BUSINESS FAMILIARIZATION REPORT

ON INTERNSHIP
AT
[KGS LOGISTICS PVT LTD]
by
[Names List]

[University Reg. No.]

Dhruv Kumar Pandey

14MB4379

Dhiman Sanyal

14MB4377

Gopi. K

14MB4385

Fayaz Ahmed. S

14MB

Jahir Abbas. S.K

14MB5218

III SEMESTER MBA

Guide
Prof. N.S.R. Murthy

Business Familiarization Report of Internship submitted

to the University of Mysore in partial fulfillment of the
Requirements of III Semester MBA degree
Examinations 2015

PROJECT WORK DIARY

MBA Batch 2014-16, University of Mysore (UoM)
Week 1 : From 20-08-2015 to 25-08-2015

Section of the
Guidelines

Brief Particulars of
the work Completed

Problems
encountered

Solutions

PART- I
Industry
profile:

KGS Logistics pvt ltd

comes under the Supply
chain management, Its a
growing company. Learn
about industry.

We little bit
nervous to meet
the
major
customers

We
discussed
with our senior
they
help
to
increase
my
confidence level.

PART-II
Company
Profile:

KGS Logistics Pvt Ltd, Its

provide service like 2PL,
3PL, warehousing,
Reverse Logistics .Learn
about company operations.

Delivery related
problem
with
existing
customers.

We understand
their needs and
solved
their

PART-III
Organizationa
l
Hierarchy:

I am working under Mr. New customers

Sunil Tiwari, He is a GM of lead
this company

Name of the Student

Sl.
No.

problems.
Visited company
by
seniors
references.

UoM Registration
No.

1.

Dhruv Kumar Pandey

14MB4379

2.

Dhiman Sanyal

14MB4377

3.

Gopi. K

14MB4385

4.

Fayaz Ahmed. S

14MB

5.

Jahir Abbas. S.K

14MB5218

Signature of the Faculty Guide :

Remarks,
if
any

Signature of the
Student

Name of the Faculty Guide Murthy:

Prof N.S.R. Murthy

PROJECT WORK DIARY

MBA Batch 2014-16, University of Mysore (UoM)
Week 2 : From 27-08-2015 to 01-09-2015

Section of the
Guidelines
PART-IV
Study of
Functional
Departments:
Rate contract

State Permits
Operational
activities
Loading/
Unloading
Payment
modes
Sl.
No
.

1.
2.
3.
4.
5.

Brief Particulars of
the work Completed

Problems
encountered

We learn about rate contracts

for different2 states

Difficult
to
remember
them
We learn about state permits
Its different
accordingly by
states
About parameters of
Its critical
operations
stages
Its about loading & unloading We have need
materials
to very careful
There are different2 payment
modes
Name of the Student

Dhruv Kumar Pandey

Dhiman Sanyal
Gopi. K
Fayaz Ahmed. S
Jahir Abbas. S.K

Difficult to
understand

Solutions

After
Little bit
practices we complicated
learned
By help of
seniors
we
learned
Step by step
we learned
Document
Interesting
should
be but
very
properly
caution stage
check
One by one
we learned

UoM Registration
No.

14MB4379
14MB4377
14MB4385
14MB
14MB5218

Remarks, if
any

Signature of the
Student

Signature of the Faculty Guide :

Name of the Faculty Guide:

Prof .N.S.R. Murthy

PROJECT WORK DIARY

MBA Batch 2014-16, University of Mysore (UoM)
Week 3 : From 03-09-2015 to 08-09-2015

Section of the
Guidelines
Part V
SWOT Analysis

Brief Particulars of
Problems
the work Completed
encountered
Good catch in south region Regarding
of India due to committed Rates
services

Remarks, if
any
But we are
Customers
providing
are satisfy
committed
services

PART-VI
Findings and
Conclusions

Our customers are fully Rates are little

satisfied with our services
higher
compare
to
market price

We
are Customers
providing fast are
and
good
satisfied
service

Sl.
No
.

Name of the Student

UoM Registration
No.

1.

Dhruv Kumar Pandey

14MB4379

2.
3.
4.
5.

Dhiman Sanyal
Gopi. K
Fayaz Ahmed. S
Jahir Abbas. S.K

14MB4377

Signature of the Faculty Guide :

Solutions

14MB4385
14MB
14MB5218

Signature of the
Student

Name of the Faculty Guide:

Prof .N.S.R. Murthy

ACKNOWLEDGEMENTS

I am using this opportunity to express my gratitude to everyone who supported me

throughout the course of this MBA Business Familiarization Report. I am thankful for their
aspiring guidance, invaluably constructive criticism and friendly advice during the project
work. I am sincerely grateful to them for sharing their truthful and illuminating views on a
number of issues related to the project.
I express my warm thanks to Prof. N.S.R .Murthy for their support and guidance at KGS
LOGISTICS PVT LTD.
I would also like to thank my project external guide Mr. Sunil Kumar Tiwari from the KGS
LOGISTICS PVT LTD and all the people who provided me with the facility required and
conductive conditions for my MBA project.

Thank You,
Dhruv Kumar Pandey

CHAPTER-I
INDUSTRY PROFILE
KGS LOGISTICS PVT LTD is a growing company in logistics field, it comes under
the supply chain management. Supply chain management (SCM) is the
management of the flow of goods and services. It includes the movement and
storage of raw materials, work-in-process inventory, and finished goods from point of
origin to point of consumption. Interconnected or interlinked networks, channels and
node businesses are involved in the provision of products and services required by
end customers in a supply chain. Supply chain management has been defined as
the "design, planning, execution, control, and monitoring of supply chain activities
with the objective of creating net value, building a competitive infrastructure,
leveraging worldwide logistics, synchronizing supply with demand and measuring
performance globally.

1. Function:
Supply chain management is a cross-functional approach that includes managing
the movement of raw materials into an organization, certain aspects of the internal
processing of materials into finished goods, and the movement of finished goods out
of the organization and toward the end consumer. As organizations strive to focus on
core competencies and become more flexible, they reduce their ownership of raw
materials sources and distribution channels. These functions are increasingly being
outsourced to other firms that can perform the activities better or more cost
effectively. The effect is to increase the number of organizations involved in
satisfying customer demand, while reducing managerial control of daily logistics
operations. Less control and more supply chain partners lead to the creation of the
concept of supply chain management. The purpose of supply chain management is
to improve trust and collaboration among supply chain partners, thus improving
inventory
visibility
and
the
velocity
of
inventory
movement .s

Figure-1 supply chain management function.

2. Components:
2.1 Management Components:
SCM components are the third element of the four-square circulation framework. The
level of integration and management of a business process link is a function of the
number and level of components added to the link (Ellram and Cooper, 1990;
Houlihan, 1985). Consequently, adding more management components or
increasing the level of each component can increase the level of integration of the
business process link.
Literature on business process re-engineering buyer-supplier relationships and SCM
suggests various possible components that should receive managerial attention
when managing supply relationships. Lambert and Cooper (2000) identified the
following components:
2.1.1 Planning and control
2.1.2 Work structure
2.1.3 Organization structure
2.1.4 Product flow facility structure
2.1.5 Information flow facility structure
2.1.6 Management methods
2.1.7 Power and leadership structure
2.1.8 Risk and reward structure
2.1.9 Culture and attitude
However, a more careful examination of the existing literature leads to a more
comprehensive understanding of what should be the key critical supply chain
components, or "branches" of the previously identified supply chain business

processes that is, what kind of relationship the components may have that are
related to suppliers and customers.

2.2 Reverse Supply Chain:

Reverse logistics is the process of managing the return of goods. It is also referred to
as "aftermarket customer services". Any time money is taken from a company's
warranty reserve or service logistics budget, one can speak of a reverse logistics
operation. Reverse logistics is also the process of managing the return of goods from
store, which the returned goods are sent back to warehouse and after that either
warehouse scrap the goods or send them back to supplier for replacement
depending on the warranty of the merchandise.

3. Business Process Integration:

Supply chain business process integration involves collaborative work between
buyers and suppliers, joint product development, common systems, and shared
information.
3.1 Customer relationship management
3.2 Customer service management
3.3 Demand management style
3.4 Order fulfillment
3.5 Manufacturing flow management
3.6 Supplier relationship management
3.7 Product development and commercialization
3.8 Returns management.

CHAPTER-II
COMPANY PROFILE

[KGS LOGISTICS PVT LTD]

Introduction:
Founded- Oct 2005
Founder- Mrs. Suganthi Gopu with support of her husband Mr. Gopu.R
(with experience of 20 years in Logistics field)

General Manager- Mr. Sunil Kumar Tiwari (Present 2015).

(A professional with vast experience in the express Logistics/warehousing
industry comes with a chronicled success of nearly 12 years in profit
centers operations, sales, Marketing, commercial operations and team
management.)
Headqutar- KGS LOGISTICS PVT LTD, H. O No-B-199, D.D.U.T.T.L Industrial
Suburb, 2nd Stage, Yeshwanthpur, Banglore-22. Ph:- 080-23373959.

KGS Cargo service founded in October 2005 by Mrs. G. Suganthi

with Mr. Gopu. R at Bangalore, Karnataka with 2 vehicles and a vision
that was way ahead of its time . KGS Cargo service soon expended its
service to Chennai. From the humble beginning KGS Cargo service has
grown into Pondicherry, Hosur, Coimbatore, Pune, Nasik, Aurangabad, &
Rudrapur Hyderabad renowned time bound express transport company
with currently operates with 76 containerized fleets with the regular
schedule to Chennai- Bangalore- Pondicherry- Pune, Coimbatore and
providing services to the above mentioned location.

Under able guidance and support of both the Directors

KGS Cargo expanded its wings and converted into KGS

LOGISTICS PVT LTD on the very auspicious day on 3 rd

AUG 2014.

1. Motto:
Always give a prompt and excellent service to customer
more than what they expect to get. Willingness to help
customer through transportation at all-time as per their
need.
This is further underlined in our mission statement, which has four main elements:
1.1 We want to simplify the lives of our customers.
1.2 We make our customers, employees and investors more successful.
1.3 We make a positive contribution to the world.
1.4 We always demonstrate respect when achieving our results.
We strongly believe that pursuing all of these goals is in our interest and in the
interest of all of our stakeholders: customers, employees, investors and the planet as
a whole. We add value to peoples interaction with us, whether with excellent
services or products, by engaging our employees and nurturing their talents, or by
being a solid, long-term investment on the stock market. And, we show concern for
our world and our communities with our various corporate responsibility programs
under the motto of Living responsibility.

2. Vision:
To be Indias best and most reliable Logistics service experience.
Being the best means, providing excellence in quality and service
and delivering values, so that we make every of our customer
smile.
Our vision emphasizes that we want to be The Logistics Company for the World.
Our vision stresses that we want to be the logistics provider people turn to their
first choice not only for all their shipping needs, but also as an employee or investor.

3. Business Policy:
3.1 We provide cost beneficial solutions and services tailored to meet the specific
and ever changing requirements of national trade.
3.2 We strive to deliver value to our customers, rewarding place to work for our
employees and fair profit to the owners of the company.
3.3 Quality providing outstanding quality and innovative solutions is prime concern at
KGS Cargo services.
3.4 We proactively develop and maintain the latest industry standards, due to the
over changing market needs. Along with cost efficient solutions.
3.5 We lay a great deal of emphasis on the timeliness of deliveries, thus fulfilling the
expectations of our customers.

4. Values:
We lay the foundation of our company on values like sincerity, transparency,
reliability and integrity. This can be accomplished by employing the right people,
building the right and latest technology service provider, monitoring and supervising
the processes of the organization and lastly maintaining and introducing new quality
standards for better customer satisfaction.
Providing outstanding quality and innovative solutions is the prime concern at KGS
Cargo service. We proactively develop and maintain the latest industry standards,
due to the ever changing market needs. Along with cost efficient solutions we lay a
great deal of emphasis on the timeliness of deliveries, thus fulfilling the expectations
our customers.

5. Logistics:
Logistics is the management of the flow of things between the point of origin and
the point of consumption in order to meet requirements of customers or corporations.
The resources managed in logistics can include physical items, such as food,
materials, animals, equipment and liquids, as well as abstract items, such as time,

information, particles, and energy. The logistics of physical items usually involves the
integration
of
information
flow,
which
is material
handling, production, packaging, inventory, transportation,
warehousing,
and
often security. The complexity of logistics can be modeled, analyzed, visualized, and
optimized by dedicated simulation software. The minimization of the use of
resources is a common motivation in logistics for import and export.

Figure-5.1 Logistics mode

5.1 Logistics activities and fields:

A basic distinction in the nature of logistics activities is between inbound and
outbound logistics.

5.1.1 Inbound logistics:

Inbound logistics is one of the primary processes of logistics, concentrating on

purchasing and arranging the inbound movement of materials, parts, and/or finished
inventory from suppliers to manufacturing or assembly plants, warehouses, or retail
stores.

5.1.2 Outbound logistics:

Outbound logistics is the process related to the storage and movement of the final
product and the related information flows from the end of the production line to the
end user.

Given the services performed by logisticians, the main fields of logistics can be
broken down as follows:

Procurement logistics

Distribution logistics

After-sales logistics

Disposal logistics

Green logistics

Reverse logistics

Global logistics

Domestics logistics

Concierge Service

RAM logistics

Asset Control Logistics

POS Material Logistics

Emergency Logistics

Production Logistics

5.2 Transportation:

Cargo, i.e. merchandise being transported, can be moved through a variety of

transportation means and is organized in different shipment categories. Unit
loads are usually assembled into higher standardized units such as: ISO
containers, swap bodies or semi-trailers. Especially for very long distances, product
transportation will likely benefit from using different transportation means: multimodal

transport, intermodal transport (no handling) and combined transport (minimal road
transport). When moving cargo, typical constraints are max weight and volume.
Operators involved in transportation include: all train, road vehicles, boats, airplanes
companies, couriers, freight forwarders and multi-modal transport operators.

6. Products & Services:

6.1 Full truck load or full container load:
FTL or full truck load means that the load will fill up the entire truck. It may be
directly from Consigner to Consignee.

6.2 Direct Delivery:

Direct shipment is a method of delivering goods from the supplier or the product
owner to the customer directly. In most cases, the customer orders the goods from
the product owner.

6.3 Contract Logistics:

Contract logistics companies handle activities such as designing and planning supply
chains, designing facilities, warehousing, transporting and distributing goods,
processing orders and collecting payments, managing inventory and even providing
certain aspects of customer service.

6.4 Surface, Air, Rail:

It provided services by surface i.e Truck and by other road travels. Also its providing
service by Airplane and by Train.

6.5 2PL (2nd Party Logistics):

A second party logistic provider specialise in the transport area of the supply chain,
getting goods from one point to another. They can be an asset-based carrier and
own the means of transportation, for example shipping lines which charter or lease
their own ships, or airlines that are contracted to use their passenger flights to
transport air freight from origin A to destination B.

6.6 3PL (3rd Party Logistics):

A third-party logistics provider (abbreviated 3PL, or sometimes TPL) is a firm that

provides service to its customers of outsourced (or "Third Party") logistics services
for part, or all of their supply chain management functions. Third party logistics
providers
typically
specialize
in
integrated
operation, warehousing and transportation services that can be scaled and
customized to customers' needs based on market conditions, such as the demands
and delivery service requirements for their products and materials. Often, these
services go beyond logistics and include value-added services related to the
production or procurement of goods, i.e., services that integrate parts of the supply
chain. When this integration occurs, the provider is then called a third-party supply
chain management provider (3PSCM) or supply chain management service provider
(SCMSP). 3PL targets a particular function in supply management, such as
warehousing, transportation, or raw material provision.

Four categories of 3PL providers:

1. Standard 3PL Provider: this is the most basic form of a 3PL provider. They
would perform activities such as, pick and pack, warehousing, and distribution
(business) the most basic functions of logistics. For a majority of these
firms, the 3PL function is not their main activity.
2. Service Developer: this type of 3PL provider will offer their customers
advanced value-added services such as: tracking and tracing, cross-docking,
specific packaging, or providing a unique security system. A solid IT
foundation and a focus on economies of scale and scope will enable this type
of 3PL provider to perform these types of tasks.
3. The Customer Adapter: this type of 3PL provider comes in at the request of
the customer and essentially takes over complete control of the company's
logistics activities. The 3PL provider improves the logistics dramatically, but
does not develop a new service. The customer base for this type of 3PL
provider is typically quite small.
4. The Customer Developer: this is the highest level that a 3PL provider can
attain with respect to its processes and activities. This occurs when the 3PL
provider integrates itself with the customer and takes over their entire logistics

function. These providers will have few customers, but will perform extensive
and detailed tasks for them.

6.7 Special Handling:

Figure-6.7.1 material handling

Figure-6.7.2 Material Handling

Company provides equipments to handle the materials gently.

6.7.1 Manual Handling:

Manual handling refers to the use of a workers hands to move individual containers
by lifting, lowering, and filling, emptying, or carrying them.

6.7.2 Automated Handling:

Whenever technically and economically feasible, equipment can be used to reduce
and sometimes replace the need to manually handle material. Most existing material
handling equipment is only semi-automated because a human operator is needed for
tasks like loading/unloading and driving that are difficult and/or too costly to fully
automate, although ongoing advances in sensing, machine intelligence, and robotics
have made it possible to fully automate an increasing number of handling tasks.

6.8 Value Added Services:

Value added means providing professional services and processes that

extend beyond standard receiving, storing and shipping of the client's
products.

Cod (Cash on delivery).

Holiday Delivery.

Warehousing.

Insurance Facility to the customer (In case of carrier risk).

7. Valuable Customers:

Mahindra

Whirlpool

3M

Dulux

TVS

BOSCH

Figure-7.1 Valuable customers company logo.

Figure-7.2 Valuable customers company logo

8. Kitting & Repacking:

Process in which individually separate but related items are grouped,
packaged, and supplied together as one unit. For example, in ordering a
PC online,

a customer may select memory, drives,

and software from

several

alternatives.

The supplier then creates a

customized kit that is assembled and shipped as one unit.

9. Annual Turnover:

peripherals,

The companys monthly turnover is 1.5 cr and its Annual turnover is 18 Cr. Its
growing company.

10. Competitors:
In business, a company in the same industry or a similar industry
which offers a similar product or service. The presence of one or more
competitors

can

reduce

the prices of goods

and

services as

the companies attempt to gain a larger market share. Competition also

requires companies to become more efficient in order to reduce costs.
Fast-food restaurants McDonald's and Burger King are competitors, as are
Coca-Cola &Pepsi, and Wal-Mart and Target.
There are many competitor of this company in the Logistics field i.e:

VRL

OM Logistics.

SRS

FEDEX

Speedex

Gati

RCI

TNT

TCI Express

Bala ji Road lines

Bindiya Logistics

DHL

Chetak Logistics

HTL Logistics

Arun Selvan Logistics

11. Branch List:

Company covers almost allover India except East Zone.

North

South

West

Delhi

Bommasandra

Pune

Yashwantpur

Kolhapur

Hosur

Bhiwandi

Mysore

Nasik

Pondicherry

Aurangabad

Chennai

Mumbai

Rudrapur

Central

Indore

Coimbatore

Divas

M.M Nagar

Pitampur

Orgadam

Table-11.1 Companys branch list.

CHAPTER_III

Operational Activities:

1. Five Parameters of Booking:

Following 5-Parameters play important role in whole operational activities.

1.1 Consignor and consignee address with Invoice & State Permit
or Waybill (if required).
During the pickup of materials from the Consignor (Sender) company has need the
proper address of sender & Receiver with invoice and state permit also(If required) .
State Permit means if consigner want to send materials from the state to another
state then company has required to be the state permit as per as that states rules.

1.2 Contact number(Booking date & Delivery date).

According to this parameter consigner and consignee proper address and contact
number should be mention in the invoice.

1.3 TIN & CST Number.

Tax Identification Number & Customer Service Tax number must be mention in the
invoice.TIN no consist 11 digits.

1.4 Payment mode- Paid, To Pay, TBB, TPCP (to pay credit
payment) or BOD (billing of delivery branch).
1.4.1 Paid- consigner paid the payment at the time of booking.
1.4.2 To pay- Consignee pay the payment after received the materials.
1.4.3 TBB (To Be Billed)- Company provide services on the customers credit basis.

1.5 Correct Weight and Correct Packages.

Company has needs to check the correct weight and correct packages to avoid the
future hassles.

1.6 Pickup arrangement.

Vehicle arrangement for consigner from market or own or attach vehicles

PDC (prove delivery challan for vendors payment)

1.7 Data Entry document checkup.

Data entry in our particular software and check the proper documents also.

Proper invoice

State permit

Both sides TIN No & CST No.

Correct weight and Packaging

1.8 Cargo Movement.

From hub to deliver branches, we have need to preparing Loading sheet, challan,
THC (Trip Hire Contract) by which vendor get their rent.

1.9 Delivery.

We have needed to prepare unloading sheet then unload the vehicle with

correct documents counting of packages.

Again we have to arrange the vehicles from market, own or attach for local

delivery.
We have to prepare DRS (Delivery running sheet)

At the time on delivery we have to need the consignee seal and signature on
the POD (Prof of delivery).

1.10 POD forwarding model or DFM (Delivery forwarding model).

After finishing the delivery we have need to close the POD or DRS in system

(companys system or web).

We have need to upload the POD in companys software through scanning.

We have needed to generate PFM & send to Head Office.

All the POD through courier or internal vehicle should be send to billing

department of head office.

Collection & Follow-up.

CHAPTER-IV
Organizational Hierarchy:
A hierarchical organization is an organizational structure where every entity in the
organization, except one, is subordinates to a single other entity. This arrangement is
a form of a hierarchy. In an organization, the hierarchy usually consists of a
singular/group of power at the top with subsequent levels of power beneath them.

Managing Director

General Manager

Regional Manager

Zonal Manager

Senior Executive

Sales Executive

Other Employees
Figure-Organizational hierarchy

Members of hierarchical organizational structures chiefly communicate with their

immediate superior and with their immediate subordinates. Structuring organizations
in this way is useful partly because it can reduce the communication overhead by
limiting information flow; this is also its major limitation.

Role of Managing Director:

Successfully implementing company policy

Developing strategic plans
Maintaining a dialogue between shareholders and the board
Controlling finance
Building and maintaining an effective management team
Assuming full accountability for the board for all company operations.

Role of General Manager:

Recommend optimal transportation modes, routing, equipment, or
frequency.
Establish or monitor specific supply chain-based performance
measurement systems
Create policies or procedures for logistics activities.

Plan or implement material flow management systems to meet

production requirements.

Train shipping department personnel in roles or responsibilities regarding

global logistics strategies.

Maintain metrics, reports, process documentation, customer -se.

Role of Regional Manager:

Accomplishes regional sales human resource objectives by recruiting,

selecting, orienting, training, assigning, scheduling, coaching, counselling,
and disciplining employees in assigned districts; communicating job
expectations;

planning,

monitoring,

appraising,

and

reviewing

job

contributions; planning and reviewing compensation actions; enforcing

policies and procedures.

Achieves regional sales operational objectives by contributing regional

sales information and recommendations to strategic plans and reviews ;
preparing

and

completing

action

plans;

implementing

production,

productivity, quality, and customer-service standards; resolving problems;

completing audits; identifying trends; determining regional sales system
improvements; implementing change

Meets regional sales financial objectives by forecasting requirements;

preparing

an

annual

budget;

scheduling

expenditures;

analyzing

variances; initiating corrective actions.

Establishes sales objectives by creating a sales plan and quota for districts
in support of national objectives.

Maintains and expands customer base by counselling district sales

representatives; building and maintaining rapport with key customers;
identifying new customer opportunities.

Recommends product lines by identifying new product opportunities,

and/or product, packaging, and service changes; surveying consumer
needs and trends; tracking competitors.

Implements trade promotions by publishing, tracking, and evaluating trade

spending.

Updates job knowledge by participating in educational opportunities;

reading professional publications; maintaining personal networks.

Accomplishes sales and organization mission by completing related

results as needed.

Role of Zonal Manager:

Handling a team of more than 50 responsible for the effective functioning

of branches.

Branch administration, distribution, channel management in multi channel

environment.

Dealer and distributor management, local marketing activities

Directly responsible to deliver sales growth as per the organizations

objectives.

Handle large turnover and therefore commercial skills and business

acumen of high level is required.

Role of Senior Executive:

Enhances staff accomplishments and competence by planning delivery of

solutions; answering technical and procedural questions for less experienced
team members; teaching improved processes; mentoring team members.

Identifies business opportunities by identifying prospects and evaluating their

position in the industry; researching and analyzing sales options.

Sells products by establishing contact and developing relationships with

prospects; recommending solutions.

Maintains relationships with clients by providing support, information, and

guidance; researching and recommending new opportunities; recommending
profit and service improvements.

Identifies product improvements or new products by remaining current on

industry trends, market activities, and competitors.

Prepares reports by collecting, analyzing, and summarizing information.

Maintains quality service by establishing and enforcing organization

standards.

Maintains professional and technical knowledge by attending educational

workshops;
networks;

reviewing

professional

benchmarking

publications;

state-of-the-art

establishing

practices;

personal

participating

in

professional societies.

Role of Sales Executive:

Identifies business opportunities by identifying prospects and evaluating their

position in the industry; researching and analyzing sales options.

Sells products by establishing contact and developing relationships with

prospects; recommending solutions.

Maintains relationships with clients by providing support, information, and

guidance; researching and recommending new opportunities; recommending
profit and service improvements.

Identifies product improvements or new products by remaining current on

industry trends, market activities, and competitors.

Prepares reports by collecting, analyzing, and summarizing information.

Maintains quality service by establishing and enforcing organization

standards.

Maintains professional and technical knowledge by attending educational

workshops;
networks;

reviewing

professional

benchmarking

publications;

state-of-the-art

establishing

practices;

personal

participating

professional societies.

Contributes to team effort by accomplishing related results as needed.

in

CHAPTER-V

SWOT Analysis of KGS Logistics:

A SWOT analysis (alternatively SWOT matrix) is a structured planning method used
to evaluate the strengths, weaknesses, opportunities and threats involved in
a project or in a business venture. A SWOT analysis can be carried out for a product,
place, industry or person. It involves specifying the objective of the business venture
or project and identifying the internal and external factors that are favorable and
unfavorable to achieve that objective.

Strengths: characteristics of the business or project that give it an advantage

over others.
Weaknesses: characteristics that place the business or project at a

disadvantage relative to others.

Opportunities: elements that the project could exploit to its advantage.

Threats: elements in the environment that could cause trouble for the
business or project.

1. Internal and External factor:

SWOT analysis aims to identify the key internal and external factors seen as
important to achieving an objective. SWOT analysis groups key pieces of information
into two main categories:
1.1 Internal factors the strengths and weaknesses internal to the organization.
1.2 External factors the opportunities and threats presented by the environment
external to the organization.

Figure- SWOT analysis.

1. Strength:

Strong Brand Image

Quality and reliability.

Superior performance vs competitors in terms of delivery.

Some staff has experience of end-user sector.

Direct delivery capability.

Product innovations ongoing.

Management is committed and confident.

Willingness of staff to adapt to change

2. Weaknesses:

Customer lists not tested.

Paperwork

We cannot supply end-users abroad.

Need more sales staff.

Refresher training not practiced.

Delivery-staff need training.

3. Opportunities:

Large, Potential Domestic and International Market

Could extend to overseas.

New specialist applications.

Could seek better supplier deals

4. Threats:

Competition from other developing countries, especially China.

Bad roads

Retention of key staff critical.

Vulnerable to reactive attack by major competitors.

CHAPTER-VI

Conclusion:
Logistics is the one important function in business
today. No marketing
,manufacturing or project execution can succeed without logistics support.
Logistics is important in India because of the country's size, geography, po
pulation variety, natural and man-made calamities etc. The transport
facilities are inadequate in India and roads are bad. India lacks a welldeveloped road network and water ways are still unexploited.
Due to competition, globalization and information availability, logistics has
gained extra importance. First: the days are gone when a manufacturer
had
abetter raw material supplier thancompetitors. Then, the operations in a
manufacturing process are well known to all. The processes are more or le
ss standard. Also, technology is available to all. The only area where one
can score over competitors is logistics. If logistics cost is reduced, there is
a gain.
Logistics is a critical factor for effective marketing too: for, if a company
cannot reach the right thing at the right place etc., then, regardless of the
marketing efforts, the business comes down.
Logistics is one of the areas of the supply chain i.e. growing at a
tremendous case as the Internet and E-Commerce is drastically changing
the range, delivery time and the speed of information as well as ordering
and payment process. Due to the big boon of information technology,
greatly influencing and enhancing the effectiveness of logistics, the time
is not far when logistics services would prove to be one of the major
contributors to the National Income.
The industrial policies in India have prompted manufacturers to build
plants in remote, backward areas due to inexpensive land and tax
benefits. This poses some serious logistical problems. Apart from a poor
road
and
transportation
network,
theexisting communications system in India leaves a lot to be desired by a
ny international standard.

With increased geographical distribution of incomes in India, the consumer

markets are extending beyond the five metros of Mumbai, Delhi,
Bangalore, Chennai and Hyderabad. However, rather than being preemptive, the companies are only following with new distribution outlets.
As such, the increased competition across industry verticals is forcing
firms to focus on product distribution, and logistics is gaining further
momentum with this.

Marketing mix of KGS:

The service marketing mix comprises off:

Product
Price
Place
Promotion
People
Process
Physical evidence

The above mentioned marketing mix used for service marketing can also be explained
with the given diagram.

Figure- Marketing mix.

Product
KGS
Logistics
Private Ltd. provides complete LOGISTICS AND
TRANSPORTATION solutions. KGS
offers a truly integrated Logistics
Services
to
its
customer.
Custom Bonded
warehousing, bondedtrucking and excise bondedwarehousing are addition
al unique features of KGS's offerings to complete the bouquet
of
total
Logistics Services
.

Price
On receiving the tender from the client the marketing department forwards the
details to the operations department in order to ascertain the transportation
cost. The operations department while determining the cost takes into consideration:

Nature of Goods (consumer, durable, perishable etc)

Weight of Goods

Height of Goods

Government regulations

Distance to be covered

Market Price

Loading & unloading time

Fuel prices (rise in fuel prices adds to the total cost)

Transportation cost

Profitability

Insurance

People
An essential ingredient to any service provision is the use of appropriate
staff and people. Recruiting the right staff and training them appropriately
in the delivery of their service is essential if the organization wants to
obtain a form of competitive advantage. Consumers make judgments and
deliver perceptions of the service based on the employees they interact
with. Staff should have the appropriate interpersonal skills, aptitude, and
service knowledge to provide the service that consumers are paying for.
It tells consumers that the staff is taken care off by the company and they
are trained to certain standards. An important marketing task is to set
standards to improve quality of services provided by employees and monitor
their performance. Without training and control employees tend to be
variable in their performance leading to variable service quality .One of
the biggest assets for KGS LOGISTICS Private Ltd .is its people. KGS is
a place where employees are fully aware of their job duties and
responsibilities and posses the required knowledge and skills to perform
their day to day activities. It adopts an open door policy where employees
can
directlycommunicatetheirviewsand ideas to the top level management. Th
e people working in the marketingdepartment directly report to the
managing director and there is no hierarchy as such that prevails in the
department. Each individual is aware of the role they need to play in order
to contribute to individual and organizational success. KGS as an
organization believes in satisfying its internal customers (employees)

which in turn would keep the ultimate customer (external customers)

satisfied.

Process
Refers to the systems used to assist the organization in delivering the
service. Process this means procedures, mechanism and flow of
activities by which eservice is acquired. Process decisions radically affect
how
a
service
is
delivered
tocustomers. It includes several processes e.g. first contact with customer
s,administrative procedure regarding course delivery, preparation, deliver
y and evaluation of the courses.

The process at KGS Logistics Private Ltd:

Ensures that marketing happens at all levels from the marketing

department to where the service is provided

Considers introducing flexibility in providing the service; when feasib

lecustomize the service to the needs of customers

Recruits high quality staff, treats them well and communicates

clearly to them the attitudes and behavior of the employees are the
key to service quality and differentiations

Attempts to market to existing customers to increase their use of

the service, or to take up new service products

Sets up a quick response facility to customer problems and

complaints

Employs new technology to provide better services

Uses branding to clearly differentiate service offering from the

competition in the minds of target customers.

CONTENTS
Certificate from the Company ..
Certificate from the Faculty Guide ..
Declaration .
Acknowledgement .
1. Industry Profile .
2. Company Profile .

3. Organizational Hierarchy
3.1. Organizational Chart .
3.2. Product Profile ..
4. Study of Functional Departments
4.1. Production Department
4.2. Finance Department .
4.3. Marketing Department
4.4. Human Resource Department .
4.5. IT Department ..
5. SWOT Analysis .
6. Summary of Findings
7. Conclusions and Suggestions
8. Bibliography ...

Objective Of Study:
To present an introductory profile of KGS LOGISTICS Private Ltd.
To provide introducetory profileof the product,
process, and other technical
aspects of production
To give overall information about with reference to global and
national environment

 To study in depth the marketing management of KGS

LOGISTICS Private Ltd.
To draw a conclusion regarding marketing management of
KGS LOGISTICS Private Ltd.
To study general management and organization of KGS LOGISTICS
Private Ltd.

Limitation of the study

This study is limited to KGS LOGISTICS Private Ltd.
This study is specially related with marketing management in partic
ular
This study is presented on the basis of information and knowledge
which could be gained during the course of SIP at KGS LOGISTICS
Private Ltd.

Hypothesis
(Should be positive e.g. whether xyz has adopted principle of scientificma
nagement)

Research Methodology:
To make this project two approaches are used primary and secondary data.

Primary Data:

This information is collected by interviewing those who are working in for the
logistics and transportation industry.
Secondary Data:
This data is collected from various sources such as internet,
different
books, newspapers and magazines on logistics and transportation
industry.
Sample
Statement and significance (of product and company)

LIST OF TABLES AND FIGURES