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Acknowledgment…………………………………………………………………………………………………………………
Executive Summary………………………………………………………………………………………………………………
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3.2.5 Logistics...................................................................................................................36
3.2.6 Warehouse..............................................................................................................37
3.2.7 Management at Warehouse.....................................................................................38
Return on Investment - ROI.............................................................................................48
3.3 Cost Analysis ..................................................................................................................51
3.4 Some observations at Appliance warehouse:................................................................65
3.5 Some observations at Sanathal Warehouse:...................................................................67
3.7 Criticality of Task:...........................................................................................................69
Chapter 4: Learning Outcomes ................................................................................................70
4.1 Comprehension of the Task ...............................................................................................70
4.2 Problems faced during Accomplishment of the Task ....................................................70
4.3 Methods adopted to solve the Problems ......................................................................70
4.4 Monitoring of Performance on Daily Basis ....................................................................71
4.5 Overall Learning from the Task......................................................................................71
4.6 Conclusion......................................................................................................................72
Chapter - 5: Recommendation.................................................................................................73
5.1 Recommendations for cost centres: ..............................................................................73
5.2 Other recommendations for observation at warehouse:..............................................77
Chapter 6: Concluding Remarks ..............................................................................................79
6.1 Summary ............................................................................................................................79
6.2 Gains from the Project ...................................................................................................80
6.3 Limitations of the Project...............................................................................................80
6.4 Scope for Further Work .................................................................................................80
6.5 Conclusion......................................................................................................................81
Bibliography ............................................................................................................................82
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3
List of Figures
Figure 1 - Product Line .............................................................................................................12
Figure 2 - Organizational Structure at Head Office..................................................................13
Figure 3 - Organizational Structure at Branch Office...............................................................14
Figure 4 - Business Profile ........................................................................................................20
Figure 5 - Businesses................................................................................................................21
Figure 6 - Swot Ananlysis .........................................................................................................26
Figure 7 - Sales Order Booking Process....................................................................................31
Figure 8 - Supply Chain.............................................................................................................35
Figure 9 - Supply Chain at G&B ................................................................................................36
Figure 10 - Outward Process....................................................................................................39
Figure 11 - Inward Process.......................................................................................................42
Figure 12 - Interio Defective goods flow..................................................................................45
Figure 13 - Pareto Chart for Cost .............................................................................................51
Figure 14 - Fish Bone Diagram .................................................................................................52
Figure 15- Pareto Sub Costs .....................................................................................................53
Figure 16 - Data Unbilled Items ...............................................................................................54
Figure 17 - Graph : Unbilled.....................................................................................................55
Figure 18- Data & Graph : Damage Stock ................................................................................57
Figure 19 - Data & Graph -1: Damage Stock Categories ..........................................................58
Figure 20 - Data & Graph -2: Damage Stock Categories ..........................................................59
Figure 21- Data & Graph -3: Damage Stock Categories ...........................................................60
Figure 22- Data & Graph -4: Damage Stock Categories ...........................................................61
Figure 23- Data & Graph -5: Damage Stock Categories ...........................................................62
Figure 24 - Data: Loding & Unloading Time .............................................................................67
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Chapter -1: Introduction
1.1 Problem Statement
Analyzing ROI & Profitability with special reference to Godrej &
Boyce Mfg. Co. Ltd., at Ahmedabad Branch.
1.3 Methodology
The methodology used was on the job training. For data
collection the observation and interview techniques were used
while for analyzing the data quantitative as well as qualitative
techniques were used.
5
1.5 Limitations of the Study
The numerical data used for the study is estimated value.
The data provided was for some divisions only due to which the study
is talking about different division and the conclusion reached was on
basis from this data only.
6
7
Chapter – 2: Details of the organization
Godrej & Boyce Mfg. Co. Ltd, today, one of the largest engineering and
consumer Products Company in the country has varied interests from
engineering to personal care products. It is also one of the most respected
corporate houses known for its philanthropy and initiation of labour
reforms besides being recognized for its values of fair, transparent and
ethical dealings. The head office is located at Mumbai - Vikhroli.
Godrej has become a self reliance for decades and the signature of Trust.
For this many years, Godrej has changed in form, function and scope of
application, but one thing never changed the tag of ‘RELIABILITY’ and
‘TRUST’.
8
The brand Godrej in mind of people across the country has different
meaning to it. The company has a wide range of products including locks
& safe, Refrigerators, Air Conditioners, Furniture’s, Machinery tools,
Process Equipments, Engineering workstation, Cosmetics, Detergents,
Edible oil, Chemicals & agro products.
It was the company producing soap without use of animal fat oil for the
first time in the world in the year 1930 & the innovation like this has been
followed by the company for years and now is serving the customers who
need innovations across different businesses. During the Mumbai dock
blast, the Godrej safe was the only security equipment that was not
harmed & from the time it has been expected from each and every product
under the brand name Godrej to be of such quality.
Everlasting locks, Enduring service. Locks are thing that has been started
by Godrej and the locks have become a reflection of trust & confidence
that its customers have seen in Godrej since 1987. From a lock
manufacturing company, Godrej has become a total security solutions
provider.
This is a reflection of the trust and confidence that our customers have
placed in us since 1897. From being a manufacturer of locks, Godrej has
evolved to become a total locking solutions provider with its large range
of products and services to meet expectations of its individual and
institutional customers.
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entered into market of real estate and information technology and these
sectors are seemed to be of great potential which will benefit the group in
the near future.
The Godrej Group stands in a strong position today. With annual sales in
excess of INR 8269.39 Cr., a workforce of approximately 20,000, and a
strong diversified portfolio, Godrej has proven its ability to deliver strong
financial performance. Inseparable from daily life in India, the Godrej
name has been built on a spirit of innovation that has made it one of the
country's most remarkable industrial corporations
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lose sight of the basic human values it was built on. These are the core
strengths and the very soul of the company.
2.1.1 Achievements:
2.1.2 Initiatives:
10 X 10 Vision
INFOR - ERP
Manufacturing Cluster
Business Excellence
Disruptive Innovation
Kaizen
Automation and TPM
Project Management Office
Social Media
India Immersion Program with IIT Chicago
SPRINT Programme
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Horizon Programme
Applause – Appreciation Platform
2.2 Organization
12
2.2.2 Organization Structure:
The organizational chart for the Head Office for all the division is the
same. There are 3 main levels in Hierarchy at H.O. for all the division in
Godrej & Boyce. The Hierarchical Structure is shown as follows:
From Vice President to business heads they falls in the S & E band which
is the Strategic and Exclusive Band which are the highest in the Band
level formed by the company for employees.
The Organizational Structure at Branch is different from that of H.O. At
branch the Boards are different. The Branch HR does not have separate
division and there are restricted functional when it comes to branch.
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2.2.2.2 Organization Structure at Branch Office:
2.2.3 HR Practices:
Recruitment: The following is the process:
Sanction: Recruitment should be made only after the requisition for the
vacancy concerned is sanctioned.
The Sanctioning Authority:
For temporary vacancies where the requirement of manpower is less
than 10% of existing strength such shall be sanctioned by Divisional Head
concerned.
For temporary vacancies where the requirement of manpower is
greater than 10% of existing strength such shall be sanctioned by
Divisional Head with approval of Mr. J.N Godrej.
For all permanent vacancies the Divisional Head should take the
approval of Mr. J.N Godrej.
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Qualification:
The minimum entry level for hourly rated employees including
watchmen and drivers is “SSC Passed”.
Graduates are not to be considered for hourly rated positions.
Candidate for the post of watchmen/Havaldar/Jamadar besides having
passes SSC must also be an Ex- service man
The minimum qualification forall unionized staff is Graduation
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Document’s Verification:
All certificates in original pertaining to their educational qualification.
Only the original school leaving certificate or the original certificate
as secondary document for proof of page
The date of birth submitted at the time of appointment shall be
considered as final and a person cannot make change in his/her birth date.
Expect for unskilled/semiskilled positions, appointment to all other
positions will be subject to the candidates producing original of the
release order from their employee.
All the original documents must be returned to the employee after
perusal. Photocopies for the same are to be retained in their individual
files after verifying such photocopies with the originals
Medical Fitness:
The appointment of all candidates should be subject to their being
found medically fit. At Mumbai, the Corporate Personnel Development
shall arrange for the candidate pre employee medical examination with
the company’s medical officer.
At the branches the candidate should be referred by branch to a local
Medical Practitioners of the choice of the branch who will ascertain the
candidate’s medical fitness.
No commitment of employment shall be made to any candidate unless
the candidate concerned has been found medically fit.
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Probation:
The period of probation as indicated in the appointment letter shall
neither be extended nor shortened.
If an employee is found unsuitable during the probationary period
then the service of such an employee are to be terminated only on expiry
of the probationary period and not during the probationary period.
If the services are found unsuitable then the letter of termination shall
be given 2 to 3 days in advance.
If no such letter of termination is issued prior to the date of
completion of the probationary period then the service of the concerned of
the probationary period if such an employee is in unionized category
Abundant Caution:
In order to avoid an embarrassing situation the people in the
recruitment and selection process should check the information and
details thoroughly so that all candidates can confirm to the requirement
under this policy.
For appointment at the branches, the final selection will we intimated
to the candidates by the Branch Manager/Regional Manager concerned.
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Recruitment of Engineer as Graduate/Diploma Engineer Trainee:
Every year the recruitment section along with the Line staff
representative visits various premiere engineering colleges for selecting
the graduates.
These were the policies regarding the Recruitment which are adhered by
the Company.
2.3.1 Incorporation
Established in 1897, the Company was incorporated with limited liability
on March 3 1932, under the Indian Companies Act, 1913.
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Kyamas Palia, Executive Directore (Finanace)
Pradip Shah
Anita Ramachandran
Anil G Verma, Executive Director & President of Godrej & Boyce
Navroze Godrej, Directs strategy & innovation at Godrej & Boyce
Kelki Elavia, Chartered Accountant in Public Practice
19
2.4 Business Profile
20
2.4.1 Businesses
Godrej & Boyce Mfg. Co. Ltd., business can be biforgated into Office &
Consumer products, Industrial Products and service department. This
biforgation can be futrther classified as follows:
Figure 5 - Businesses
21
2.4.2 Division under Godrej & Boyce Mfg. Co. Ltd.
1. APPLIANCES (ISO 9001/14001)
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Personal/Industrial Lockers, Customized Storage Systems, Roll-formed
Slides and Components for Furniture
Every man dreams- but only achiever has the power to transform them
into reality. In 1897, one such achiever, Mr. Ardeshir Godrej, realized
his dreams when he became the first Indian manufacturer to displace
well entrenched foreign brands from the Indian market. The word
‘Godrej’ etched into his metal locks became the symbol of self-reliance
for the generations that followed – the signature of trust. Today, this
dream has gone beyond reality – it has become the symbol of self
reliance for the generations that followed – the signature of trust.
Today, this dream has gone beyond reality – it has become a way of
life.
With the pioneering spirit of its founder still the driving force, Godrej
Security Solutions is at the helm of every breakthrough in the country. In
many ways, the company is the security solutions industry of India.
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Customer trust is legendary. Incidentally, when the Queen of England
visited India in 1905, she chose a Godrej safe to keep her valuables
wherever she stayed in the country. The spirit of innovation blended with
excellent quality has helped us to leave our mark across 45 countries
world-wide.
Products: Strong Room Doors, Safe Deposit Lockers, Cash Boxes and
Coffers, Data/ATM Safes, Burglary and Fire Resisting Safes, Record &
Filing Cabinets, Electronic Coffers, Currency Sorters and Cash Counting
Machines. Fire/Security Doors, Fire and Burglar Alarm/Premises Security
Systems, Video Door Phones, CCTV System. Access Control Systems
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8. MATERIAL HANDLING EQUIPMENT (ISO 9001/14001)
25
2.5 SWOT Analysis:
26
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Chapter - 3: The Problem on Hand
The problem is finding the causes that are affecting ROI & Profitability
with reference to Godrej & Boyce Mfg. Co. Ltd., and working upon
those are to achieve higher ROI & Profitability.
The Commercial Team was created in the year April 2004. It was created
to fulfil the following objectives:
The Commercial Team of Godrej & Boyce Mfg. Co. Ltd. performs the
following four major functions.
Estate Management
Legal Issues
HR & Personnel
Training
III) Warehousing & Logistics
Receipts & Dispatches
Inventory Management
Secondary Transportation
IV) Accounts
Banking & Treasury
Expense Management
Debtors Management
Statutory Compliance
Audit
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3.2.3 BaaN and its use in order processing
ERP is an integrated information system that serves all departments
within an enterprise. Evolving out of the manufacturing industry, ERP
implies the use of packaged software rather than proprietary software
written by or for one customer. ERP modules may be able to interface
with an organization's own software with varying degrees of effort, and,
depending on the software, ERP modules may be alterable via the
vendor's proprietary tools as well as proprietary or standard programming
languages.
Taking account of all the benefits of ERP system, Godrej & Boyce Mfg.
Co. Ltd. has customer ERP system software which runs on BAAN
platform. It is made by Netherlands based company, and company spent
around Rs. 25 crores for the purchase of the product.
The below mentioned different company codes are being created by the
BaaN company for the integrated smooth functioning of different
divisions.
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Interio
235- Desking
238- Sitting
240- Storewell
301- Appliances
250- Security
245- SSG Group
260- Locks
265- MHE
285- Prima
Main function of bank is sales order booking that helps in connecting CSF
with logistics department where the further processing is done for
dispatching.
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1. Sales Order Booking Form:
Features:
• Different divisions having different order series for booking
particular order.
• Customer code is of six digits.
• The first of six digits is for the division.
• Second is for dealer/customer digit.
• Then three are for particular Dealer/Party
• The last digit is for particular branch.
Order Types:
• 09A - Regular order
• 09B - Cash Memo
• 09C - R Series (Dealer / Investment )
• 09E - Return order
• 09L - Non-Inventory Credit note
Details to be filled in form:
• Order Date
• Reference A&B
2. Order Acknowledgements
4. Maintain Deliveries
After the items are loaded & ready for dispatch the sales order delivery is
maintained in system in order to update the stock list in the ERP.
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5. Generating Sales Invoice
After maintaining the delivery in system the sales invoice containing the
details of bill amount, delivery address & customer is generated. Total 5
numbers of copies are generated.
This Booked order is accessible to the authorized parties that are H.O.,
Dealers, CSF and Warehouse. A run to check for new order booked is
done at warehouse at around 2 p.m. daily to do the further processing of
dispatches. The order booked after 2 p.m. are generally acknowledged the
day after unless there is any special call for delivery from the sales team.
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Figure 8 - Supply Chain
3.2.4 Supply Chain Process at Godrej & Boyce Mfg. Co. Ltd.
Supply Chain Management (SCM) is the process used to deliver a
company‘s goods to the targeted audience, at the right time, in the most
timely and cost-effective manner possible. It can include everything from
sourcing and manufacturing of a product, to packaging and warehousing
inventory, to managing and promoting sales online through a custom wed
store. Additionally, a comprehensive supply chain management offering
should include professional expertise to assist with critical business
decisions as well as world class operational capabilities such as live
customer service and Web- based visibility and reporting.
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Figure 9 - Supply Chain at G&B
3.2.5 Logistics
36
resources and transportation is defenceless. Military logistics was already
practiced in the ancient world and as modern military have a significant
need for logistics solutions, advanced implementations have been
developed. In military logistics, logistics officers manage how and when
to move resources to the places they are needed.
3.2.6 Warehouse
They usually have loading docks to load and unload goods from trucks.
Sometimes warehouses are designed for the loading and unloading of
goods directly from railways, airports, or seaports. They often have cranes
and forklifts for moving goods, which are usually placed on ISO standard
pallets loaded into pallet racks. Stored goods can include any raw
materials, packing materials, spare parts, components, or finished goods
37
associated with agriculture, manufacturing and production. In Indian
English a warehouse may be referred to as a godown.
Godrej and Boyce Manufacturing Ltd. have its two warehouses near
Ahmedabad city. One warehouse is situated at Sanathal and another one is
situated at Changodar. Sanathal warehouse deals with products like
Interio, Locks, Security equipments, Storage Solution Group, Material
Handling Equipments, and Prima. Changodat warehouse deals with the
Appliances i.e. Refrigerator, Washing Machine, Air Conditioners,
Microwave Ovens.
The warehouse at Godrej & Boyce Mfg. Co. Ltd., majorly does the
following tasks in order to decrease the cost to company:
• Freight Management:
It is one of the major areas that account a huge amount of cost to any
warehouse and hence its management is very essential to save any extra
cost. Freight management is to handle or direct with a degree of skill, to
exercise executive, administrative and supervisory direction of the loading
and transporting of goods that need to be shipped or transported from one
destination to another resulting in compensation. For the purpose the
warehouse managers at Godrej plan the route & form the load in
accordance to the vehicle against the price of the goods sold which is
known as TFL (Truck Full Load), and requests the vehicle accordingly to
reduce the cost during the outward process.
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After taking the run for order booked the warehouse carry out the outward
process for delivering of orders as follows:
The pick list is generated against the order booked in BaaN of which route
planning is done according to destinations of order booked. If the order is
multi location then the warehouse supervisor needs to make a cost benefit
analysis against the total Truck Full Load of items to be dispatched for
each destination. The analysis is required if single vehicle should be send
or multi small vehicle is beneficial. The order quantity in BaaN form is
converted into excel sheet to pick the item mentioned and stage them at
staging area for further loading.
As soon as the vehicle arrives at the bay of loading division the staged
material is loaded after the inspection of any discrepancy between the
order & staged item by WHS & Security guard. After which system entry
is done to update the system stock & then the vehicle is released with
appropriate papers. The transporter delivers the order to customer and
takes the acknowledgement copy as a proof from the end customer.
To save cost Godrej have fixed its transporter for different division of
business at Ahmedabad branch on contract basis. This helps them to save
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waiting time for the arrival of vehicle for dispatches and also have availed
insurance on the products that are delivered. This helps them to save their
cost if there is any damage to stock due mishandling or any discrepancy.
Till damages valuing Rs. 20,000 the amount is recovered from transporter
and for damages more than value of Rs. 20,000 is recovered from
insurance company.
• Inventory Management:
40
around 400 Cr. This stock was managed in the area of 1,00,000 Sq. Ft., of
which the appliance division has been allotted the maximum amount of
space i.e. around 48% of the area, then 35% is allotted to Interio, 5% to
Locks, 3% to Prima, 3% to storage,2% to Security, 2% to MHE and 2%
for spares.
This area is divided into more than 2000 SKU’s that keeps products of
different models from different divisions. This helps in quick
identification for the product place and hence helps in time saving &
reduces the risk for dispatch of faulty material.
Moreover the stock is to be maintained when replenishment order is
booked the head offices dispatches the stock ordered & the stock is
unloaded i.e. is an inward process at warehouse. The inward might be for
other reasons as well like for transfers from branches, Sales order returns
from suppliers or dealers. The inward process at warehouse is as follow:
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Figure 11 - Inward Process
The warehouse manager is informed about the dispatches that are done
against order and is in contact with transporter in case, gathering
information about the estimated receiving date against purchase order
made for indenting process. The item may be coming from H.O and if the
stock is not available at H.O. then inter branch transfer might take place.
The inward might also take place of goods coming from customer return.
The warehouse head plans the activity according to the estimated delivery
for the day and on the arrival the vehicles are unloaded according to the
man power resource available at warehouse in sequence of arrival of
vehicle.
42
When the vehicle enters the premises of warehouse the entry of vehicle is
done in the gate register. Then vehicle comes to unloading bay where the
visual inspection of truck is done in order to check any damage and to
keep a look upon damages during the unloading of stock and to find out
any discrepancy in stock quantity.
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Defects such as the compressor is not able to cut off the according to
room temperature, the air conditioner is not able to cool the room,
Refrigerators not able to provide conditions that can keep the vegetables
fresh, and defects similar to these kind.
At Godrej & Boyce Mfg. Co. Ltd., The damaged and defective stocks are
kept separately into different SKU’s so as these items may not go out for
delivery and further processing on these products in order to treat them
and gain returns. The damage may be of primary type that is
manufacturing defect which might be from the Head office side or other
may be of the secondary type that is the material is sent to dealer and
damage occur there.
i. Category-1:
The items having maximum damages are categorized into this category.
The items in this category are sold at 60% discount and these products are
treated in warehouse - 091
ii. Category-2:
The items having less damages than above are sold at a discount price of
40% and are treated at warehouse - 092
iii. Category-3
The products in these category is having the least amount of damages that
can be rectified and sold at 5-10% discount and are treated in warehouse –
093
44
Many items that are not usable are identified as scrap and are sold at more
than 90% discount and the rates depend on the size and type of the
product.
To keep the movement of stock and decrease the storage cost of the items
stored at warehouse the norms for the service department is set to work
quickly upon the stocked items. Any item coming to the inspection
warehouse should be moved within 7 days as per the categorization and
45
any item coming to D3 warehouse should be repaired and moved to FG
within the 15 days. The items in D2 are sold at Second sale mela quarterly
and for disposal of scrap items is carried out on monthly basis for which
the scrap dealers are fixed to sell the scrapped material.
At Godrej & Boyce Mfg. Co. Ltd. Warehouse they maintain the stock
health by the following:
They do have rodent boxes in order to safeguard the electronic items from
damages, do have SOP’s and predefined safety rules to follow in order to
protect stock from damages & Mishandling.
They do follow FIFO process during dispatches in order t o move the old
stock that is lying at the warehouse. But in some cases for locks division
they are not able to follow the same as some of the products are locally
imported & some are foreign imported and hence have change in pricing
and according to the price quoted to dealer they do dispatch the product
accordingly. For the same purpose they have colour coding bands & TO’s
contains the instruction which priced material is to be dispatched.
46
For the other products they do maintain the stickers of month over
packaging to easily identify the manufacturing date & dispatch
accordingly.
To maintain the quality of the product sent to customer in special cases
when material is sent for project news, showcasing of product or other
than Pre Delivery Inspection of products is done in which inspections of
good in terms of colour, dents, damage or defect is done.
Even the norms of stacking are defined on the packaging of the product
and keeping them according to the norms is essential in order to protect
the product from damages from overloading or mishandling. For this the
labours at warehouse are trained and encouraged to pile up the stock
according to the norms.
The ware house is area is divided into three parts:
Area for keeping the stock which is divided into SKU’s
Area for walking known as Aisle
Area for office work
The warehouse keeper ensures that the product is kept according to norm
so as to keep stock safe and properly utilize the space available for
stocking. It also ensures that no material is kept in such a way that product
is not lying in the walking area as it could possibly cause hazard to the
material as well as to the manpower employed at warehouse which is also
a loss to company.
47
Return on Investment - ROI
Where,
o The business must be such that the business can spend more time with
customer in order to understand the customer’s problem and their needs to
make products customer centric.
48
o All the work should be done at back office other than sales in order to
make the sales person free from all other doings so that he/she can focus
on their core job.
o A one point centre for dealer, customers & head office should be
created so that the data transfer time can be reduced and quick action
upon the problem can be taken from a single point only.
o Order to Bill cycle should be improved as it would help to satisfy
customer by delivering the product immediately and the bill value can be
realized quickly. This would in turn reduce the receivables turnover rate.
o MIS module should be developed, such that it can help to generate
reports that can help in taking quick and profitable decisions.
49
o Invest additional capital and generate returns exceeding cost of capital
(e.g. higher sales and returns by creating a spare parts depots in different
regions)
o Release Capital by selling assets where returns do not justify cost of
capital.(e.g. sell a warehouse where it is no more viable)
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3.3 Cost Analysis
80% of area of cost is covered by first four costs that are Freight,
Carrying cost, Man Power and warehousing cost.
Fishbone
51
Figure 14 - Fish Bone Diagram
Unbilled items – The cost occurring like storage cost, good will
cost, waiting time cost, customer loss cost are the unbilled items
cost. It incurs around 17% of total cost.
52
Pareto Chart
The following are the reasons that have been identified for products
lying in unbilled category:
53
11. Order cancelled
12. Site not ready
13. Awaiting balance material
14. HO billing/ interstate
15. Replacement
54
And the bar for same is presented below:
Then other big cost next to unbilled items is vehicle mix cost. It is
the cost incurred due to choosing of a vehicle not as per the load
formed at the time of dispatch and increasing the freight cost
ultimately. During booking for a vehicle after calculating TFL the
management calls for a bigger truck or smaller trucks as per the load
55
formed. The vehicle mix is the cost occurred due to calling for a
vehicle which cost higher. This mostly might be due to non availability
of the truck at the time of booking or not analyzing every possible
alternative. This cost is around 15% of total cost.
Strangers – The strangers are the products which are non moving
and are accumulated at the warehouse for a longer period of time.
The cost occurred due to non moving stock at warehouse in form
of blocking of space and incurring storage cost on it or material
handling/housekeeping cost which is incurred in order to maintain
stock health. This is around 12% of the total cost.
Load-ability – The cost occurred due to less space utilization of the
vehicle available on basis of volume and weight incurs a cost.
Many a times occur when the vehicle space is not fully utilized due
to which higher freight is incurred on the value or Load formed, the
reason for not utilizing full load is due to way of loading which
physically might take up large space and make space unavailable
for other stock that can be loaded. This cost is normally around
10% for warehouse.
Damages - This are the cost incurred due to space occupied by the
damage stock at warehouse, which incurs inventory cost and
housekeeping cost on it. The average cost incurred due to damages
by the warehouse is around 8%.
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Figure 18- Data & Graph : Damage Stock
57
Figure 19 - Data & Graph -1: Damage Stock Categories
The above categorization with ageing data is for company 235. Here
maximum value of damaged stock is lying in damage category 2 and the
stock age is more than 60 days and a high amount is of more than 365
days. It also have stock lying in damage category 3 which is of above
30days and most of stock is lying is of age more than 365days.
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Figure 20 - Data & Graph -2: Damage Stock Categories
The above categorization with ageing data is for company 238. Here the
maximum value of damaged stock is lying in category-2 that is for second
sale and most of stock is lying is of age having 60-365 days.
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Figure 21- Data & Graph -3: Damage Stock Categories
The above categorization with ageing data is for company 240. Here the
maximum value of damaged stock is lying in category-2 that is for second
sale and most of stock is lying for more around a year which is taking up a
large area at warehouse. Even a large value stock of category 3 is lying
which is not repaired due to non-availability of spares from Head office.
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Figure 22- Data & Graph -4: Damage Stock Categories
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Figure 23- Data & Graph -5: Damage Stock Categories
The above data is for addition in damage for the month May at
warehouse. This graph shows that the maximum addition occurred in
damage category 2 i.e. about 51% followed by addition of 34%in
category-3.
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Detention Cost – It is a penalty charge that is charged for late
delivery of items to the dealers. The detention cost for
warehouse is around 7%.
Stacking – The labours at warehouse might not follow all the
stacking norms that might be defined by the company in order to
protect the product and packaging from damages. It might occur
in the case that the stacking norms says the number of packages
that can be stacked one upon other is 2 but at times the labour
stacks more than 2 package over it which causes damage to the
product. Even it might be the reverse case in which stacking
norms defines that the number of packaging that can be loaded
one over other is 3 and labour might have kept only 2 package
stocked up which incurs a cost as this would take up more space
at warehouse and the space is underutilized. This cost is around
6% of total cost.
Peak Time/ Valley time Cost – Month ending is the peak time
for the warehouses and during at this time most of the trucks are
loaded and unloaded at warehouse. Due to requirement of higher
throughput the current man power might not be able to give the
desired throughput and which makes liable to hire manpower on
temporary basis which cost around 60-65% more than normal.
The normal cost per labour is 350/day but at peak time in order
to get a higher work force the warehouse need to spend 250
more per labour. This cost is around 5% of total cost incurred at
warehouse.
Shortage/Shrinkage Cost –Many a times it occurs that the stock
is available in the system but it is difficult to find the same at the
warehouse, which is a discrepancy. Due to this discrepancy the
order might not get completed on time and penalty cost for late
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delivery is incurred moreover the stock is still utilizing the space
at warehouse and incurring a storage and handling cost over it.
The cost incurred due to this type of anomalies is 5%.
Delay in approval – For delivery in special cases the warehouse
need to take a sanction from Head office as it would be incurring
a higher cost than normal and due to which the stock is still
unmoved at warehouse incurring a storage cost and incurring a
late delivery cost that is penalty cost on late delivery. The delay
in the approval is due to long process of getting the sanction
from head office. The cost incur due to this delay is around 4%.
Training – The labours at the warehouse need to be trained in
order to handle and maintain the health of the stock. In the case
when proper training is not available than the labour might not
handle the material properly and which in turn cause product
damage or in the case when labour is not able to maintain the
health of stock according to norms than it might incur a cost.
This cost incurred is around 3%.
Warehouse Space – The warehouse is a large area where stock is
maintained and at time due to violation of some norms and not
following the instructions properly a cost of handling or product
may incur and this cost is around 3% of total cost.
Man Power Deployment - The cost incurred when higher
amount of man power is employed than necessary as the existing
man power is underutilized. It is around2%.
Safety Cost – The cost incurred due to non usage of safety
material by the workers that cost to company in times when the
worker gets hurt or the product is damaged. This cost is around
2% to warehouse.
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Unsafe Practices – This are the practices that are followed by the
workers during handling of the material which incurs around 1%
of cost to warehouse.
There were uncovered wires at the warehouse and outside there was
a uncovered wire box that can get short circuited and can cause fire
and ultimately loss of money in form of products and loss of
manpower.
The area near the water became slippery due to spilled water on
floor from water cooler which can cause accident and can cause a
delay in the ongoing process.
Waste on the aisle i.e. walking area was observed that can too cause
a accident and can cause delay in work as anyone can fall and if
labour falls while carrying any product than it can also cause
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damage to product being carried as well the products near to the
area.
The workers were not wearing all safety equipments and if any
accident happens than it might cause harm to them.
The stacking norms were not observed properly as per the box
guidelines and due to which the products were covering a space
greater than expected and even the products might get harmed due
to the same.
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Figure 24 - Data: Loding & Unloading Time
When the load formation is done for dispatch then it is done for
particular dealer/ distributor and vehicle is called as per the load for
single dealer only. This cause to call different vehicles for different
dealers.
Also the load formation is done division wise only for example if
there is order for interio and security at the same time then load
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formation for interio division will be done separately and for
security division would be done separately and then vehicle is
called as per the load available. This causes to call for different
vehicles for every division and ultimately increase the freight cost
incurred.
Stocked material on the aisle i.e. walking area was observed which
can cause accident and can cause delay in work as anyone can fall
and if labour falls while carrying any product than it can also cause
damage to the product being carried as well the products near to the
area.
Some of the packages were damaged which can cause small parts to
fall from the package while delivering of package and
simultaneously at the time of installation the technician needs to go
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and get back the missing part which cost time, money and
satisfaction of customer.
There are multiple division that are being handled at Ahmedabad branch
& the criticality about the task is collection of the data and its analysis
according to the divisions would be a critical task and moreover the
analysis would regarding single division would not support for each and
every divisions and analysis of each and every divisions cannot be applied
to every division.
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Chapter 4: Learning Outcomes
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4.4 Monitoring of Performance on Daily Basis
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4.6 Conclusion
There were many problems that were faced during the period but
with the help of my colleagues and organization mentor a proper
solution was provided. The main issues was data collection and time
management as most of time the employees were busy and
especially at the time of peak season that was month ending and had
a limited time for imparting knowledge out of their busy schedule.
Even data collection was one difficulty as it was against company
policy to provide data we had to assume the data on the percentage
form as gathered from executives and from the observations at
warehouse. Out of this problem had a great learning with a touch to
the real industry which will help in becoming a better manger.
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Chapter - 5: Recommendation
Unbilled Items:
Find methods for forming truck load formation like software can
be developed which can help in calculation on both value and
dimensions basis and leaves the decision on the manager.
Improve upon the forecasting method used for the demand of stock at
warehouse as they take the same amount as forecasted value which was
the figure of sale last year which can help in reduction of physical stock
out.
Up-gradation in system is required.
Regular follow up for payment should be taken before ordering of
material for order and advances should be taken to assure the purchase of
product.
Have periodic review of cheques to avoid situation of cheques not
available and would help in preventing from a situation of delay.
Proper follow up with salesman/customer/project sites is needed in
order to understand the expected delivery time and order the material
accordingly with a remark to H.O. for the expected delivery date so that
they start production on that basis.
Material Balance awaiting cannot be ignored as in case of complete
order execution the whole lot is needed to dispatch to customer and this
can be only handled from head office in order to receive material at full at
a time.
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transporters contracted must be increased in order to get vehicles
when needed.
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delivered from Head office. The damage occurring can be also be
reduced by iidentifying damage, this can be identified while
loading/unloading of stock, by inspecting the material which is
lying at warehouse for a greater period. Should take corrective
action for damage, for example some of the products packaging
were observed to be damaged that can be packed again or else
preventive measure such as packing providing extra packing from
head office itself or can be incorporated once it has been unloaded
at warehouse.
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installed in order to tag both item and place for particular item in
warehouse which will help against the discrepancy occurring.
Delay in approval – For delivery in special cases the warehouse
need to take a sanction from Head office as it would be incurring
a higher cost than normal and due to which the stock is still
unmoved at warehouse incurring a storage cost and incurring a
late delivery cost that is penalty cost on late delivery. The delay
in the approval is due to long process of getting the sanction
from head office. The cost incur due to this delay is around 4%.
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5.2 Other recommendations for observation at warehouse:
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Chapter 6: Concluding Remarks
6.1 Summary
The project was to understand the working of Godrej & Boyce
Mfg. Ltd. at the branch office and Warehouse and give
recommendations in reference to observations related to ROI and
profitability.
The project mainly focused on understanding the main cost
related to the activities carrying at warehouse and giving
recommendation to reduce in order to get effective and efficient
warehousing with keeping the same service level desired. For the
same the understanding of basics function like order booking,
purchase order booking, report making at branch office by
executives was understood and the different activities related to
warehouse like warehouse management, logistics management,
freight management and inventory management was understood.
After understanding the basic activities there was a need to
observe different cost and analyze the same in order to reduce the
cost and make an effective warehousing. For the analysis the cost
were found and listed into a fishbone diagram and a Pareto chart
on basis of the value of cost was made and the suggestion on the
main cost centres were given to reduce and create an effective
warehousing system.
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6.2 Gains from the Project
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6.5 Conclusion
In any business logistics plays an important role in fulfilling the demand of
customers may it be end consumers or channel partner. It helps in providing
the customer right thing, at the right time, and in a right quality & quantity
demanded. If the logistics department of any company is not working
effectively than it adds cost to the company and reduces the ROI and profit
margin for the company. Thus the logistics department of the company
should be focused to reduce the cost incurred over it. Moreover these
logistics department cannot alone fulfil the requirement without an
arrangement of proper warehousing facilities. These warehouses should be
able to effectively manage the inventory lying at their place in order to
maintain its quality, quick and timely delivery to customers and keeping
safety stocks at the time of high demand. If any company is able to manage
these two functions effectively & efficiently than it can cut down its cost at a
very high extent.
If we look at Godrej & Boyce Mfg. Co. Ltd. it is effectively able to manage
these two main functions at Ahmedabad warehouse. But with a little
transformation and modernization to their warehouse they can effectively
cut to the cost of these operations carried out.
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Bibliography
Internet:
http://en-wikipedia.org/wiki/Godrej-Group
http://www.godrej.com/godrej/GodrejIndustries/index.aspx?id=12
http://www.godrej.com/GodrejIndustries/ourcompanies.aspx?id=12&men
did=1095
http://www.karmayog.com/lists/Godrejtrust.htm
http://www.GodrejAppliances.com
http://ex-wikipedia-org/wiki/Marketing-Research
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