INTERNSHIP REPORT ON WAREHOUSE MANAGEMENT

AT DRIVER LOGISTICS LLP

DEPARTMENT OF B.VOC LOGISTICS MANAGEMENT

NIRMALA COLLEGE MUVATTUPUZHA

.
MAHATMA GANDHI UNIVERSITY

BVOC DEGREE COURSE 2020-2023 SEMESTER 2

UNDER THE SUPERVISION OF :

SUBMITTED BY:
 NIRMALA COLLEGE MUVATTUPUZHA
2021-2022

CERTIFICATE
This is to certify that the project work entitled “ WAREHOUSE MANAGEMENT”
submitted to Mahatma Gandhi University in partial fulfilment of the requirement of degree in
bachelor of vocational studies is a record of orginal work done by MUHAMMED SHA ALI
under my supervision and guidance.

Place : Muvattupuzha
Date :

Signature of Guide :
Name of Guide :

Signature of External Examiner :

Name of External Examiner :

Signature of Head:
Name of Head :
 DECLARATION

I , Muhammed Sha Ali , hereby declare that this internship report entitled,

' WAREHOUSE MANAGEMENT' is based on the original study conducted by me and is

submitted in partial fulfilment of the requirements for the award of the degree of Bachelor of

Vocational Logistics Management, Mahatma Gandhi University, Kerala.

Place : Muvattupuzha

Date :

MUHAMMED SHA ALI

 ACKNOWLEDGEMENT

It is with great pleasure and gratitude that I acknowledge my indebtedness to those who
have helped me in completing the study.

At the very outset, I would like to thank the ALMIGHTY for showering his blessings and
supernatural grace in abundance upon me, without which this organization study would not
have been taken up and completed successfully.

I express my sincere gratitude to my guide, , for her constant

guidance and support for successful completion of the project work .We would like extend
our gratitude to Dr. Thomas K. V, the principal, Nirmala College Muvattupuzha, for
granting the permission to do the internship work.

I express my sincere acknowledgement and gratitude to DRIVER LOGISTICS LLP, who

granted me the permission to do my project work at their reputed organization. I wish to
express my indebtedness and gratitude to Mr. PRAVEEN KUMAR S (Manager Projects),
Driver Logistics LLP. I am grateful to all the staffs for giving me information and valuable
assistance at every stage of my study.

I also thank my friends and family members who encouraged me at every stage of my work
and helped me in various ways during the study.

MUHAMMED SHA ALI

Reg No.
CHAPTER NO. TOPIC PAGE NO.

1. INTRODUCTION

2. INDUSTRIAL PROFILE

3. COMPANY PROFILE

4. FINDINGS,
SUGGESTIONS ,
CONCLUSIONS.

BIBLIOGRAPHY
5.
 CHAPTER 1
INTRODUCTION
Logistics services market India is on a growth trajectory owing to rapid globalization and
100% FDI allowance. Logistics services broadly encompasses courier services, freight
forwarding, third party logistics and reverse logistics. Growth in international trade is
providing huge impetus to the demand for the logistics services. Growing competition in
retail sector transcends need of reverse logistics to handle returns and store up gradation.
Third party logistics providers need to customize their services and charge competitive rates
to benefit from retail boom in India.

One of the major segments contributing to a rapidly growing logistics industry is the
warehousing business. The growth in international trade coupled with the rise in
containerization levels has led to high demand for warehouses. This creates tremendous
opportunity for the private sector. The market, which is valued INR 20 bn, is expected to
grow due to the demand generated by importers and exporters for specialized services. The
report begins with an overview of the industry indicating market size, growth, current state of
the market and the infrastructural resources available. The report highlights various types of
warehouses, categorized on the basis of ownership and usage.

THE ROLE OF THE WAREHOUSE IN THE LOGISTICS SYSTEM:

. The warehouse is where the supply chain holds or stores goods

. Objectives of warehousing include

-Transportation

- Consolidation

- Product mixing

- Docking

- Service

- Protection against contingencies

1.1 SCOPE OF THE STUDY

This study will examine the impact of inventory management on the operations of Driver
Logistics LLP, Kalamasery. The study will improve the accuracy of warehouse management.
In overall the study will make a great impact on company’s warehouse management system

1.2 OBJECTIVES OF THE STUDY

The present study is based on evaluating the inventory management of Driver Logistics LLP.

This study aims to have a look at the inventory management techniques used by Driver
Logistics LLP. And suggest appropriate measures for efficient inventory management

1.3 NEED OF THE STUDY

To attain knowledge and gets expertise in warehouse management. This study helps to
improve the process of warehouse & their procedures for documentation.

1.4 PERIOD OF STUDY

Internship period started from 17.01.2022 and ends in 12.02.2022

 CHAPTER 2

INDUSTRIAL PROFILE

2.1 LOGISTICS
 Logistics companies plan, implement, and control the movement and storage of goods,
services, or information within a supply chain and between the points of origin and
consumption. Various logistics companies handle some or all of these supply chain
functions, depending on a client’s logistical needs.

Logistics is a term synonymous with the military. In times of war supplying troops with
the proper equipment and supplies was a logistics function. Logistics has evolved since
the 1950s with the rise of consumerism and the subsequent growth of more complex
supply chains.

Coordinating the movement of supplies and materials is now a globalized process. Today,
the business sector uses logistics as a term to describe the efficient flow and storage of
goods from point of origin to the point of consumption. The supply chain is a vital part of
this process. A proper supply chain may include transportation, shipping, receiving,
storage, and management of all or one of these functions. Logistics may also apply to
information, transportation, inventory, warehousing, material handling, packaging,
disposal, and security within the business sector.

People often use the terms 3PL and freight broker interchangeably, however, this creates
confusion regarding the nuances of either service. 3PLs and Freight Brokers are both
intermediaries between the shipper and the carrier, yet their roles differ. A broker focuses
primarily on executing a singular shipment and works to meet specific cost and service goals.
The 3PL provider thinks about the bigger picture and more strategically. They plan earlier in
the supply chain and anticipate the needs of a client through every step of the supply chain,
transport, and delivery process.

2.2 SUPPLY CHAIN MANAGEMENT

Supply chain management is the management of the flow of goods and services and
includes all processes that transform raw materials into final products. It involves the
active streamlining of a business's supply-side activities to maximize customer value and
gain a competitive advantage in the marketplace. Supply chain management (SCM)
represents an effort by suppliers to develop and implement supply chains that are as
efficient and economical as possible. Supply chains cover everything from production to
product development to the information systems needed to direct these undertakings.

Typically, SCM attempts to centrally control or link the production, shipment, and
distribution of a product. By managing the supply chain, companies can cut excess costs
and deliver products to the consumer faster. This is done by keeping tighter control of
internal inventories, internal production, distribution, sales, and the inventories of company
vendors. Supply chain management is important because it can help achieve several
business objectives. For instance, controlling manufacturing processes can improve product
quality, reducing the risk of recalls and lawsuits while helping to build a strong consumer
brand. At the same time, controls over shipping procedures can improve customer service
by avoiding costly shortages or periods of inventory oversupply. Overall, supply chain
management provides several opportunities for companies to improve their profit margins
and is especially important for companies with large and international operations.

2.3 WAREHOUSE

A warehouse is a commercial building for storage of goods Warehouses are used by

manufacturers, importers, exporters, wholesalers, transport businesses, customs, etc. They
are usually large plain buildings in industrial parks on the outskirts of cities, towns or
villages .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 associated with agriculture, manufacturing and production

2.4 INVENTORY MANAGEMENT

Inventory management helps companies identify which and how much stock to order at
what time. It tracks inventory from purchase to the sale of goods. Once sold, inventory
becomes revenue. Before it sells, inventory (although reported as an asset on the balance
sheet) ties up cash. Therefore, too much stock costs money and reduces cash flow. One
measurement of good inventory management is inventory turnover. An accounting
measurement, inventory turnover reflects how often stock is sold in a period. A business
does not want more stock than sales. Poor inventory turnover can lead to dead-stock, or
unsold stock

The two main benefits of inventory management are that it ensures you’re able to fulfil
incoming or open orders and raises profits. Inventory management also:

Saves Money: Understanding stock trends means you see how much of and where you
have something in stock so you’re better able to use the stock you have. This also allows
you to keep less stock at each location (store, warehouse), as you’re able to pull from
anywhere to fulfil orders — all of this decrease’s costs tied up in inventory and decreases
the amount of stock that goes unsold before it’s obsolete.

Improves Cash Flow: With proper inventory management, you spend money on inventory
that sells, so cash is always moving through the business.

Satisfies Customers: One element of developing loyal customers is ensuring they receive
the items they want without waiting.

If you produce on demand, the inventory management process starts when a company
receives a customer order and continues until the order ships. Otherwise, the process
begins when you forecast your demand and then place POs for the required raw materials
or components. Other parts of the process include analyzing sales trends and organizing
the storage of products in warehouses. Inventory management software tracks the flow of
products from supplier through the production process to the customer. In the warehouse,
inventory management tracks stock receipt, picking, packing and shipping.
 CHAPTER 3
COMPANY PROFILE :
DRIVER LOGISTICS LLP

3.1 INTRODUCTION

Driver Logistics LLP is a Limited Liability Partnership firm incorporated on 03 August

2018. It is registered at Registrar of Companies, Ernakulam. Its total obligation of
contribution is Rs. 30,000,000.
 Designated Partners of Driver Logistics LLP are Aqil Ashique, Mohammed Ashique
Kainikkara, Kalliyath Anwarsadat, Rashad Mohammed Mundekkat and Shahbaz Shah.

Driver Logistics LLP has a mission to assist the most successful companies in the world to
empower their supply chain.

We understand that growing companies have their priorities and core functions to take
care of. Managing logistics operations is a troublesome task for businesses. This is where
we come into the picture. We have the experience, network, and technology to take care
of a company’s B2B fulfilment and logistics.

We are a team of unwavering visionaries and unstoppable doers. We focus on finding new
ways to help our customers succeed while incessantly improving ourselves.

3.2 SERVICES

WAREHOUSE MANAGEMENT AND B2B FULFILMENT

For most of the visionary and growing businesses, outsourcing their warehousing and
B2B order fulfilment processes to a 3PL can make it easier to manage inventory,
warehouse operations and improve customer service and thus save a lot of time to focus
on more strategic tasks. This is where Driver Logistics LLP can help companies to
streamline and scale up.

With the right B2B Fulfilment third party logistics partner like Driver Logistics LLP,
businesses can be more proactive in the other areas of the business. As an experienced 3PL
company, we have seen it all – from order processing, inventory management to preparations
for peak shopping seasons

Driver Logistics LLP combine inbound fulfilment and technology first cloud-based
software modules with APIs and EDI to give our clients a hassle-free way to manage and
ship their products.
 FLEET & TRANSPORTATION MANAGEMENT

Driver Logistics LLP have a team of fleet managers who go beyond and above to make
sure this most crucial part of the service is delivered in the best way possible. We adapt
the latest technology and innovative approach to improve efficiency, ensuring customer
satisfaction, and increase productivity.

3PL-CONSULTATION

As a top 3PL company in India, Driver Logistics LLP have been lucky to learn a lot while
helping businesses scale. It starts with understanding what they need.

Driver Team has matured into a well acknowledged player in warehousing, B2B
fulfilment and logistics. Their collective passion for innovation and excellence helps us
understand the supply chain challenges companies face and we are equipped with
knowledge and resources to help businesses optimize their logistics.

They assist businesses to integrate the right tools to give them accurate business intelligence
& insights for predictive planning and optimization of their supply chain

DIGITISATION & BUSINESS INTELLIGENCE

Diver Logistics specializes in developing customized supply chain technology solutions to

our customers. Our growth has been driven by our customers asking us to expand our
service offerings to solve their logistics problems.

They combine in-house fulfilment and technology first cloud-based software modules to give
our customers hassle free ways to manage and ship their products. Our API based software
tools give you accurate business insights for predictive planning and optimization of your
entire supply chain
 CHAPTER 4

STUDY OF WAREHOUSE MANAGEMENT

AND ITS FUNCTIONS

4.1 WAREHOUSE

A warehouse is a large building where goods are stored, and where they may be catalogued,
shipped, or received, depending upon the type. Though in the past, many warehouses, often
located in industrial areas sometimes next to major shipping ports, were teeming with
workers, the modern warehouse may be either completely or totally automated depending
upon how advanced the company is. Sometimes a manufacturing facility also has an attached
warehouse, where their manufactured goods are stored until shipped. It is a commercial
building for storage of goods. Warehouses are used by manufacturers, importers, exporters,
wholesalers, transport businesses, customs, etc.

4.2 WAREHOUSING

Warehousing refers to the storing and assorting products in order to create time utility. The
basic purpose of the warehousing activity is to arrange placement of goods, provide storage
facility to store them, consolidate them with other similar products, divide them into smaller
quantities and build up assortment of products. Generally, larger the number of warehouses a
firm has the lesser would be the time taken in serving customers at different locations, but
greater would be the cost of warehousing. Thus, the firm has to strike a balance between the
cost of warehousing and the level of customer service.

Major decision in warehousing is as follow:

> Location of warehousing facility

> Number of warehousing

> Size of warehouse

> Design of the building Ownership of the warehouse

4.3 What Is Warehouse Management?

Warehouse management encompasses the principles and processes involved in running the
day-to-day operations of a warehouse. At a high level, this includes receiving and organizing
warehouse space, scheduling labor, managing inventory and fulfilling orders. Zoom in closer
and you’ll see that effective warehouse management involves optimizing and integrating each
of those processes to ensure all aspects of a warehouse operation work together to increase
productivity and keep costs low.
4.4 Benefits of Warehouse Management

Warehouse operations are generally invisible to customers, but they play a vital behind-the-
scenes role in ensuring on-time delivery. To achieve this goal, good warehouse management
ensures all warehouse processes run as efficiently and accurately as possible. For example,
warehouse management involves optimizing the use of warehouse space to maximize
inventory storage; making inventory easy for staff to find; ensuring adequate staffing;
efficiently fulfilling orders; and coordinating communication with suppliers and
transportation companies so materials arrive and orders ship on time.

The benefits of good warehouse management—namely fast, high-quality service at low cost
—can ripple out to the entire supply chain, strengthening relationships with suppliers as well
as customers.

But given the many elements involved, optimizing warehouse management can be a complex
task. That’s why many organizations are turning to warehouse management systems for help.

4.5 What Is a Warehouse Management System?

A warehouse management system (WMS) is a software solution that aims to simplify the
complexity of managing a warehouse. Often provided as part of an integrated enterprise
resource planning (ERP) suite of business applications, a WMS can support and help to
optimize every aspect of warehouse management. For example, a WMS can:

Leverage data and automation to conduct demand analyses, forecast sales and create efficient
daily operating plans.

Provide real-time insight into inventory location and quantity.

Share data with other ERP modules or standalone software products, such as accounting
software and transportation management solutions, to increase the efficiency of business
operations.
Monitor and report productivity to offer a deeper understanding of how efficiently your
warehouse is operating and where you can make improvements to warehouse geography and
optimize space.

Create step by step directions to guide users through daily processes—such as receiving,
picking and packing orders—using predefined rules.

WAREHOUSE NETWORKING

DIRECT NETWORKING
 W W

W W

CROSS NETWORKING

W W

W W

W-WAREHOUSE

P- PLANT

C-CENTRAL WAREHOUSE

Flow diagram (After procurement)

 LOGISTICS SHIPPING OUT

WAREHOUSE INVENTORY

MACHINERY

GODOWN

IN

(RAW MATERIALS)

Processes of Warehouse Management at Driver Logistics LLP

(Whirlpool Warehouse, Kalamassery)
  Infrastructure Management System
 Handling & Storage System
 Delivery & Distribution System
 Product quality management System
 Monitoring & Controls System

Infrastructure Management System

a) The facility & Infrastructure maintenance process is designed to maintain overall health of
the facility in order to keep the quality of the products stored up to the mark.

b) The 3PL shall ensure by taking proper engineering measures that each product kept inside
the premises doesn't loose its characteristic.

c) The storage area shall be properly covered and it is to be ensured that no dust or rainy
water enters inside. If any potential is observed it is to closed immediately.

d) Facility shall have storage place's floor height well above the level of surrounding roads so
that water doesn't enter to floor, floor to be always in uniform condition-No damages, which
may affects products and their packaging. If any damage is observed then it is immediately to
be repaired.

e) Drainage / sewerage system must be there and cleaned & maintained as per defined
schedule.

f) The walls, window panels shall be maintained properly, no breakage of panels , free from
dust / dirt etc.

g) Storage area shall be free from any kind of insects, treated with suitable pest control on
regularly basis.

Handling & Storage system

Objective:

To define and develop process for product handling & storage at warehouse

Process Owner:

The facility managers (3 PL) are responsible to identify and implementation of such
processes inside their facility.

Inputs:

Products incoming, Warehouse layout, Work Instructions / Controls, Stack norms, Handling
Equipments / SOP(s) Invoices/ STN/ LR etc.

Description

As the truck arrives into gate the relevant documents are taken by 3 PL and verified by 3 PL
personnel. (Check STN is for the destination branch & PO available for receipts other than
from Whirlpool despatches).

Record truck reporting time & unloading time into register.

Truck is uncovered and machines are unloaded by suitable equipments or manually as the
case is to the floor.

Check quality of incoming products quality (see carton) and check for any visible damages.

Using Batch/RF Scanner, all products are to be scanned and stocks to be inwarded in system.

Any mismatch / shortage is documented on log book / register & on transporter's slip.

All incoming products to be handled by defined process and equipments or manually (as the
case may be), work instruction for the same to be displayed at relevant place.

The unloading/ loading operation requires a team composed by at least two persons.

The free fall of products to ground must be avoided.

Storage area lay out is made & displayed with proper identification of gangways & bays for
storage of material and complied with. Each product category shall be red at its defined
location only given in lay out. Layout needs to be revised in frequent intervals & during
season periods to ensure storage as per Layout.
In case of manual handling, the operators must be given training, awareness for do(s) and
don't(s) for each category of product and the same to be visually displayed at handling
stations and paths understandable to them in their local language.

In case of usage of handling equipments, each equipment must be identified.

The handling equipments shall be operated by trained personnel only and the records of such
trained personnel shall be maintained by 3 PL and displayed.

FIFO to be ensured as per colour sticker

Model wise Stacking Chart to be made and displayed at storage location and same to be
followed by 3 PL personnel.

No product without proper packaging to be stored in ok material in warehouse.

Products shall be stacked by maintaining proper distance preferably 1' from the walls.

Defective stock shall be kept separately at marked area with proper identification i.e DGR,
DRE & SCR.

3PL personnel to ensure that all products are handled and stored in such condition, which
doesn't affect its any of characteristics adversely in any case.

Any adverse incident with the product storage and handling must be recorded,
communicated to Whirlpool and analyzed properly and countermeasure to taken to avoid
further occurrence of the same.

Monthly stock reconciliation is done with SAP and report is communicated & settled with
Whirlpool.

Output of the process:

Following will be the output of Material incoming process.

 Proper Material handling - No damages in process

 Warehouse detailed lay out.

 Material (Products) stored as per lay out and norms.

 Retrieve ability of product.
 Wait time & unload times
  FIFO
 Monthly stocks reconciliation

Delivery & Distribution System

Objective:

To define and develop process for Product’s delivery & distribution from warehouse to other
locations.

Process Owner:

The facility managers (3 PL) are responsible to identify and implementation of such
processes inside their facility.

Inputs:

Orders placed by sales team /Customers through telephone / emails, The products, Transport
vehicles & SAP

Description

Order is placed by sales team /Customers through telephone or e mails.

Order is translated on a defined format (Register) by 3 PL personnel.

From the register/ e-mail, the order is processed into SAP and Pick sheet is printed.

Check for the availability of stocks as per order.

In case on nonavailability, the same to be communicated back to the concerned personnel

with a tentative time frame of rearrangement.

Arranging of trucks are done after capacity assessment (load management) The needs to
checked for its physical condition to ensure products are transported without any potential
damage.

Loading into trucks by use of proper handling measures. Record time taken into loading.
If any of the product found to be carton damaged, dented or not worthy due some specific
issue, same to be held at warehouse itself and not to be loaded into truck and record of such
products shall be maintained separately and informed to Service Team with cc to BCM.

Conduct PGI - Post Goods Inspection into system.

Generate the invoice for the products to be delivered.

Collect feedback about the goods receipt from the destination about accuracy and their
satisfaction.

Check for the vehicle's optimum route for distribution to improve efficiency.

Collect POD (proof of delivery) and maintain record and update the same in SAP.

Out Put of the process:

Following will be the output of Material incoming process.

 Order actualization of the day

 Record of products' SKU(s) under shortage.
 Vehicle capacity utilization
 Vehicle condition assessment
 Loading time of vehicle
 Time taken in order actualization with trend and analysis.

Product Quality Management System

Objective:

To define and develop process for monitoring and measurement of Products Quality from
material incoming to outgoing, rework, grading & scrap.

Process Owner:

The BCM/ BSM are responsible to identify and implementation of such processes inside their
facility. Handling in warehouse & transportation responsibility lies with 3 PL
Input:

Quality reports generated at PDI in warehouse during incoming Out going Inspection system
(CAL) storage and delivery process. CMR and rework instructions.

Description

Incoming Quality:

Products unloaded from trucks are checked regarding quality by verifying packaging
condition, If Packaging is in good condition then it is treated as ok.

If any damage/worn out is observed in packaging then it is documented in a defined log

book / registered and on the lorry receipt.

Product is opened up and assessed for actual damage to product If 3 PL personnel observes
more population may be in defective conditions, he will arrange 100% Inspection at the area
defined for this after opening the cartons for specific issues.

Any point of time the unloading team detects or produces a damage in receiving activity, that
product must be separated out immediately and records for the same to be maintained.

The data of the same shall be documented, monitored in form of trends, displayed &
communicated to related action taken agencies at Whirlpool and be a part of MIS.

The report of damage is communicated to the related agency through telephone and mail on
the same day.

Outgoing Quality:
Each product's packaging condition is visually verified by loading operators during the
process of picking & loading
Check for packaging condition critically and inform Service team for PDI
In case of NC to be of critical type whole lot is check and the storage in bays also. If product
is damaged that is separated out, recorded and communicated to Whirlpool.
Trade return :
Whirlpool will not entertain any trade request for return of defective stocks without approval
of Commercial Team.
Display appliances would not be taken back by Whirlpool under any circumstances.
Customer returns authorized by our Service executive, would continue under the present
system.
In case of down stocking Whirlpool will not take return of scrap able appliances.
Missing parts and damages will be debited to the trade partner.
Both Whirlpool and the trade partner will maintain invoice wise appliance serial numbers to
ensure traceability.
All defective appliances return should be in the original packing or in any other packaging,
which fully protects the appliance. All appliances (OK or defective) should be stored in the
branch warehouse with packing.
Machines to be inspected by PDI team and ensure appropriate re-classification is done in
SAP & physical.

Procedure for dealing defectives at warehouse

Reports are made during stages of incoming, storage and delivery systems.
Replacement machines reports are made with reasons through proper PDI and check for any
shortage of parts in machine.
All defective appliances should be stored category wise for easy identification and proper
handling.
3 PL to ensure that no carton damage, dents / machine damage takes place inside the
premises of warehouse by designing and establishing proper handling, storage systems in
place.

Proper rework tooling and facilities and test equipments shall be provided in rework area.
Specific Rework Instructions must be displayed in the rework area and the operators
performing rework must me made aware about it.
Special process rework i.e. painting, sealed system must be carried out by trained operators
only and the data of such trained operators to be maintained and displayed.
Any machine, which is returned from customer shall be identified with date of incoming and
the defect in it.
The same to placed in designated place for further processing. Products are to be monitored
for their ageing, any product slipping into slow moving to be tracked and alarm to be raised
to Whirlpool.
3 PL to initiate actions or action request to competent authorities in Whirlpool for these
machines for clearance of these machines.
If these machines are to attend rework bay , the same must be completed within a week time
and record of such machines to be maintained on daily basis and published in MIS.
3 PL personnel to initiate action request for grading or scrap decision to competent personnel
in Whirlpool on defined time intervals and the progress report to be published in MIS.

Role of 3 PL in defective management

100% PDI of sales/dealer/customer return machines and proper grading.

Stacking of DRE-DGR-SCR stocks separately from good stock.
Stacking of defective stocks should be done with proper packing or padding to avoid further
damage.
Maintenance of DRE-DGR-SCR registers and capture turnaround time of repair/graded sales
or scrapping.
Issuance of DRE stocks to repair contractor daily.
Taking back of repaired machines from repair contractor every day.
Monthly Truck certification to avoid secondary transport damages.
Usage of trolleys / handling equipments for machines. Machines to be handled by two
persons to avoid damages in case of manual handling.
Timely report to BM/BCM on obsolete/DGR/SCR/DRE stock.
Acceptance of defective material from trade as per SRN policy norms
Serial numbers to be removed from the machines before handing over to Graded vendor.

Output of the process:

Following will be the output of Product Quality Mgmt process

 Report on NC observed during incoming with trend & analysis.
 Report on NC observed during outgoing with trend & analysis.
 Report on reworked , under rework products with trend & analysis.
  Report on ageing of products with trends.
 Report on graded / scrap machines : Generation trend & stocks
 Cost measurement

Monitoring & Controls System

Objective:
To define and develop process for management of facility to demonstrate its capability to be
"Best in class".

Process Owner:
The 3 PL is responsible to identify and implementation of such processes inside their facility
in order to demonstrate their capability towards systems oriented approach.

Inputs:
The processes & Systems, Controls, documents, SOP, Visuals, Records

Description

The Monitoring & Control stands for to develop and demonstrate its ability that 3 PL is
adopting, following the best processes in its premises.
The 3 PL shall maintain & display its org. chart with clearly identified responsibilities of each
person of its own and the other sources.
Each person's employed with 3 PL shall have their objectives KPI(s) for the year.
All procedures, processes and systems are designed, developed, docurnented and displayed in
side facility.
Each process is defined with inputs , outputs and KPI(s) and adhered.
KPI(s) are tracked for monitoring and measuring the performance of the facility.
Improvement action plans are derived after analysis of each KPI trend, top contributors.
The owner of the process sets the culture of continual improvement and reviews it on
continual basis.
Every material / product inside the premises is well identified and kept at well designated
place with predefined norms.
Stock keeping arrangements are visible and displayed.
The owner of the process shall assess continually on the axis of capability for improvement
and ensure that actions are identified and are in place as per given time frame.
The evaluation of implementation will be done during assessment by Whirlpool through
planned and surprise audits.
All data captured at various stages is analyzed, displayed properly and actions are initiated
for further improvement.
The Displays of KPI(s) to at facility on a live board shall be there.
The 3 PL has to publish their progress report through MIS on monthly basis.

SAP-Usage & Benefits

Using some of the following T.codes in SAP for easy access to reports are as follows:
Track GIT by using ZAIM57 on a weekly basis and report >15days GIT to RLM.
Use ZAIS74 for checking the PGI status and clearing the orders.
Use MC.9 to tally Physical stock with SAP book stock.
Use ZF81 for posting of PDCS on due date.
Use MB58 for checking status on consignment stocks Clearing the return bucket by using
MB52.
Use MCBR to get batch wise stock (NOR/DGR/DRE/SCR)

Record & File Maintenance

a) All documents of STN in & STN out should be maintained in separate files
b) All Invoice documents should be maintained serially in separate file
c) SRN File along with Sanctions should be maintained in separate file
d) POD file (To be stored in fireproof cupboard provided by WOIL)
e) Defective (DRE-DGR-SCR) Registers should be maintained
f) CDM File
g) Bank Pay in Slip file should be maintained.
h) Bank Statement file should be maintained.
i) SAP Credit Note File should be maintained.
j) Stock File: Scrap approvals/SANs/Grading approvals etc. should be maintained separately
k) Correspondence file with Branch should be maintained separately.
I) Correspondence file with Central Logistics should be maintained separately.
m) TP Receipt File should be maintained separately.
n) Road Permit File should be maintained separately.
o) Returnable Gate Pass registers should be maintained separately.
p) Material Inward & Outward register

Co-ordination with Sales/BCM

The 3 PL is expected to do the following:

Coordination with Sales for monthly Sales plan information for better space, manpower, and
transport planning.
Checking of Invoices with the price circulars whenever there is a price change and report any
deviation to BCM.
Ensuring no holding back of returned/bounced cheques (CDMS)
Ensuring that no SRN is taken in the warehouse without proper sanction from BCM/RCM.
Daily report on pending Orders, TP receipts and GIT to BM and BCM.
Up gradation / Down gradation of Stocks with BCMS help within 24 Hours.
Maintenance of DGR-DRE-SCR registers.

Basic desirables from 3 PL

First in First out (FIFO) method should be strictly followed.
Accurate and Defect free Deliveries to TPs within 24 Hours of Invoicing to be made.
Truck certification should be done on a monthly basis as per the process for all trucks used
for Secondary Transportation.
Prompting action if there is some negative remark on the POD by the TP.
Accuracy of SKU wise physical stock v/s SAP stock should be maintained on an ongoing
basis and reported to BCM on a Weekly / monthly basis by 5th of subsequent month.
100% Pod's should be obtained for all deliveries/consignment stocks.
SRN policy must be followed.
Submission of bills within 7 days of month end.
Cost reduction initiatives
Output of the process:
Following will be the output of this process.
 Visual management.
 Org. & leadership.
 Culture of responsibility & accountability.
 Putting process controls in place.
 Data capturing, monitoring, analysis, display & communication.
 Culture of continual improvement
 CHAPTER 5

FINDINGS,SUGGESTIONS AND CONCLUSION

FINDINGS
This study is an attempt to analyze the efficiency and effectiveness of warehouse
management of Driver Logistics LLP. The analysis is done on the basis of data collected
from the annual report and other statements of the company. From the analysis it is found that
the inventory management of Driver Logistics LLP is satisfactory and efficient.
 Currently there is no separate store or warehouses were allotted for the new projects
to store and handle their inventories. So existing stores and warehouses were used for
this purpose, and store department faces the issue of space availability.
 There is a shortage detected at site, as total number of laborers available for loading
and unloading or for any movements of goods are less. This results in delayed
completion of work as the same laborer’s services are retained or being delivered in
various other departments of the company, accordingly company bears the
exponential cost of delay in demurrages.
SUGGESTION
 Company can improve the processing speed by adopting newer technology assistance.
 Equipment usage can be customised for better efficiency in entire activity.
 For space optimization in the existing stores/warehouse use 5S methodology. 5S is a
workplace organization method that uses a list of five Japanese words: seiri, seiton,
seisō, seiketsu, and shitsuke. These have been translated as "Sort", "Set In order",
"Shine", "Standardize" and "Sustain". 5S is a Lean strategy that helps accomplish one
of the basic objectives of Lean: making problems visible. Having a clean and
organized warehouse is about more than just looking great. It is about having more
efficient warehousing operations, excelling at training and communications and, in the
end, it’s about saving time and money. A warehouse that has implemented 5S is able
to identify or surface issues quickly and address the root causes and solve the
problems in the short term to prevent recurrence. If replenishment is needed, if
something is out of place, 5S can identify it, make it visible and therefore able to be
solved quickly

 Proper management and tracking methods can simply the identification process in a
warehouse. This improved efficiency can greatly enhance productivity and cut inventory
 holding expenses, all of which can pay rich long-term dividends to the firm

CONCLUSION

Driver Logistics LLP is a privately-owned third-party logistics, warehousing and

transportation company. They deliver the most flexible and comprehensive warehouse and
logistics management. They go above and beyond to tailor and evolve their services just the
way the customers wish for.
It is quite evident then that warehousing service is the most important component of the
supply chain and logistics system. Warehouses in India add considerable value to the entire
logistics process by facilitating proper management of inventory and reducing the cycle time.
The resourceful and efficient warehouse management significantly enhances the growth and
expansion of logistics and supply chain businesses.
Warehouses have always been a part of large and complex distribution functions. Even small
and medium-sized businesses are acknowledging the growing importance of warehouse
management in today’s fast-paced scenario of integrated logistics, same-day delivery and
e-commerce commitments. And why not, efficient warehousing provides vital economic
benefits to businesses as well as their clients and customers.
BIBLIOGRAPHY
 BIBLIOGRAPHY

 DRIVERLOGISTICSLLP.(2017-
2021).StockreportsofDriverlogisticsLLP.Kalamassery.
 DRIVERLOGISTICSLLP.
(2020).OrganizationmanualsandmagazinesofDriverlogisticsLlp.Kalamassery.
 DRIVERLOGISTICSLLP.
(2020).ProjectReportsfromProjectdepartmentofDriverlogistics.Kalamassery.
 DRIVERLOGISTICSLLP.
(2020).RecordsfromstoredepartmentofTCCLtd.Kalamassery.
 DRIVERLOGISTICSLLP.Retrievedfromhttps://www.driverlogistics.in/
 The Definitive Guide To Warehousing
by SCOTT B. KELLER & BRIAN C. KELLER
 Warehosue Management
Book by GWYNEE RICHARDS