logistic project reports
TRANSCRIPT
-
8/2/2019 Logistic Project Reports
1/38
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
1
-
8/2/2019 Logistic Project Reports
2/38
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
2
-
8/2/2019 Logistic Project Reports
3/38
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.
3
-
8/2/2019 Logistic Project Reports
4/38
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
4
-
8/2/2019 Logistic Project Reports
5/38
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
5
-
8/2/2019 Logistic Project Reports
6/38
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.
6
-
8/2/2019 Logistic Project Reports
7/38
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
7
-
8/2/2019 Logistic Project Reports
8/38
Milestones:
8
-
8/2/2019 Logistic Project Reports
9/38
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
9
-
8/2/2019 Logistic Project Reports
10/38
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.
10
-
8/2/2019 Logistic Project Reports
11/38
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.
11
-
8/2/2019 Logistic Project Reports
12/38
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:
12
PRESIDENT
HUMAN RESOURSES
INTERNATIONAL
MARKETING
ACCOUNTING,
FINANCE & IT
PRODUCT DEVELOPMENT ANDRESEARCH SERVICES
PRESIDENTS OFFICE
BUSINESS PLANNING
C.E.O.
-
8/2/2019 Logistic Project Reports
13/38
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
IUTN Vehicle Deployment
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
-
8/2/2019 Logistic Project Reports
14/38
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.
14
-
8/2/2019 Logistic Project Reports
15/38
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,
15
-
8/2/2019 Logistic Project Reports
16/38
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
16
-
8/2/2019 Logistic Project Reports
17/38
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
17
-
8/2/2019 Logistic Project Reports
18/38
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
18
-
8/2/2019 Logistic Project Reports
19/38
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.
19
-
8/2/2019 Logistic Project Reports
20/38
Comparison of Milk run features with normal batch dispatch
20
-
8/2/2019 Logistic Project Reports
21/38
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
-
8/2/2019 Logistic Project Reports
22/38
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
22
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%
-
8/2/2019 Logistic Project Reports
23/38
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
-
8/2/2019 Logistic Project Reports
24/38
IUTN Vehicle Deployment
Data F11 IUTN Sheet Metal IUTN Transmission
MonthVehicle
RequiredVehiclePlaced
%Vehicle
RequiredVehiclePlaced
%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
-
8/2/2019 Logistic Project Reports
25/38
May 312 265 85% 182 162 89% 86% 98%
Data F10 IUTN Sheet Metal IUTN Transmission
MonthVehicle
RequiredVehiclePlaced
%Vehicle
RequiredVehiclePlaced
%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.
25
-
8/2/2019 Logistic Project Reports
26/38
VEHICLE TURN AROUND TIME
LOADING PROCEDURE:-
26
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%
-
8/2/2019 Logistic Project Reports
27/38
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
-
8/2/2019 Logistic Project Reports
28/38
UNLOADING PROCEDURE:-
28
-
8/2/2019 Logistic Project Reports
29/38
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
-
8/2/2019 Logistic Project Reports
30/38
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.
30
-
8/2/2019 Logistic Project Reports
31/38
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%
31
-
8/2/2019 Logistic Project Reports
32/38
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
-
8/2/2019 Logistic Project Reports
33/38
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
-
8/2/2019 Logistic Project Reports
34/38
3PL INVENTORY REPORT
ANALYSIS:
34
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
5 13% 0% after 60 days
FES May98
931
612
86
24
71,54
2 15% 0% after 60 days
-
8/2/2019 Logistic Project Reports
35/38
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
35
-
8/2/2019 Logistic Project Reports
36/38
2nd . Vehicle reached within Transit Time
CRITICAL VEHICLE DEPLOYMENT
Data F11
MonthVehicle
RequiredVehiclePlaced
Actual % Target %
April 141 141 100% 98%
May 497 449 90% 98%
Data F10
MonthVehicle
RequiredVehiclePlaced
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
-
8/2/2019 Logistic Project Reports
37/38
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
.
37
-
8/2/2019 Logistic Project Reports
38/38
REFERENCES
www.google.com
Thermax logistic manual.
Thermax logistic reports.