global facts and figures that show you the scale of the world/s largest
e4press and logistics network.
#lobal $acts and $igures
.umber of 5mployees around ;8>,:::
.umber of ?ffices around ,,>::
.umber of %ubs, 3arehouses @ Terminals more than A>:
.umber of Bateways ;A:
.umber of (ircraftC A;:
.umber of Dehicles 9,,;::
.umber of 2ountries @ Territories more than ;;:
0hipments per Eear more than *.> billion
$estinations 2overed *;:,:::
The reason for the success of $%L is due to its very effective and efficient way of carrying
out the process of pro-ect management. The basic steps in it are as follows
%ro&ect 'anagement
$%L manages pro-ects according to a si4!step process
Initiation The formal start of the pro-ect
$esign The formal agreement on how to approach the pro-ect and its deliverables
6lanning 1ollowing agreement, a detailed plan is created
54ecution (fter detailed planning and preparation, the pro-ect goes /live/
2losing Bradually phase out and prepare for handover of the deliverables
%andover The formal end of the pro-ect
$or DHL(
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$%L is completely service oriented therefore it does not have its own material movement
but that of the customers both the sender, the receiver and also the intermediateries.
That means it only involves physical distribution and procurement. 6rocurement also
includes the material needed for packaging such as paper, moulded trays and bo4es,
wooden crates, standard containers wraps, plastic inlays etc. The materials or the goods
collected from the senders Fincluding papers, documents, physical goods like clothing,
household good, chemicals, e4otic animals etcG are weighed, checked for condition, and
depending upon its various characteristics it is packed. The goods are then dispatched to
their destinations. There is no value addition to the material itself but it is done to the
service which is provided F eg if there has to be a certain package delivered from India to
HI the normal services would take about ; days whereas as a super fast delivery would be
done in about + hoursG
Information flow
Information flow identifies specific locations within a logistical system that have
requirements. Information also integrates the three operating areas. The primary ob-ective
of developing and specifying requirements is to plan and e4ecute integrated logistical
operations.
Logistical information involves two ma&or types of flows(
*. 2oordination flows
;. ?peration flows
*. 6lanning and coordination flows
)oordination is the backbone of the overall information system.
0trategic ob-ectives
0trategic ob-ectives detail the nature and location of customers, which are matched to
the required products and services to be performed.
$or DHL
It implies estimating the time requires for collecting the goods from the door step of the
sender and then estimating the time for the goods to reach the final customer.
$orecasting
1orecasting utili"es historical data, current activity levels, and planning assumptions to
predict future activity levels. Logistical forecasting is generally concerned with relatively
short Jterm predictions.
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The overall purpose of information planningKcoordination flow is to integrate specific
activities within a firm and to facilitate overall integrated performance.

$or DHL
$%Ls whole business is dependent on the vital point of timely delivery. 'ased on
the distance to the final receiver, the accessibility, the documentations and procedures
that need to be handled etc they have fine tuned the process of delivery. They can
accurately gauge how much time it will take for the goods to reach its end destination.
;. ?perational flows
The second aspect of information requirements is concerned with directing operations
to receive, process, and ship inventory as required supporting customer and
purchasing orders. ?perational requirements deal with
?rder management
?rder processing
$istribution operations
Inventory management
Transportation and shipping
6rocurement
$or DHL(
$%L owns its success for the efficiency with which the operations are carried out. %ere not
only the company but the sender and sometimes the receiver can track the goods through
their information center. They are given a certain password which they can use to trace via
online or their customer service helpline.
*upply )hain 'anagement
Definition for supply chain management
#0upply chain management is the management of upstream and downstream relationships
with suppliers and customers to deliver superior customer value at less cost to the supply
chain as a whole.&
54planation
The supply chain is the network of organi"ations that are involved through upstream and
downstream linkages, in the different processes and activities that produce value in the
form of products and services in the hands of ultimate consumer.
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$or DHL(
*upply )hain +ptimisation
Bood design is at the heart of an effective supply chain solution. $%L has developed a
reputation for consistently developing innovative solutions that streamline operations and
improve control. Their in!house teams have contributed to the solutions design of some of
the world/s leading brands and enabled to win key contacts.
$%L solutions design team offers a wide portfolio of e4pertise and services, from logistics
network strategy, transport design, warehouse design and simulation, through to
operational improvement and inventory analysis.
International 0upply 2hain
54tended 0upply 2hain 0ervices
Implementation 0ervices
?utsourcing 6ro-ects
International *upply )hain
$%Ls international supply chain management solutions are focused on helping customers
take increased control of international inbound supply chain to ma4imise the value of
international and global sourcing.
$%L helps customers
Bive visibility of the upstream supply chain, and enable earlier decision making
2reate a more agile supply chain, better able to respond to changes in consumer
demand
)educe lead times, inventories, and associated storage costs
2ustomer!focused solutions are built up from the following core services
?rigin management, including vendor managementL supplier collectionsL customs
brokerageL consolidation services and value!added services
Blobal forwarding, including airKoceanKroadKrail freight forwarding and managementL
5uropean managed transport
$estination management, including port and demurrage managementL customs
brokerageL de!consolidation and pre!retail servicesL port to distribution centre
transportationL direct store delivery FH0 onlyG
0upply chain visibility and management, including purchase order managementL )1I$
product trackingL e4ception managementL planning and forecastingL inventory
management.
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Blobal forwarding services are provided across all ma-or routes.
Logistical services that are offered.
)everse Logistics
0ervice Logistics
Inbound to 7anufacturing
7edical $evice $istribution
$istribution to 0tores 7anagement
5ngineering )esponse
*ervice logistics
*ervice and replacement parts
$%Ls service and replacement parts service involves the management of manufacturers/
replacement parts delivered to and from customers according to pre!defined service levels
or warranty agreements on a one!, two!, four! or eight!hour and ne4t!day basis, ;A hours a
day, seven days a week.
$%L works closely with customers to overcome common issues such as
6oor parts availability
%igh inventory investment
Long lead times, accentuated by global sourcing
%igh levels of customer returns
6oor visibility, reporting and control
2ost control of the demand chain
Iey services include
International freight forwarding
$omestic and regional inbound deliveries
Inventory planning, forecasting, procurement and analysis
$istribution centre operations
?utbound delivery
The entire process is underpinned by a web!enabled electronic order processing and order
monitoring tool.
Inbound to 'anufacturing
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Inbound to manufacturing is the complete end!to!end logistics management of inventories,
facilities and labour associated with the inbound flow of materials from vendors and
supplier origins to consumption points in manufacturers production lines.
The service encompasses
.etwork, transportation and facility design
Inventory optimisation
0upplier management
Transportation management
In!plant services
Iey to the service is integrating manufacturers/ forecasting, order management and supply
chain e4ecution processes with their component suppliers. $%L implements warehouse
management and supply chain event management systems to manage -ust!in!time
deliveries and allow supply chain participants to e4change forecast requirements in real
time.
Dalue is created for manufacturers and component suppliers throughout the world by
5nabling a robust and cost!effective supply chain
6roviding the necessary visibility so that the location of all components within the
supply chain is known to all supply chain participants
)educe inventory and investment costs
Improve delivery times
2o!ordinate multiple components more efficiently
'edical Device Distribution
$%L country!based warehouses for a number of manufacturers to service a local
customer base. This includes the receipt of product from local or global manufacturing sites
and downstream distribution to hospitals.
Distribution to stores management
$%L distribution to store services are focused on helping retailers create efficient
and fle4ible supply chains to deliver product to retail outlets at high levels of service.
These solutions are built from several core services reverse logistics collectionsL sortationL
processingL repairKrefurbishmentL value recoveryL disposal and compliance.
,ngineering -esponse
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Through our 5ngineering )esponse services, we manage the materials supply chain from
works planning and inbound goods through to on!site works, delivering stock out to
engineers, builders and construction workers in the field.
)onsolidated .illing *ervices
The creation of a consolidated and categori"ed invoice, based on all services
performed in a specific time!period by more than one service provider, made available
in an agreed format.
$reight / )ustoms *olutions
$%L/s many years of e4perience with international trade requirements and formalities,
combined with the 5uropean 2ompetence 2entre and country e4pertise, gives
customers the leading edge in service, quality and management in cross border
transactions.
Implementation *ervices
Implementation and %ro&ect 'anagement
Implementation starts by defining pro-ect aims, setting the targets and describing the
deliverables in detail. The ma-or topics in implementation include business processes,
engineering, real estate, IT systems, migration, %), finance and legal considerations.
0uality 'anagement
Total Muality 7anagement is a management strategy that integrates quality orientation
into the whole structure and workflow of a company by using methods and techniques
of quality management
)orporate %olicy for 0uality, ,nvironment, Health and *afety 10,H*2 is based on
five corporate values(
)ustomer satisfaction 6roviding our customers and their customers with
e4cellent, high value logistics solutions
,mployee motivation 'uilding on the know!how and stimulation of individual
potential in multi!cultural teams
+perational e!cellence 2ontinuous improvement of processes and services to
fulfil or e4ceed e4pectations
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)orporate citi3enship (cting as a responsible corporate citi"en in all countries
*hareholder reward $eveloping a sustainable business to provide increasing
shareholder value
Globally, DHL management systems are certified according to the international
standard for quality management systems ISO 9000 in almost every oerating unit!
%erformance 'anagement (
6erformance management is a key part of the supply chain. 7easured elements are
reviewed as a system, as each component interacts with all the other parts around it.
6erformance measuring not only records historical performance but also provides early
indication of any service slippage. In this second role, the measures provide a valuable
contribution to $%L/s 2ontinuous Improvement 6rogramme.
+utsourcing %ro&ects
?utsourcing involves $%L taking over and managing previous in!house logistics
operations, including
$istribution centres
Transport operations
'ack!office functions
0upply chain management functions
(fter sales services
Innovative *upply )hain Development
0upply 2hain 7anagement services are delivered across industry sectors and provide
e4pertise, knowledge and resources in terms of personnel and supply chain tools. (ll
services are targeted at optimising logistical operations in both process and strategy, and
are aligned to the client/s commercial e4pectations.
The services are as follows
0trategic Logistics 2onsulting
Lead Logistics 6rovider
2onsulting and providing Transport optimisation )oute!6ro and Trans!6ro
2onsulting and providing 0upply 2hain $esign
2onsulting and providing Transportation
5ngineering, optimisation and re!engineering
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Implementation and 6ro-ect 7anagement
6rocess 7anagement
?utsourcing
$%Ls consulting services also offer re!organisation of customer facilities, pro-ect
management for customers, implementation of new IT 0ystems, creation of tender
documents and tender processing.
*upply )hain -e4engineering
$%L works with customers to review supply chain efficiencies. ?ne of the main tasks is
to evaluate cost efficiency to ensure that costs are being driven down throughout the
contract duration. $ata analysis allows $%L to provide customers with /what if
modeling/ or the impact of changing the business rules.
5fter *ales +ptimisation
?ptimising return logistics and spare parts logistics as well as maintenance and repair
services.
6e hicle 'anagement *ervices
?ur vehicle management services focus on the management of sales and marketing
support programmes for automotive manufacturers. 2ombining a range of services and
systems to deliver a global response, we help you overcome challenges at the end of
the automotive supply chain.
Distribution to *tores 'anagement
$%Ls distribution to store solutions are focused on helping retailers create efficient and
fle4ible supply chains to deliver product to retail outlets at high levels of service.
These solutions are built from several core services including reverse logistics
logistics network strategy
warehouse design and simulation
transport modelling.
5fter *ales +ptimisation
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?ptimising return logistics and spare parts logistics as well as maintenance and repair
services.
6e hicle 'anagement *ervices
?ur vehicle management services focus on the management of sales and marketing
support programmes for automotive manufacturers. 2ombining a range of services and
systems to deliver a global response, we help you overcome challenges at the end of
the automotive supply chain.

Distribution to *tores 'anagement
$%Ls distribution to store solutions are focused on helping retailers create efficient and
fle4ible supply chains to deliver product to retail outlets at high levels of service.
These solutions are built from several core services including reverse logistics
logistics network strategy
warehouse design and simulation
transport modelling.
T-5"*%+-T5TI+"
Transport $unctionality
Transportation is one of the most visible elements of logistics operations. Transportation
provides 7 ma&or functions product movement @ product storage.
%roduct 'ovement
3hether the product is in the form of materials, components, assemblies, work!in!process,
or finished goods, transportation is necessary to move it to the ne4t stage of the
manufacturing process or physically closer to the ultimate consumer. ( primary
transportation function of product movement is moving up and down the value chain. 0ince
transportation utili"es temporal, financial, and environmental resources, it is important
that items be moved only when it truly enhances the product value.
Transportation involves the use of temporal resources because product is inaccessible
during the transportation process. 0uch product, commonly referred to as in!transit
inventory, is becoming a significant consideration as a variety of supply chain strategies
such as -ust J in J time and quick response practices reduce manufacturing and
distribution center inventories.
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Transportation uses financial resources because internal e4penditures are necessary for
private fleets or e4ternal e4penditures are required for commercial or public transportation.
"ransortation uses environment resources both directly and indirectly!
In direct terms, it is one of the largest consumers of energy Ffuel and oilG in the
domestic Hnited 0tates economy. In fact, it accounts for close to ,9< of all domestic oil
use.
Indirectly, transportation creates environmental e4pense through congestion, air
pollution and noise pollution.
The ma&or ob&ective is to move product from an origin location to a prescribed destination
while minimi"ing temporal, financial and environmental resource costs. Loss and damage
e4penses must also be minimi"ed. (t the same time the movement must take place in
such a manner that meets customer demands regarding delivery performance and
shipment information availability.
Transport Infrastructure
Transportation infrastructure consists of the rights!of!ways, vehicles, and carrier
organi"ations that offer transportation services on a for!hire or internal basis. The nature of
the infrastructure also determines a variety of legal and economic characteristics for each
mode or multimodal system. ( mode identifies the basic transportation method or form.
-5IL ",T8+-9
0ince olden times, railroads have handled the largest number of ton!miles. (s a result
of the early establishment of a comprehensive rail network connecting almost all the
cities and towns, railways dominated the intercity freight tonnage till 3orld 3ar II and in
some cases of 5urope, (sia and (frica they even connected the countries. This early
superiority enabled railways to transport large shipments very economically.
'+T+- )5--I,-*
%ighway transportation has increased rapidly since the end of 3orld 3ar II. This is
because 7otor carrier industry results from door!to!door operating fle4ibility and speed
of intercity movement. They are even fle4ible because they can operate on each and
every kind of roadways.
In comparison to railroads, motor carriers have relatively small fi4ed investments in
terminal facilities and operate on publicly maintained highways. (lthough the cost of
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license fees, user fees, and tolls are considerable, these e4penses are directly related
to the number of over!the!road units and miles operated.
The variable cost per mile for motor carriers is high because a separate power unit and
driver are required for each trailer or combination of tandem trailers. Labor
requirements are also high because of driver safety restrictions and the need for
substantial dock labor. 7otor carriers are best suited to handle small shipments moving
short distances.
85T,- T-5"*%+-T
It is the oldest mode of transportation. 1irst it was the sailing vessels, which was
replaced by steamboats in early *8::s and by diesel power in the *+;:s.
$omestic water transportation J involves the Breat Lakes, canals, and navigable rivers.
In every country, fewer system miles e4ist for inland water than any other transportation
mode.
The main advantage of water transportation is the capacity to move e4tremely large
shipments. 3ater transport employs ; types of vessels. $eep!water vessels, which are
generally designed for ?cean and Breat Lakes use, @ are restricted to deep!water
ports for access. In contrast, diesel!towed barges, which generally operate on rivers
and canals, have considerably more fle4ibility.
3ater transport ranks between rail and motor carrier in the fi4ed cost aspect. (lthough
water carriers must develop and operate their own terminals, the right!of!way is
developed and maintained by the government and results in moderate fi4ed costs as
compared to railways and highways.
The main disadvantage of water transport is the limited range of operation and speed.
Hnless the origin and destination are ad-acent, supplement haul by rail or truck is
required. The capability to carry very high cargo at an e4tremely low variable cost
places this mode of transport in demand when low freight rates are desired and speed
of transit is a secondary consideration.
5I- T-5"*%+-T
(ir transport is the newest and the least utili"ed mode of transport. Its ma-or advantage
being its speed, which is accompanied by high costs. ( coast!to!coast shipment via air
requires only a few hours contrast to days taken by other mean of transportation. The
high cost of transport can be traded off for high speed, which allows other elements of
logistical design, such as warehousing, inventory to be reduced or eliminated. 'ut still
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air transport remains more of a potential opportunity than a reality because it is very
much under utili"ed.
The high cost of -et aircraft, coupled with erratic nature of freight demand, has limited
the assignment of dedicated planes to all!freight operations. %owever premium carriers
provide planes dedicated for freight operations. This premium service started off with
documents and has moved onto large parcels, which is an ideal service for firms with a
large number of high!value products and time!sensitive service requirements.
$+- DHL(
$%L uses all the modes of transportations that is
airways
roadways
waterways
rail freight
$%L has its own fleet of airplanes and motor vans. $epending upon the final destination
where the goods have to finally reach and the type of package the customer has paid for,
$%L uses the individual modes of transport or a combination of either of these or all. ?nce
again the geographical location and how fast the goods have to be delivered are the
factors for the final selection of modes of transportation .
The concept of economies of scale and economies of distance are both taken into
consideration in case of larger consignments where $%L provides an appropriate logistical
solution which helps in reducing the overall cost for the customers.
Inventory 'anagement and 8arehousing.
8arehouse Infrastructure "etworks
8arehouse 'anagement *olutions
Inventory +ptimisation
*pecial 8arehouse *olutions
+utsourcing %ro&ects
8arehouse Infrastructure "etworks
$%L warehouse service supports inbound logistics, distribution and aftermarket services in
a way that improves inventory management, reduces total operating costs and improves
cycle times.
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$%L facilities offer our customers warehousing that is fully integrated into the wider supply
chain and meets demanding service levels. This encompasses the design implementation
and operation for both dedicated and multi user sites.
'enefits include improvements in
2ustomer service levels
0tock accuracy
Lead times
)edundant stock costs
6roductivity responsiveness to a company/s strategic needs
'ulti :ser )entres
3e provide a network of multi!user warehouses, enabling manufacturers to hold inventory
at local level, whilst avoiding e4pensive, dedicated storage solutions. These facilities can
receive products from both local and global manufacturing sites, providing downstream
distribution.
*trategic %art )entres 1*%)2
?ur 0trategic 6art 2enters F062sG are in!country facilities offering
*, ; and A hour order fulfillment
stock optimisation across the complete network of 062s
guaranteed performance against agreed business rules
,!press Logistics )entres 1,L)2
?ur 54press Logistics 2entres F5L2sG are regional centralised facilities offering
order processing
outsourced repair facilities
custom final assembly
kitting services
Technical *ervices
Technology manufacturers e4pect every link in the supply chain to have capabilities to add
value to their product or process. ?ur tailor!made solutions can be integrated into e4isting
customer operations at our warehouses. The strength is the integrated approach with other
segments of the business which improves time!to!market and reduces the cost for the
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customer.
6alue 5dded *ervices
2o packing
6roduct assembly
?ther value added services
)o4packing
3e offer a comprehensive selection of manufacturing and packaging services through
6ower 6ackaging a $%L 2ompany.
'y integrating manufacturing and packaging operations within their supply chains, our
customers can
(dd fle4ibility
Improve service levels
)educe costs
(ccelerate time to mark
Increase asset utilisation
In addition to these core packaging services, 6ower 6ackaging brings a unique set of
services and capabilities for customers that include
Dry foods manufacturing(
'lending and production of comple4, multi!component products
2arton, pouch and canister filling in the following types of containers
)igid containers Fcomposite and plastic canisters, metal cans, glass or plastic -arsG
1le4ible containers Fform fill and seal pouches, cartons, slim!sticks and
standupKrecloseable pouchesG
.everage manufacturing(
'lending, mi4ing and filling of hot and cold fill beverages and concentrates in the following
types of containers
6lastic bottles F65TG and glass containers F*: o" up to *;8 o"G
0helf!stable containers Fpaperboard, plastic cup and bag!in!a!bo4G
Dedicated facility services(
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Turnkey manufacturing solutions including
0ite selectionKdevelopment
1acility and systems design
.ew facility start!up and operation.
+ther services(
6ackaging and raw material sourcing, procurement and assembly
'atchKquality control tracking via digital easy!to!trace coding system
1ull range of secondary packaging services
%roduct 5ssembly
6ostponement, quick response and mass customisation are breakthrough business
strategies enabled via packaging services. Integrating packaging operations into
distribution centres streamlines fulfillment reducing cost, enhancing product visibility
and control, and improving speed!to!market and fle4ibility in the supply chain.
6ackaging services include
6ostponement packaging ! primary, secondary and specialty components
2o!packing, kitting, assembly and repackaging
)etail!ready, point!of!purchase displays
Lot control via variable digital and laser printing
7achinery system engineering ! labelling, bagging, carton filling, club store packs,
clamshells and printed and unprinted film over!wraps
7ake!to!order pallets
6roduct reworkKredress
+ther 6alue 5dded *ervices
9itting;%re45ssembling
Iitting is the addition of items such as accessories and batteries to the product pack. 6re!
assembling is completion of a finished product from component parts or pre!programming
of products.
*equencing;Linefeeding
0equencing is the consolidation, pre!assembly and sequencing of material flows. Line
feeding covers the delivery of assembled components to a production line.
-e48orking;-e4%acking
)epacking for a specific customer can include repalletisation. )eworking is the
modification of products to suit a local market.
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%ackaging;.undling
6ackaging includes packing of products into suitable media for transportation and retail
display. 'undling is the assembly of a number of pre!packaged products to make up an
integrated product offering.
05 )ontrol
Muality control ensures that product is received into and dispatched from the warehouse in
a suitable condition, free from faults and defects.
Labelling;'erchandising
The application of labels either to the product or to the packaging. 7erchandising can
include the addition of price stickers or promotional items ready for retail display.

,!ternal %erformance 'easurement
3hile internal measures are important for detailed organi"ational monitoring, e4ternal
performance measures are also necessary to monitor, understand and maintain a focused
customer perspective and to gain innovative insights from other industries. The topics of
customer perception measurement and best practice benchmarking, which address these
requirements, are discussed and illustrated below.
)onclusion
Logistics is one the most important and integral part of any organisations strategy
and function. 3hen the logistical process is carried out accurately then not only the
company reduces the production cost but also improves the efficiency and customer
satisfaction. ?verall logistics management is very important for todays highly competitive
and cut! throat corporate world.
$%L has the worlds largest e4press and logistics .etwork. ?ver the past decades it
had turned delivering goods into a finely oiled process. 'e it a book, pen, 3I6 material,
drugs, ha"ardous chemicals, clothes, documents, wild animals and any other thing under
the sun $%L delivers it . 3ith a network spanning ;:: countries and with its private fleet of
airplanes, mobile vans, cargo ship carriers @ even rail way automotives in some countries
$%L can handle any type of goods. .ot only that with international network there comes
the hassle of documentation and paperwork, standard packaging and other formalities to
adhere to. 'ut $%L has its own department which looks into the international laws and
other formalities. In the end what maters is delivering good in good condition at the door
step of the customer. ( happy and satisfied customer makes the business grow.
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2ompetitors have come and gone but $%L has been able to keep its .o * position intact.
This is because of its dynamic nature and attitude of maintaining good customer relations.
Logistics management is important for every organisation but more so $%L.
3e have tried to incorporate all the facets of logistics which propel $%L to be the
best delievery and carriage!service around the world. .o wonder that $%L is head and
shoulders above all of its competitorsN

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