Logistic Project Reports

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TABLE OF CONTENT

Particulars PAGE No.

Preamble 02

Objective 03

Executive Summary 04

Company Profile 05

Organizational structure 12

Methodology 13

Kanban 14

IUTN Dispatch 22

Vehicle TAT 25

3PL Inventory 31

IUTN Vehicle transit time 32

Critical Vehicle deployment 33

Conclusion & Recommendations 34

References 35

PREAMBLE

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Logistics MIS gives us a trend analysis of logistics activity. On basis of this analysis

logistics department takes appropriate action and achieve good efficiency in operation. In this

context logistics MIS plays very important role. To have a good logistics MIS we have to

consider below points:

1) Flow of information along with operations (Activity)

2) Authenticity of information flow.

3) Methodology of data capturing.

4) Methodology of data consolidation.

5) Methodology of data analysis

6) Methodology of MIS presentation.

Logistics is an essential to all companies. It includes freight transportation, materia

handling, warehousing and order processing, packaging and data processing. It uses advanced

information systems and expertise to reduce inventories, cut transportation costs, speed delivery

and improve customer service.

OBJECTIVE

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The objective of this project is to study logistics reports of Thermax at Pune. The aim of

the project is to study, analyze and recommend change in the repots. It includes following

reports as follow

Kanban efficiency

IUTN Vehicle Deployment

3PL Inventory Report

IUTN Vehicle Transit Time

Critical Vehicle Deployment

This project helps to understand detailed activity included in each report and to analyze

existing format of the report. The main objective of this project is to allocation of resource

(time, cost, human resource), enhance visibility with information linkage, use common standard

document and code, support interoperability with each organization system, and reduce usage of

document paper, saving operating cost.

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EXECUTIVE SUMMARY

This project looks to evaluate and study logistics MIS at Thermax. This project will bring

internal benefits to companies, creating wider benefits to subsidiary companies, leading to a

reduction in external costs. Good logistics reports bring savings, increase efficiency , reduce

waste, improve accountability ,meet the delivery dates more frequently, carry less inventory

meet customer request dates 95% of the time and integrate supply chain commitment with

product availability on time.

The development of standardize logistics reports has helped companies. Standardize

logistics repots is required to apply same format of report and analyze particular activity. As a

consequence of this, it is necessary for companies to develop standardize logistics reports.

Hence there is a focus on the standardization of logistics repots as companies recognize the

potential synergies that exist between them.

Company profile

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Thermax Ltd. is an INR 4,935 crore (USD 1.11 Billion) company, providing a range of

engineering solutions to the energy and environment sectors. They are headquartered in Pune,

India and operate globally through 19 International offices, 12 Sales & Service offices and 4

Manufacturing facilities - three of which are in India and one in China.

Our presence spans 75 countries across Asia Pacific, Africa and the Middle East, CIS

countries, Europe, USA and South America. Tuning to the needs of the day, all our solutions are

innovative, energy-efficient, environment-friendly and easy to operate.

Solutions Suite Innovative and Eco-friendly

Our solutions specifically focus on:

Heating equipment - using a variety of fuels, including biomass

Absorption chillers - fired by waste heat or steam

Power and captive cogeneration plants

Waste heat recovery units

Waste water management systems pre-treatment, waste water treatment

and chemical conditioning of water, sewage effluent treatment and recycling

Air pollution control systems

Performance improving chemicals

Product Range Diverse and Efficient

From our experience of over three decades in the energy sector, we offer a range of

boilers and thermal oil heaters, energy chillers and customized products like exhaust gas boilersThermax absorption chillers have found a niche in green energy systems in Europe and

Australia. We also help industries reduce energy costs by shifting to abundantly available

alternate energy such as biomass.

Industry-specific Solutions Clean and Green

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Thermax provides industries with clean technologies that recover pollutants; thereby

reducing their hazardous impact on the environment. Today, many iron & steel, cement

fertilizer and chemical industries reduce emissions using our air pollution control systems.

Industries in the US and Japan consistently use our hi-grade ion exchange resins for

specialised applications.

Project Management Capabilities

Our project management capabilities extend to setting up energy-environment projects for

customers in several markets. This is backed by a robust and innovative R&D setup, involved

in technology development and adaptation for various industrial applications.

Technology Partnerships

Over the years, Thermax has formed technology partnerships with global majors

including: Babcock & Wilcox (USA), Kawasaki Thermal Engineering (Japan), Balcke Durr

(Germany), Eco-Tech (Canada) and Georgia Pacific (USA).

Thermax is committed to Conserving energy and preserving the environment', two areas

vital for the world. We support industry and business establishments to be energy efficient and

environment-friendly.

The products and services we offer must be developed, sold and serviced through the eyes

of the customer and measured by their voices. If we are obsessed with the quality of our

products and services and our customer, growth and profit are bound to follow.

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We are convinced that all businesses need to focus on growth and profit else, they cannot

exist. However, we also realise that if business is run solely on growth and profit, it will die,

since there is no purpose for its existence.

Group at a Glance

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Milestones:

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1966

Wanson India starts operations in Pune, manufacturing small coil-type packaged boilers

(Vaporax), in collaboration with Wanson, Belgium.It was the first year of operations; the

company employed 145 people and posted a turnover of INR 20.00 lakhs. A S Bhathena was

appointed Managing Director.

1973

Wanson receives its first export order for 10 paint booths to the former USSR. Multitherm

India's first packaged water tube boiler for Indian coal, is developed by Wanson R& D.

1975

Thermax gets into the water treatment business, to complement its boiler business.

1976

Thermax acquires Tulsi Fine Chemicals, which later became the Chemical division of the

company.

1979

In a synergistic move, Thermax starts the Enviro division for Air Pollution Control equipment.

1980

Wanson India becomes Thermax Pvt Ltd. Conserving energy, preserving the environment

was adopted as the corporate vision.

1981

R D Aga appointed Chairman and Managing Director of Thermax Pvt Ltd.

1985

Anu Aga begins her career in Thermax with the Human Resources department.

1986

The company launches the Thermax Service Franchise Scheme, a first of its kind in India.

1987

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Thermax introduces vapour absorption machines in collaboration with Sanyo, Japan.

1989

The company forms the joint venture Thermax Babcock & Wilcox Ltd.

1992

Combined Heating and Power Group (CHAP) is formed which later became the Cogen division

1994

Tata McGraw-Hill publishes R D Agas book Changing the Mindset - Reflections of a Chief

Executive.

1995

On February 15, 1995 Thermax goes public with an issue (IPO) of 60,88,700 equity shares. The

issue was over subscribed seven times.

1996

February 16 - R D Aga passes away after a heart attack in Mumbai.

February 19 - Anu Aga is appointed as Executive Chairperson.

August - Thermax bags the single largest contract for captive power, water treatment and

absorption cooling from Arvind Mills. The order value - INR 136 crores.

December - the Energy & Environment Research Centre is inaugurated.

2000

June - Thermax acquires boiler company, M E Engineering Ltd, in UK.

July 21 - Prakash Kulkarni takes over as the Managing Director of the company.

August 2000, the company forms its Executive Council.

September - Thermax gets ISO 14001 certification for its manufacturing facility at Chinchwad.

2001

On January 15, 2001, the Thermax board is reconstituted with four independent directors, three

non-executive promoter directors and one full-time director.

In March 2001, Thermax starts subsidiary company, Thermax Inc, in the US.

In June 2001, Thermax posts a net loss of INR 13.22 crores.

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In August 2001, Thermax announces a VRS scheme as part of its restructuring exercise. In all,

420 employees opted for the scheme.

2002

April - Thermax gets ISO 14001 certification for its chemical plant at Paudh. In the same

month, Thermax announces turnaround results with a net profit of INR 24 crores.

August 19 - Thermax declares 50% dividend, the highest since going public.

2003

February 13 - Dr. N D Joshi's Best innovator award Instituted.

Shree Cement Project completed in a record time of 17 months. Thermax wins Performance

bonus from the customer.

March - Anu Aga honoured with Lifetime Achievement Award by Financia

Express/Electrolux.

2004

Thermax registers highest ever profit after tax of INR 54 crores.

Launches Project Evergreen to consolidate its leadership position in India and prepare for globa

leadership in chosen fields. McKenzie appointed as consultants in this transformation exercise.

Thermax buys out Babcock & Wilcox stake in Joint venture; opens office in China. Thermax

ranked No.3 among the top ten places to work (Business Today/Mercer Survey).

Anu Aga retires as Chairperson and Meher Pudumjee takes over.

2005

Thermax top line grows by 62% and achieves a Group turnover of INR.1281 crores.

International business of Thermax grew by 70% to INR 352 crores.

Thermax launches 14 new products and applications during the year.

To achieve synergies in related business, the companys six core businesses are restructured into

three groups Cooling & Heating, Chemicals & Water and Projects.

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Thermax among the 20 Indian companies featured in the Forbes Asia List of Asias Best under

a Billion companies. Thermax wins a performance bonus cheque of INR 1 crore from Madras

Cement Ltd for fast track completion of its captive power plant.

2006

Thermax posts a record profit of INR 123 crores, up by 77% over the previous year.

Thermax group turnover touches INR 1606 crores. The Thermax R&D team wins the national

award for the most innovative product at ACREX 2006, the HVAC event. The Award was for

designing Trigenie, the dual-heat input absorption chiller that works on exhaust gas and other

heat sources like steam or hot water.

Meher Pudumjee honoured with the Young Achiever award by Financial Express. Work

begins on an additional manufacturing facility at Vadodara, Gujarat to cater to the growing

business of the Boiler and Heating business.

Incorporates wholly owned subsidiary in China (Thermax Zhajiang) to expand its China

operations and begins work on a manufacturing plant for vapour absorption machines in

Jaixing, near Shangai

The FES organizational structure:

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PRESIDENT

HUMAN RESOURSES

INTERNATIONAL

MARKETING

ACCOUNTING,

FINANCE & IT

PRODUCT DEVELOPMENT ANDRESEARCH SERVICES

PRESIDENTS OFFICE

BUSINESS PLANNING

C.E.O.


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METHODOLOGY OF PROJECT PLAN

1. Process introduction:

In first meeting the list of the project reports are collected and read about logistics

activity.

2. Logistics Activity List

The list of activity involved in project is as follow:

Kanban efficiency


3PL Inventory Report

IUTN Vehicle Transit Time

Critical Vehicle Deployment

3. Source of Data:

13

SALES ANDMARKETING

BUSINESS

EXCELLENCE PRODUCT

QUALITY

ENGINE APPLICATION&

BUSINESS POWEROL

SHUBH LABH

SERVICES

COMPONANT

DEVELOPMENT

AND

MFG & S.C.P.C


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Sr. No Logistics Activity Source of Data

1 Kanban Efficiency Supply Module

2 IUTN Vehicle Deployment Thermax Logistic

3 Critical Vehicle Deployment Thermax Logistic

4 3PL Inventory Reports Thermax Logistic

5 IUTN vehicle Transit Time Supply Module

6 Vehicle Turn Around Time Dock manifest

4. Actual Operating of Activity :

Actual Operating of Activity along with their analysis and recommendation is as follow

Kanban

Kanban(in kanji also in katakana, where kan, /, means "visual," and

ban, /, means "card" or "board") is a concept related to lean and just-in-time (JIT)

production. The Japanese word kanban is a common term meaning "signboard" or

"billboard". According to Taiichi Ohno, the man credited with developing JIT, kanban is a

means through which JIT is achieved.

Kanban is a signaling system to trigger action. As its name suggests, kanban historically uses

cards to signal the need for an item. However, other devices such as plastic markers (kanban

squares) or balls (often golf balls) or an empty part-transport trolley or floor location can also

be used to trigger the movement, production, or supply of a unit in a factory.

It was out of a need to maintain the level of improvements that the kanban system was

devised by Toyota. Kanban became an effective tool to support the running of the production

system as a whole. In addition, it proved to be an excellent way for promoting improvements

because reducing the number of kanban in circulation highlighted problem areas.

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The term kanban describes an embellished wooden or metal sign which has often been

reduced to become a trade mark or seal. Since the 17th century, this expression in the

Japanese mercantile system has been as important to the merchants of Japan as military

banners have been to the samurai. Visual puns, calligraphy and ingenious shapes or

kanban define the trade and class of a business or tradesman. Often produced within rigid

Confucian restrictions on size and color, the signs and seals are masterpieces of logo and

symbol design. For example, sumo wrestlers, a symbol of strength, may be used as kanban

on a pharmacy's sign to advertise a treatment for anemia.

In the late 1940s, Toyota was studying supermarkets with a view to applying some of their

management techniques to their work. This interest came about because in a supermarket the

customer can get what is needed at the time needed in the amount needed. The supermarket

only stocks what it believes it will sell and the customer only takes what they need because

future supply is assured. This led Toyota to view earlier processes, to that in focus, as a kind

of store. The process goes to this store to get its needed components and the store then

replenishes those components. It is the rate of this replenishment, which is controlled by

kanban that gives the permission to produce. In 1953, Toyota applied this logic in their main

plant machine shop.

An important determinant of the success of production scheduling based on "pushing" the

demand is the quality of the demand forecast which can receive such "push". Kanban, by

contrast, is part of an approach of receiving the "pull" from the demand. Therefore the

supply, or production is determined according to the actual demand of the customers. In

contexts where supply time is lengthy and demand is difficult to forecast, the best one can do

is to respond quickly to observed demand. This is exactly what a kanban system can help: it

is used as a demand signal which immediately propagates through the supply chain. This can

be used to ensure that intermediate stocks held in the supply chain are better managed,

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usually smaller. Where the supply response cannot be quick enough to meet actual demand

fluctuations, causing significant lost sales, then stock building may be deemed as appropriate

which can be achieved by issuing more kanban. Taiichi Ohno states that in order to be

effective kanban must follow strict rules of use[4] (Toyota, for example, has six simple rules,

below) and that close monitoring of these rules is a never-ending problem to ensure that

kanban does what is required. Toyota's Six Rules are:

Do not send defective products to the subsequent process

The subsequent process comes to withdraw only what is needed

Produce only the exact quantity withdrawn by the subsequent process

Equalize production

Kanban is a means to fine tuning

Stabilize and rationalize the process

A simple example of the kanban system implementation might be a "three-bin system" for

the supplied parts (where there is no in-house manufacturing) one bin on the factory floor

(demand point), one bin in the factory store and one bin at the suppliers' store. The bins

usually have a removable card that contains the product details and other relevant

information the kanban card. When the bin on the factory floor becomes empty, i.e., there

is demand for parts, the empty bin and kanban cards are returned to the factory store. The

factory store then replaces the bin on the factory floor with a full bin, which also contains a

kanban card. The factory store then contacts the suppliers store and returns the now empty

bin with its kanban card. The supplier's inbound product bin with its kanban card is thendelivered into the factory store completing the final step to the system. Thus the process will

never run out of product and could be described as a loop, providing the exact amount

required, with only one spare so there will never be an issue of over-supply. This 'spare' bin

allows for the uncertainty in supply, use and transport that are inherent in the system. The

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secret to a good kanban system is to calculate how many kanban cards are required for each

product. Most factories using kanban use the coloured board system (Heijunka Box). This

consists of a board created especially for holding the kanban cards.

TWO BIN SYSTEM IN FACTORY

Bin 1 Bin 2

Full FullUse

started

Trigger

to vendor

Use

Started

Trigger

to vendor

Use

Started

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Milk Run :

Milk runs being deployed for local & outstation suppliers.

Concept ensures pick up of vendor parts on a daily basis or at a set frequency matched to the

vendor scheduling system ( two bin / ftvq / fqvt / schedule based)

Consolidation godowns at both ends with defined stocks

Minimum stocks at plant

Material always in transit

Even in cases of delays on the road, stocks in godown & in hand on-hand provide necessary

buffer.

Prevents stock outs

Reduces inventory drastically.

Implemented at Nasik plant for local suppliers and north based suppliers

Trial runs started for local suppliers at Kandivali.

Daily replenishment :-

Concept

Daily replenishment of Parts to stores

Daily collection of parts from vendor by Milk run concept

Importance is given to Transit lead time

Daily replenishment + milk run methodology

Buyer sends weekly pickup plan to vendor & transport

This plan is divided on day wise basis based on PPC plan

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As per plan, transport goes to vendor at pre-decided time & picks of supply

After vehicle leaves transport informs buyer of pick up position by electronic

mail in pre-decided concept.

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Comparison of Milk run features with normal batch dispatch

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21

Normal batch Milk run

1. Dispatch More than 1 vehicle

from same location

Common vehicle from

same location

2. Godown May be required Not required3. Frequency of

dispatch

Weekly/fortnightly

Not fixed

Daily, bi weekly -

decided

4. System

implementation

Independent Plant, transport & vendor

together

5. Inventory at

vendors end

Not decided Decided & agreed upon

6. Transit lead time Not decided Decided & agreed upon

7. Signal of nonconformance

No signal Immediate signal bytransport

8. Safety in case of

Material

not supplied

Not known Safety stock is built in

the system

9. Inventory at plants

end

Fluctuating Steady within band

10. Re-ordering Based on monthly

schedule

Based on daily usage /

kanban signal11. Freight cost No control Reduce due to

consolidation

12. Possibility of

Returnable

crate introduction

Less Can be built in the

system


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KANBAN EFFICIENCY

RECOMMENDATIONS:

Reasons for non delivery of kanban trigger should be display so that particular action can

be easily taken. Also data should be presented according to module wise i.e. how much trigger given for

engine, tractor, transmission and for component development and material management.

The recommended format is as follow

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DataF11

MonthKanbanTriggerGiven

KanbanTrigger

FulfilledActual % Target %

April 262 226 86% 98%

May 774 687 89% 98%

DataF10

MonthKanbanTriggerGiven

KanbanTrigger

FulfilledActual % Target %

May 1183 781 66% 98%


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IUTN DIPATCH PROCEDURE:-

Material movement from one plant to another plant is term as Inter Unit Transfer Note

(IUTN) / Stock Transfer.

23

Supplymodule

Trigger Given Trigger Delivered%

Delivered

Engine

Tractor

Transmission

CDMM


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Data F11 IUTN Sheet Metal IUTN Transmission

MonthVehicle

RequiredVehiclePlaced

%Vehicle


%ActualTotal %

Target

April 292 284 97% 142 141 99% 98% 98%

24

Start

IUTN dock sends their vehicle requirement to Thermax

Logistic

Thermax Logistic compiles vehicles requirement.

Thermax Logistics ask Transporter to deploy

vehicle.

Transporter deploy vehicle as per MLs requirement.

Thermax Logistic captures the vehicle deployment data

End


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May 312 265 85% 182 162 89% 86% 98%

Data F10 IUTN Sheet Metal IUTN Transmission

MonthVehicle


%Vehicle


%ActualTotal %

Target

May 216 201 93% 144 141 98% 95% 98%

ANALYSIS:

Vehicle deployment adherence is not 100% .Need to ensure 100% vehicle placement.

Quality of vehicles not satisfactory.

Placement of market vehicles is not suitable for our requirement.

Time schedule adherence for placement is not satisfactory.

Heavy market dependence.

ACTION:

Vehicle should be placed as per requirement of concern department on time.

Time schedule adherence for placement to be improved & monitored

Vehicle detention to be monitored closely at all plants.

Reputed transporter required to be in circulation

RECOMMENDATION:

The data should be presented shift wise that will help to analyze the data and take

corrective action. (Vehicle placed at 1st shift or 2nd shift or 3rd shift.)

The format for above mention recommendation is as follow.

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VEHICLE TURN AROUND TIME

LOADING PROCEDURE:-

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DataF11 IUTN Sheet Metal

Month

VehicleRequire

d

Vehicle

Placed

Required at 1st

shift

Placedat 1ndshift

Required at 2nd

shift

Placedat 2ndshift

Actualtotal % Target

April 292 284

May 312 265 85%

DataF10 IUTN Sheet Metal

Month

VehicleRequire

d

Vehicle

Placed

Required at 1st

shift

placedat 1ndshift

Required at 2nd

shift

placedat 2ndshift %

May 216 201 93%


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27

Start

Transporter comes at concern department for sign on gate

pass by cell member.

Vehicle come in and placed on dock (dock in time)

Actual loading take place

Preparation of challan.

Checking of security copy and

challan.

Vehicle leave the dock.(dock out time)

Transporter went to excise office to takeexcise challan.

Checking of challan by cell member

Preparation of gate pass.

Vehicle reports at gate No. 3

Stop


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UNLOADING PROCEDURE:-

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29

Start

Supplier vehicle reported at

gate No. 3

Preparation of gate pass.

Conformation about material at concern

department by driver.

After getting conformation vehicle come at concern

department.

Driver report to receiving cell member to register vehicle

dock in time.

Material unload on dock

Verification of physical material with challan andsign by cell member

Preparation of G.R. (good receipt) at material receivingdock

Vehicle leave the dock

(Dock out time)

End


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VEHICLE TURN AROUND TIME

Turn Around Time is the time difference between dock in time and dock out time.

Data F11 Avg TAT in hrs

Month Unloading Loading Total Target

April 6.84 9.68 8.26 6.00

May 7.63 9.02 8.33 6.00

Data F10 Avg TAT in hrs

Month Unloading Loading Total Target

April 8.68 6.14 7.41 6.00

May 8.91 12.23 10.57 6.00

ANALYSIS:

Pallet, space for loading and unloading not available.

Sometime beans are not available on time. The beans coming after dispatch are not in

good condition, so they can not be use for loading.

More time is wasting in documentation like gate pass, challan. Good receipt etc.

Decision on sending vehicle to godown is taken after detaining the vehicle the vehicle

which.

Rejection material remains pending on the dock which increases unloading time for

vehicle coming after that.

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Hoice (use for lifting the material) is covering 80% of vehicle so remaining loading is

done by hands which increase loading time of Torous (big vehicle).

ACTION:

System to be designed and implement for pallet, space, beans optimum utilization.

No vehicle to be send to Godown after detention.

Supply module to ensure correct schedule of vehicle.

Simple system to be installed for process of documentation.

Create separate space for the rejection material.

Increase the hoice capacity so that it can cover 100% vehicle in case of loading and

unloading.

RECOMMENDATION:

Parato analysis chart should be included which would show the reasons

Count of Reason fordetention

Reason for detention forunloading

Total

Pallet Short 51 58% 58%

Space Constraint 21 24% 82%

Document Issue 4 5% 87%

Late Reporting 4 5% 92%

Mathadi Not Available 3 3% 94%

Project Store Time 2 2% 97%

ASN issue 1 1% 98%

Babu not available 1 1% 99%

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Vehicle Break down insidethe plant

1 1% 100%

Grand Total 88 100%

32

Parato delay at unloading

0%

20%

40%

60%

80%

100%

120%

Reasons

%%

Cumm %

% 58% 24% 5% 5% 3% 2% 1% 1% 1%

Cumm % 58% 82% 87% 92% 94% 97% 98% 99% 100%

Pallet ShortSpace

Constraint

Document

Issue

Late

Reporting

Mathadi Not

Available

Project

Store TimeASN issue

Babu not

available

VehicleBreak down

inside the


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33

Count of Reason for detention

Reason for detention for loading Total

Material not ready 12 46% 46%

Doc. Not ready 10 38% 84%

Documents delay at Transmission 1 4% 88%

Pallet short 1 4% 92%

TRACTOR NOT READY 1 4% 96%

Vehicle placed at Engine dock for Loading Camshafts. Not loaded. 1 4% 100%

Grand Total 26 100%

Parato delay at loading

0%

20%

40%

60%

80%

100%

120%

Reasons

%

%

Cumm %

% 46% 38% 4% 4% 4% 4%

Cumm % 46% 84% 88% 92% 96% 100%

Material not

readyDoc. Not ready

Documents delay

at TransmissionPallet short

TRACTOR NOT

READY

Vehicle notplaced at

Loading


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3PL INVENTORY REPORT

ANALYSIS:

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Plant Month 0-30 31-60 61-90 91-120 > 120 TotalInventory %

> 60 days Target

DataF11

FES Mar60

03

73

47

630

71,05

4 39.60% 0% after 60 days

FES Apr52

79

11

41

726

691

4 32.45% 0% after 60 days

FES May76

09

02

7 523

01,11

1 23.54% 0% after 60 days

DataF10

Plant Month 0-30 31-60 61-90 91-120 > 120 TotalInventory %> 60 days Target

FES Mar1,26

844

611

96

93

61,93

8 12% 0% after 60 days

FES Apr1,34

539

617

06

23

32,00


FES May98

931

612

86

24

71,54



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Material is store for longer time due to change in production plan

Shelf life for rubber item is deteriorated due to longer storage

CD (component development) inventory is increasing due to less

consumption &no place for storage at CD storage.

ACTION:

Response on Inventory liquidation from CD needs to improve.

I UTN VEHICLE TRANSIT TIME :

OBJECTIVES:

Material movement from KND to other FES plants to fulfill production input requirement

within standard Transit Time ensuring timely delivery of the material in good condition to other

plants as per the requirement

DataF11 IUTN Nagpur IUTN Rudrapur

Month GDS Normal SGDS GDS Normal SGDS Total % Target

April 46% 85% 0 77% 98% 23% 98%

May NA NA NA 78% 95% 0% 98%

RECOMMENDATION:

To make the table more understandable for normal person, two columns must be added.

1st Vehicle Placed

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2nd . Vehicle reached within Transit Time

CRITICAL VEHICLE DEPLOYMENT

Data F11

MonthVehicle


Actual % Target %

April 141 141 100% 98%

May 497 449 90% 98%

Data F10

MonthVehicle


Actual % Target %

April 98%

May 273 273 100% 98%

ACTION: Buyers to ensure that there is no detention at Suppliers end.

ML to get geared up for timely placement.

System for traceability of intransit vehicles to be put in place by ML.

RECOMMENDATION:

Format should be as follow

SM Vehicle required Vehicle placed % deployment

Engine

36

F 10

IUTN Nagpur

GDS Normal

Month Vehicle Placed

Vehicle reached

within Transit

Time Vehicle Placed

Vehicle

reached within

Transit Time Total %

Target

%

April 100 46 100 85 65 98

May


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Tractor

Transmission

CDMM

CONCLUSION & RECOMMENDATION:

Current MIS system is good. The data capturing in current system is manual and in such casesthere are chances of making human errors. It is advisable to have system base (IT Base)

logistics information flow so as to have transparency, authenticity in data.

System base information flow may help

Transparency of Data

Authenticity

Improve accountability

Logistics Efficiency

Up to date status of Logistics operations

Less fire fighting

.

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REFERENCES

www.google.com

Thermax logistic manual.

Thermax logistic reports.

Logistic Project Reports

Documents

Transcript of Logistic Project Reports