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University of Mumbai

GNVS Institute of Management


GTB Nagar, Sion-Koliwada(E), Mumbai-400037

Submitted in Partial Fulfilment of


Masters in Management Studies
Specialization: Operation

Summer Internship Report on


An Empirical study on Handling of material Management at Stickplus
Submitted by:

DurgeshMahadevChavan

Roll No. 201509


Under the Guidance of

Prof. Thomas Pinto


2016-2017
DECLARATION

I hereby declare that the summer internship report on an empirical study on process management
and Inventory Management at stick plus submitted for the MMS Degree, GNVS institute of
management (Affiliated to University Mumbai) is my original work and conducted at Stick plus
company

Place: Mumbai (DurgeshMahadevChavan)

Date: Signature of the student


Certificate

This is to certify that Summer Internship Report is bonafide internship work carried out
by Mr. Durgesh Mahadev Chavan student of MMS, at GNVS Institute of management
(Affiliated to university of Mumbai) during the Period of May 2016 to July 2016 in
partial fulfilment of requirements for the award of the Degree master in Management
Studies.

Place: Mumbai _________________

Date: Signature of Student

______________________ _________________________

Signature of Internal Guide Signature of External Examiner

College seal _____________________

Signature of Director
ACKNOWLEDGEMENTS

I wish to express my gratitude to Mr. Bharat Sadadekar from Stickplus Company for providing
me valuable information

I am grateful to GNVS Institute of Management for giving me an opportunity to Pursue MMS


Iwish to thank Dr. R.K. Singh Director GNVS Institute of Management who has been a perpetual
source of inspiration and offered valuable suggestion to improve my practical Knowledge

I am indebted to my guide Thomas Pinto, GNVS Institute of management, for abundantguidance,


support, and encouragement throughout my internship study

I would like to express my thanks to various people from the Stick plus company for their
support and direction

Place:

Date:

Signature of the student

(Durgesh Mahadev Chavan)


Chapters Sub chapter Table of content Page No.

1 Introduction

1.1 Material Management

1.2 Logistics

1.3 Sick plus

2 Literature review

3 Research Methodology

3.1 Research Problem

3.2 Objective

3.3 Research Design

3.4 Data collection method

4 Analysis

5 Finding

6 Suggestion

7 Conclusion

8 Bibliography
Chapter – 1

1.1Material Management

Material Management

MATERIALS MANAGEMENT

The importance of materials in organizational performance has been felt for several decades.
Only recently, however, have the production and operations managers found it necessary to
develop an organized body of knowledge on this subject. The resulting set of related disciplines
is known as materials management.

Materials are any commodities used directly or indirectly in producing a product or service such
as raw materials, component parts, assemblies and supplies. In the manufacturing organizations,
the important inputs are referred to as 5 M’s vi., Men (Labour), Machines, Money, Materials and
Methods The relative importance among these five M’s have shifted from time to time. In the
beginning of industrialization the focus was on machines, men (labour) and methods, but in
recent years (from 1970 onwards) the emphasis is on materials. Material in an important and
inevitable input of a production system since the cost of materials and cost on materials(cost
incurred in purchasing and storing the materials) put together account for 50 to 85% of the
production cost depending on the nature of the product and the type of the production system.
Importance of Materials Management

Management of materials in most organizations is crucial to their success because the cost of
purchasing, storing, moving and shipping materials account for over half of the product’s cost.
Improving productivity is crucial factor in facing the challenge of competition and this involves
driving down the cost of all aspects of business activities. Since there is maximum scope of cost
reduction in the area of materials, doing the job of efficient and effective management of
materials is seen as the key to higher productivity. Production and operations manager are
working hard to develop better way of managing materials so that on-time deliveries, quality and
costs are improved so that firms can survive in an increasingly competitive world. Reasons for
significance of managing materials in an organization are:

i. The amount of money spent on materials is higher than other inputs put together (i.e.,
machinery, labour, energy etc.)
ii. Materials offer considerable scope for reducing costs and improving profits.
iii. Materials add value to the product.
iv. Quality of finished product depends on the quality of materials used to produce them.
v. Materials management encompasses areas such as purchasing, storing, inventory control,
material, handling, transportation and shipping etc.
vi. There is need for procurement and preservation of scarce materials for future use.
vii. There is increasing demand for ensuring safety of environment by using bio degradable
and less toxic materials which do not cause any health hazard.
viii. The efficiency of a firm depends upon the availability of right materials in right quantity,
at the right time, at the right price from the right source of supply (vendor).
ix. Materials are life blood of development of humanity.
Definitions of Materials Management

Materials management has been defined in several way. Some of the important definitions are
given below.

i. Materials management is the “management of the flow of materials into an organization


to the point, where, those materials are converted into firm’s end product(s).”
……….(Bailey and Farmer)

ii. Materials management is the “process by which an organization is supplied with goods
and services that it needs when the material is either consumed or incorporated into some
product. The executives who engage in materials management, are concerned with three
basic activities viz., buying , storage of materials and movement” ………..(Ammer)

Objectives of Materials Management

The objectives of materials management are generally classified into two categories:

i. Primary objectives or direct objectives which contribute to the achievement of some of


the firm’s overall objectives.
ii. Secondary objectives or indirect objectives which arise due to materials department
assisting some other department in the organization.

Primary Objectives: Theses are concerned with achieving :

i. Low Prices: Objective of purchasing materials at the least possible price is important
because it helps in reducing the production costs and improves profits. This objective
applies to all purchases including raw materials, parts, components, assemblies which are
bought and services as well as transportation.

ii. High Inventory Turnover: The inventory turnover is the ratio of cost of goods sold to
cost of average inventory held in the organization over a period of one year.

i.e., Inventory turnover ratio = cost of goods sold


Cost of average inventory held

When average inventory is low, the capital tied up in inventory is low and this will
increase the inventory turnover ratio. This in turn increases the efficiency of utilization of
the firm’s capital and improves the return-on-investment (ROI)
iii. Low Cost Acquisition and Possession: Efficient receiving, handling and storing of
materials result in low acquisition and possession costs. The cost of ordering and carrying
inventory can be reduced to the minimum by optimizing the order quantities per order.

iv. Continuity of Supply: If continuity of supply of materials is not maintained, shortage of


materials may cause idling of machines and labour and also stoppage of production. This
way result in increase in production costs, increase in expediting and transportation costs
and so on. In continuous production and mass production systems, continuity of supply is
extremely important because f automation in production process and lack of flexibility in
the production process.

v. Consistency of Quality: Quality of raw materials, components, parts, assemblies which


make up the product very much determines the quality of the end product. Purchase
managers should ensure quality at the source i.e., quality should be maintained by the
suppliers.

vi. Low Payroll Costs: This objective is concerned with keeping the pay-roll costs low in
all activities coming under the purview of materials management (i.e., material planning,
purchasing, storing, material handling, shipping etc.) and also keeping the idle time in the
production departments at the minimum level by avoiding shortage of materials.
Lowering pay roll costs adds to profitability.

vii. Cordial Supplier Relations: Maintaining cordial relationship with suppliers will be
helpful in getting prompt supplies from suppliers at reasonable prices at the right time,
and builds mutual trust and confidence between the firm and its suppliers. In such
situations the customers are more like to place orders on the firms having reliable
suppliers. Also, the firm can have flexibility and can respond better to its customer’s
needs of changes in product designs, purchase quantity, improvement in quality and
changes in delivery schedules, which requires the cooperation of suppliers.

viii. Development of Personnel: The materials managers must develop the executives and
employees in their departments by training them adequately to acquire the necessary
knowledge and skills for efficient functioning in the their area of operations. This will
create potential leaders among the subordinates and will be helpful in smooth succession
without disputing the efficient functioning of the departments.
ix. Maintenance of Good Records : Since employees of purchasing department may have
the tendency to favour the suppliers and accept grafts for doing favours to them, it is
necessary to maintain good records of all transactions such as quotations, tenders,
comparative statements, management approvals for placing orders, purchase order copies,
invoices, inspection reports, payment of bills etc. Good record keeping helps to remove
the onus of suspicion form honest employees who have to work in an environment which
may be associated with corruption, favouritism etc.

Secondary Objectives: These are indirect objectives which may be achieved by contributions of
materials management activities helping other departments to achieve their primary objectives.
Some of the important secondary objectives are

i. Reciprocity: Reciprocity means reciprocal relationships of a firm with its customers.


This means a firm buys as much materials as possible from its customers. (i.e., customers
become suppliers wherever possible). A firm buying some items (say raw materials) from
a supplier firm will try to sell its products to the same supplier For example, a furniture
manufacturer may try to sell his products to the supplier firm which supplies raw
materials (i.e., steel sheets) to his firm.

ii. New Materials and Products: The purchase department can help the product
development and R and D departments by giving them information about latest
developments taking place in materials and components being supplied by the suppliers.
This will help R and D engineers and product development engineers to adopt latest
technology materials and components in their designs.

iii. Economic Make-or-buy: The purchase manager can furnish valuable information
regarding outside sources of supply to the committee of managers responsible for make-
or-buy decisions.

iv. Standardisation: The purchase department can coordinate with the standards department
of the firm in the field of standardization, simplification and variety reduction which will
be substantial cost reduction.

v. Product Improvement: The purchasing department can assist the engineering or product
design department in its primary objective of product improvement. The purchase
department can suggest economic sources of supply for raw materials and components
which can help design engineers to incorporate changes in product design effecting cost
reductions without affecting product quality.
vi. Inter-departmental Relationships : All other departments in a firm need the help of
materials management department to purchase their requirement of materials, machinery,
equipment’s, suppliers, stationery items, tools, furniture’s, office equipment’s and so on.
Hence, mutual cooperation and good interdepartmental relationships between materials
management department and other departments is essential for the smooth functioning of
any organization.

vii. Economic Forecasts: Materials management department has the responsibility of


forecasting the future prices, costs and general business activity (booms and recessions in
a business cycle). Purchase managers translate these general economic forecasts into
specific forecasts for purchased materials. They are familiar with the market and general
business conditions through their day-to-day contacts with suppliers.

Process of the material management

There are few steps which can implement the material management to construction site which is
planning, purchasing, logistics, handling, stock and waste control. Each process was state out its
characteristic as important role for an effective materials management.

1. Planning

Materials planning include measuring, ordering and scheduling. It is emphasized that planning is
a very important process to increase the productivity, profit, and assisting the time to complete
the construction projects. The productivity of the construction project will be hanged if the
material planning process is not implemented properly.

2. Purchasing

Purchase the materials and have the services from supplier to get the support of operations as the
construction project from production to marketing, sales and logistics. For examples, a detailed
material list and co-ordination of the purchasing and order of material are significant to assuring
the material will available on construction site.

3. Logistics

Logistics is a concept that stresses movement of the materials and it involve planning,
implementing, and controlling the movement and storage of all things from raw materials to the
finished of the product to meet client requirements. During construction project, routing of the
materials will affect the cost and time to complete the construction projects.
4. Handling

Handling of materials is the flow of the materials to the component that provides for their
movement and location. Due to the rate of handling materials, there are some quality needs to be
in considerations when designing a materials handling system. The selection of the materials
handling equipment is important to enhance the production process, provide the effective
operation of manpower, increase production and advance the system to be more flexible.

5. Stock and Waste Control

Stock control can categorize as a technique planned to be the cover and to ensure all materials or
equipment are available when needed. Stock control include raw materials, processed materials,
assembly components, consumable stores, general stores, maintenance materials and spares,
work in progress and finished products. It is very important as the construction materials were
delivery as requested and with the progression by the proper management of stock control. At the
same time, construction activities will generate big amount of the waste and it will cause
difficulty to the construction industry. However, with the planning of the material management
which is effective will help to reduce the waste of material and increase the profit of the
companies.
SCOPE OF MATERIALS MANAGEMENT

Basically materials management span of activities are:

i. Planning: What is needed, how much, where and when, to fulfil the objectives of
the organization. Scheduling of purchase of materials is a detailed time phased plan.
ii. Procuring: the raw materials, parts components or subassemblies to meet the
schedules on time from the required sources.
iii. Controlling: the follow up or tracking to ensure that the plans and schedules are
adhered to, expediting, record keeping, data collection and information feedback-all
facilitate controlling.
iv. Storing: receiving, incoming inspection, and storing and issuing of the raw
materials, component parts, subassemblies and work in-process required by the
manufacturing function. Also, includes storage and handling of the finished goods
and office supplies.
v. Handling: movement, packaging, transfer and delivery of materials involved from
incoming receipt to final distribution of finished products.
vi. Distribution: of the finished goods, warehousing, packing and shipping to
customer.
vii. Transportation and Traffic Control: routing standards, carrier selections,
commodity rates, consolidation and dispatching shipments.

CHALLENGES OF MATERIALS MANAGEMENT

1. Scarce capital for investing in material inventory.


2. Difficulty in forecasting demand accurately.
3. Increasing cost of land and storage space.
4. Selection of appropriate vendors
5. Optimising purchasing quantity of materials.
6. Diversification of product lines.
7. Optimising time and quantity of demand for products.
8. Managing information.
1.2 Logistics

LOGISTICS

MEANING OF LOGISTICS:

Logistics is concerned with the getting the products and services where they are needed and
when they are desired. It is difficult to accomplish any marketing and 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 material, work
in progress and finished inventories where required at the lowest cost possible. Logistics is
practised for age since organised activity began. Without logistics support no activity can be
performed to meet defined goal. The current challenge is to perform logistics scientifically in
order to optimize benefits to the organisation. Logistics is the planning function of management.
Logistics function is concerned with taking products and services where they are needed and
when they are needed.
LOGISTICS MANAGEMENT

Logistics management is that part of the supply chain which plans, implements and controls the
efficient, effective, forward and backward flow and storage of goods, services and information
between the point of origin and the point of consumption in order to meet customer requirement
rather to customer delight. A professional working in the felid of logistics management is called
a LOGISTOAN.

Logistics as a business concept, evolved only in the 1950s. This was the mainly due to the
increasing complexity of supplying one’s business with material and shipping out products in an
increasing globalize supply chain. Calling for experts in the field who are called supply chain
logistoan. This can be defined as having the right item in the right quantity at the right time at the
right place for the right price and to right target customers; and it is the science of process having
its presence in all sector of the industry. The goal of logistics work is to manage the fruition of
project life cycles, supply chains and resultant efficiencies.

ORIGIN & DEFINITION OF LOGISTICS:

The term “logistics” originates from the ancient Greek “LOGOS”. Logistics is considered to
have originated in the military’s need to supply themselves with arms, ammunition and rations as
they moved from their base to a forward position. In ancient Greek, Roman and Byzantine
Empire, there were military officers with the title ‘Logistikas’ who were responsible for financial
and distribution.

The Oxford English dictionary defines logistics as: “The branch of military science having to do
with procuring, maintaining and transporting material, personal and facilities’’
The American council of logistics management defines logistics as “the process of planning
implementing and controlling the efficient and 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.”
INTEGRATED LOGISTICS

Logistics is viewed as the competency that links an enterprise with its customers and
suppliers. Information from and about customer’s flows through the enterprise in the
form of sales activity, forecasts and orders. As products and materials are procured, a
value added inventory flow is initiated that ultimately results in ownership transfer of
finished products to customers. Thus the process is viewed in terms of two inter-related
efforts, inventory flow and information flow.

Inventory Flow

The management of logistics is concerned with the movement and storage of materials and
finished products. Logistical operations start with the initial shipment of a material or
component part from a supplier and are finalized when a manufactured or processed product is
delivered to a customer.

From the initial purchase of a material or component, the logistical process adds value.
By moving inventory when and where needed. Thus the material gains value at each step.

For a large manufacturer, logistical operations may consist of thousands of movements, which
ultimately culminate in the delivery of the product to an industrial user, wholesaler, dealer or
customer.

Similarly for a retailer, logistical operations may commence with the procurement of products
for resale and may terminate with consumer pickup or delivery.

The significant point is that regardless of the size or type of the enterprise, logistics is useful
and requires continuous management attention.

In order to understand logistics it is useful to divide it into three areas.

 Physical distribution
 Manufacturing support
 Procurement
Physical distribution

The area of physical distribution concerns movement of a finished product to the customers. In
physical distribution the customer is the final destination of the marketing channel.
Unless the products are delivered where and when needed, a great deal of marketing effort can
be wasted.

All physical distribution systems have one feature in common: they link manufacturers,
wholesalers and retailers and ensure that the product is available.

Manufacturing support

The area of manufacturing support concentrates on managing W.I.P inventory as it flows


between the stages of manufacturing.

A Master Production Schedule is prepared and arrangements are made for timely availability of
materials, components, parts etc.

Manufacturing support has one significant difference when compared with physical
distribution.
Physical distribution attempts to satisfy the needs of the customers while manufacturing
support involves movement requirements that are under the control of the manufacturing
enterprise.

Procurement

Procurement is concerned with purchasing and arranging in-bound movement of materials,


parts and /or finished inventory from suppliers to manufacturing or assembly plants,
warehouses or retail stores.
Procurement is also known as purchasing and buying and in some cases inbound logistics.
Procurement s concerned with availability of the desired material assortments where and when
needed.

Within a typical enterprise, the three areas of logistics overlap. The prime concern of an
integrated logistical process is to coordinate overall value-added inventory movement. The
three areas combine to provide integrated management of materials.
Information flow

Information flow identifies specific locations within a logistical system that have
requirements. Information also integrates the three operating areas. The primary
objective of developing and specifying requirements is to plan and execute integrated
logistical operations. Within individual logistics areas, different movement requirements
exist with respect to size of order, availability of inventory, and urgency of movement.
The primary objective of information sharing is to reconcile these differences.

Logistical information involves two major types of flows:

1. Coordination flows
2. Operation flows

1. Planning and coordination flows


Coordination is the backbone of the overall information system. Coordination results in plans
specifying:

 Strategic objectives
Strategic objectives detail the nature and location of customers, which are matched to the
required products and services to be performed.

 Capacity constraints
Capacity constraints coordinate internal and external manufacturing requirements. Capacity
constraints identify limitations, barriers, within basic manufacturing capabilities and
determine appropriate outsource requirements.

 Logistical requirements
Logistics requirements specify the work that distribution facilities, equipment and labour
must perform to implement the capacity plan.

 Inventory deployments
Inventory deployments are the interfaces between planning/coordination and operations that
detail the timing and composition of where inventory will be positioned.
 Manufacturing requirements
Manufacturing plans are derived from logistical requirements and typically result in
inventory deployment.

 Procurements requirements
Procurements requirements schedule material and components for inbound shipment to
support manufacturing requirements. In retailing and wholesaling situations, procurements
involve manufacturing requirements.

 Forecasting
Forecasting utilizes historical data, current activity levels, and planning assumptions to
predict future activity levels. Logistical forecasting is generally concerned with relatively
short –term predictions.

The overall purpose of information planning/coordination flow is to integrate specific


activities within a firm and to facilitate overall integrated performance.

2. Operational 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.
Operational requirements deal with
 Order management
 Order processing
 Distribution operations
 Inventory management
 Transportation
 Procurement
1.3 Stickplus

Origin

Stickplus – the House of Stickers , the name says it all They are in business since 1998 and try
to fulfil Customers Requirement It started By Bharat Sadadekar with vision of “being the most
trusted for creatively adding value of products ” they have maintained the good reputation in the
market since 1998

Mission

Consistently providing superior quality services through advance technology

Vision

Being the most trusted name Globally for creatively adding value to products

Description

They involve In the business of Pre- press , Post press , Printing , Gumming , Punching ,
Varnishing , Lamination , Cutting etc Any shape , any size , any quantity and your own at
work respected We manufacture almost all kind of stickers , required by clients On stick plus
quantity and on the main values of the company
Human resource

They follow good human resource policy for their employee. They believe if the employee is
satisfied automatically customer will satisfy. If you want to satisfy your customer first things are
that satisfy your internal customer

They having strength of 25 employees , how are dedicated to achieving the organization goal
Each day they work on principal of satisfied customer

Proprietor

Manager

Supervisor Designer Accountant

Worker Staff
Management

Stickers

 Shipper label barcode

 Transparent self-adhesive label

 Security seal label

 Carton adhesive label

 Paper sticker type in sheet form

 Paper sticker type in roll form

 Car parking sticker

 Bottle label

 Die cut label Brand Promotion

 Printed roll adhesive package waterproof sticker

 Customized adhesive printing label

 Customized adhesive printing label for glass

 Drug packing seal label

 3D Lenticular sticker

 Hologram sticker
Punching

 Half punching

 Full punching

 Creasing punching

 Perforation punching

Lamination

 Mat lamination

 Gloss lamination

 PVC lamination
Printing

 Leaflet printing

 Brochure printing

 Catalogue printing

 Magazine printing

 Poster printing

 Dangler printing

 Bunting printing

 Pharmaceutical Carton Label

 Calendar Printing

 Paper bag printing

 Visual Aid Printing

 Agarbatti box printing

 FMCG box printing

 Garments Box Printing

Gumming

 Strip gumming

 Full gumming

 Flab gumming

 Spot gumming
Customer of Stickplus
Process Flow of Business Activity
Business activity

Gumming:

Gumming is the main process of our company , it’ s starting process for our organization in
which we are using mainly paper silicon and gum it varies from the product to product in
the process paper or goes through implementation of adhesive part where it comes as a
gumming roll or roll of sticker . To gumming process, we required only two people, one is
the operator and the second one is helper. If did some mistake in that process the entire
thing will go wrong , therefore we scrutinized this process very critically

Gumming machine
Lamination

This process is a value addition process where the PVC, Gloss and mat kind of lamination
sheet are used for enhancing the look of product. This process provides the best look of
product and also ensures that this packing or labelling through the sticker is safe or good
for longest period of time

Lamination Machine
Punching

It’s end of process, where actually sticker get birth as an individual sticker or label.
Because before that they are only a big printing sheet after that its take is one’s identity
and that sheet become in small sticker

Punching machine
Offset Printing

It is the process in which, there are actual sticker printed on the selected paper.
For this process they are use offset four colour printing machine. In this machine for
printing the picture and written material we are use the printing plate. The image of
sticker’s written material and picture are available on this plate. As well as we have to
colour which customer want on the sticker’s written material and picture.
For this machine use 2 workers. Using of this machine is very difficult for that we have the
proper skilled person who operated properly this machine. In his company this is so costly
machine. They have to make proper maintenance of this machine.

Offset printing machine


Half cut sticker label

This machine mainly use for cutting label of sticker, which are difficult to do cut on
punching machine. On that machine 9 cutter bled are available which are cut the label. At
a one time this machine are cut maximum 8 small sticker labels on one paper sheet.

Half cut sticker label machine


SWOT analysis in the Stickplus

Strength:

• Competitive marketing team

• Highly experienced operator

• Skilled helper

• Involve in Pre-press, Post-press, Printing, Gumming, Punching, Varnishing, Lamination


and Cutting

• Loyal customer
• Market goodwill

• Good relationship with no. of vendor

• Our own coral designer

Weaknesses:

• Less machine/lack of latest machine

• Lack of proper accounting system

• Lack of supervision

• Less capital

Opportunities:

• Business through out of states

• Partnership or Pvt Ltd options

• Extension of business line

Threats:

• Government Regulatory body

• Competitions

• Tax policy
Chapter – 2
Literature Review
Chapter 3
Research Methodology
3.1 Research Problems

to understand and analyse Handling Material and Logistics Management and Input Output ratio
at Stickplus.

3.2 Objectives

 To study Handling material management at Stickplus

 To study Logistics management at Stickplus

3.3 Research Design

The study is exploratory in nature to study the relevance of Handling material and logistics with
concepts of Handling Material and Logistics Management and Input Output ratio at Stickplus.
Data collected is through observation and interviews. Sampling is on the basis of occasions
where the relevance of the above concept was observed during the internship period.
3.4 Data collection method:

I used Secondary data because I have fresh and original data which happen in that particular
organization. This research is described in nature that’s why I used secondary data through
Observation and Direct Communication method.

• Observation method: In this method I have to act as summer trainee at Stickplus,


and observed all things which happen in handling material and logistics
(Transportation/Delivering Product) department. I also involved myself in those
departments to understand as much possible.

• Direct Communication method: I had a direct communication with the owner of


the company, Manager, Supervisor and other Helpers or Staff to understand or customer
and material supplier and get the entire thing clear from top to end.
Chapter - 4
Analysis
 It was observed that they don’t have any proper material handling and logistics
management system in the organization. They are not in big production area
therefore they are thought, we don’t have any record in handling material
management. When I doing internship at stickplus then I saw they are not
handling proper materials as well as they are not supply product in proper way.

 Also I observed that stickplus material handling managers are not maintaining
good relationship with material supplier. They are not fixing proper material
supplier for proper material. As well as when they order material on credit base,
but they are not making payment to the supplier in the given date. Also, theyare
not following given word to the supplier

 In stickplus there are top down approaches policy which some time creates a
problem or leads to delay in particular jobs.

 When I do an internship at stick plus then I observed that the company owner are
not trusted on the Labour/worker and these behaviour of the owner which directly
effected on the worker mind it means that worker are creating negative
impression about owner.

 In the stickplus they have not proper delivery system of the product.

 In the production area they are not able to provide material when they want use
the material in the production of product. Therefore the worker are do waste of
time.
Chapter - 5
Finding
At the time of as a summer trainee I had observed a handling material and Logistics management
at Stickplus. In which I have found out some findings and also analysis something which are
mentioned below:

 Normally our company has delivery product on 2 wheeler scooter and this vehicle has not
in the proper condition it means they have to spend more than 100 Rs. on that vehicle.
Some time they are spending more 200 Rs on that vehicle.

 They are put mostly wastage material in the inventory. That’s why this material are use
more place in the organization.
Chapter - 6

Suggestion

 Proper recorded inventory system helps to reduce the cost and also make sure the
availability of work, or we can manage up to delivery of required material.

 An organization can initiate training and development program for their employee which
improve their skill as well as motivate to them.

 In the organization the owner and upper level of officer have to make good relationship
with the lower level employees which directly affected to on the production and work
flow.

 The material purchase officer has to make also good relationship with material supplier
therefore they also provide good material at right time at right place.

 In the production or manufacturing area they have put extra stock of material in separate
site which are used only in emergency period of manufacturing, it that mean in time of
running production process if material is out of stock then usable material is out of stock
that time they are borrow these material from that stock.

 Outsourcing of the same process also creates a problem lots time, for that they have to be
waiting for getting the job done for them, if they reduced their outsourcing parts or try to
do it, its improve the time efficiency of the process.
 Quality of service can be further enhanced with proper logistical activity, proper delivery
of goods, properly communication with customer, quality of services and product at
optimal cost to delight the customer.

 An organization has to change or trend the accountant in their company because several
times they faced problems in their accountancy, proper filing of records and receivable
follow up, issues with payment etc.
Chapter -7

Conclusion

The universe every day is witnessing unimaginable growth in the majority of the industries. The
paper industry is one such industry that is rapidly growing. With a stiff competition around, the
company is likely to reduce the profitability, but with proper management of operations and by
proper customer desired services and also effectively utilizing its alliances it can maintain and
improve the performance. An organization can grow with their customize product and services.
An organization has enormous opportunities to grow beyond the expectations.

The organization has the value of being an ultimate goods and service provider for Pre-press,
Post-press, Printing, Gumming, Punching, Varnishing, Lamination, Cutting, etc. the present
scenario and the future of the organization with regards to the management are satisfactory. The
organization can increase the market share by improving with the more art of technology. The
most importance is to be given for training and development programs for the employee. With
the development of employee, several favourable impacts such as an increase in output per
employee, increased loyalty, and team spirit can be generated.

However, the company is not at the topmost position, but it can certainly grow up in the near
future and is committed to acquire that spot. An implementation of the above recommendation,
the management can lead stickplus to the top most position when benchmarked in the coming
years.
Chapter – 8

Bibliography

 From Books
1. Operation Management
2. Material Management
3. Logistics management

 Web site
1. http://www.materialsmanagement.info/defscope/

2. https://www.ukessays.com/essays/construction/literature-review-on-material-
management-construction-essay.php

3. www.stickplus.com

4.