GATIKWE PROJECT WITH ALL DETAILS
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Feb 02, 2014
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About This Presentation
I did my project at gatikwe mumbai with operation field .
Slide Content
1
A
SUMMER TRAINING PROJECT REPORT
ON
“ANALYZE THE 1
ST
AND 2
ND
SHIFTOPERATIONAL FRAMEWORK
(SURFACE&AIR) OF GATIKWE AND SUGGEST IMPROVEMENT
NEEDED FOR BETTER ORGANIZED AND EFFECTIVE SERVICE”
AT
Submitted in partial fulfillment of the requirement for the award of degree
Of
POST GRADUATE IN DIPLOMA MANAGEMENT
SESSION (2012-2014)
Under the esteem Guidance of
Industrial Guide Faculty Guide
Mr. Nagesh Samant Mr. Susan Das
Manager, Operation Professor, Operations& SCM
GATIKWE, Mumbai ASBM
BHUBANESWAR
Submitted by:
UMASANKAR PANDA (PGDM/12 -14/113)
ASIAN SCHOOL OF BUSINESS MANAGEMENT
Shiksha Vihar, Baranga – Khurda Road, Chandaka, Bhubaneswar - 754012
Tel: 0674-2374801/02/03/04/05, Fax: 0674-2111205/2374900
A
SUMMER TRAINING PROJECT REPORT
ON
“ANALYZE THE 1
ST
AND 2
ND
SHIFTOPERATIONAL FRAMEWORK
(SURFACE&AIR) OF GATIKWE AND SUGGEST IMPROVEMENT
NEEDED FOR BETTER ORGANIZED AND EFFECTIVE SERVICE”
AT
Submitted in partial fulfillment of the requirement for the award of degree
Of
POST GRADUATE IN DIPLOMA MANAGEMENT
SESSION (2012-2014)
Under the esteem Guidance of
Industrial Guide Faculty Guide
Mr. Nagesh Samant Mr. Susan Das
Manager, Operation Professor, Operations& SCM
GATIKWE, Mumbai ASBM
BHUBANESWAR
Submitted by:
UMASANKAR PANDA (PGDM/12 -14/113)
ASIAN SCHOOL OF BUSINESS MANAGEMENT
Shiksha Vihar, Baranga – Khurda Road, Chandaka, Bhubaneswar - 754012
Tel: 0674-2374801/02/03/04/05, Fax: 0674-2111205/2374900
2
CERTIFICATE FROM FACULTY GUIDE
This is to certify that this project entitled “Analyze the 1
st
and 2
nd
shift operational
framework (surface & air) of GATIKWE and suggest improvement needed for
better organized and effective service” is a bonafied record of interim report carried
out by MR.UMASANKAR PANDA , student of ASIAN SCHOOL OF BUSINESS
MANAGEMENT, BHUBANESWAR towards fulfillment of the Post Graduate
Programme in Business Management (PGDM) bearing Registration No.:
PGDM/2012-14/113.
To the best of my knowledge and belief the thesis embodies the work of the
Candidate herself and has been duly completed. Simultaneously, the thesis fulfills the
requirements of the rules and regulations related to the summer Internship of the
institute and I am assured that the project is up to the standard both in respect to the
contents and language for being referred to the examiner.
PROF.SUSAN DAS
Asian School of Business Management
BHUBANESWAR
CERTIFICATE FROM FACULTY GUIDE
This is to certify that this project entitled “Analyze the 1
st
and 2
nd
shift operational
framework (surface & air) of GATIKWE and suggest improvement needed for
better organized and effective service” is a bonafied record of interim report carried
out by MR.UMASANKAR PANDA , student of ASIAN SCHOOL OF BUSINESS
MANAGEMENT, BHUBANESWAR towards fulfillment of the Post Graduate
Programme in Business Management (PGDM) bearing Registration No.:
PGDM/2012-14/113.
To the best of my knowledge and belief the thesis embodies the work of the
Candidate herself and has been duly completed. Simultaneously, the thesis fulfills the
requirements of the rules and regulations related to the summer Internship of the
institute and I am assured that the project is up to the standard both in respect to the
contents and language for being referred to the examiner.
PROF.SUSAN DAS
Asian School of Business Management
BHUBANESWAR
3
DECLARATION
I UMASANKAR PANDA , a student of ASIAN SCHOOL OF BUSINESS
MANAGEMENT (ASBM) , BHUBANESWAR bearing Registration No.:
PGDM/2012-14/113 under the Post Graduate Programme in Business
Management(PGDM) hereby declare that the project entitled “Analyze the 1st and
2nd shift operational framework (surface & air) of GATIKWE and suggest
improvement needed for better organized and effective service” is a project to the
best of the my knowledge and I have taken no shortcut in completion of this project
and is carried out by me under the supervision ofMr. Nagesh Samant Manager,
Operation Head GATIKWE, Mumbai and Prof. Susan Das, Professor in
Operation and SCM, Asian School of Business Management, Bhubaneswar. This
project has not been submitted and copied from any source and never been published
by any other.
MS. UMASANKAR PANDA
PGDM Student, (PGDM/2012-14/113)
Asian School of Business Management
BHUBANESWAR
DECLARATION
I UMASANKAR PANDA , a student of ASIAN SCHOOL OF BUSINESS
MANAGEMENT (ASBM) , BHUBANESWAR bearing Registration No.:
PGDM/2012-14/113 under the Post Graduate Programme in Business
Management(PGDM) hereby declare that the project entitled “Analyze the 1st and
2nd shift operational framework (surface & air) of GATIKWE and suggest
improvement needed for better organized and effective service” is a project to the
best of the my knowledge and I have taken no shortcut in completion of this project
and is carried out by me under the supervision ofMr. Nagesh Samant Manager,
Operation Head GATIKWE, Mumbai and Prof. Susan Das, Professor in
Operation and SCM, Asian School of Business Management, Bhubaneswar. This
project has not been submitted and copied from any source and never been published
by any other.
MS. UMASANKAR PANDA
PGDM Student, (PGDM/2012-14/113)
Asian School of Business Management
BHUBANESWAR
4
Acknowledgement
I wish to express my profound gratitude to my project guide Mr. Negesh
Samant(operation head Mumbai), Adarsh Sharma (Sales EDC. head),Ms. Smita
Chawda (HR EDC. leader),Mr. Vijay Nand Wadikar (HR),Mr. V. K Sharma(Business
EDC. head) for his consistence direction, guidance, support and supervision which has
led to successful completion of my project.
I am highly thankful to Mr. Susan Das& Mr. SolomonJames,faculty of Asian school of
business management. They have been a constant source of inspiration and their
critical evaluation has helped me to complete this project properly.
I acknowledge my gratitude thanks to Mr. Mahindra Agrawal chairman & MD of
GATIKWE, for providing me an opportunity.
I am also thankful to Prof. Raj Kamal Verma(Asst. Dean Placement cell) and other
placement members of Asian school of business management, who stretched their
hands of help, cooperation and kindness whenever required.
I express my sincere thanks to whole GATIKWE ltd. for giving me all the facilities
during my internship period.
Finally yet importantly, I would like to thank Almighty for blessing me to do and
complete my project.
Acknowledgement
I wish to express my profound gratitude to my project guide Mr. Negesh
Samant(operation head Mumbai), Adarsh Sharma (Sales EDC. head),Ms. Smita
Chawda (HR EDC. leader),Mr. Vijay Nand Wadikar (HR),Mr. V. K Sharma(Business
EDC. head) for his consistence direction, guidance, support and supervision which has
led to successful completion of my project.
I am highly thankful to Mr. Susan Das& Mr. SolomonJames,faculty of Asian school of
business management. They have been a constant source of inspiration and their
critical evaluation has helped me to complete this project properly.
I acknowledge my gratitude thanks to Mr. Mahindra Agrawal chairman & MD of
GATIKWE, for providing me an opportunity.
I am also thankful to Prof. Raj Kamal Verma(Asst. Dean Placement cell) and other
placement members of Asian school of business management, who stretched their
hands of help, cooperation and kindness whenever required.
I express my sincere thanks to whole GATIKWE ltd. for giving me all the facilities
during my internship period.
Finally yet importantly, I would like to thank Almighty for blessing me to do and
complete my project.
5
Contents
Page No.
1) Introduction------------------------------------------------------------------9
2) Company profile------------------------------------------------------------10-11
3) Introduction to research----------------------------------------------------12
4) Objective of the research---------------------------------------------------13
5) Process observation
1) Booking
1) Customer visit with GA-------------------------------------------14
2) Counter booking---------------------------------------------------15
3) Process of booking with GTM entry----------------------------16-18
4) Manual docket entry-----------------------------------------------19
5) PDC generation for booking--------------------------------------20
6) Docket generation--------------------------------------------------21-24
7) 30C-------------------------------------------------------------------25-28
2) Shipment receiving process
1) Process of dispatching----------------------------------------------30
2) DEPS------------------------------------------------------------------31-32
3) Shipment dispatching process-------------------------------------------33-34
4) Delivery process-----------------------------------------------------------35-39
5) Other activity after delivery
1) PFN process-----------------------------------------------------------39
2) Stock verification-----------------------------------------------------40
3) Notice post-------------------------------------------------------------40
4) FOD outstanding------------------------------------------------------41
5) Rebooking procedure-------------------------------------------------42
6) FOC process-----------------------------------------------------------43
7) Additional charge updation------------------------------------------44-45
6) E-com operation
1) Pick-up process----------------------------------------------------46
2) Preparation of Docket/PDC/Run sheet-------------------------47
3) COD process-------------------------------------------------------48
Contents
Page No.
1) Introduction------------------------------------------------------------------9
2) Company profile------------------------------------------------------------10-11
3) Introduction to research----------------------------------------------------12
4) Objective of the research---------------------------------------------------13
5) Process observation
1) Booking
1) Customer visit with GA-------------------------------------------14
2) Counter booking---------------------------------------------------15
3) Process of booking with GTM entry----------------------------16-18
4) Manual docket entry-----------------------------------------------19
5) PDC generation for booking--------------------------------------20
6) Docket generation--------------------------------------------------21-24
7) 30C-------------------------------------------------------------------25-28
2) Shipment receiving process
1) Process of dispatching----------------------------------------------30
2) DEPS------------------------------------------------------------------31-32
3) Shipment dispatching process-------------------------------------------33-34
4) Delivery process-----------------------------------------------------------35-39
5) Other activity after delivery
1) PFN process-----------------------------------------------------------39
2) Stock verification-----------------------------------------------------40
3) Notice post-------------------------------------------------------------40
4) FOD outstanding------------------------------------------------------41
5) Rebooking procedure-------------------------------------------------42
6) FOC process-----------------------------------------------------------43
7) Additional charge updation------------------------------------------44-45
6) E-com operation
1) Pick-up process----------------------------------------------------46
2) Preparation of Docket/PDC/Run sheet-------------------------47
3) COD process-------------------------------------------------------48
6
4) Rebooking process------------------------------------------------48
5) Delivery process---------------------------------------------------49
6) 10C------------------------------------------------------------------50
7) UCG formalities----------------------------------------------------------51
8) Customer Service-------------------------------------------------------52-53
9) Warehouse operation
1) Inbound------------------------------------------------------------54
2) Storage-------------------------------------------------------------55
3) Outbound----------------------------------------------------------56
10) ATC
1) Retrieval operational structure----------------------------------57
2) Lodgment operational structure--------------------------------58
11) GATIKWE operational structure-------------------------------------60
6) SWOT analysis--------------------------------------------------------------60-62
7) ResearchMethodology-----------------------------------------------------62
1) Data interpretation---------------------------------------------------------63-64
8) Analysis& Implementation.
1) DEPS---------------------------------------------------------------65
2) Increases efficiency of delivery process using six sigma----70-74
3) Reduce Cooling using Cross Docking.------------------------75-81
9)Challenges--------------------------------------------------------------------82
10) Limitation--------------------------------------------------------------------83
11) Suggestion and recommendation-----------------------------------------83-85
12) Conclusion-------------------------------------------------------------------86
13) Bibliography-----------------------------------------------------------------87
4) Rebooking process------------------------------------------------48
5) Delivery process---------------------------------------------------49
6) 10C------------------------------------------------------------------50
7) UCG formalities----------------------------------------------------------51
8) Customer Service-------------------------------------------------------52-53
9) Warehouse operation
1) Inbound------------------------------------------------------------54
2) Storage-------------------------------------------------------------55
3) Outbound----------------------------------------------------------56
10) ATC
1) Retrieval operational structure----------------------------------57
2) Lodgment operational structure--------------------------------58
11) GATIKWE operational structure-------------------------------------60
6) SWOT analysis--------------------------------------------------------------60-62
7) ResearchMethodology-----------------------------------------------------62
1) Data interpretation---------------------------------------------------------63-64
8) Analysis& Implementation.
1) DEPS---------------------------------------------------------------65
2) Increases efficiency of delivery process using six sigma----70-74
3) Reduce Cooling using Cross Docking.------------------------75-81
9)Challenges--------------------------------------------------------------------82
10) Limitation--------------------------------------------------------------------83
11) Suggestion and recommendation-----------------------------------------83-85
12) Conclusion-------------------------------------------------------------------86
13) Bibliography-----------------------------------------------------------------87
7
EXECUTIVE SUMMARY
Objective of Study
During this project my major objective was to find out the problems are occurring in
GATIKWE‟s operation network like cause of damages, service internal problem
(PDC generation, OCTROI outstanding, Booking Unit problem like booked the items
but customer payment not ready), Service external problem(GA and Handler
Schedule, Docket arrangement, Shipment handling etc.). I analyze all the 1
st
and 2
nd
shift operational framework of (surface and air) and identify the problem which
creates the obstacle in GATIKWE achievements map .Now a day the logistic market
scenario is becoming more competitive because of the entrance of foreign players like
FedEx, UPS, DHL and TNT. If GATIKWE implements the identifies and make a
proper schedule for the operation process, then the company can increase their service
quality and make their position as market challenger.so GATIKWE going to tab the
logistic market in Mumbai.
TARGET/TASKS:
During the 1
st
week of my project company gave me the induction class as well as
involved me in Live project “deduction by abbot healthcare”. I also made a case
study on it and analyze why deduction occur and I got total support from project
department and I gave the solution of deduction.
1
st
week of my summer internship period I involved as a team player of the project
team, so I analyze the whole contract between GATIKWE and ABBOTT
Healthcare, Which helps me to know the company strategy quickly.
Then I got my project in service area, so I joined BOMN OU operational
department and I learned the basic thing about preparation of docket, types of
docket, booking and delivery process, types of charge with its calculation, octroi
and service tax.
After 15 days I involved in GATI enterprise management system (GEMS) and I
learned the PDC money recipt, docket preparation, tax upadation, foot printing,
stock verification, loading and unloading tally.
I also archived the experience with GA, due to go with distribution vehicle.
EXECUTIVE SUMMARY
Objective of Study
During this project my major objective was to find out the problems are occurring in
GATIKWE‟s operation network like cause of damages, service internal problem
(PDC generation, OCTROI outstanding, Booking Unit problem like booked the items
but customer payment not ready), Service external problem(GA and Handler
Schedule, Docket arrangement, Shipment handling etc.). I analyze all the 1
st
and 2
nd
shift operational framework of (surface and air) and identify the problem which
creates the obstacle in GATIKWE achievements map .Now a day the logistic market
scenario is becoming more competitive because of the entrance of foreign players like
FedEx, UPS, DHL and TNT. If GATIKWE implements the identifies and make a
proper schedule for the operation process, then the company can increase their service
quality and make their position as market challenger.so GATIKWE going to tab the
logistic market in Mumbai.
TARGET/TASKS:
During the 1
st
week of my project company gave me the induction class as well as
involved me in Live project “deduction by abbot healthcare”. I also made a case
study on it and analyze why deduction occur and I got total support from project
department and I gave the solution of deduction.
1
st
week of my summer internship period I involved as a team player of the project
team, so I analyze the whole contract between GATIKWE and ABBOTT
Healthcare, Which helps me to know the company strategy quickly.
Then I got my project in service area, so I joined BOMN OU operational
department and I learned the basic thing about preparation of docket, types of
docket, booking and delivery process, types of charge with its calculation, octroi
and service tax.
After 15 days I involved in GATI enterprise management system (GEMS) and I
learned the PDC money recipt, docket preparation, tax upadation, foot printing,
stock verification, loading and unloading tally.
I also archived the experience with GA, due to go with distribution vehicle.
8
After 1 month I transferred into air transit center (ATC) and visit the airport
distribution area twice as a 1
st
shift and 2
nd
shift and I understand the whole ATC
structure.
Then my corporate guide sends me the warehouse division Bhiwandi and Panvel
and I saw the supply chain process (inbound, cooling and outbound).
I collected all data with observation and questionnaire process.
ACHIVEMENT
I have successfully done my project with overall idea of operation process in
surface, air and warehouse division.
I have suggested some identifies which I found in my observation and it helps
to efficient and effective process.
Some of my suggestions are already implemented after auditing of OU.
LIMITATION
Due to lack of time I only analyze the operation process only instead of
implementation.
As my project topic is a vast operation area with all field, I transferred one
division to another every 15 days so I was unstable to concentrate in one field.
I was staying 25 km from the company which takes the 4 hour daily for
transportation.
CONCLUSION
During my sip on GATIKWE, I worked on whole operation process and I analyze it
carefully and finding some problems in operation, so I gave the effective suggestion
for reduces the problem and miss use.
After 1 month I transferred into air transit center (ATC) and visit the airport
distribution area twice as a 1
st
shift and 2
nd
shift and I understand the whole ATC
structure.
Then my corporate guide sends me the warehouse division Bhiwandi and Panvel
and I saw the supply chain process (inbound, cooling and outbound).
I collected all data with observation and questionnaire process.
ACHIVEMENT
I have successfully done my project with overall idea of operation process in
surface, air and warehouse division.
I have suggested some identifies which I found in my observation and it helps
to efficient and effective process.
Some of my suggestions are already implemented after auditing of OU.
LIMITATION
Due to lack of time I only analyze the operation process only instead of
implementation.
As my project topic is a vast operation area with all field, I transferred one
division to another every 15 days so I was unstable to concentrate in one field.
I was staying 25 km from the company which takes the 4 hour daily for
transportation.
CONCLUSION
During my sip on GATIKWE, I worked on whole operation process and I analyze it
carefully and finding some problems in operation, so I gave the effective suggestion
for reduces the problem and miss use.
9
INTRODUCTION
GATI-Kintetsu Express Private Limited (GATI-KWE) is a joint venture company
between GATI – India‟s pioneer in Express Distribution and Supply Chain Solutions and
Kintetsu World Express - Japan‟s leading logistics provider. An intrinsic network that
spans the length and breadth of India – GATI-KWE has a reach of 99.3% covering 653
districts Out of 657 districts in India. A large fleet of 4000 vehicles and an assured space
across 28 airline sectors ensures that your shipments are delivered in the right time at the
right place. GATI-KWE today is the most preferred Express Distribution and Supply
Chain solutions provider because of its ability to handle every distribution need of its
customer.
Objectives of the research
1) To study the Operational process (Surface & Air) and implement idea for making
efficient operation.
2) To study the process of air transit center in GATIKWE and makes it simpler and cost
conservative.
CORPORATE PROFILE
An Introduction – Over 2 decades of experience and many firsts
GATI pioneered express distribution service in India in 1989.GATI was one of the first
companies to print its delivery date on the docket and offer money back guarantee, by
accepting payment after producing proof of delivery – a POD. GATI started the practice
which is now perceived as a standard norm in the industry. GATI first started operations
between Madras and Madurai. After in-depth planning, GATI launched its operations in
four stations: Hyderabad, Bangalore, Madras and Hosur in 1989.in the generic cargo
segment. GATI's business model was different , it choose to focus on the customers‟
needs right from day one and time bound, point to point delivery, premium priced cargo
management service was its key value proposition. GATI never operated the transport
vehicles on its own from the beginning itself, instead developed the Business Partner
concept of “GATI Associates”, thus giving rise to a team of entrepreneurs who were
independent business partners of GATI. The name GATI was coined after short listing
several Sanskrit-based names. GATI reflects speed with direction, true to the way of its
operations.
LITERATURE REVIEW
The Beginning Years (1989 – 1994)
GATI started its operations as a door-to-door cargo company, a division of Transport
Corporation of India (TCI) in 1989. Mr.Mahindra Agarwal Founder & CEO of GATI Ltd
wanted to rebuild TCI based on processes, systems and manage it professionally to meet
consumer implicit and explicit delivery needs. Over period of 7 years, under the
INTRODUCTION
GATI-Kintetsu Express Private Limited (GATI-KWE) is a joint venture company
between GATI – India‟s pioneer in Express Distribution and Supply Chain Solutions and
Kintetsu World Express - Japan‟s leading logistics provider. An intrinsic network that
spans the length and breadth of India – GATI-KWE has a reach of 99.3% covering 653
districts Out of 657 districts in India. A large fleet of 4000 vehicles and an assured space
across 28 airline sectors ensures that your shipments are delivered in the right time at the
right place. GATI-KWE today is the most preferred Express Distribution and Supply
Chain solutions provider because of its ability to handle every distribution need of its
customer.
Objectives of the research
1) To study the Operational process (Surface & Air) and implement idea for making
efficient operation.
2) To study the process of air transit center in GATIKWE and makes it simpler and cost
conservative.
CORPORATE PROFILE
An Introduction – Over 2 decades of experience and many firsts
GATI pioneered express distribution service in India in 1989.GATI was one of the first
companies to print its delivery date on the docket and offer money back guarantee, by
accepting payment after producing proof of delivery – a POD. GATI started the practice
which is now perceived as a standard norm in the industry. GATI first started operations
between Madras and Madurai. After in-depth planning, GATI launched its operations in
four stations: Hyderabad, Bangalore, Madras and Hosur in 1989.in the generic cargo
segment. GATI's business model was different , it choose to focus on the customers‟
needs right from day one and time bound, point to point delivery, premium priced cargo
management service was its key value proposition. GATI never operated the transport
vehicles on its own from the beginning itself, instead developed the Business Partner
concept of “GATI Associates”, thus giving rise to a team of entrepreneurs who were
independent business partners of GATI. The name GATI was coined after short listing
several Sanskrit-based names. GATI reflects speed with direction, true to the way of its
operations.
LITERATURE REVIEW
The Beginning Years (1989 – 1994)
GATI started its operations as a door-to-door cargo company, a division of Transport
Corporation of India (TCI) in 1989. Mr.Mahindra Agarwal Founder & CEO of GATI Ltd
wanted to rebuild TCI based on processes, systems and manage it professionally to meet
consumer implicit and explicit delivery needs. Over period of 7 years, under the
10
leadership of Mr. Mahindra Agarwal the division flourished into a small business and in
1994, GATI was ready to separate from TCI and perform on its own. The actual legal
separation took place in 1996 and the division emerged, GATI came into being an 18
Crores cargo business, splitting from its 200 crores mother company, TCI.
Innovation, Value-addition and growth (1994 – 2001)
GATI introduced desk-to-desk service to meet the price sensitive customer market in
1994. The placement of desk to desk cargo was between regular transportation and
premium cargo. Premium cargo was next day delivery and Desk to Desk was delivered
within four days. As GATI grew in terms of business volume, services and revenue,
GATI made the transition from small cargo services to cargo management. This was a
period for many firsts. GATI introduced toll-free numbers for the first time in the Indian
logistics segment and became the first 3PL service provider in India. GATI was also the
first logistics company in India to be awarded an ISO 9001 certification. GATI's legal
separation took place from TCI in 1996 through a de-merger process marked a period of
rapid growth as the GATI took over parts of the TCI‟s business, the shipping division was
named as GATI Coast to Coast and the TCI Highways division was taken over by GATI.
GATI took its first steps towards acquiring a corporate identity, the beginnings of GATI
Ltd. Based on volume of traffic, origin and destination, GATI tied up with Indian Airlines
(IA) for a fixed price long term contract. IA complimented the 550 locations GATI served
at that point of time. GATI expanded its service network to include multi-modal services,
courier services and international operations to SAARC countries. Business grew from
servicing 2 regions to 10.
GATI Process, technology, automation and awards (2001-2006)
In 2001, GATI launched the first millennium parcel express service, an exclusive cargo
train between Mumbai and Kolkata in association with Indian Railways. GATI went on
looking for a centroid to base its business operations and found Singapore, an
international business hub, ideally suited for its purposes. During this time, to keep itself
on its toes, GATI kept revisiting its basic value proposition - service delivery. In 2003,
GATI @web was launched and which in place on these words to equipped its front office
with the information to tailor its response to individual customer requirements at one
click–shipments tracking, service quality, complaints and more. The project comprised of
three different components: GATI Enterprise Management System (GEMS), Oracle
Financials and Oracle CRM. GEMS were the main application which was to be custom
built covering all activities of GATI. Finally in 2005, GATI settled for the best – state of
the art mechatronic warehouses in all major cities across India. The year 2006 saw the
introduction of GATI Student express, on-line employee information & performance
system, customer convenience centers and redemption coupons to settle cashless claims.
The awards kept coming. Frost & Sullivan declared GATI „The Best Logistics Company‟.
HCL called GATI its „Best Logistics Partner‟. Champion CIO-Enterprise Connect Award,
Amity-HR Excellence Award (which the company has consistently won for 5 years now)
and Super Brand status to name a few.
leadership of Mr. Mahindra Agarwal the division flourished into a small business and in
1994, GATI was ready to separate from TCI and perform on its own. The actual legal
separation took place in 1996 and the division emerged, GATI came into being an 18
Crores cargo business, splitting from its 200 crores mother company, TCI.
Innovation, Value-addition and growth (1994 – 2001)
GATI introduced desk-to-desk service to meet the price sensitive customer market in
1994. The placement of desk to desk cargo was between regular transportation and
premium cargo. Premium cargo was next day delivery and Desk to Desk was delivered
within four days. As GATI grew in terms of business volume, services and revenue,
GATI made the transition from small cargo services to cargo management. This was a
period for many firsts. GATI introduced toll-free numbers for the first time in the Indian
logistics segment and became the first 3PL service provider in India. GATI was also the
first logistics company in India to be awarded an ISO 9001 certification. GATI's legal
separation took place from TCI in 1996 through a de-merger process marked a period of
rapid growth as the GATI took over parts of the TCI‟s business, the shipping division was
named as GATI Coast to Coast and the TCI Highways division was taken over by GATI.
GATI took its first steps towards acquiring a corporate identity, the beginnings of GATI
Ltd. Based on volume of traffic, origin and destination, GATI tied up with Indian Airlines
(IA) for a fixed price long term contract. IA complimented the 550 locations GATI served
at that point of time. GATI expanded its service network to include multi-modal services,
courier services and international operations to SAARC countries. Business grew from
servicing 2 regions to 10.
GATI Process, technology, automation and awards (2001-2006)
In 2001, GATI launched the first millennium parcel express service, an exclusive cargo
train between Mumbai and Kolkata in association with Indian Railways. GATI went on
looking for a centroid to base its business operations and found Singapore, an
international business hub, ideally suited for its purposes. During this time, to keep itself
on its toes, GATI kept revisiting its basic value proposition - service delivery. In 2003,
GATI @web was launched and which in place on these words to equipped its front office
with the information to tailor its response to individual customer requirements at one
click–shipments tracking, service quality, complaints and more. The project comprised of
three different components: GATI Enterprise Management System (GEMS), Oracle
Financials and Oracle CRM. GEMS were the main application which was to be custom
built covering all activities of GATI. Finally in 2005, GATI settled for the best – state of
the art mechatronic warehouses in all major cities across India. The year 2006 saw the
introduction of GATI Student express, on-line employee information & performance
system, customer convenience centers and redemption coupons to settle cashless claims.
The awards kept coming. Frost & Sullivan declared GATI „The Best Logistics Company‟.
HCL called GATI its „Best Logistics Partner‟. Champion CIO-Enterprise Connect Award,
Amity-HR Excellence Award (which the company has consistently won for 5 years now)
and Super Brand status to name a few.
11
Empowering the network: Strategic alliances and customized service offerings (2007- 2009)
GATI expanded its network in India, China and Europe following strategic tie-ups with
logistic service partners. Sophisticated vehicle tracking systems, technologically superior
container vehicles and Service Quality Standardization were all introduced to strengthen
and enhance GATI‟s promise of superior service delivery. In 2008, GATI did wonders by
launching the Centralized Call Centre at Nagpur, the Millennium Parcel Express Train
between KYN (Mumbai) and Guwahati, Centralized POD Cell and GATI Happiness, an
on-line window for customers to buy a range of deliciousspecialty products from different
parts of India. Even GATI Art Express, GATI Academy and GATI Cafe Deliver were
launched to improve service spread and quality.
Year of Transformation, Recognition & Growth (2010-2011)
In Jan 2010, GATI went a step forward to help its customer by providing complete
integrated Supply Chain Solution hence becoming a knowledgeable company by
launching 'RedSun', GATI's Supply Chain Division. In Nov 2010, GATI also ventured
into E-Commerce business by launching 'makemygiftz.com', GATI's new web service to
offer its customer a complete e-commerce platform linked to a physical distribution
network. Also, GATI Coast to Coast was re-branded and named as GATI Ships in 2010.
GATI was given the title of “Consumer Super Brand” in 2009-2010, in Logistics.
Year of Consolidation & Business Re-structuring
In April 2013, GATI Ship a subsidiary of GATI Ltd. and International Shipping
Logistics FZE launched a new Coastal Container Service between North India and South
India covering the sea ports of Kandla, Mundra, Cochin. The new service is named as
ISL-GATI Express Coastal Service.
In February 2013, GATI-KWE was awarded for its efforts in the category of
“Achievement in Continuous Improvement” at the 2nd Asia Manufacturing and Supply
Chain Summit, Mumbai.
In December 2012, GATI received two awards constituted by Dataquest - "Dataquest
Business Technology Excellence Awards 2012" for their overall excellence in the use of
business technology & "Dataquest Technology Innovation Award 2012" for the
„Mobility‟ segment.
In October 2012, GATI launched "GATI Connect" - www.gaticonnect.com, an on-line
web store to center.
In July 2012, GATI Ship Ltd. announced a dedicated shipping route on the Chennai-
Yangon-Chennai stretch to help businesses maximize trade potential between the two
countries.
In February 2012, GATI signed a Joint Venture agreement with Kintetsu World Express
for its Express Distribution and Supply Chain business to form 'GATI-Kintetsu Express
Pvt Ltd.'
Empowering the network: Strategic alliances and customized service offerings (2007- 2009)
GATI expanded its network in India, China and Europe following strategic tie-ups with
logistic service partners. Sophisticated vehicle tracking systems, technologically superior
container vehicles and Service Quality Standardization were all introduced to strengthen
and enhance GATI‟s promise of superior service delivery. In 2008, GATI did wonders by
launching the Centralized Call Centre at Nagpur, the Millennium Parcel Express Train
between KYN (Mumbai) and Guwahati, Centralized POD Cell and GATI Happiness, an
on-line window for customers to buy a range of deliciousspecialty products from different
parts of India. Even GATI Art Express, GATI Academy and GATI Cafe Deliver were
launched to improve service spread and quality.
Year of Transformation, Recognition & Growth (2010-2011)
In Jan 2010, GATI went a step forward to help its customer by providing complete
integrated Supply Chain Solution hence becoming a knowledgeable company by
launching 'RedSun', GATI's Supply Chain Division. In Nov 2010, GATI also ventured
into E-Commerce business by launching 'makemygiftz.com', GATI's new web service to
offer its customer a complete e-commerce platform linked to a physical distribution
network. Also, GATI Coast to Coast was re-branded and named as GATI Ships in 2010.
GATI was given the title of “Consumer Super Brand” in 2009-2010, in Logistics.
Year of Consolidation & Business Re-structuring
In April 2013, GATI Ship a subsidiary of GATI Ltd. and International Shipping
Logistics FZE launched a new Coastal Container Service between North India and South
India covering the sea ports of Kandla, Mundra, Cochin. The new service is named as
ISL-GATI Express Coastal Service.
In February 2013, GATI-KWE was awarded for its efforts in the category of
“Achievement in Continuous Improvement” at the 2nd Asia Manufacturing and Supply
Chain Summit, Mumbai.
In December 2012, GATI received two awards constituted by Dataquest - "Dataquest
Business Technology Excellence Awards 2012" for their overall excellence in the use of
business technology & "Dataquest Technology Innovation Award 2012" for the
„Mobility‟ segment.
In October 2012, GATI launched "GATI Connect" - www.gaticonnect.com, an on-line
web store to center.
In July 2012, GATI Ship Ltd. announced a dedicated shipping route on the Chennai-
Yangon-Chennai stretch to help businesses maximize trade potential between the two
countries.
In February 2012, GATI signed a Joint Venture agreement with Kintetsu World Express
for its Express Distribution and Supply Chain business to form 'GATI-Kintetsu Express
Pvt Ltd.'
12
CORPORATE STRUCTURE
INTRODUCTION TO THE REASEACH
According to my project I analyze the 1
st
shift and 2
nd
shift service area of surface and air
express. The whole service sector is basicallyorganized as Pick-up, Loading at collection
Hubs, Unloading at Distribution Hubs, Segregatinggoods at HUB, Delivering process…..
CORPORATE STRUCTURE
INTRODUCTION TO THE REASEACH
According to my project I analyze the 1
st
shift and 2
nd
shift service area of surface and air
express. The whole service sector is basicallyorganized as Pick-up, Loading at collection
Hubs, Unloading at Distribution Hubs, Segregatinggoods at HUB, Delivering process…..
13
PROCESS OBSERVATION
2
nd
shift operation
BOOKING/PICK-UP
Customer Visit with GA
GA visits the customer premises and notes down the details (7 booking parameters) in the
docket. He takes the sale invoice to determine the value of the shipment being transported
and collects other documents like the waybill, Form 38 based on the type of material
being sent. For some goods and states, the TIN number of the shipper and the consignee
is sufficient. He then calculates the actual weight of the shipment and also its charged
weight & we charge the shipper on whichever is highest (For TBB customer, the actual
weight is equal to the charged weight). The GA checks the shipment and prepares the
sticker to be stuck on the packages. The sticker contains shippers place and consignee‟s
place, number of packets and the docket number. GA loads his vehicle and transfer the
shipment back to OU where it is unloaded by using unloading tally (but here unloading
tally is not being prepared rather it is doneby tallying with the dockets). GA before
accepting the shipment from the customer checks the condition of the packages, the goods
being transported (whether there are any government regulated goods or prohibited
goods).The shipment is weighed by using the weighing scale for the calculation of actual
weight and its volumetric weight is calculated by using the dimension of the
package/shipment.
7 Booking parameters:
Name & Address of the receiver
ADD
Phone no
Pin code
Documentation
Weight of the packages
E- Mail id
TYPES OF DOCKETS:-
TBB Docket (Credit)
Retail Docket (Paid/FOD)
GTS Docket
GATIKWE International
GATIKWE Prepaid
PROCESS OBSERVATION
2
nd
shift operation
BOOKING/PICK-UP
Customer Visit with GA
GA visits the customer premises and notes down the details (7 booking parameters) in the
docket. He takes the sale invoice to determine the value of the shipment being transported
and collects other documents like the waybill, Form 38 based on the type of material
being sent. For some goods and states, the TIN number of the shipper and the consignee
is sufficient. He then calculates the actual weight of the shipment and also its charged
weight & we charge the shipper on whichever is highest (For TBB customer, the actual
weight is equal to the charged weight). The GA checks the shipment and prepares the
sticker to be stuck on the packages. The sticker contains shippers place and consignee‟s
place, number of packets and the docket number. GA loads his vehicle and transfer the
shipment back to OU where it is unloaded by using unloading tally (but here unloading
tally is not being prepared rather it is doneby tallying with the dockets). GA before
accepting the shipment from the customer checks the condition of the packages, the goods
being transported (whether there are any government regulated goods or prohibited
goods).The shipment is weighed by using the weighing scale for the calculation of actual
weight and its volumetric weight is calculated by using the dimension of the
package/shipment.
7 Booking parameters:
Name & Address of the receiver
ADD
Phone no
Pin code
Documentation
Weight of the packages
E- Mail id
TYPES OF DOCKETS:-
TBB Docket (Credit)
Retail Docket (Paid/FOD)
GTS Docket
GATIKWE International
GATIKWE Prepaid
14
We can categorize the bookings in four types and they are: Paidbooking, FOD booking,
TBB booking and COD / DOD booking.
In GATIKWE generally there are 3 types of dockets like the TBB, PAID & GTS dockets.
To be billed (TBB) dockets are for the contractual customers and for the retail customers
there is PAID dockets and the shipment that will go through the Rail for them there is a
separate docket called GTS docket. In every dockets there are four copies like Receiver
copy, Sender copy, Proof of delivery and Head office copy.
Documents Required:-
Sales Invoice
State Formsi.e. Form 38 for U.P only.
Process of SQA Check:-
Under this process, following checkpoints are made cleared as:-
Condition and quantity of shipment is according to the docket or not.
Booking time entered in the docket by GA.
Is there any discrepancy in the ADD written in the docket?
Whether required documents attached or not.
Shipment Stacking Process:-
In this process, after unloading the shipment, the shipment is segregated with respect to
the delivery OU and stacked in the respective allocated space and within the allocated
space, the shipment is stacked on the pallets according to its size and volume. In case of
large shipments containing no of packages they are stacked together irrespective of their
size so as to simplify the process of loading.
Standardize shipment stacking process will ensure that the shipment will remain safe, in
case of fragile items there is some marks need to be given , in some packages we can see
some arrow marks in one particular direction which is indicating that shipments need to
keep in that direction in that way only.
GEMS forms used for data entry and PDC preparation
For booking the data entry details are entered in the GTM docket form.
We can categorize the bookings in four types and they are: Paidbooking, FOD booking,
TBB booking and COD / DOD booking.
In GATIKWE generally there are 3 types of dockets like the TBB, PAID & GTS dockets.
To be billed (TBB) dockets are for the contractual customers and for the retail customers
there is PAID dockets and the shipment that will go through the Rail for them there is a
separate docket called GTS docket. In every dockets there are four copies like Receiver
copy, Sender copy, Proof of delivery and Head office copy.
Documents Required:-
Sales Invoice
State Formsi.e. Form 38 for U.P only.
Process of SQA Check:-
Under this process, following checkpoints are made cleared as:-
Condition and quantity of shipment is according to the docket or not.
Booking time entered in the docket by GA.
Is there any discrepancy in the ADD written in the docket?
Whether required documents attached or not.
Shipment Stacking Process:-
In this process, after unloading the shipment, the shipment is segregated with respect to
the delivery OU and stacked in the respective allocated space and within the allocated
space, the shipment is stacked on the pallets according to its size and volume. In case of
large shipments containing no of packages they are stacked together irrespective of their
size so as to simplify the process of loading.
Standardize shipment stacking process will ensure that the shipment will remain safe, in
case of fragile items there is some marks need to be given , in some packages we can see
some arrow marks in one particular direction which is indicating that shipments need to
keep in that direction in that way only.
GEMS forms used for data entry and PDC preparation
For booking the data entry details are entered in the GTM docket form.
15
DOCKET ENTRY FOR GTM PRODUCT’S
SURFACE PRODUCT
STEP-1
Enter the docket no., service code, address with name of shipper and receiver.
STEP-2
Press ctrl+l, if any special service needs to be entered.
STEP-3
Pkg. no and weight should be entered.
DOCKET ENTRY FOR GTM PRODUCT’S
SURFACE PRODUCT
STEP-1
Enter the docket no., service code, address with name of shipper and receiver.
STEP-2
Press ctrl+l, if any special service needs to be entered.
STEP-3
Pkg. no and weight should be entered.
16
STEP-4
Select the risk coverage based on contract or customer. That is 2 types one is carrier
risk and another is shipper risk.
STEP-5
Calculate the total charges.
STEP-6
Click on continue to save.
Manual Docket Entry (Docket entry at en-route location for other OU booking dockets)
STEP-4
Select the risk coverage based on contract or customer. That is 2 types one is carrier
risk and another is shipper risk.
STEP-5
Calculate the total charges.
STEP-6
Click on continue to save.
Manual Docket Entry (Docket entry at en-route location for other OU booking dockets)
17
If any dockets come without TC at destination or en-routeOU for the reason of
customer code blocked and it could be entered into en-route.
Step-1
On arrival of shipment without TC then enter the docket information in “manual
arrive docket entry form” without TC.
Step-2
The same docket can be entered into en-route location in the “en-route location”
Note:
1) Docket can‟t be accepted without manual docket entry form.
2) Fill the booking location code, docket details as per physical copy of docket
3) System will accept basic only paid/FOD.
4) Rates will be accepted as per traffic.
5) Dockets cannot be approved by same person entered.
6) If the physical docket booked under TBB then delivery/en-route location
should enter in PAID.
7) If the physical docket booked under BOD then delivery/en-route location
should enter in FOD.
In the GTM docket form the 7 booking parameters of the docket and other details
are entered and the data is saved (here in ENDA data entry operators enter the details and
then the staff approves the data.)
For preparation of PDC for booking PDC Details form is used.
PDC preparation for Booking:-
If any dockets come without TC at destination or en-routeOU for the reason of
customer code blocked and it could be entered into en-route.
Step-1
On arrival of shipment without TC then enter the docket information in “manual
arrive docket entry form” without TC.
Step-2
The same docket can be entered into en-route location in the “en-route location”
Note:
1) Docket can‟t be accepted without manual docket entry form.
2) Fill the booking location code, docket details as per physical copy of docket
3) System will accept basic only paid/FOD.
4) Rates will be accepted as per traffic.
5) Dockets cannot be approved by same person entered.
6) If the physical docket booked under TBB then delivery/en-route location
should enter in PAID.
7) If the physical docket booked under BOD then delivery/en-route location
should enter in FOD.
In the GTM docket form the 7 booking parameters of the docket and other details
are entered and the data is saved (here in ENDA data entry operators enter the details and
then the staff approves the data.)
For preparation of PDC for booking PDC Details form is used.
PDC preparation for Booking:-
18
The booking PDC is prepared for each GA separately it contains the bookings made by
each GA.
The PDC is prepared by opening the PDC Details form and then select the GA‟s name for
whom the PDC is being prepared and the select the type of PDC as Booking it then shows
the bookings made by the said GA and the amount of commission made by him till date
and then save the details a PDC no is then allocated.
If the customer comes directly to operating unit for booking then the staff will fill the
docket and complete all the formalities which a GA would generally perform.
Docket Generation
It is 2 types
1) FOD:-Receiver paid the charges.
2) Paid Docket:-sender pay at booking time.
Shipper Code
For one time customer the shipper code is 99999 and the customer will pay extra charge.
But for permanent customer the charge is less.
Types of Packing
1) C/B :-Cartoon Box
2) W/B :-Wooden Box
3) G/B :-Gunny Box
4) Cover
5) Plastic
Types of payment
1) COD(Cash on Delivery)
2) DOD(Demand draft/Check Delivery)
Freight determination process:
The following charges we are taking from the customers,
Basic Freight: The basic freight depends upon the charged weight of the shipment
and the freight per kg that we are charging according to our rate matrix, we are using
two different rate matrixes one for Express products and another one for the premium
products.
The booking PDC is prepared for each GA separately it contains the bookings made by
each GA.
The PDC is prepared by opening the PDC Details form and then select the GA‟s name for
whom the PDC is being prepared and the select the type of PDC as Booking it then shows
the bookings made by the said GA and the amount of commission made by him till date
and then save the details a PDC no is then allocated.
If the customer comes directly to operating unit for booking then the staff will fill the
docket and complete all the formalities which a GA would generally perform.
Docket Generation
It is 2 types
1) FOD:-Receiver paid the charges.
2) Paid Docket:-sender pay at booking time.
Shipper Code
For one time customer the shipper code is 99999 and the customer will pay extra charge.
But for permanent customer the charge is less.
Types of Packing
1) C/B :-Cartoon Box
2) W/B :-Wooden Box
3) G/B :-Gunny Box
4) Cover
5) Plastic
Types of payment
1) COD(Cash on Delivery)
2) DOD(Demand draft/Check Delivery)
Freight determination process:
The following charges we are taking from the customers,
Basic Freight: The basic freight depends upon the charged weight of the shipment
and the freight per kg that we are charging according to our rate matrix, we are using
two different rate matrixes one for Express products and another one for the premium
products.
19
1) Freight charges
In Maharashtra freight charges 6 rupees per kg.
For Logistics sector the IATA (International Air Transport Association)
In Air :-( L*B*H)/366 for inches
(L*B*H)/6000 for centimeter
In Surface :-( L*B*H)/1728*10
Where L=Length
B=Breath
H=Height
2) ROVCharge (Risk on Value)
Risk coverage for GATIKWE is 2 types
a) Shippers risk
b) Carrier risk
3) COD/DOD Charges
0.05% of the invoice value
4) FOD Charge
Minimum FOD charge is 200 rupees
5) ODA Charges
If customer is non-metro location, then ODA charge is 1 rupee per kg
6) ESS Charge
Minimum ESS charge is 500 rupees.
7) Handling Charges
For GATIKWE manual it is the 1 rupee per kg.
8) Basic Charges
The basic charges of GATIKWE are 200 rupees per docket.
1) Freight charges
In Maharashtra freight charges 6 rupees per kg.
For Logistics sector the IATA (International Air Transport Association)
In Air :-( L*B*H)/366 for inches
(L*B*H)/6000 for centimeter
In Surface :-( L*B*H)/1728*10
Where L=Length
B=Breath
H=Height
2) ROVCharge (Risk on Value)
Risk coverage for GATIKWE is 2 types
a) Shippers risk
b) Carrier risk
3) COD/DOD Charges
0.05% of the invoice value
4) FOD Charge
Minimum FOD charge is 200 rupees
5) ODA Charges
If customer is non-metro location, then ODA charge is 1 rupee per kg
6) ESS Charge
Minimum ESS charge is 500 rupees.
7) Handling Charges
For GATIKWE manual it is the 1 rupee per kg.
8) Basic Charges
The basic charges of GATIKWE are 200 rupees per docket.
20
8) DPHCharge (Diesel price hike)
DPH Charge is the 40% of total freight value and ODA value.
FUEL SURCHARGE
MECHANISIM(DPH)
FUEL SURCHARGE SURCHARGE APPLICABLE ( % ON
FREIGHT{BASE&NONMETRO})
<50 Aggregate rate + 24% minimum DPH
>50-<50.5 2%
>50.5-<51 4%
>51-<51.5 6%
>51.5-<52 8%
>52-<52.5 10%
>52.5-<53 12%
And so on Every additional 50 paisa hike in diesel
per liter the fuel surcharge increases by
2%.
DPH Calculation:
Aggregate rate= (addition of 4 metro city fuel charge)/4.
E.g. let‟s say there is a contract between customer and GATIKWE in 1
st
July, 2012 that no
DPH charge will add with freight value and condition was that at that time aggregate Price
charge is 50 rupees and if 50 paisa hikes in diesel then fuel surcharge increases 2%.
But now in 1
st
July, 2013 the aggregate fuel charge is 70 rupees.so fuel charge addition
Will be---
70-50=20 rupees
So 20 rupees is 40 nos. of 50 paisa.
Customer will pay 40*2=80% of additional fuel charge on freight value now.
Service Tax
It is the 12.36% of the sub total charges
NOTE:
TBB (TO BE BILLED) is the GATIKWE permanent contractual customer.Here actual
weight and dimension will put and no extra charge is added. It is basically apply in a/c
customer of BOD customer.
8) DPHCharge (Diesel price hike)
DPH Charge is the 40% of total freight value and ODA value.
FUEL SURCHARGE
MECHANISIM(DPH)
FUEL SURCHARGE SURCHARGE APPLICABLE ( % ON
FREIGHT{BASE&NONMETRO})
<50 Aggregate rate + 24% minimum DPH
>50-<50.5 2%
>50.5-<51 4%
>51-<51.5 6%
>51.5-<52 8%
>52-<52.5 10%
>52.5-<53 12%
And so on Every additional 50 paisa hike in diesel
per liter the fuel surcharge increases by
2%.
DPH Calculation:
Aggregate rate= (addition of 4 metro city fuel charge)/4.
E.g. let‟s say there is a contract between customer and GATIKWE in 1
st
July, 2012 that no
DPH charge will add with freight value and condition was that at that time aggregate Price
charge is 50 rupees and if 50 paisa hikes in diesel then fuel surcharge increases 2%.
But now in 1
st
July, 2013 the aggregate fuel charge is 70 rupees.so fuel charge addition
Will be---
70-50=20 rupees
So 20 rupees is 40 nos. of 50 paisa.
Customer will pay 40*2=80% of additional fuel charge on freight value now.
Service Tax
It is the 12.36% of the sub total charges
NOTE:
TBB (TO BE BILLED) is the GATIKWE permanent contractual customer.Here actual
weight and dimension will put and no extra charge is added. It is basically apply in a/c
customer of BOD customer.
21
The different Booking channels in the distribution network of GATIKWE are as follows.
3.
Booking/ Pickup
4.
Online Booking
5. 5.
Enquiry
OU
OU
Kiosk / Cafe
GA
Customer Customer
OU
Sales Force
GA
Customer
Customer
Company Website
Sales Force
Customer
Customer Service
center
Sales Force
The different Booking channels in the distribution network of GATIKWE are as follows.
3.
Booking/ Pickup
4.
Online Booking
5. 5.
Enquiry
OU
OU
Kiosk / Cafe
GA
Customer Customer
OU
Sales Force
GA
Customer
Customer
Company Website
Sales Force
Customer
Customer Service
center
Sales Force
22
BOOKING PROCESS OF GATIKWEbyCUSTOMER SERCICE
1) Customer sends the service request to the GATIKWE customer care.
2) Then call center go for register the pickup or if customer wants some extra query
then forward the call to the HO cord retail or sales EDC. Head.
a) Then the EDC. Sales Head depute a sales staff for that
customer.
b) Sales staff may ensure the goods packing or contact to GA for
Pack or Pick.
2) After the register pick up the booking OU, booked all goods from customer and
send a pre-alert to the delivery OU.
3) Here the shift leader depute GA for ensure the quality parameter are met with
company norms or not, then go for dispatch.
BOOKING PROCESS OF GATIKWEbyCUSTOMER SERCICE
1) Customer sends the service request to the GATIKWE customer care.
2) Then call center go for register the pickup or if customer wants some extra query
then forward the call to the HO cord retail or sales EDC. Head.
a) Then the EDC. Sales Head depute a sales staff for that
customer.
b) Sales staff may ensure the goods packing or contact to GA for
Pack or Pick.
2) After the register pick up the booking OU, booked all goods from customer and
send a pre-alert to the delivery OU.
3) Here the shift leader depute GA for ensure the quality parameter are met with
company norms or not, then go for dispatch.
23
30C (Booking/pick-up)
GATIKWEimplements 30C as a booking module for GA people in 2013.It helps to
GA people to handle the Booking perfectly and GATIKWE gives Samsung tablet with
internet access for each GA to work with perfect environment without fail.
1) 30C
It is basically used for the material/goods pickup and loading case.
Parameter uses in 30C
1) Booking dockets
It contains Product Code such as:
a) Surface Express( code-24)
It is the surface service by GATIKWE. Here normal booking is done
and delivery time is 6-7 days.
b) Surface express Bulk (code-66)
It is also surface service but booking is only up to 50 kg only and
delivery time is 5 days.
c) Express plus (Code-74)
It is also surface service but booking is same as surface express and
delivery time is 3 days. Here the service rate is Maximum.
d )GATIKWE Laabh (code-20)
Here booking weight is 20 kg, docket fixed 540 rupees and delivery city
is metro only and GATIKWE direct.
e) Premium (code-02)
It is the air cargo service by GATIKWE but booking is only up to 1 to 15
kg and delivery assured date is 1 days.
f) Premium plus-12 hour (code-04)
It is the air cargo service by GATIKWE but booking is only up to 1 to 15
kg and delivery time is 12 hour. Here charge is double than premium
cargo service.
g) Premium plus-24 hour (code-05)
It is the air cargo service by GATIKWE but booking is only up to 1 to
15 kg and delivery time is 24 hour. Here charge is same as premium but
service charge is Maximum.
30C (Booking/pick-up)
GATIKWEimplements 30C as a booking module for GA people in 2013.It helps to
GA people to handle the Booking perfectly and GATIKWE gives Samsung tablet with
internet access for each GA to work with perfect environment without fail.
1) 30C
It is basically used for the material/goods pickup and loading case.
Parameter uses in 30C
1) Booking dockets
It contains Product Code such as:
a) Surface Express( code-24)
It is the surface service by GATIKWE. Here normal booking is done
and delivery time is 6-7 days.
b) Surface express Bulk (code-66)
It is also surface service but booking is only up to 50 kg only and
delivery time is 5 days.
c) Express plus (Code-74)
It is also surface service but booking is same as surface express and
delivery time is 3 days. Here the service rate is Maximum.
d )GATIKWE Laabh (code-20)
Here booking weight is 20 kg, docket fixed 540 rupees and delivery city
is metro only and GATIKWE direct.
e) Premium (code-02)
It is the air cargo service by GATIKWE but booking is only up to 1 to 15
kg and delivery assured date is 1 days.
f) Premium plus-12 hour (code-04)
It is the air cargo service by GATIKWE but booking is only up to 1 to 15
kg and delivery time is 12 hour. Here charge is double than premium
cargo service.
g) Premium plus-24 hour (code-05)
It is the air cargo service by GATIKWE but booking is only up to 1 to
15 kg and delivery time is 24 hour. Here charge is same as premium but
service charge is Maximum.
24
Basis
Here the basis is 2 types
1) TBB (TO BE BILLED)
2) FOD (FREIGHT ON DELIVERY)
Customer Code
If customer is the regular of GATIKWE, then customer code will be there else
customer code is 99999.
Goods code
1) House goods(401)
2) Electrical(102)
3) Pharm.(605)
4) Stationary(705)
Types of goods
1) Cartoon box
2) Plastic
3) Gunny box
4) Cover
5) Wooden box
2) Pick up
1) Pick-up date
2) Status(pending, accepted, rejected, close)
Pick up slip Process
Pick up
slip
Docket
No
Shipper
Name
No of
pkg.
Actual
Weight
OU code
Ship value
Goods
Code
Goods
Type
Basis
Here the basis is 2 types
1) TBB (TO BE BILLED)
2) FOD (FREIGHT ON DELIVERY)
Customer Code
If customer is the regular of GATIKWE, then customer code will be there else
customer code is 99999.
Goods code
1) House goods(401)
2) Electrical(102)
3) Pharm.(605)
4) Stationary(705)
Types of goods
1) Cartoon box
2) Plastic
3) Gunny box
4) Cover
5) Wooden box
2) Pick up
1) Pick-up date
2) Status(pending, accepted, rejected, close)
Pick up slip Process
Pick up
slip
Docket
No
Shipper
Name
No of
pkg.
Actual
Weight
OU code
Ship value
Goods
Code
Goods
Type
25
Docket entry in 30C
In 30C as soon as the GA enter a pin code he will get a popup, which will have all
location defined in that area. System will also indicate that distance is ESS OR
DIRECT.
Advantages
1) Due to 30C when GA putpincode it shows the atmatically details
of the customer and it makes easy for booking.
2) When GA put data on 30C, the operater automatically acess all
data imidieatly and process it .
3) It helps in decrease time consuming for booking.
4) It helps in perfect docket entry,which basically helps in PDC
generation and decrease the pop-up like “invalid docket”.
5) It gives the all data of shipper and customer with goods details.
Docket entry in 30C
In 30C as soon as the GA enter a pin code he will get a popup, which will have all
location defined in that area. System will also indicate that distance is ESS OR
DIRECT.
Advantages
1) Due to 30C when GA putpincode it shows the atmatically details
of the customer and it makes easy for booking.
2) When GA put data on 30C, the operater automatically acess all
data imidieatly and process it .
3) It helps in decrease time consuming for booking.
4) It helps in perfect docket entry,which basically helps in PDC
generation and decrease the pop-up like “invalid docket”.
5) It gives the all data of shipper and customer with goods details.
26
30C
Basis Pin code
check
FOD
Surface
express
Express bulk
Express plus
Gatilaabh
Premium Premium
plus-12
hour
Product code
Booking dkt
TBB
Service
Pick up
GA profile
Pending
dktimg
Basis
Pick up
date
Status
Pending
Accept
ed
Rejected
Close
Pick up slip
Shipper
name
No of pkt
Actual weight
Ship value
Docket no OU code
Goods code
Goods Types
House goods
(401)
Electrical
goods (102)
Stationary
(705)
Pharm. (605)
Gunny
box Wooden box
Cartoon
box
Cover
Plastic
Customer
code
30C
Basis Pin code
check
FOD
Surface
express
Express bulk
Express plus
Gatilaabh
Premium Premium
plus-12
hour
Product code
Booking dkt
TBB
Service
Pick up
GA profile
Pending
dktimg
Basis
Pick up
date
Status
Pending
Accept
ed
Rejected
Close
Pick up slip
Shipper
name
No of pkt
Actual weight
Ship value
Docket no OU code
Goods code
Goods Types
House goods
(401)
Electrical
goods (102)
Stationary
(705)
Pharm. (605)
Gunny
box Wooden box
Cartoon
box
Cover
Plastic
Customer
code
27
1
st
shift Shipment Receiving Procedure
Shipment receiving procedure
The shipment receiving procedure starts with the arrival of the vehicle at the operating
unit. As soon as the vehicle arrives at the gate of the OU the arrival time of the
vehicle is entered in the THC of the vehicle. Then the documents i.e. THC and TC are
collected from the driver and by using the THC/TC number and generate an
unloading tally and unload the vehicle. After unloading the vehicle the data is
received and DEPS are updated if there are any. DEPS can be updated till 4 hours
after receiving the data.
Documents to be collected from the driver
TC copies that are pertaining to the shipments meant for the particular
operating unit.
The dockets of the shipments to be delivered by the particular OU.
The THC copy
Verifying seal and checking loading condition
The seal number should be tallied with the seal number written on the THC and also
check whether the seal has been in any way tampered or damaged.
The loading condition inside the vehicle is checked to see whether there is any
damage to the shipments due to leakage or improper stacking of shipment inside the
vehicle.
Preparation and approving of unloading tally
Unloading tally is prepared by using the THC/TC number and instead of receiving
data we click on the print option and save it and from we generate unloading tally
which consists of last 4 digits of the docket numbers in increasing order so as to
simplify the process of unloading. Unloading tally can be approved by tallying with
the dockets received from the driver.
Shipment unloading process
The shipment is unloaded by tallying with the unloading tally. An employee of
GATIKWE will supervise the unloading process and will sign the unloading tally
after unloading and will also get it signed by the driver. The unloaded material is
segregated according to the further OU for which it is destined. Generally the
packages corresponding to the same docket are placed together.
The details of DEPS are then updated (if there are any) in the system and then the data
is received.
1
st
shift Shipment Receiving Procedure
Shipment receiving procedure
The shipment receiving procedure starts with the arrival of the vehicle at the operating
unit. As soon as the vehicle arrives at the gate of the OU the arrival time of the
vehicle is entered in the THC of the vehicle. Then the documents i.e. THC and TC are
collected from the driver and by using the THC/TC number and generate an
unloading tally and unload the vehicle. After unloading the vehicle the data is
received and DEPS are updated if there are any. DEPS can be updated till 4 hours
after receiving the data.
Documents to be collected from the driver
TC copies that are pertaining to the shipments meant for the particular
operating unit.
The dockets of the shipments to be delivered by the particular OU.
The THC copy
Verifying seal and checking loading condition
The seal number should be tallied with the seal number written on the THC and also
check whether the seal has been in any way tampered or damaged.
The loading condition inside the vehicle is checked to see whether there is any
damage to the shipments due to leakage or improper stacking of shipment inside the
vehicle.
Preparation and approving of unloading tally
Unloading tally is prepared by using the THC/TC number and instead of receiving
data we click on the print option and save it and from we generate unloading tally
which consists of last 4 digits of the docket numbers in increasing order so as to
simplify the process of unloading. Unloading tally can be approved by tallying with
the dockets received from the driver.
Shipment unloading process
The shipment is unloaded by tallying with the unloading tally. An employee of
GATIKWE will supervise the unloading process and will sign the unloading tally
after unloading and will also get it signed by the driver. The unloaded material is
segregated according to the further OU for which it is destined. Generally the
packages corresponding to the same docket are placed together.
The details of DEPS are then updated (if there are any) in the system and then the data
is received.
28
DEPS PROCESS
D-Damage, E-Extra, P-Pilferage (material short, only cartoon box found), S-Shortage
Causes of DEPS
1) Missing and damages.
2) Leakage/ Pilferage/Shortage.
3) Theft/Hijack.
4) Poor packing.
5) Improper stacking/loading.
6) Irregularities of road.
7) Vehicle accident.
8) Fire/flood/cyclone.
Evolution in DEPS process
Restriction in multiple entries….
e.g. “A” sends 10 pkg. to “B”, when “B” checked the pkg., he found that 1 pkg. short.
So “B” will enter DEPS. When again “B” will send it to “c” the 9 pkg.,”c” can‟t be
enter DEPS.If any damage/pilferage occurs “C” enters DEPS.
Auto Escalation process: After damage entry system will automatically prepare a
mail and send to booking OU for taking necessary action.
Auto Escalation for OBN (observation note): If bad POD system will find, it will
automatically generate complaints against customer care cell and dly OU for OBN
insurance purpose.
Square off process: If “A” send to “B” 10 pkg. but mistakenly “C” got extra 1 pkg.
and “b” got 1 pkg. shortage.so here “c” DEPS for extra pkg., then “A” DEPS will
automatically remove from “B”.
PROCESS OF DEPS PKG. UPTATION
If any OU receive any DEPS pkg. the GEMS gives a pop up for any updating, then
after update the DEPS, it will allow for approval.
DEPS PROCESS
D-Damage, E-Extra, P-Pilferage (material short, only cartoon box found), S-Shortage
Causes of DEPS
1) Missing and damages.
2) Leakage/ Pilferage/Shortage.
3) Theft/Hijack.
4) Poor packing.
5) Improper stacking/loading.
6) Irregularities of road.
7) Vehicle accident.
8) Fire/flood/cyclone.
Evolution in DEPS process
Restriction in multiple entries….
e.g. “A” sends 10 pkg. to “B”, when “B” checked the pkg., he found that 1 pkg. short.
So “B” will enter DEPS. When again “B” will send it to “c” the 9 pkg.,”c” can‟t be
enter DEPS.If any damage/pilferage occurs “C” enters DEPS.
Auto Escalation process: After damage entry system will automatically prepare a
mail and send to booking OU for taking necessary action.
Auto Escalation for OBN (observation note): If bad POD system will find, it will
automatically generate complaints against customer care cell and dly OU for OBN
insurance purpose.
Square off process: If “A” send to “B” 10 pkg. but mistakenly “C” got extra 1 pkg.
and “b” got 1 pkg. shortage.so here “c” DEPS for extra pkg., then “A” DEPS will
automatically remove from “B”.
PROCESS OF DEPS PKG. UPTATION
If any OU receive any DEPS pkg. the GEMS gives a pop up for any updating, then
after update the DEPS, it will allow for approval.
29
EAXTRA DEPS UPDATION
After clicking the DEPS update then stock and DEPS updating form will open and
click on extra update, then when docket no. entry, it automatically capture the extra
pkg. no. you have to select all the pkg. No and TC no. as per in unloading tally.
If delivered docket has DEPS:
1) Unloading time, the service associate make changes of PDC taken as
delivered to “delivered”. At that time a new window open and catch
the DEPS.
2) According to customer remark on PDC, if remark is good,
then PDC nullified/removed. Else save the PDC.
EAXTRA DEPS UPDATION
After clicking the DEPS update then stock and DEPS updating form will open and
click on extra update, then when docket no. entry, it automatically capture the extra
pkg. no. you have to select all the pkg. No and TC no. as per in unloading tally.
If delivered docket has DEPS:
1) Unloading time, the service associate make changes of PDC taken as
delivered to “delivered”. At that time a new window open and catch
the DEPS.
2) According to customer remark on PDC, if remark is good,
then PDC nullified/removed. Else save the PDC.
30
Records to be maintained at OU
Unloading tally.
TC‟s Received.
Incoming Challan.
Shipment Dispatching Procedure
Process of vehicle inspection:-
The vehicle inspection condition is done w.r.to
Physical condition of the vehicle
Permits and paper work of the vehicle
The things to be checked regarding the Permits and paper work of the vehicle are
The Fitness certificate, Insurance, National permit or State permit to operate in
that particular state.
The Registration certificate of the vehicle, Driving License of the driver.
Process of preparing loading slip, THC and loading tally:-
The loading slip, THC (trip higher contract) and loading tally are prepared for
dispatch of shipments. The process of preparing them is as following.
THC: - Trip higher contract contains the all the material details and deriver details.
Records to be maintained at OU
Unloading tally.
TC‟s Received.
Incoming Challan.
Shipment Dispatching Procedure
Process of vehicle inspection:-
The vehicle inspection condition is done w.r.to
Physical condition of the vehicle
Permits and paper work of the vehicle
The things to be checked regarding the Permits and paper work of the vehicle are
The Fitness certificate, Insurance, National permit or State permit to operate in
that particular state.
The Registration certificate of the vehicle, Driving License of the driver.
Process of preparing loading slip, THC and loading tally:-
The loading slip, THC (trip higher contract) and loading tally are prepared for
dispatch of shipments. The process of preparing them is as following.
THC: - Trip higher contract contains the all the material details and deriver details.
31
Enter all the required details like vendor mobile and Save THC number is
generated.
Loading Slips
Enter and Loading slip number is generated.
Loading sheet prepared at GEMS
It is prepared at the time of loading.so the parameters are used as docket no, mode
(air/surface), actual weight, charged weight, destination and no of packets.
Loading Sheet
Docket
No.
Mode Actual wt. Charged wt. Destination Packets
Simply
Load/Unload
Trip
Process
Vehicle
No
Route
selection
and
Timing
T P
code
Vehicle
Details
Driver
Details
Vehicle
Hire
Details
Advance
Details
Loading
slip
number
Enter all the required details like vendor mobile and Save THC number is
generated.
Loading Slips
Enter and Loading slip number is generated.
Loading sheet prepared at GEMS
It is prepared at the time of loading.so the parameters are used as docket no, mode
(air/surface), actual weight, charged weight, destination and no of packets.
Loading Sheet
Docket
No.
Mode Actual wt. Charged wt. Destination Packets
Simply
Load/Unload
Trip
Process
Vehicle
No
Route
selection
and
Timing
T P
code
Vehicle
Details
Driver
Details
Vehicle
Hire
Details
Advance
Details
Loading
slip
number
32
Loading/Unloading tally
In loading/unloading tally the sector code will be based on Bin mapping. E.g. if OU
defined PCY under MAAO Bin, then MAAO will be printed as touch point code.
The user easily identified where shipments need to be store in based on touch point
code.
Note: - for loading tally retrieval touch point code will be printed but in unloading
tally storage touch point code will be printed.
Dispatch Process
Process of loading shipment in vehicle
The shipment is loaded in the vehicle by tallying it with the loading tally. An
employee of GATIKWE supervises the loading process with the help of the loading
tally. Loading tally contains the docket no‟s and the no of packages to be loaded into
the vehicle.
DMRV Process
Daily Movement of Route Vehicle is the process by which we can update the route a
particular vehicle is taking on that particular day or time. It provides information
about the routes which are being serviced and by which vehicles. It also helps in fleet
management and route planning.
•Click on
generate L.T
•loading tally is
generated
Click on
population
•dockets
to be
loaded
save
click on
TC/DMRV
process
TC is
generated
Send the
TC to
generate
DMRV No.
Loading/Unloading tally
In loading/unloading tally the sector code will be based on Bin mapping. E.g. if OU
defined PCY under MAAO Bin, then MAAO will be printed as touch point code.
The user easily identified where shipments need to be store in based on touch point
code.
Note: - for loading tally retrieval touch point code will be printed but in unloading
tally storage touch point code will be printed.
Dispatch Process
Process of loading shipment in vehicle
The shipment is loaded in the vehicle by tallying it with the loading tally. An
employee of GATIKWE supervises the loading process with the help of the loading
tally. Loading tally contains the docket no‟s and the no of packages to be loaded into
the vehicle.
DMRV Process
Daily Movement of Route Vehicle is the process by which we can update the route a
particular vehicle is taking on that particular day or time. It provides information
about the routes which are being serviced and by which vehicles. It also helps in fleet
management and route planning.
•Click on
generate L.T
•loading tally is
generated
Click on
population
•dockets
to be
loaded
save
click on
TC/DMRV
process
TC is
generated
Send the
TC to
generate
DMRV No.
33
DELIVERY PROCESS
Delivery planning in GEMS
Now GATIKWE has a single window solution for managing the deliveries called
“Delivery Module”. The following key activities are…..
1) Pre-assigned docket and PDC generation.
2) Re-assign docket and un-delivery reason
3) Advance delivery docket report.
1) Pre-assigned docket and PDC generation
Once open this delivery module, ask for GA code, after putting GA code and hit
populate, it shows all the docket assigned for GA. The basis for pre-selection is GA
pin code combination and location name in new docket entry.
PDC generation: Now select the docket for PDC generation and click PDC generation
tab.If however some docket required the MR, then 1
st
prepare MR then go for
PDC.
DELIVERY PROCESS
Delivery planning in GEMS
Now GATIKWE has a single window solution for managing the deliveries called
“Delivery Module”. The following key activities are…..
1) Pre-assigned docket and PDC generation.
2) Re-assign docket and un-delivery reason
3) Advance delivery docket report.
1) Pre-assigned docket and PDC generation
Once open this delivery module, ask for GA code, after putting GA code and hit
populate, it shows all the docket assigned for GA. The basis for pre-selection is GA
pin code combination and location name in new docket entry.
PDC generation: Now select the docket for PDC generation and click PDC generation
tab.If however some docket required the MR, then 1
st
prepare MR then go for
PDC.
34
2) Re-assigning docket
If some GA is absent, then go for re-assigning dockets.so in delivery module go for “docket
allocation” and enter the new GA code with docket no.
Docket delivery exception
If there is a delivery exception like “payment not ready”….etc…then go for docket
exception form.Then go for update and these update will be visible In tracing as
virtual attempts.
3) Advance Delivery report.
There are 2 option one of summary and other of details.
GA wise undelivered report
2) Re-assigning docket
If some GA is absent, then go for re-assigning dockets.so in delivery module go for “docket
allocation” and enter the new GA code with docket no.
Docket delivery exception
If there is a delivery exception like “payment not ready”….etc…then go for docket
exception form.Then go for update and these update will be visible In tracing as
virtual attempts.
3) Advance Delivery report.
There are 2 option one of summary and other of details.
GA wise undelivered report
35
Here we can check the GA wise undelivered, PDC not prepared and docket
exception report. This is using this report to review the GA.
Diagrammatic logic of Delivery module
The key fields are location code from docket entry and GA code from GA pincode
combination form.
Delivery external Process:-
Material Segregation process:-
Materials i.e. shipments that are to be delivered locally are segregated according to
the last digit of their docket number i.e. all dockets ending with number 1 are stacked
separately, dockets ending with number 2 are stacked separately and so on. This
simplifies the process and reduces the time wasted for searching of materials. The
shipments are delivered by the delivery GA‟s, each GA is allocated a specific territory
in which he operates. GA‟s collected the dockets which are to be delivered in their
territory and find the shipments and stacks them near their vehicles.
Octroi Charge/Tax Updating:-
What is Octroi?
Here we can check the GA wise undelivered, PDC not prepared and docket
exception report. This is using this report to review the GA.
Diagrammatic logic of Delivery module
The key fields are location code from docket entry and GA code from GA pincode
combination form.
Delivery external Process:-
Material Segregation process:-
Materials i.e. shipments that are to be delivered locally are segregated according to
the last digit of their docket number i.e. all dockets ending with number 1 are stacked
separately, dockets ending with number 2 are stacked separately and so on. This
simplifies the process and reduces the time wasted for searching of materials. The
shipments are delivered by the delivery GA‟s, each GA is allocated a specific territory
in which he operates. GA‟s collected the dockets which are to be delivered in their
territory and find the shipments and stacks them near their vehicles.
Octroi Charge/Tax Updating:-
What is Octroi?
36
It is called as the entry tax. It is depend on state government rule and
regulation.Octroi is not included inside the state delivery.E.g. in Maharashtra, let‟s
say a goods is delivered from Bandra to Andheri. Here no Octroi is needed. For
MaharashtraOctroi charge is 5.5% of the value of deliver goods. Some state Octroi is
not needed like Punjab, Gujarat, Delhi but form no 403 is required to deliver the
goods. In Jammu Kashmir there is no Octroi but required the entry fee.
How Octroi/E.Tax/Service Tax Calculated.
In GATIKWE the normal service Tax is 125 but due to customer dis-satisfaction
GATIKWE updated as-If the goods charge is below 500 rupees, then 50 rupees
deducted as Tax. e.g. Let‟s a docket value is 10000 rupees, and then the Octroi charge
is 5.5% that is 550 rupees. Then service tax is 12.36% of 550 rupees is 67.98.
So E.Tax is 125+67.98=192.98 rupees.
For contractual customer it varies 1% to 3% instead of 5.5%.
OCTROI BILLS
Money Receipt Preparation Process:-
Money receipt is a must for delivering any shipment. We cannot prepare the delivery
PDC if money receipt is not prepared for even one docket of the numerous dockets for
which the PDC is being prepared. The money receipt is generally prepared for FOD
shipments as for paid shipments money receipt is automatically updated in the system.
The money receipt is prepared while preparing the delivery PDC by entering the
details in the money receipt form.
For money receipt preparation the parameters are needed below:-
How Bulk Delivery Money Receipt Generation in GEMS
FOD MR Docket details
Docket no
FOD Amount
Service Tax
Total Amount
C‟nee Code
FOD-Freight on deliveryC‟nee Code-consign Code
Money receipt
It is called as the entry tax. It is depend on state government rule and
regulation.Octroi is not included inside the state delivery.E.g. in Maharashtra, let‟s
say a goods is delivered from Bandra to Andheri. Here no Octroi is needed. For
MaharashtraOctroi charge is 5.5% of the value of deliver goods. Some state Octroi is
not needed like Punjab, Gujarat, Delhi but form no 403 is required to deliver the
goods. In Jammu Kashmir there is no Octroi but required the entry fee.
How Octroi/E.Tax/Service Tax Calculated.
In GATIKWE the normal service Tax is 125 but due to customer dis-satisfaction
GATIKWE updated as-If the goods charge is below 500 rupees, then 50 rupees
deducted as Tax. e.g. Let‟s a docket value is 10000 rupees, and then the Octroi charge
is 5.5% that is 550 rupees. Then service tax is 12.36% of 550 rupees is 67.98.
So E.Tax is 125+67.98=192.98 rupees.
For contractual customer it varies 1% to 3% instead of 5.5%.
OCTROI BILLS
Money Receipt Preparation Process:-
Money receipt is a must for delivering any shipment. We cannot prepare the delivery
PDC if money receipt is not prepared for even one docket of the numerous dockets for
which the PDC is being prepared. The money receipt is generally prepared for FOD
shipments as for paid shipments money receipt is automatically updated in the system.
The money receipt is prepared while preparing the delivery PDC by entering the
details in the money receipt form.
For money receipt preparation the parameters are needed below:-
How Bulk Delivery Money Receipt Generation in GEMS
FOD MR Docket details
Docket no
FOD Amount
Service Tax
Total Amount
C‟nee Code
FOD-Freight on deliveryC‟nee Code-consign Code
Money receipt
37
Customer_code:99999OU_Code: BOMN
Address: Address:
Receipt No: BOMN/2013/ 0015887 Date: 06-may-2013
Sl no Docket no Freight Cod Octroi E.tax Demurrage Service tax Total
( Service tax is inclusive of 2% education cases)
Intimation Letter
Intimation letter is prepared for all the COD/DOD deliveries. It is done so that the
consignee would be ready with a cheque or draft for the specified amount so as enable
the delivery. (The process of issuing of intimation letter is not being followed in the
EDC; the GA would call the consignee and intimate him regarding the COD
delivery).
GA wise PDC preparation:-
Delivery PDC is prepared for each GA. It contains the entire docket no‟s and details
like no of packages and the weight of shipment etc. which are being taken for delivery
by the particular GA. Two printouts of the PDC are taken and one is given to the GA
on which he gets the signature of the consignee and the other copy is with the staff
which is used for tallying the loading of goods into the GA vehicle and the same copy
is signed by both GA (acknowledging the receipt of goods) and the staff member who
supervised the loading of the vehicle.
PDC: After the separation of the dockets according to the GA‟s area the next task is
the preparation of the Pick-up Delivery Challan. (PDC), it contains date, time, and
OU code, docket no, number of packages, weight, delivery instructions, money
amount, COD/DOD amount.
Essential parameters:
Problems when PDC generation
Customer_code:99999OU_Code: BOMN
Address: Address:
Receipt No: BOMN/2013/ 0015887 Date: 06-may-2013
Sl no Docket no Freight Cod Octroi E.tax Demurrage Service tax Total
( Service tax is inclusive of 2% education cases)
Intimation Letter
Intimation letter is prepared for all the COD/DOD deliveries. It is done so that the
consignee would be ready with a cheque or draft for the specified amount so as enable
the delivery. (The process of issuing of intimation letter is not being followed in the
EDC; the GA would call the consignee and intimate him regarding the COD
delivery).
GA wise PDC preparation:-
Delivery PDC is prepared for each GA. It contains the entire docket no‟s and details
like no of packages and the weight of shipment etc. which are being taken for delivery
by the particular GA. Two printouts of the PDC are taken and one is given to the GA
on which he gets the signature of the consignee and the other copy is with the staff
which is used for tallying the loading of goods into the GA vehicle and the same copy
is signed by both GA (acknowledging the receipt of goods) and the staff member who
supervised the loading of the vehicle.
PDC: After the separation of the dockets according to the GA‟s area the next task is
the preparation of the Pick-up Delivery Challan. (PDC), it contains date, time, and
OU code, docket no, number of packages, weight, delivery instructions, money
amount, COD/DOD amount.
Essential parameters:
Problems when PDC generation
38
1) Shows invalid docket due to docket not entry in booking OU.
2) Invalid OU, if the goods are in wrong OU.
3) Sometime it will show invalid docket due to invalid pin code.
PDC NO.-156743
GA CODE-6093427
TOTAL--
60673.78
STAFF CODE: 40616D
STAFF NAME: MAYUR RAI
VARIFIEDSIGNATURE
ADVANTAGES
2) Proof of delivery
3) It helps to tracking the Docket no.
4) PDCalways generated two copy, if 1
st
copy is missing or GA complain
that PDC was manually, it helps to handle the problem
DELIVERY CHALLAN REPORT
SL
N0
.
ST
N
DKT
NO
P
K
G
S
WT. RECIV
ER
DETAI
LS.
PDC
CHA
RGE
BASI
S
CO
D/
DO
D
COD MR AD
DL
AM
T.
AD
DL.
RE
MID
S
1 BWD499012768 21650.56
A.K ACHARYA 455.00 FOD - - 21456.78 -
ANDHERI(W)
2 BWD 532874093 1 10 S. KULKARNI 378.34 TBB -
- 563 -
VARSOA
3 BOMO 432557643 23 470.89 RAKESH STUDIO 339 FOD - -
38654.00 -
ANDHERI(E)
1) Shows invalid docket due to docket not entry in booking OU.
2) Invalid OU, if the goods are in wrong OU.
3) Sometime it will show invalid docket due to invalid pin code.
PDC NO.-156743
GA CODE-6093427
TOTAL--
60673.78
STAFF CODE: 40616D
STAFF NAME: MAYUR RAI
VARIFIEDSIGNATURE
ADVANTAGES
2) Proof of delivery
3) It helps to tracking the Docket no.
4) PDCalways generated two copy, if 1
st
copy is missing or GA complain
that PDC was manually, it helps to handle the problem
DELIVERY CHALLAN REPORT
SL
N0
.
ST
N
DKT
NO
P
K
G
S
WT. RECIV
ER
DETAI
LS.
PDC
CHA
RGE
BASI
S
CO
D/
DO
D
COD MR AD
DL
AM
T.
AD
DL.
RE
MID
S
1 BWD499012768 21650.56
A.K ACHARYA 455.00 FOD - - 21456.78 -
ANDHERI(W)
2 BWD 532874093 1 10 S. KULKARNI 378.34 TBB -
- 563 -
VARSOA
3 BOMO 432557643 23 470.89 RAKESH STUDIO 339 FOD - -
38654.00 -
ANDHERI(E)
39
5) It helps to tally the no, of packets with docket number in loading
process
6) It contains the signature of service associate, if any shortage will come
then all the responsible will take by associates.
How to handle the Problem in PDC Generation
1) If shows the docket invalid go to docket tracking, then change the OU in
redirection form.
2) Else got to simply receive process.
Note: 1) Redirection can be done within EDC of delivery OU only.
2) Any business partner if not uploaded pan image with details, hence 20% of TDS
will be applicable on PDC approval.
3) If docket details not in system, associate generate a manual PDCand conform to
the BookingOU.
OPEN
REDIRECTIO
N FORM
PUT DOCKET
NO
PUT NEW
DELIVERED
OU
CHANGED
THE OU GO TO
DELIVERY
MODULE
PUT
DOCKET NO
ENTER
Click on
en route
copy
ZIPP-
manif
est no
open
receiv
e
proce
ss
Open
simply
Load/
Unloa
d
put in
TC/M
F no
POPU
LATE
5) It helps to tally the no, of packets with docket number in loading
process
6) It contains the signature of service associate, if any shortage will come
then all the responsible will take by associates.
How to handle the Problem in PDC Generation
1) If shows the docket invalid go to docket tracking, then change the OU in
redirection form.
2) Else got to simply receive process.
Note: 1) Redirection can be done within EDC of delivery OU only.
2) Any business partner if not uploaded pan image with details, hence 20% of TDS
will be applicable on PDC approval.
3) If docket details not in system, associate generate a manual PDCand conform to
the BookingOU.
OPEN
REDIRECTIO
N FORM
PUT DOCKET
NO
PUT NEW
DELIVERED
OU
CHANGED
THE OU GO TO
DELIVERY
MODULE
PUT
DOCKET NO
ENTER
Click on
en route
copy
ZIPP-
manif
est no
open
receiv
e
proce
ss
Open
simply
Load/
Unloa
d
put in
TC/M
F no
POPU
LATE
40
Delivering shipment to the customer:-
The vehicle of the GA is loaded in LIFO method i.e. the last shipment comes out first.
It is done so as we cannot access all the shipments in the GA‟s vehicle for example if
the shipment that has to be delivered first is placed first then we have to empty the
vehicle to access it.
The delivery process depends on various factors like
If the shipment is booked under COD then the delivery is made only after
collecting the cheque/cash for the shipment to be delivered.
If the shipment is booked as FOD then it is delivered after collecting the
freight charges.
The GA then delivers the shipment to the customer takes his name, seal and signature,
date & time and remarks on the docket and gives the receivers copy to the customer
and also takes the signature on the PDC copy of the GA. The GA then uploads the
POD copy by using the 10C application and returns the physical POD copy and the
undelivered shipments to the operating unit.
Receiving undelivered shipment from GA and updating in GEMS
The undelivered shipment is returned to the OU by the GA, where the staff would
check the shipments and tally them with the PDC copy and the dockets remained with
the GA and take the possession of the shipments and the dockets. The undelivered
shipments are updated in GEMS during the process of updating the POD‟s of
delivered shipments.
OTHER ACTIVITY AFTER DELIVERY
Process of preparing and approving PFN
PFN is prepared after all the deliveries for the days are completed and POD‟s are
uploaded. PFN is prepared by selecting PFN preparation form in GEMS and clicking
on the tab populates the POD‟s. PFN is document that contains the docket numbers of
those shipments which are delivered and their POD‟s are uploaded. In cases of direct
deliveries even if the POD‟s are not uploaded their data is included in the PFN.
The staff who prepares the PFN approves it by taking the printout of the PFN copy
and manually approves it by tallying it with the physical copy of POD‟s.
The PFN along with the physical POD‟s are sent to the central POD cell by
generating the FOC docket by air.
Stock Verification
Delivering shipment to the customer:-
The vehicle of the GA is loaded in LIFO method i.e. the last shipment comes out first.
It is done so as we cannot access all the shipments in the GA‟s vehicle for example if
the shipment that has to be delivered first is placed first then we have to empty the
vehicle to access it.
The delivery process depends on various factors like
If the shipment is booked under COD then the delivery is made only after
collecting the cheque/cash for the shipment to be delivered.
If the shipment is booked as FOD then it is delivered after collecting the
freight charges.
The GA then delivers the shipment to the customer takes his name, seal and signature,
date & time and remarks on the docket and gives the receivers copy to the customer
and also takes the signature on the PDC copy of the GA. The GA then uploads the
POD copy by using the 10C application and returns the physical POD copy and the
undelivered shipments to the operating unit.
Receiving undelivered shipment from GA and updating in GEMS
The undelivered shipment is returned to the OU by the GA, where the staff would
check the shipments and tally them with the PDC copy and the dockets remained with
the GA and take the possession of the shipments and the dockets. The undelivered
shipments are updated in GEMS during the process of updating the POD‟s of
delivered shipments.
OTHER ACTIVITY AFTER DELIVERY
Process of preparing and approving PFN
PFN is prepared after all the deliveries for the days are completed and POD‟s are
uploaded. PFN is prepared by selecting PFN preparation form in GEMS and clicking
on the tab populates the POD‟s. PFN is document that contains the docket numbers of
those shipments which are delivered and their POD‟s are uploaded. In cases of direct
deliveries even if the POD‟s are not uploaded their data is included in the PFN.
The staff who prepares the PFN approves it by taking the printout of the PFN copy
and manually approves it by tallying it with the physical copy of POD‟s.
The PFN along with the physical POD‟s are sent to the central POD cell by
generating the FOC docket by air.
Stock Verification
41
Stock verification is done by taking manual stock and tallying with the system stock.
The physical stock is taken by noting down the docket numbers and the no of
packages of shipments present in the warehouse according to their delivery location.
Tally the physical stock with the system stock to note whether there are any
discrepancies in the system stock.
Notice Post
Let‟s say that some goods are inside the good down but customer not responding it.so
the GATIKWEposts a notice twice,one is after 6 days and another is after 15 days,
then goods go for UCG procedure.
UCG procedure for undelivered shipment
In case of undelivered shipment the no attempt of delivery and the reason for the non-
delivery is updated and appropriate action is taken in accordance with the UCG
guidelines.
Guideline for FOD Outstanding
Above 30 days FOD stock lying at your OU has to be checked with customer and
should be delivered, if not delivered within 30 days, then go for rebook the shipment
as per the UCG procedure.
Rebooking procedure
a) After conformation from booking OU and the customer, the stock
must be rebooked to the UCG according to the contract.
b) When the docket entry for rebooking occurring, rebooking option will
be put instead of docket type and original docket number will be
mentioned against the ref. docket no. Thus the original docket no will
be automatically removed from the FOD Outstanding
1) Ensure the demurrage charge and warehousing charge.
2) If any FOD shipment is misroute the properly send it to correct route.
3) If some FOD shipments are untraceable, then all the responsible go for booking
OU, last stock OU, destination OU.
CTL Delivery Process
Container Truck Load or Full Truck Load delivery is done by direct delivery i.e. the
shipment will go to the consignee‟s place directly without entering the delivery OU.
By this method time and money are saved.
FOC (Free on Cost)
Stock verification is done by taking manual stock and tallying with the system stock.
The physical stock is taken by noting down the docket numbers and the no of
packages of shipments present in the warehouse according to their delivery location.
Tally the physical stock with the system stock to note whether there are any
discrepancies in the system stock.
Notice Post
Let‟s say that some goods are inside the good down but customer not responding it.so
the GATIKWEposts a notice twice,one is after 6 days and another is after 15 days,
then goods go for UCG procedure.
UCG procedure for undelivered shipment
In case of undelivered shipment the no attempt of delivery and the reason for the non-
delivery is updated and appropriate action is taken in accordance with the UCG
guidelines.
Guideline for FOD Outstanding
Above 30 days FOD stock lying at your OU has to be checked with customer and
should be delivered, if not delivered within 30 days, then go for rebook the shipment
as per the UCG procedure.
Rebooking procedure
a) After conformation from booking OU and the customer, the stock
must be rebooked to the UCG according to the contract.
b) When the docket entry for rebooking occurring, rebooking option will
be put instead of docket type and original docket number will be
mentioned against the ref. docket no. Thus the original docket no will
be automatically removed from the FOD Outstanding
1) Ensure the demurrage charge and warehousing charge.
2) If any FOD shipment is misroute the properly send it to correct route.
3) If some FOD shipments are untraceable, then all the responsible go for booking
OU, last stock OU, destination OU.
CTL Delivery Process
Container Truck Load or Full Truck Load delivery is done by direct delivery i.e. the
shipment will go to the consignee‟s place directly without entering the delivery OU.
By this method time and money are saved.
FOC (Free on Cost)
42
It is an internal process, which is the intra GATIKWE official delivery process. This
is helps to GATIKWE employee to send the documents on free of cost.
Process of FOC
Advantages
1) Free of cost.
2) MR generation is not required.
3) Fast delivery.
Disadvantages
1) It shows invalid docket, when PDC generation.
How to handle
1) Staff mail to the booking OU for entry the docket no and docket
approval
PDC ESS and additional charge updating
The additional charges updating is done by the shift in-charge in the GEMS.
Process of updating
Docket
Approval
Approval
PDC
Generation
TBB (To be
billed)
Update
with POD
POD Approval
Put Docket
No
Delivery
updating
It is an internal process, which is the intra GATIKWE official delivery process. This
is helps to GATIKWE employee to send the documents on free of cost.
Process of FOC
Advantages
1) Free of cost.
2) MR generation is not required.
3) Fast delivery.
Disadvantages
1) It shows invalid docket, when PDC generation.
How to handle
1) Staff mail to the booking OU for entry the docket no and docket
approval
PDC ESS and additional charge updating
The additional charges updating is done by the shift in-charge in the GEMS.
Process of updating
Docket
Approval
Approval
PDC
Generation
TBB (To be
billed)
Update
with POD
POD Approval
Put Docket
No
Delivery
updating
43
Note: - The additional charges can‟t be update after 48 hour of PDC generation, due to
data automatically updated after 48 hours by GEMS.
Problems
At the time of updating sometimes it show Octroi charges not updated like-
2) Contract expired
3) Octroi payment not ready
4) Refuse to pay Octroi
5) Octroi conformation pending.
Octroi payment not ready/refuse to pay Octroi
At that time coordinator tries to talk with customer about Octroi charges. Here 2 types
of case will come
1) Shipper pays the Octroi.
2) Customer pays the Octroi.
OctroiOutstanding…….
For an example –customer goods value say 50000 rupees. But customer thought that
Octroi may charge 10000 rupees and paid to GATIKWE. After the actual Octroi
charges 15000 rupees.so customers delay the Octroi payments. It is called Octroi
outstanding.
Contract expired
GATIKWE does contract with regular customer. Sometimes GA does not know about
the contract expired, so booking will done at that time.
Put Additional
charges
Recalculate
Approval
Note: - The additional charges can‟t be update after 48 hour of PDC generation, due to
data automatically updated after 48 hours by GEMS.
Problems
At the time of updating sometimes it show Octroi charges not updated like-
2) Contract expired
3) Octroi payment not ready
4) Refuse to pay Octroi
5) Octroi conformation pending.
Octroi payment not ready/refuse to pay Octroi
At that time coordinator tries to talk with customer about Octroi charges. Here 2 types
of case will come
1) Shipper pays the Octroi.
2) Customer pays the Octroi.
OctroiOutstanding…….
For an example –customer goods value say 50000 rupees. But customer thought that
Octroi may charge 10000 rupees and paid to GATIKWE. After the actual Octroi
charges 15000 rupees.so customers delay the Octroi payments. It is called Octroi
outstanding.
Contract expired
GATIKWE does contract with regular customer. Sometimes GA does not know about
the contract expired, so booking will done at that time.
Put Additional
charges
Recalculate
Approval
44
Yes
No
START
BOOKING
STOP
COORDINATOR CONFORM TO
CUSTOMER
AGAIN
CONTRACT
ACTIVATE
MAKE NORMAL PAYMENT
USE CONTRACT
PAYMENT CHARGE
DELIVERYGOODS
END
Yes
No
START
BOOKING
STOP
COORDINATOR CONFORM TO
CUSTOMER
AGAIN
CONTRACT
ACTIVATE
MAKE NORMAL PAYMENT
USE CONTRACT
PAYMENT CHARGE
DELIVERYGOODS
END
45
Delivery Process
Shipment delivery requested
for the day & customer care
special instruction
Run sheet
preparation
Requirements:
GA-master
Biker
CV
LV
City routes
Pin code updating
Scan and select
docket
COD/FOD/MR
generation
Run sheet generation
Print FOD or
Text
Run sheet vs. physical check
and hand over to GA
Foot printing all un-delivery
goods in OU
10C updating
Check and close the
exception
Delivery
updating
Exchange delivery updating
Prepaid delivery
updating
Run sheet scan and updating
Un-delivery reason code
Attempted time
Shipment in scan
Collect the old shipment
New docket number entry
Mobile
OU stock
Warehouse stock
PC
Customer name
Time of delivery
Id-proof
Stock exception
Delivery Process
Shipment delivery requested
for the day & customer care
special instruction
Run sheet
preparation
Requirements:
GA-master
Biker
CV
LV
City routes
Pin code updating
Scan and select
docket
COD/FOD/MR
generation
Run sheet generation
Print FOD or
Text
Run sheet vs. physical check
and hand over to GA
Foot printing all un-delivery
goods in OU
10C updating
Check and close the
exception
Delivery
updating
Exchange delivery updating
Prepaid delivery
updating
Run sheet scan and updating
Un-delivery reason code
Attempted time
Shipment in scan
Collect the old shipment
New docket number entry
Mobile
OU stock
Warehouse stock
PC
Customer name
Time of delivery
Id-proof
Stock exception
46
How POD Service maintained in 10C Module
10C (DELIVERYING MODULE )
10C is for delivering, when POD uploading required GA uses the 10C module for uploading
the POD and it is enterprise management software, install in the GA‟s mobile.
Records to be maintained at OU
Booking PDC copy
Delivery PDC copy
Undelivered shipment/Rebooking shipments
10C
Docket no
Time
Delivered
time & date
Customer
remark
POD upload
Receiver
name & sign
Dly Service
ESS POD
upload
Change pass
Undly
POD upload
today but send
office tomorrow
COD not ready
Code-64
Office close
Code-69
Undelivered
reason code
Docket no
Octroi payment
not ready (code-
66)
Customer
contact no
Customer
name
Customer refuse
Code-68
How POD Service maintained in 10C Module
10C (DELIVERYING MODULE )
10C is for delivering, when POD uploading required GA uses the 10C module for uploading
the POD and it is enterprise management software, install in the GA‟s mobile.
Records to be maintained at OU
Booking PDC copy
Delivery PDC copy
Undelivered shipment/Rebooking shipments
10C
Docket no
Time
Delivered
time & date
Customer
remark
POD upload
Receiver
name & sign
Dly Service
ESS POD
upload
Change pass
Undly
POD upload
today but send
office tomorrow
COD not ready
Code-64
Office close
Code-69
Undelivered
reason code
Docket no
Octroi payment
not ready (code-
66)
Customer
contact no
Customer
name
Customer refuse
Code-68
47
UCG Formalities
Process and Formalities of declaration of unclaimed goods
The process of declaring a shipment as unclaimed goods (UCG) starts when the GA is
unable to deliver the shipment even after 3 attempts of delivering it.
Demurrage charge
Goods are not delivered between 72 hours. Then it is taking 0.1% charge of
warehouse. This is called demurrage charge.
The first notice is issued to the consignee (Delivery OU) and shipper (Booking OU)
after 6 days at a charge of Rs. 400and if they don‟t respond then a second notice is
issued after 15 days to the consignee and shipper at a charge of Rs 800.After
completion of 30 days the shipment is sent to the UCG center in Bangalore by
generating an FOC docket.
The 3
rd
and last notice would be issued by the UCG center in Bangalore to the shipper
and consignee at a charge of Rs 2000, if no party responds to the notice then those
goods are declared un claimed and are auctioned in order to recover the costs incurred
by the company for transporting and storing the shipment and also the legal costs like
issuing notices.
Forwarding unclaimed goods to UCG
The shipment is forwarded to UCG department if the shipper and consignee do not
respond to the 2 notices served to them and after completion 30days from the day of
receiving the shipment. FOC docket is generated and shipment is sent to UCG
department in Mumbai.
Procedure followed by UCG department
UCG department in Bengaluru will store the for 30 days and send notice to all
concerned parties and in case shipper or receiver responds to the notice and wants to
claim the shipment then the final cost is calculated by adding the demurrage charges,
transport costs, legal costs and a final amount is put forward to the customer, if the
customer pays the amount then the shipment is handed over to the customer. If the
does not pay or respond to the notice then the shipment is declared as unclaimed and
is auctioned off to recover the expenses.
Records to be maintained at OU
The copies of the notices served to the shipper and receiver
The proof of notices being sent (speed post receipts etc.
UCG Formalities
Process and Formalities of declaration of unclaimed goods
The process of declaring a shipment as unclaimed goods (UCG) starts when the GA is
unable to deliver the shipment even after 3 attempts of delivering it.
Demurrage charge
Goods are not delivered between 72 hours. Then it is taking 0.1% charge of
warehouse. This is called demurrage charge.
The first notice is issued to the consignee (Delivery OU) and shipper (Booking OU)
after 6 days at a charge of Rs. 400and if they don‟t respond then a second notice is
issued after 15 days to the consignee and shipper at a charge of Rs 800.After
completion of 30 days the shipment is sent to the UCG center in Bangalore by
generating an FOC docket.
The 3
rd
and last notice would be issued by the UCG center in Bangalore to the shipper
and consignee at a charge of Rs 2000, if no party responds to the notice then those
goods are declared un claimed and are auctioned in order to recover the costs incurred
by the company for transporting and storing the shipment and also the legal costs like
issuing notices.
Forwarding unclaimed goods to UCG
The shipment is forwarded to UCG department if the shipper and consignee do not
respond to the 2 notices served to them and after completion 30days from the day of
receiving the shipment. FOC docket is generated and shipment is sent to UCG
department in Mumbai.
Procedure followed by UCG department
UCG department in Bengaluru will store the for 30 days and send notice to all
concerned parties and in case shipper or receiver responds to the notice and wants to
claim the shipment then the final cost is calculated by adding the demurrage charges,
transport costs, legal costs and a final amount is put forward to the customer, if the
customer pays the amount then the shipment is handed over to the customer. If the
does not pay or respond to the notice then the shipment is declared as unclaimed and
is auctioned off to recover the expenses.
Records to be maintained at OU
The copies of the notices served to the shipper and receiver
The proof of notices being sent (speed post receipts etc.
48
Operation at Customer Service
GATIKWE divides whole customer service into 3 factors
1) Query Handling.
2) Complaint Handling.
3) Proactive Customer Service.
1) Query Handling
The query handling process is very complicated and spiral process. It is
segregated into different working module like handling all query calls,
Registration of all calls, Processing of query, Query closure, Conversation
of pre-sales lead into sales lead management, Maintaining query branch
wise and region wise, Arrange query according to (escalated queries, un-
resolved query and conversation query to sales head).
2) Complaint Handling
Complaint handling process has different parts such as registration of all
complaints, Analysis of the complaints, processing the complaints,
(Escalations of unresolved, Observation Note issue, No. of freight refunds
made), Verification closure, Corrective action and recovery.
3) Proactive Customer Service
Different segment of proactive customer service is docket tracking,
maintain booking service, undelivered stock, accident and check post
definition notice, COD/FOD intimation, docket not forward from branch,
dockets lying without documents, docket not delivered on assured delivery
date.
Operation at Customer Service
GATIKWE divides whole customer service into 3 factors
1) Query Handling.
2) Complaint Handling.
3) Proactive Customer Service.
1) Query Handling
The query handling process is very complicated and spiral process. It is
segregated into different working module like handling all query calls,
Registration of all calls, Processing of query, Query closure, Conversation
of pre-sales lead into sales lead management, Maintaining query branch
wise and region wise, Arrange query according to (escalated queries, un-
resolved query and conversation query to sales head).
2) Complaint Handling
Complaint handling process has different parts such as registration of all
complaints, Analysis of the complaints, processing the complaints,
(Escalations of unresolved, Observation Note issue, No. of freight refunds
made), Verification closure, Corrective action and recovery.
3) Proactive Customer Service
Different segment of proactive customer service is docket tracking,
maintain booking service, undelivered stock, accident and check post
definition notice, COD/FOD intimation, docket not forward from branch,
dockets lying without documents, docket not delivered on assured delivery
date.
49
Operational Structure of Customer Service
Customer
Service
Operation
Query
Handling
Complaints
Handling
Proactive
Customer
Service
Complain
Handling
Register of
all
complaints
Ananysis
of the
complaints
Processing
complaints
unresolved,
OBN,
freight refund
Varification
clousure
Corrective
action and
recovery
Query
Handling
Handling
all query
Register
all query
Processing
of query
Query
clouser
Conversati
on pre-
sales to
sales lead
Maintaining
query
branch and
region wise
Arrange
querry
Proactive
customer
service
Docket
tracking
Maintain
booking
service
Undeliver
stock
Accident
and check
post details
COD/FOD
intimation
Docket
not
forward
from
branch
Docket
lying
without
docket
Not
meet
ADD
Operational Structure of Customer Service
Customer
Service
Operation
Query
Handling
Complaints
Handling
Proactive
Customer
Service
Complain
Handling
Register of
all
complaints
Ananysis
of the
complaints
Processing
complaints
unresolved,
OBN,
freight refund
Varification
clousure
Corrective
action and
recovery
Query
Handling
Handling
all query
Register
all query
Processing
of query
Query
clouser
Conversati
on pre-
sales to
sales lead
Maintaining
query
branch and
region wise
Arrange
querry
Proactive
customer
service
Docket
tracking
Maintain
booking
service
Undeliver
stock
Accident
and check
post details
COD/FOD
intimation
Docket
not
forward
from
branch
Docket
lying
without
docket
Not
meet
ADD
50
OPERATION AT WARE HOUSE
Process of warehouse management entries
GATIKWE segregate warehouse management into 2 processes:
1) Inbound Process.
2) Outbound Process.
1) Inbound Process
Start
Entering security
inbound register
DEPS
Verification
Stacking of consignment
in receiving area
Physical verification by
warehouse executive
Is
consignment
correct?
Update
DEPS
Closing inbound
process
Labeling bar code level in each box
(sku), which provide by supplier
Preparing GRN
Giving
acknowledgement to
supplier
Conform
GRN
SKU checking process i.e.
size, quality, color, unit
Put inbound no. in
back side of
bill/invoice/challan
SKU wise storing
material into BIN
GRN posting by data
entry operator
OPERATION AT WARE HOUSE
Process of warehouse management entries
GATIKWE segregate warehouse management into 2 processes:
1) Inbound Process.
2) Outbound Process.
1) Inbound Process
Start
Entering security
inbound register
DEPS
Verification
Stacking of consignment
in receiving area
Physical verification by
warehouse executive
Is
consignment
correct?
Update
DEPS
Closing inbound
process
Labeling bar code level in each box
(sku), which provide by supplier
Preparing GRN
Giving
acknowledgement to
supplier
Conform
GRN
SKU checking process i.e.
size, quality, color, unit
Put inbound no. in
back side of
bill/invoice/challan
SKU wise storing
material into BIN
GRN posting by data
entry operator
51
Material Storage Procedure
Warehouse goods arrangement
GATIKWE prepare a code “R-R-L” for the warehouse management system
i.e.
Row-Rack-Location
The goods are stored row wise according to customer and then arrange it in rack wise
with docket information and at last placed according to location wise.
Warehouse delivering process
In GATIKWE warehouse delivering process is 3 types
1) FIFO (Fast in Fast Out).
Here the 1
st
items which will come to warehouse, it will be going to delivery 1
st
.
2) LIFO (Last in Fast Out).
Here the last goods are going to first delivery.
3) FEFO (Fast Expire Fast Out).
Here the first expire goods will be first delivery.
E.g. if some food goods are there for delivery, then it will be delivery first.
2) Outbound Process
Storage of fresh
stock
Returned and
damage material
storage process
Use the location
master
Update System
Marking Storage
Area
Material Storage Procedure
Warehouse goods arrangement
GATIKWE prepare a code “R-R-L” for the warehouse management system
i.e.
Row-Rack-Location
The goods are stored row wise according to customer and then arrange it in rack wise
with docket information and at last placed according to location wise.
Warehouse delivering process
In GATIKWE warehouse delivering process is 3 types
1) FIFO (Fast in Fast Out).
Here the 1
st
items which will come to warehouse, it will be going to delivery 1
st
.
2) LIFO (Last in Fast Out).
Here the last goods are going to first delivery.
3) FEFO (Fast Expire Fast Out).
Here the first expire goods will be first delivery.
E.g. if some food goods are there for delivery, then it will be delivery first.
2) Outbound Process
Storage of fresh
stock
Returned and
damage material
storage process
Use the location
master
Update System
Marking Storage
Area
52
Advantage
1) Due to R-R-L process, the goods are identifying easily, when in loading
process.
2) FEFO helps to decrease the damages.
3) All the delivery process shows that “fast out”.
AIR TRANSIT CENTRE
Overview
Air transit center of GATIKWE is completely responsible for all kind of air operation.
Process starts from sending lodgment from the booking air transit center to destination
air transit center. In the lodgment process the booking air transit center generally send
the details about the shipment like airway bill, number of packages and flight no.
In case of packing the shipments, generally we use 3 kinds of packages like Mother
Bags, wooden box, loose boxes.
The next important task is the preparation of the Airway bill, which consist a unique
number for the shipments, weights and the number of packages. Fixing up Air way bill
stickers on the mother bag is a task of the booking operating unit.
Before handling over the shipments to Airline staff the employees of GATIKWE who is
in the airport needs to do the scanning of cargo through the scanning machine.
The booking OU will be responsible for sending the pre alert to the destination Air
transit centers.
After receiving the shipments in the airport we used to separate all those received
shipments according to the destination point. In case of transit shipments we will bring
back the respective shipments in the nearby operating unit, in the night we will connect
those shipments to the destination point.
Prepare Indent
Pick-up
Picked Material Cross
Checking
Scanning the Picked
SKU
Route Planning
Generation of Invoice
Update System
Advantage
1) Due to R-R-L process, the goods are identifying easily, when in loading
process.
2) FEFO helps to decrease the damages.
3) All the delivery process shows that “fast out”.
AIR TRANSIT CENTRE
Overview
Air transit center of GATIKWE is completely responsible for all kind of air operation.
Process starts from sending lodgment from the booking air transit center to destination
air transit center. In the lodgment process the booking air transit center generally send
the details about the shipment like airway bill, number of packages and flight no.
In case of packing the shipments, generally we use 3 kinds of packages like Mother
Bags, wooden box, loose boxes.
The next important task is the preparation of the Airway bill, which consist a unique
number for the shipments, weights and the number of packages. Fixing up Air way bill
stickers on the mother bag is a task of the booking operating unit.
Before handling over the shipments to Airline staff the employees of GATIKWE who is
in the airport needs to do the scanning of cargo through the scanning machine.
The booking OU will be responsible for sending the pre alert to the destination Air
transit centers.
After receiving the shipments in the airport we used to separate all those received
shipments according to the destination point. In case of transit shipments we will bring
back the respective shipments in the nearby operating unit, in the night we will connect
those shipments to the destination point.
Prepare Indent
Pick-up
Picked Material Cross
Checking
Scanning the Picked
SKU
Route Planning
Generation of Invoice
Update System
53
After receiving the shipments we get Delivery Notification from the respective airlines,
in which we highlight any sort of DEPS if it happens with the airlines.
In case of pick-up we have a cut off time of 12.30 AM after that we will connect the
shipments in the 2
nd
flight.
Now we are taking the help of different agencies like POBC, EDS for sending the
shipments from one place to another in the return those agents provide us a CD which
will help us to collect the details about the shipments.
Detailed process of preparing Air Way Bill
An Air Way Bill (AWB) is equivalent to Docket in case of surface transportation. It
consists of the details like shipper and consignee, no. of packages, weight and value
of goods etc. A standard Air Way Bill (AWB) consists of 9 leaves or copies and that
are
1. Shipper copy 2. Agent copy 3. For issuing carrier 4. For consignee 5. Delivery
receipt 6. Airport of Destination 7. For First carrier 8. For Second carrier
9.For Third carrier.
Manifest Verifying Process
Manifest is prepared by clicking on dispatch tab in simply load/unload and selecting
manifest from the dropdown menu (For surface we select Trip Challan (TC)). After
Manifest is prepared the shipments are sent to the air cargo for lodgment and after
lodgment we verify whether any deviations from the manifest like offloading,
cooling, part dispatch have occurred and the same is updated in the exceptional report
and sent to the destination ATC (Post Alert).
Process of Receiving Cargo at destination airport:
The shipments are collected at the destination airport by generating an unloading tally
and tallying with the incoming dockets and AWB‟s. The shipments are received from
the cargo divisions of the airlines and any DEPS are raised with the airline staff and
informed to the Origin OU/ATC. The material is broughtOut of the airport after the
security clearance and taken to the destination ATC center from there it is sent to the
destination OU‟s.
Highlighting DEPS with Airlines
As soon as the shipments are received from the cargo divisions of the airlines they are
checked for any Damages, Extras, Pilferage, and Shortage and in case of any DEPS
the issue is immediately raised with the airline staff and informed to the Origin
OU/ATC. In the case of Shortages the airline staff checks their respective stations for
the material and in case of not finding it they issue a short landing certificate on basis
of which we can issue an Observation Note (OBN) to the customer. The DEPS issues
that are raised with the airlines are updated in DEPS tab in GEMS.
After receiving the shipments we get Delivery Notification from the respective airlines,
in which we highlight any sort of DEPS if it happens with the airlines.
In case of pick-up we have a cut off time of 12.30 AM after that we will connect the
shipments in the 2
nd
flight.
Now we are taking the help of different agencies like POBC, EDS for sending the
shipments from one place to another in the return those agents provide us a CD which
will help us to collect the details about the shipments.
Detailed process of preparing Air Way Bill
An Air Way Bill (AWB) is equivalent to Docket in case of surface transportation. It
consists of the details like shipper and consignee, no. of packages, weight and value
of goods etc. A standard Air Way Bill (AWB) consists of 9 leaves or copies and that
are
1. Shipper copy 2. Agent copy 3. For issuing carrier 4. For consignee 5. Delivery
receipt 6. Airport of Destination 7. For First carrier 8. For Second carrier
9.For Third carrier.
Manifest Verifying Process
Manifest is prepared by clicking on dispatch tab in simply load/unload and selecting
manifest from the dropdown menu (For surface we select Trip Challan (TC)). After
Manifest is prepared the shipments are sent to the air cargo for lodgment and after
lodgment we verify whether any deviations from the manifest like offloading,
cooling, part dispatch have occurred and the same is updated in the exceptional report
and sent to the destination ATC (Post Alert).
Process of Receiving Cargo at destination airport:
The shipments are collected at the destination airport by generating an unloading tally
and tallying with the incoming dockets and AWB‟s. The shipments are received from
the cargo divisions of the airlines and any DEPS are raised with the airline staff and
informed to the Origin OU/ATC. The material is broughtOut of the airport after the
security clearance and taken to the destination ATC center from there it is sent to the
destination OU‟s.
Highlighting DEPS with Airlines
As soon as the shipments are received from the cargo divisions of the airlines they are
checked for any Damages, Extras, Pilferage, and Shortage and in case of any DEPS
the issue is immediately raised with the airline staff and informed to the Origin
OU/ATC. In the case of Shortages the airline staff checks their respective stations for
the material and in case of not finding it they issue a short landing certificate on basis
of which we can issue an Observation Note (OBN) to the customer. The DEPS issues
that are raised with the airlines are updated in DEPS tab in GEMS.
54
Shipment Dispatch Process
The material is brought Out of the airport after the security clearance and taken to the
destination ATC center from there it is sent to the destination OU‟s or if the customer
is serviced by the ATC then the shipment is sent to the customer directly from the
ATC by preparing GA wise PDC (same as normal STC operations). If the shipment
has to be sent to the other OU then TC and THC are generated and the shipments are
forwarded to the destination OU (same as normal STC Operation.
Retrival Process
Alert from booking
OU to destination
OU, before
retrieval
Pre-alert
Inbound retrieval
Airway Bill
Material Sorting
Gate Pass
Loading Material into
vehicle
DEPS Process
Distribution to all
OU
Octroi clearance
Direct delivery
N-FORM
Is
Tally
match
Un-delivery
goods stored
into ware-house
PDC/POD
NO
YES
Shipment Dispatch Process
The material is brought Out of the airport after the security clearance and taken to the
destination ATC center from there it is sent to the destination OU‟s or if the customer
is serviced by the ATC then the shipment is sent to the customer directly from the
ATC by preparing GA wise PDC (same as normal STC operations). If the shipment
has to be sent to the other OU then TC and THC are generated and the shipments are
forwarded to the destination OU (same as normal STC Operation.
Retrival Process
Alert from booking
OU to destination
OU, before
retrieval
Pre-alert
Inbound retrieval
Airway Bill
Material Sorting
Gate Pass
Loading Material into
vehicle
DEPS Process
Distribution to all
OU
Octroi clearance
Direct delivery
N-FORM
Is
Tally
match
Un-delivery
goods stored
into ware-house
PDC/POD
NO
YES
55
Lodgment Process
Goods unload from
vehicle at airport
Sort out Goods
Weighting
No of pkts./Poly
Bags.
Total Load
Call to Airways toll
free no. for
booking allotment
Loading into
airways trolly
Airways checked
booking no.
Weighting Check
Scanning
Received Signature
Ok
Lodgment Process
Goods unload from
vehicle at airport
Sort out Goods
Weighting
No of pkts./Poly
Bags.
Total Load
Call to Airways toll
free no. for
booking allotment
Loading into
airways trolly
Airways checked
booking no.
Weighting Check
Scanning
Received Signature
Ok
56
GATIKWE OPERATIONAL STRUCTURE
GATIKWE OPERATIONAL STRUCTURE
57
58
SWOTanalysis
Strength
1) GATIKWE implemented ERP on its operation which helps to low paper work, well
defined.
2) GEMS (GATIKWE ENTERPRISE MANAGEMENT SYSTEM) are a single process
and multi user operating module.
3) Surface cargo delivery makes GATIKWE efficient in logistic sector and No-1 in
India instead of DHL, TCI and other competitive.
4) Assured delivery date (ADD) and time of delivery goods, is the motto of GATIKWE.
5) Experience resources wide network of supply chain unit in all over India and shark
country, creates an image and a multinational brand in global environment.
6) Under new structure country was divided in 4 zones: East, West, North and South.
Which were further divided in 18 Express Distribution Centre (EDC). These EDC
became Hub under “Hub and spoke” model of distribution. For operations these EDC
control 62 GATIKWE Distribution Warehouse (GDW), 102 Depot and 247
Franchisee.
7) For surface distribution of goods GATIKWE maintained 4000 cargo in all over India
which connecting 98.46% of district.
8) GATIKWE maintained a tangent in surface operation due not dependent to other
party.
9) Service sector nourish itself and coordinate the other sectors for growth.
10) Centralization management process creates a target individually for each OU, which
gives perfect Output.
11) Door to door service creates customer satisfactions.
12) Multi model transportation
13) Huge infrastructure makes easy for distribution.
14) Less labor cost.
15) Skilled staff.
16) Dominant player in surface cargo segment in India, which accounts for more than
55% of the total……
17) Niche value addition such as third party logistic, trucking, and warehousing
solution….
18) Re-engineering high-tech warehouses and distributing infrastructure….
19) Advance IT solution to back-up its service.
Weakness
1) Current low SQS compliance level is below 50%.
2) Organization is people dependent.
3) Adopting the old operational process.
4) Time taking in problem solving.
SWOTanalysis
Strength
1) GATIKWE implemented ERP on its operation which helps to low paper work, well
defined.
2) GEMS (GATIKWE ENTERPRISE MANAGEMENT SYSTEM) are a single process
and multi user operating module.
3) Surface cargo delivery makes GATIKWE efficient in logistic sector and No-1 in
India instead of DHL, TCI and other competitive.
4) Assured delivery date (ADD) and time of delivery goods, is the motto of GATIKWE.
5) Experience resources wide network of supply chain unit in all over India and shark
country, creates an image and a multinational brand in global environment.
6) Under new structure country was divided in 4 zones: East, West, North and South.
Which were further divided in 18 Express Distribution Centre (EDC). These EDC
became Hub under “Hub and spoke” model of distribution. For operations these EDC
control 62 GATIKWE Distribution Warehouse (GDW), 102 Depot and 247
Franchisee.
7) For surface distribution of goods GATIKWE maintained 4000 cargo in all over India
which connecting 98.46% of district.
8) GATIKWE maintained a tangent in surface operation due not dependent to other
party.
9) Service sector nourish itself and coordinate the other sectors for growth.
10) Centralization management process creates a target individually for each OU, which
gives perfect Output.
11) Door to door service creates customer satisfactions.
12) Multi model transportation
13) Huge infrastructure makes easy for distribution.
14) Less labor cost.
15) Skilled staff.
16) Dominant player in surface cargo segment in India, which accounts for more than
55% of the total……
17) Niche value addition such as third party logistic, trucking, and warehousing
solution….
18) Re-engineering high-tech warehouses and distributing infrastructure….
19) Advance IT solution to back-up its service.
Weakness
1) Current low SQS compliance level is below 50%.
2) Organization is people dependent.
3) Adopting the old operational process.
4) Time taking in problem solving.
59
5) Centralization management process, but sometimes act as decentralization.
6) Facing a competition from DHL.
7) More time consuming due to 4PL party logistics like POBS, EDS.
8) Expenses are very high.
Opportunity
1) As now logistic sector of India is developing, but GATIKWE completed 50% of its
structure in last 24 year. So now opportunity comes to make it 100%.
2) GATIKWE is now a joint venture MNC company, so it makes a global brand and
image for its customer.
3) Service sector extended a service chain which serve at 24*7.
4) It creates a global recruitment for each qualification in service field like manager,
associates, analyst, audit etc.
5) All MNC company uses the foreign/western knowledge for its service but GATIKWE
uses the local knowledge and makes it perfect in globally.
6) Capture the logistic and supply chain market of rural area.
7) Improvement of country logistic infrastructure.
8) Re-engineering service helps to eliminate the local storage network.
9) Expanding economy WTO agreements.
10) Entry of the large no. …….of global retailers.
11) Increase the investment, booming manufacturing, and development of organized retail
sectors-provide business potential to the express industries.
Threat
1) When GST is implemented 100%, GATIKWE would be competing against the process
complaints organizations which are currently struggling due to people dependent local
language.
2) Fuel price is now a big threat for GATIKWE.
3) Government policy like octroi, N-form, State Entry form, e-form, LBT etc.
4) War is also a threat for company.
5) Global competitor in logistic sector.
Research Methodology
Topic of Research
5) Centralization management process, but sometimes act as decentralization.
6) Facing a competition from DHL.
7) More time consuming due to 4PL party logistics like POBS, EDS.
8) Expenses are very high.
Opportunity
1) As now logistic sector of India is developing, but GATIKWE completed 50% of its
structure in last 24 year. So now opportunity comes to make it 100%.
2) GATIKWE is now a joint venture MNC company, so it makes a global brand and
image for its customer.
3) Service sector extended a service chain which serve at 24*7.
4) It creates a global recruitment for each qualification in service field like manager,
associates, analyst, audit etc.
5) All MNC company uses the foreign/western knowledge for its service but GATIKWE
uses the local knowledge and makes it perfect in globally.
6) Capture the logistic and supply chain market of rural area.
7) Improvement of country logistic infrastructure.
8) Re-engineering service helps to eliminate the local storage network.
9) Expanding economy WTO agreements.
10) Entry of the large no. …….of global retailers.
11) Increase the investment, booming manufacturing, and development of organized retail
sectors-provide business potential to the express industries.
Threat
1) When GST is implemented 100%, GATIKWE would be competing against the process
complaints organizations which are currently struggling due to people dependent local
language.
2) Fuel price is now a big threat for GATIKWE.
3) Government policy like octroi, N-form, State Entry form, e-form, LBT etc.
4) War is also a threat for company.
5) Global competitor in logistic sector.
Research Methodology
Topic of Research
60
Reduction of DEPS, Cooling, Delivery delay and Employee dissatisfactions in
GATIKWE network..
Research Design
During my project I have preferred and used descriptive research as well as quantitative
research design because both research needs survey and enquire for finding of various
types of facts. These research designs helped me to find valuable data and gather
information for my project. I focus only the process observation and findings the
problems. I have used questionnaire and survey method through which I have collected
data regarding my project.
Research type
-Research is totally based on observation and suggestion and remarks are given separately.
Types of data used
- Primary Data
Primary data collection method
-close ended interview, group discussion.
Primary data collection tools
-questionnaire
Limitation during Survey
Some of the employees were showing very casual approach towards my
questions.
Time constraints were the biggest limitation for me during survey.
During my survey I have taken only positive attitude people into my account.
Many people are unaware about the operating process.
As my project topic is a vast operating area, I was unstable to handle the entire
field.
Data Interpretation
1. DEPS Report of Mumbai (BOMN OU) for MAY Month
Reduction of DEPS, Cooling, Delivery delay and Employee dissatisfactions in
GATIKWE network..
Research Design
During my project I have preferred and used descriptive research as well as quantitative
research design because both research needs survey and enquire for finding of various
types of facts. These research designs helped me to find valuable data and gather
information for my project. I focus only the process observation and findings the
problems. I have used questionnaire and survey method through which I have collected
data regarding my project.
Research type
-Research is totally based on observation and suggestion and remarks are given separately.
Types of data used
- Primary Data
Primary data collection method
-close ended interview, group discussion.
Primary data collection tools
-questionnaire
Limitation during Survey
Some of the employees were showing very casual approach towards my
questions.
Time constraints were the biggest limitation for me during survey.
During my survey I have taken only positive attitude people into my account.
Many people are unaware about the operating process.
As my project topic is a vast operating area, I was unstable to handle the entire
field.
Data Interpretation
1. DEPS Report of Mumbai (BOMN OU) for MAY Month
61
According to my topic I analyze all the operation process perfectly and found
the root cause of DEPS occurs. I used only BOMN OU DEPS for my analysis
and made pie chat and bar graph which is shown below.
Total DEPS in MAY Month 176 pkt.
Damage 93 pkt.
Extra 12 pkt.
Pilferage 25 pkt.
Short 46 pkt.
Bar graph shows that the DEPS in month of MAY in BOMN, Mumbai. All the data is
in terms of number of packets.
According to my topic I analyze all the operation process perfectly and found
the root cause of DEPS occurs. I used only BOMN OU DEPS for my analysis
and made pie chat and bar graph which is shown below.
Total DEPS in MAY Month 176 pkt.
Damage 93 pkt.
Extra 12 pkt.
Pilferage 25 pkt.
Short 46 pkt.
Bar graph shows that the DEPS in month of MAY in BOMN, Mumbai. All the data is
in terms of number of packets.
62
In month of MAY, total DEPS in BOMN is calculated in percentage wise, which is
equal to above BAR data.
2. Cooling Report in BOMN, Mumbai 10
TH
MAY TO 10
TH
JUNE
As my project is an analysis part, so I analyze the cooling process of BOMN
OU and I found that 10% are under demurrage (6% for 1
st
notice and 4% for
under 2
nd
notice) after undelivered of 3 days, 5% are maintaining UCG after
30 days of undelivered, 45% undelivered due to (OCTROI outstanding,
customer payment not ready) between 3 days of shipment reached at EDC and
40% are undelivered due to vehicle late, problem in PDC generation between
1-2 days.
3. Undelivered Reason Report BOMN, Mumbai
When I analyze “reduce the cooling” then I found one reason increase delivery
efficient reduce cooling. Then I analyze the how to increase the delivery
efficient and reduce the obstacle.
I found reason for undelivered
1) Vehicle reached OU late.
2) PDC generation late.
3) OCTROI outstanding.
4) Customer Office closes.
In month of MAY, total DEPS in BOMN is calculated in percentage wise, which is
equal to above BAR data.
2. Cooling Report in BOMN, Mumbai 10
TH
MAY TO 10
TH
JUNE
As my project is an analysis part, so I analyze the cooling process of BOMN
OU and I found that 10% are under demurrage (6% for 1
st
notice and 4% for
under 2
nd
notice) after undelivered of 3 days, 5% are maintaining UCG after
30 days of undelivered, 45% undelivered due to (OCTROI outstanding,
customer payment not ready) between 3 days of shipment reached at EDC and
40% are undelivered due to vehicle late, problem in PDC generation between
1-2 days.
3. Undelivered Reason Report BOMN, Mumbai
When I analyze “reduce the cooling” then I found one reason increase delivery
efficient reduce cooling. Then I analyze the how to increase the delivery
efficient and reduce the obstacle.
I found reason for undelivered
1) Vehicle reached OU late.
2) PDC generation late.
3) OCTROI outstanding.
4) Customer Office closes.
63
Undelivered report
ANALYSIS & IMPLEMENTATION
1) DEPS ANANYSIS
WHY DEPS OCCURE?
DAMAGE
1) Not properly check the packaging of shipment during booking process.
2) Not handling properly at loading and unloading by handler/GA people.
3) Different size and shape of material creates damage during transaction.
4) Not properly utilization of space in the vehicle which causes the collision
due to gap between the materials and causes the damages.
Vehicle reached OU late 42%
PDC generation late. 10%
OCTROI outstanding. 7%
Customer Office closes. 41%
Undelivered report
ANALYSIS & IMPLEMENTATION
1) DEPS ANANYSIS
WHY DEPS OCCURE?
DAMAGE
1) Not properly check the packaging of shipment during booking process.
2) Not handling properly at loading and unloading by handler/GA people.
3) Different size and shape of material creates damage during transaction.
4) Not properly utilization of space in the vehicle which causes the collision
due to gap between the materials and causes the damages.
Vehicle reached OU late 42%
PDC generation late. 10%
OCTROI outstanding. 7%
Customer Office closes. 41%
64
5) Material not fit with the box.
6) Food items are not stored with properly.
Let‟s say a mango packet is stored side of the wood box, and then the
damages occur.
7) Use old and used box again for packing causes the damages.
8) Lack of handling equipment in GATIKWE.
9) Insufficient handlers at HUB.
10) Unstructured stacking of shipment.
11) Lickage of container in vehicle during rainy season.
EXTRA
1) Mistake of tally process during loading and unloading.
2) Wrong information in docket about no. of shipment.
3) Illiterate handler.
4) If once tally occur at loading, then sometimes due to time conservation
executive skip the tally process again in unloading process.
PILFERAGE
1) Poor packaging.
2) Not properly checking of material during shipment.
3) Act of stealing material from the shipment.
SHORTAGE
1) Poor packaging.
2) Mistake in tally during load and unloading.
3) Large no. of small shipment.
HOW SIX-SIGMA INCRESES THE EFFICIENCY OF
DELIVERY PROCESS
As GATIKWE is focusing on G-Force, so we can improve our delivery process
tremendously by improving delivery efficiency using Six Sigma, here in improvement
and control I have focused on GA part of it majorly as asked in the report.
5) Material not fit with the box.
6) Food items are not stored with properly.
Let‟s say a mango packet is stored side of the wood box, and then the
damages occur.
7) Use old and used box again for packing causes the damages.
8) Lack of handling equipment in GATIKWE.
9) Insufficient handlers at HUB.
10) Unstructured stacking of shipment.
11) Lickage of container in vehicle during rainy season.
EXTRA
1) Mistake of tally process during loading and unloading.
2) Wrong information in docket about no. of shipment.
3) Illiterate handler.
4) If once tally occur at loading, then sometimes due to time conservation
executive skip the tally process again in unloading process.
PILFERAGE
1) Poor packaging.
2) Not properly checking of material during shipment.
3) Act of stealing material from the shipment.
SHORTAGE
1) Poor packaging.
2) Mistake in tally during load and unloading.
3) Large no. of small shipment.
HOW SIX-SIGMA INCRESES THE EFFICIENCY OF
DELIVERY PROCESS
As GATIKWE is focusing on G-Force, so we can improve our delivery process
tremendously by improving delivery efficiency using Six Sigma, here in improvement
and control I have focused on GA part of it majorly as asked in the report.
65
Here, I have used DMAIC technique which is widely used to improve efficiency, so I have
used to it to improve delivery efficiency
DMAIC is a structured, disciplined, rigorous approach to process improvement
consisting of the five phases mentioned, where each phase is linked logically to the
previous phase as well as to the next phase.
1. Define:
The first phase is Define. During the Define phase, a team and its sponsors reach
agreement on what the project is and what it should accomplish. Here our project is
delivery efficiency and end result is that we want improve on it. The First step is
Develop a project charter.
SIPOC Process Map
A SIPOC is a high-level process map that includes Suppliers, Inputs, Process, Output,
and Customers. Efficiency is judged based on the output of a process. The efficiency
is improved by analyzing inputs and process variables.
SIPOC Process Map is provided below for GATIKWE:
Suppliers/Customer Inputs Process Output Customer
7Booking
Parameters
Timely Pick-up
LT,
LOADING,
MR, ULT,
GEMS
entries,
Proper
Delivery at
right place
,at right time
More Orders,
Word of
Mouth about
Here, I have used DMAIC technique which is widely used to improve efficiency, so I have
used to it to improve delivery efficiency
DMAIC is a structured, disciplined, rigorous approach to process improvement
consisting of the five phases mentioned, where each phase is linked logically to the
previous phase as well as to the next phase.
1. Define:
The first phase is Define. During the Define phase, a team and its sponsors reach
agreement on what the project is and what it should accomplish. Here our project is
delivery efficiency and end result is that we want improve on it. The First step is
Develop a project charter.
SIPOC Process Map
A SIPOC is a high-level process map that includes Suppliers, Inputs, Process, Output,
and Customers. Efficiency is judged based on the output of a process. The efficiency
is improved by analyzing inputs and process variables.
SIPOC Process Map is provided below for GATIKWE:
Suppliers/Customer Inputs Process Output Customer
7Booking
Parameters
Timely Pick-up
LT,
LOADING,
MR, ULT,
GEMS
entries,
Proper
Delivery at
right place
,at right time
More Orders,
Word of
Mouth about
66
How GA
communicated and
acted
TC, THC,
DMRV. etc.
delivery
process is to
be followed
and strictly
monitored
to the right
customer and
enhances
customer
delight which
is prime for
our business
GATIKWE,
Delivery
efficiency can
be our
competitive
advantage
2. Measure
Failure mode and effect analysis:
The FMEA is also used to rank & prioritize the possible causes of failure as well as
develop and implement preventive actions, with responsible persons assigned to carry
out these actions.
For example some of the failure Mode I have identified is:
Failure 1: Vehicle arriving late from EDC to respective OU, so it delays the delivery,
which further delay pick up. So this is failure, which effects delivery
drastically
Failure 2: In calculating DIFOT, we are only considering form 21 and form 22 and
calculating DIFOT efficiency, so if some GA delivers all TBB dockets
but unable to deliver Retail dockets, Still DIFOT will be 100 %.
Failure 3: GA not arranging in LIFO order.
Failure 4: Inefficient Route Planning
Hence, we can find other reasons for the same, and do Failure and effect analysis.
3. Elements of Analyze
Why Analysis.
By repeatedly asking the question "Why" (five is a good rule), it is possible to peel
away the layers of symptoms to identify the root cause of a problem.
Very often the first reason for a problem will lead you to another question and then to
another. Although this technique is called "5 Whys,"
To identify the root cause, this method is very important.
1. Why is our customer unhappy? Because our deliveries of shipments have been
late for the last month.
How GA
communicated and
acted
TC, THC,
DMRV. etc.
delivery
process is to
be followed
and strictly
monitored
to the right
customer and
enhances
customer
delight which
is prime for
our business
GATIKWE,
Delivery
efficiency can
be our
competitive
advantage
2. Measure
Failure mode and effect analysis:
The FMEA is also used to rank & prioritize the possible causes of failure as well as
develop and implement preventive actions, with responsible persons assigned to carry
out these actions.
For example some of the failure Mode I have identified is:
Failure 1: Vehicle arriving late from EDC to respective OU, so it delays the delivery,
which further delay pick up. So this is failure, which effects delivery
drastically
Failure 2: In calculating DIFOT, we are only considering form 21 and form 22 and
calculating DIFOT efficiency, so if some GA delivers all TBB dockets
but unable to deliver Retail dockets, Still DIFOT will be 100 %.
Failure 3: GA not arranging in LIFO order.
Failure 4: Inefficient Route Planning
Hence, we can find other reasons for the same, and do Failure and effect analysis.
3. Elements of Analyze
Why Analysis.
By repeatedly asking the question "Why" (five is a good rule), it is possible to peel
away the layers of symptoms to identify the root cause of a problem.
Very often the first reason for a problem will lead you to another question and then to
another. Although this technique is called "5 Whys,"
To identify the root cause, this method is very important.
1. Why is our customer unhappy? Because our deliveries of shipments have been
late for the last month.
67
2. Why have our deliveries been late for the last month? Because GA has been
delivering behind schedule.
3. Why has GA delivery been behind schedule? Because vehicle is arriving late
from EDC. Or late preparation in PDC.
4. Why vehicle is arriving late from EDC? Because it is taking too much time in
Octroi.
5. Why late in PDC generation? Because neither efficient employee nor IT
backup slow.
Hence likewise, we can do analysis of everything and get a solution
1. Cause and Effect diagram/Fish-Bone diagram:
REDUCED
DELIVERY
EFFICIENCY
ENVIRONMENT
EQUIPMENT PROCESS
CAUSES OF REDUCED DELIVERY EFFICIENCY
Material
Mishandling
Quality
Checks
Handling
Equipment
Downtime
Vehicle
Downtime
Load Fluctuations
Lack of strict
adherence to
Booking Parameters
PEOPLE
Over-Enthusiastic
Commitments
Shifting of
Priorities
Lack of local
area
knowledge
Lack of
Motivation
MANAGEMENT
Vehicle
Scheduled
Maintenance
IT Systems
Downtime
Delays from
customers’
side
Adverse W eather
Conditions
Delay in
Upstream
Processes
4. Elements of Improve
The sole purpose of the Improve phase is to demonstrate, with fact and data, that our
solutions solve the problem. Our organization will make changes in a process that will
eliminate the defects, waste, and unnecessary costs that are linked to the customer
need identified during the Define phase.
A) Set up reduction method:
Rapid Set up method: The principle of this method is to eliminate anything that
interrupts or hinders productivity. The following steps provide a high level description
of the Four-Step Rapid Setup method:
2. Why have our deliveries been late for the last month? Because GA has been
delivering behind schedule.
3. Why has GA delivery been behind schedule? Because vehicle is arriving late
from EDC. Or late preparation in PDC.
4. Why vehicle is arriving late from EDC? Because it is taking too much time in
Octroi.
5. Why late in PDC generation? Because neither efficient employee nor IT
backup slow.
Hence likewise, we can do analysis of everything and get a solution
1. Cause and Effect diagram/Fish-Bone diagram:
REDUCED
DELIVERY
EFFICIENCY
ENVIRONMENT
EQUIPMENT PROCESS
CAUSES OF REDUCED DELIVERY EFFICIENCY
Material
Mishandling
Quality
Checks
Handling
Equipment
Downtime
Vehicle
Downtime
Load Fluctuations
Lack of strict
adherence to
Booking Parameters
PEOPLE
Over-Enthusiastic
Commitments
Shifting of
Priorities
Lack of local
area
knowledge
Lack of
Motivation
MANAGEMENT
Vehicle
Scheduled
Maintenance
IT Systems
Downtime
Delays from
customers’
side
Adverse W eather
Conditions
Delay in
Upstream
Processes
4. Elements of Improve
The sole purpose of the Improve phase is to demonstrate, with fact and data, that our
solutions solve the problem. Our organization will make changes in a process that will
eliminate the defects, waste, and unnecessary costs that are linked to the customer
need identified during the Define phase.
A) Set up reduction method:
Rapid Set up method: The principle of this method is to eliminate anything that
interrupts or hinders productivity. The following steps provide a high level description
of the Four-Step Rapid Setup method:
68
Step # 1 – Identify and tabulate any process-related activity that fits into one or
more of the following categories:
Activity that delays the start of value-added work-Vehicle arriving late from
EDC
Activity that causes interruptions to value-added work-GA interference
continuously in working processes of company
Activity where it is similar or identical to another task in the process-
Modification in GEMS process.
Step #2 – See if any of the interruptive/delaying tasks can be offloaded,
For example: We can do efficient route planning, properly put the shipment in
GA vehicle such that LIFO take place, which will fast our delivery process
Step # 3 - Streamline or automate any interruptive/delaying tasks that cannot be
offloaded.
Step # 4 – Bring the process under statistical control: The setup is not complete
until the output of the process is “within specification” and under statistical
control, meaning the amount of variation in lead time is within predictable limits
of +/- 3 sigma.
B) Queuing Methods for Reducing Congestion and Delays
Often congestion occurs because of variation in demand, much like travel
congestion and delays that we all witness during the holiday season. Once
identified, there are two principal techniques for reducing congestion that arises
from variation in the demand for service.
Pooling: Cross training staff to step in during times of peak loads. Once load arrives,
for example, office and other staff to help out with sorting, GEMS, Customer
Service during unexpected and predictable peak times.
Triaging: Sorting jobs into categories that reflect different levels of effort
required. Typical schemes include: fast service times versus slow service
times; routine problems versus catastrophic problems. Once Triaging
categories have been identified, then develop different strategies to deal with
each category.
C) 5S: This process already adopted by our organization
5. Elements of Control
Step # 1 – Identify and tabulate any process-related activity that fits into one or
more of the following categories:
Activity that delays the start of value-added work-Vehicle arriving late from
EDC
Activity that causes interruptions to value-added work-GA interference
continuously in working processes of company
Activity where it is similar or identical to another task in the process-
Modification in GEMS process.
Step #2 – See if any of the interruptive/delaying tasks can be offloaded,
For example: We can do efficient route planning, properly put the shipment in
GA vehicle such that LIFO take place, which will fast our delivery process
Step # 3 - Streamline or automate any interruptive/delaying tasks that cannot be
offloaded.
Step # 4 – Bring the process under statistical control: The setup is not complete
until the output of the process is “within specification” and under statistical
control, meaning the amount of variation in lead time is within predictable limits
of +/- 3 sigma.
B) Queuing Methods for Reducing Congestion and Delays
Often congestion occurs because of variation in demand, much like travel
congestion and delays that we all witness during the holiday season. Once
identified, there are two principal techniques for reducing congestion that arises
from variation in the demand for service.
Pooling: Cross training staff to step in during times of peak loads. Once load arrives,
for example, office and other staff to help out with sorting, GEMS, Customer
Service during unexpected and predictable peak times.
Triaging: Sorting jobs into categories that reflect different levels of effort
required. Typical schemes include: fast service times versus slow service
times; routine problems versus catastrophic problems. Once Triaging
categories have been identified, then develop different strategies to deal with
each category.
C) 5S: This process already adopted by our organization
5. Elements of Control
69
A Quality Control (QC) Process Chart is a tool that helps you document Plan-Do-
Check-Act (PDCA) activities for the process. The Plan-Do-Check-Act (PDCA) cycle
is a well-known model for CPI. It teaches organizations to plan an action, do it, check
to see how it conforms to the plan and act on what has been learned.
The PDCA cycle is made up of four steps for improvement or change:
Plan: Recognize an opportunity, and plan the change.
Do: Test the change.
Check: Review the test, analyze the results and identify key learning points.
Act: Take action based on what you learned in the check step.
We should adopt PDAC cycle in our GATI; it will give us better results.
2. Standardization:
Reduce variation among individuals or groups and make process output more
predictable
Provide “know-why” for associates, executives, GA‟s and managers now on
the job
Provide a basis for training new people
Provide a trail for tracing problems
Provide a means to capture and retain knowledge
Give direction in the case of unusual conditions
Advantages:
Develop and document standard practices
Train Staff teams
Monitor performance
Summarize and communicate results
Recommend future plans
Hence, by using Six Sigma process, not 100 % but adopting some of the processes,
we can identify the problem, rectify the problem and come up with the solution.
REDUCING COOLING USING CROSS DOCKING
The term cross docking refers to moving product from a manufacturing plant and
delivers it directly to the customer with little or no material handling in between.
Cross docking not only reduces material handling, but also reduces the need to store
the products in the warehouse. In most cases the products sent from the manufacturing
area to the loading dock has been allocated for outbound deliveries.
A Quality Control (QC) Process Chart is a tool that helps you document Plan-Do-
Check-Act (PDCA) activities for the process. The Plan-Do-Check-Act (PDCA) cycle
is a well-known model for CPI. It teaches organizations to plan an action, do it, check
to see how it conforms to the plan and act on what has been learned.
The PDCA cycle is made up of four steps for improvement or change:
Plan: Recognize an opportunity, and plan the change.
Do: Test the change.
Check: Review the test, analyze the results and identify key learning points.
Act: Take action based on what you learned in the check step.
We should adopt PDAC cycle in our GATI; it will give us better results.
2. Standardization:
Reduce variation among individuals or groups and make process output more
predictable
Provide “know-why” for associates, executives, GA‟s and managers now on
the job
Provide a basis for training new people
Provide a trail for tracing problems
Provide a means to capture and retain knowledge
Give direction in the case of unusual conditions
Advantages:
Develop and document standard practices
Train Staff teams
Monitor performance
Summarize and communicate results
Recommend future plans
Hence, by using Six Sigma process, not 100 % but adopting some of the processes,
we can identify the problem, rectify the problem and come up with the solution.
REDUCING COOLING USING CROSS DOCKING
The term cross docking refers to moving product from a manufacturing plant and
delivers it directly to the customer with little or no material handling in between.
Cross docking not only reduces material handling, but also reduces the need to store
the products in the warehouse. In most cases the products sent from the manufacturing
area to the loading dock has been allocated for outbound deliveries.
70
TYPES OF CROSS DOCKING:
– Pre-distribution cross docking: the customer is assigned before the shipment
leaves the vendor, so it arrives to the cross dock bagged and tagged for
transfer.
– Post-distribution cross docking: the cross dock itself allocates material to its
stores.
CROSS DOCKING OPERATION
Strip doors: doors where full trailers are parked and unloaded. Any incoming
trailer can be unloaded to any strip door.
Stack doors: doors where empty trailers are put to collect freight for specific
destinations. Each stack door is permanently assigned to a distinct
destination.
A queuing model for cross docking operation
Customers: Inbound trailers
Servers: Strip doors
Buffering Queue: Parking lot
Processing times
TYPES OF CROSS DOCKING:
– Pre-distribution cross docking: the customer is assigned before the shipment
leaves the vendor, so it arrives to the cross dock bagged and tagged for
transfer.
– Post-distribution cross docking: the cross dock itself allocates material to its
stores.
CROSS DOCKING OPERATION
Strip doors: doors where full trailers are parked and unloaded. Any incoming
trailer can be unloaded to any strip door.
Stack doors: doors where empty trailers are put to collect freight for specific
destinations. Each stack door is permanently assigned to a distinct
destination.
A queuing model for cross docking operation
Customers: Inbound trailers
Servers: Strip doors
Buffering Queue: Parking lot
Processing times
71
– customer-dependent: freight mix
– server-dependent: distance of the strip door under consideration from
the stack doors serving the destinations of the trailer freight
Optimizing the cross dock performance:
• The major operational cost for cross dock is the labor cost.
• Hence, the system performance is optimized by seeking to maximize the
throughput of the cross dock operations by establishing an efficient freight
flow.
• Factors affecting the freight flow:
– Long term decisions:
• Number of doors and shape of the building
• Employed material handling systems
• parking facilities
– Medium term decisions:
• Cross dock layout, i.e., the characterization of the various doors
as strip or stack doors, and the assignment of specific
destinations to the stack doors
– Short term decisions
• Inbound Trailer Scheduling
Cross Docking at GATIKWE
In GATIKWE, warehouses were set up as inventory buffer points along the supply
paths so that demand fluctuations across the network could be smoothed. It provides
stability to the planning and operations of the supply chain.
– customer-dependent: freight mix
– server-dependent: distance of the strip door under consideration from
the stack doors serving the destinations of the trailer freight
Optimizing the cross dock performance:
• The major operational cost for cross dock is the labor cost.
• Hence, the system performance is optimized by seeking to maximize the
throughput of the cross dock operations by establishing an efficient freight
flow.
• Factors affecting the freight flow:
– Long term decisions:
• Number of doors and shape of the building
• Employed material handling systems
• parking facilities
– Medium term decisions:
• Cross dock layout, i.e., the characterization of the various doors
as strip or stack doors, and the assignment of specific
destinations to the stack doors
– Short term decisions
• Inbound Trailer Scheduling
Cross Docking at GATIKWE
In GATIKWE, warehouses were set up as inventory buffer points along the supply
paths so that demand fluctuations across the network could be smoothed. It provides
stability to the planning and operations of the supply chain.
72
As In GATIKWE, we are facing problem of cooling, so using cross docking
efficiently, we can reduce cooling to a much greater extent.
In some of the GDW‟s, where the product and demand attributes allow, it is possible
to leverage cross-docking opportunities and reduce the inventory buffers
We need to plan and execute it properly, as it will save the intermediate disposition,
storage and order fulfillment tasks in the warehouse.
e.g.
For example load came from BOMO to BOMN, but it has to redirect to BOMS, now
BOMN operating department have to take permission from EDC, at 4:00 pm, if it will
be late, then it may delay delivery for 2 days. So, give some authority to shift leader
or coordinator that we can at least redirect it same day. Hence, we can stop cooling
It will also be helpful in saving resources across the board, at the warehouse like
labour, space and equipment; and also technology resources by simplifying the
process
To reduce cooling, we need to be efficient in our operations.
What kind of questions can come in our mind? (Cross Docking)
When should a vehicle arrive in the cross-dock?
Which group of containers should enter the cross- dock with time-overlapping?
Which dock should a container be allocated to?
What should be the sequence of exchanging of pallets between containers?
How to handle dynamics on arriving, processing, and facility uncertainty?
How to produce the tasks which would be assigned to forklifts for exchanging
pallets?
To answer these questions, we can use below techniques:
Cross docking planning includes the following aspects of design and optimizations:
grouping, clustering, container sequencing, and allocation of containers to docks.
Grouping:
Identification of the groups of shipments that have pallet exchange relationships
between them. A group includes those shipments which are linked directly or indirectly
by the exchanges (edges). A group is represented by the yellow colour
As In GATIKWE, we are facing problem of cooling, so using cross docking
efficiently, we can reduce cooling to a much greater extent.
In some of the GDW‟s, where the product and demand attributes allow, it is possible
to leverage cross-docking opportunities and reduce the inventory buffers
We need to plan and execute it properly, as it will save the intermediate disposition,
storage and order fulfillment tasks in the warehouse.
e.g.
For example load came from BOMO to BOMN, but it has to redirect to BOMS, now
BOMN operating department have to take permission from EDC, at 4:00 pm, if it will
be late, then it may delay delivery for 2 days. So, give some authority to shift leader
or coordinator that we can at least redirect it same day. Hence, we can stop cooling
It will also be helpful in saving resources across the board, at the warehouse like
labour, space and equipment; and also technology resources by simplifying the
process
To reduce cooling, we need to be efficient in our operations.
What kind of questions can come in our mind? (Cross Docking)
When should a vehicle arrive in the cross-dock?
Which group of containers should enter the cross- dock with time-overlapping?
Which dock should a container be allocated to?
What should be the sequence of exchanging of pallets between containers?
How to handle dynamics on arriving, processing, and facility uncertainty?
How to produce the tasks which would be assigned to forklifts for exchanging
pallets?
To answer these questions, we can use below techniques:
Cross docking planning includes the following aspects of design and optimizations:
grouping, clustering, container sequencing, and allocation of containers to docks.
Grouping:
Identification of the groups of shipments that have pallet exchange relationships
between them. A group includes those shipments which are linked directly or indirectly
by the exchanges (edges). A group is represented by the yellow colour
73
Clustering:
Identification of the shipments (vertices) with strong connectivity relationships within
the same group. By this, the appropriate sequence of clusters of shipments to enter the
cross docking area could be determined since a cluster with outputs to other clusters
should be allocated earlier. A cluster is represented in green colour
Identify minimum door requirements for groups (clusters):
A cross dock needs to cater for multiple customers, so multiple group of shipments
compete for limited door resources. This function is to calculate the minimum number
of docks needed is for completing the exchange of a group without re-admission of
shipments to the cross dock
Optimization
Optimized allocation of groups and shipments to docks: this is to determine which
container should be as-signed to which door with consideration of minimizing
movement distance in pallet exchanges
Solution:
The solution aims to improve cross-docking operations not only with higher speed
and lower cost, but also copes well with dynamic changes (Vehicle arriving late,
climatic changes, etc.). The advantages of the solution include:
Maximize throughput and improve efficiency through optimization and coordination
such that containers arrive at the right dock at the right time and pallets are transferred
in the right sequence even in the face of dynamics.
Sorting based on optimized shipment allocation: unlike traditional systems, our cross-
docking engines should increase sorting capacity by employing advanced modelling
to consider container relationships and facility configuration. Containers are admitted
to cross-dock and pallets are transferred in a smooth and continuous way.
Lower inventory cost and improved service levels:
Updating order quantities at the cross dock so that discrepancies between what
was ordered and what is really needed could be reduced. This effectively
reduces the safety stock, and also raises the service levels.
Clustering:
Identification of the shipments (vertices) with strong connectivity relationships within
the same group. By this, the appropriate sequence of clusters of shipments to enter the
cross docking area could be determined since a cluster with outputs to other clusters
should be allocated earlier. A cluster is represented in green colour
Identify minimum door requirements for groups (clusters):
A cross dock needs to cater for multiple customers, so multiple group of shipments
compete for limited door resources. This function is to calculate the minimum number
of docks needed is for completing the exchange of a group without re-admission of
shipments to the cross dock
Optimization
Optimized allocation of groups and shipments to docks: this is to determine which
container should be as-signed to which door with consideration of minimizing
movement distance in pallet exchanges
Solution:
The solution aims to improve cross-docking operations not only with higher speed
and lower cost, but also copes well with dynamic changes (Vehicle arriving late,
climatic changes, etc.). The advantages of the solution include:
Maximize throughput and improve efficiency through optimization and coordination
such that containers arrive at the right dock at the right time and pallets are transferred
in the right sequence even in the face of dynamics.
Sorting based on optimized shipment allocation: unlike traditional systems, our cross-
docking engines should increase sorting capacity by employing advanced modelling
to consider container relationships and facility configuration. Containers are admitted
to cross-dock and pallets are transferred in a smooth and continuous way.
Lower inventory cost and improved service levels:
Updating order quantities at the cross dock so that discrepancies between what
was ordered and what is really needed could be reduced. This effectively
reduces the safety stock, and also raises the service levels.
74
Reduce storage and material handling cost:
Cross-docking smoothly and speedily will not only lower material handling
costs but also contribute to lower cost in the supply chain as storage is
bypassed and velocity is increased.
Consideration for dynamic effects and item priority:
Dynamic scheduling and admission will combat peak and valley waves by
balancing demand and resource availability.
Various Arrangements for Cross Docking in GATI:
Hub and Spoke Arrangement
"Hub and spoke" arrangements, where materials are brought in to one central location
and then sorted for delivery to a variety of destinations
Consolidation Arrangement:
Consolidation arrangements, where a variety of smaller shipments are combined into
one larger shipment for economy of transport
Reduce storage and material handling cost:
Cross-docking smoothly and speedily will not only lower material handling
costs but also contribute to lower cost in the supply chain as storage is
bypassed and velocity is increased.
Consideration for dynamic effects and item priority:
Dynamic scheduling and admission will combat peak and valley waves by
balancing demand and resource availability.
Various Arrangements for Cross Docking in GATI:
Hub and Spoke Arrangement
"Hub and spoke" arrangements, where materials are brought in to one central location
and then sorted for delivery to a variety of destinations
Consolidation Arrangement:
Consolidation arrangements, where a variety of smaller shipments are combined into
one larger shipment for economy of transport
75
Deconsolidation arrangement
Deconsolidation arrangements, where large shipments are broken down into smaller
lots for ease of delivery.
Merge in Transit
Cross docked are married with stored goods.
What needs to be done?
Deconsolidation arrangement
Deconsolidation arrangements, where large shipments are broken down into smaller
lots for ease of delivery.
Merge in Transit
Cross docked are married with stored goods.
What needs to be done?
76
Cross-docking operations increase throughput at critical distribution points by
unloading shipments from an inbound trailer directly onto outbound transport. This
practice eliminates the need to store freight.
1. Handle each piece of freight only once. Moving the shipment directly from the
source to the outbound load area eliminates wasted effort and time. As an added
benefit, reduced handling also minimizes opportunities for product damage.
2. Make dock layout as compact as possible. Even if extra room exists, one does not
want to increase travel time by using space that is not absolutely necessary.
3. Line up outbound loads effectively. Outbound load staging areas should be
organized with the heaviest outbound loads on either side of the inbound freight
source location. The next heaviest points should be just outside of the heaviest, and so
on to the lightest outbound loads.
4. Consider timing. Just because an inbound truck arrives does not mean that it must
be processed immediately. Work backward, loading the earliest outbound trailers first.
Determine which inbound shipments to process based on the outbound schedule.
5. Keep freight visible. Store freight that won‟t go out in the current load directly
behind the staging area so dock workers can quickly and easily locate shipments.
6. Always review the inbound product quantity. Sometimes the heaviest load out
from a particular vendor will be what is normally a light load out and you need to
adjust an unload location for a short time. One of these adjustments can save 25 to 40
extended distance trips.
7. Match staff to shipment volume. Track direct labour productivity numbers along
with pre-alerts of freight due to arrive. This can help create more efficient worker
schedules.
8. Configure TMS properly. For transportation management systems, properly
configuring shipping schedules, routing, and key performance indicator measurements
creates benefits such as route and load optimization.
9. Keep the dock floor clean and organized. An orderly loading dock is imperative
to maximize forklift speed without sacrificing safety. Minimizing the amount of
freight on the dock provides forklift operators easy access to loading doors.
10. Use materials handling tools to speed movement. A section of gravity conveyor
will allow cartons to travel directly from the unloading trailer to the loading trailer,
eliminating travel time and extra handling.
Challenges to consider:
Cross-docking operations increase throughput at critical distribution points by
unloading shipments from an inbound trailer directly onto outbound transport. This
practice eliminates the need to store freight.
1. Handle each piece of freight only once. Moving the shipment directly from the
source to the outbound load area eliminates wasted effort and time. As an added
benefit, reduced handling also minimizes opportunities for product damage.
2. Make dock layout as compact as possible. Even if extra room exists, one does not
want to increase travel time by using space that is not absolutely necessary.
3. Line up outbound loads effectively. Outbound load staging areas should be
organized with the heaviest outbound loads on either side of the inbound freight
source location. The next heaviest points should be just outside of the heaviest, and so
on to the lightest outbound loads.
4. Consider timing. Just because an inbound truck arrives does not mean that it must
be processed immediately. Work backward, loading the earliest outbound trailers first.
Determine which inbound shipments to process based on the outbound schedule.
5. Keep freight visible. Store freight that won‟t go out in the current load directly
behind the staging area so dock workers can quickly and easily locate shipments.
6. Always review the inbound product quantity. Sometimes the heaviest load out
from a particular vendor will be what is normally a light load out and you need to
adjust an unload location for a short time. One of these adjustments can save 25 to 40
extended distance trips.
7. Match staff to shipment volume. Track direct labour productivity numbers along
with pre-alerts of freight due to arrive. This can help create more efficient worker
schedules.
8. Configure TMS properly. For transportation management systems, properly
configuring shipping schedules, routing, and key performance indicator measurements
creates benefits such as route and load optimization.
9. Keep the dock floor clean and organized. An orderly loading dock is imperative
to maximize forklift speed without sacrificing safety. Minimizing the amount of
freight on the dock provides forklift operators easy access to loading doors.
10. Use materials handling tools to speed movement. A section of gravity conveyor
will allow cartons to travel directly from the unloading trailer to the loading trailer,
eliminating travel time and extra handling.
Challenges to consider:
77
1. Responsibility: Properly assign the responsibility to specific persons, as we need a
special team which will enhance Cross Docking in EDC‟s.
2. Far small GDW’s, cannot receive too “Consolidated” volumes
Cross docking operation can‟t be same for everyone. Somewhere we can adopt FTL,
whereas it can‟t be adopted at certain OU
3. Bulk and weighted shipments:
Make a decision between average case weight and exact case weight
4.Work load balance among gates
Estimate 13% reduction in labour costs due to travel and waiting
5. Balancing Workload
Some of the benefits include:
Reduction in labour costs, as the products no longer requires picking and put away in
the warehouse.
Reduction in the time from production to the customer, which helps improve
customer satisfaction.
Reduction in the need for warehouse space, as there is no requirement to storage the
products.
No need of large warehouse areas
Reduced time to reach to consumer
Transportation has fuller loads for each trip therefore a saving in transportation costs
while also being more environment friendly
Products are moved much faster through cross deck
Cross Docking can eliminate processes such as “pick-location” and “order-picking “
Although establishing cross docking might be expensive, but overall it is less
expensive to construct than your average warehouse
Highly turnover of products with everything moving quickly through the cross
docking terminal. Product usually spend less than 24 hour
Products destined for a similar end point can be transported as a full load, reducing
overall distribution cost
Challenges
1) Lower profit margin
1. Responsibility: Properly assign the responsibility to specific persons, as we need a
special team which will enhance Cross Docking in EDC‟s.
2. Far small GDW’s, cannot receive too “Consolidated” volumes
Cross docking operation can‟t be same for everyone. Somewhere we can adopt FTL,
whereas it can‟t be adopted at certain OU
3. Bulk and weighted shipments:
Make a decision between average case weight and exact case weight
4.Work load balance among gates
Estimate 13% reduction in labour costs due to travel and waiting
5. Balancing Workload
Some of the benefits include:
Reduction in labour costs, as the products no longer requires picking and put away in
the warehouse.
Reduction in the time from production to the customer, which helps improve
customer satisfaction.
Reduction in the need for warehouse space, as there is no requirement to storage the
products.
No need of large warehouse areas
Reduced time to reach to consumer
Transportation has fuller loads for each trip therefore a saving in transportation costs
while also being more environment friendly
Products are moved much faster through cross deck
Cross Docking can eliminate processes such as “pick-location” and “order-picking “
Although establishing cross docking might be expensive, but overall it is less
expensive to construct than your average warehouse
Highly turnover of products with everything moving quickly through the cross
docking terminal. Product usually spend less than 24 hour
Products destined for a similar end point can be transported as a full load, reducing
overall distribution cost
Challenges
1) Lower profit margin
78
2) Culture and infrastructure changes
3) Managing cost and revenue is a big challenge. Costs are on coetaneous rise, while
customer always expects reduction in price.
4) GATIKWE brand has featured many times in super brand, but the brand image has
not converted in generating new trajectory of growth.
5) Increase in Process compliance is a challenge to senior management; it directly
impacts on service levels.
6) Implementation of GST is next major challenge, as it will change the prevailing
infrastructure of logistics.
7) At present GATIKWE-KWE has biggest challenge to retain its leadership position in
Surface Express business. As a leader GATIKWE-KWE must grow at faster pace
than industry. But it has not taken place and growth rate has been similar to Industry.
8) Emerging new player‟s loss leader strategy to gain the market, many of them vanishes
in the process.
LIMITATION
The study is carried out at one OU (BOMN), Mumbai only. The results of the study
are applicable to that location only and the results may vary significantly for other
locations due to different distribution networks, service process, competitors and
different market conditions.
As my project is a vast area for analysis, due to short time period, I realize it like
training procedure and only concentrate on the mistake and miss use instead I want to
implement some innovative idea in operation process which may nourish the
operation process and intend it smoothly with competing as a market challenger.
SUGGESTION
FOR WAREHOUSE
1) Inside service unit, the goods should be properly placed between the D-mark (yellow
mark in warehouse).
2) Goods should be arranged in row-rack-location wise, so which helps to properly
identification in loading time.
3) Goods placed in a rack; in such a manner the docket no. should be looks front and
properly visible when stock process and foot printing will be done.
2) Culture and infrastructure changes
3) Managing cost and revenue is a big challenge. Costs are on coetaneous rise, while
customer always expects reduction in price.
4) GATIKWE brand has featured many times in super brand, but the brand image has
not converted in generating new trajectory of growth.
5) Increase in Process compliance is a challenge to senior management; it directly
impacts on service levels.
6) Implementation of GST is next major challenge, as it will change the prevailing
infrastructure of logistics.
7) At present GATIKWE-KWE has biggest challenge to retain its leadership position in
Surface Express business. As a leader GATIKWE-KWE must grow at faster pace
than industry. But it has not taken place and growth rate has been similar to Industry.
8) Emerging new player‟s loss leader strategy to gain the market, many of them vanishes
in the process.
LIMITATION
The study is carried out at one OU (BOMN), Mumbai only. The results of the study
are applicable to that location only and the results may vary significantly for other
locations due to different distribution networks, service process, competitors and
different market conditions.
As my project is a vast area for analysis, due to short time period, I realize it like
training procedure and only concentrate on the mistake and miss use instead I want to
implement some innovative idea in operation process which may nourish the
operation process and intend it smoothly with competing as a market challenger.
SUGGESTION
FOR WAREHOUSE
1) Inside service unit, the goods should be properly placed between the D-mark (yellow
mark in warehouse).
2) Goods should be arranged in row-rack-location wise, so which helps to properly
identification in loading time.
3) Goods placed in a rack; in such a manner the docket no. should be looks front and
properly visible when stock process and foot printing will be done.
79
4) When loading time, the goods should be arranged according to delivery place and all
the goods of same docket no. put in a single place. This makes GA comfort in delivery
and not more time consuming.
FOR BOOKING OU
1) Sometimes the docket no. shows that invalid because of not properly entry of docket
no., pin code not match with address or destination OU change. So when booking will
be done 1
st
match the pin code with destination address and then entry the docket no.
2) The pick-up should be in proper time which is the major problem in here.
3) Booking OU check the contract is valid or not for the regular customer which may
decreases the Outstanding and unnecessary time consuming.
FOR ASSOCIATES
1) Avoid the manual PDC because it is not update at a time.
2) Properly schedule the GA and Handler, which makes them busy.
3) Should not be allowed any GA and Handler into service chamber, which makes breaks
concentration.
FOR DELIVERY
1) Properly arrange the dockets which make the maximum delivery with minimum
charges.
2) Make the delivery according to ADD, because some items are needed at a particular
date like medicine or any gift product.
3) Make minimum inbound and Outbound, which helps in low time consuming, low
paper work, decrease the travelling charge, decreasing handling charge.
4) Use cross docking concept and six sigma (setup reduction method).
FOR HANDLER
1) Segregation of booking goods and delivery goods and keep it different location for
identification easily.
2) Identify the fragile and high value items at the time of booking and it should be mark
at docket entry time for handling smoothly at the loading and unloading time as per
tally preparation
FOR MANAGEMENT
4) When loading time, the goods should be arranged according to delivery place and all
the goods of same docket no. put in a single place. This makes GA comfort in delivery
and not more time consuming.
FOR BOOKING OU
1) Sometimes the docket no. shows that invalid because of not properly entry of docket
no., pin code not match with address or destination OU change. So when booking will
be done 1
st
match the pin code with destination address and then entry the docket no.
2) The pick-up should be in proper time which is the major problem in here.
3) Booking OU check the contract is valid or not for the regular customer which may
decreases the Outstanding and unnecessary time consuming.
FOR ASSOCIATES
1) Avoid the manual PDC because it is not update at a time.
2) Properly schedule the GA and Handler, which makes them busy.
3) Should not be allowed any GA and Handler into service chamber, which makes breaks
concentration.
FOR DELIVERY
1) Properly arrange the dockets which make the maximum delivery with minimum
charges.
2) Make the delivery according to ADD, because some items are needed at a particular
date like medicine or any gift product.
3) Make minimum inbound and Outbound, which helps in low time consuming, low
paper work, decrease the travelling charge, decreasing handling charge.
4) Use cross docking concept and six sigma (setup reduction method).
FOR HANDLER
1) Segregation of booking goods and delivery goods and keep it different location for
identification easily.
2) Identify the fragile and high value items at the time of booking and it should be mark
at docket entry time for handling smoothly at the loading and unloading time as per
tally preparation
FOR MANAGEMENT
80
15) The charges which GATIKWE is charging should be little less than that of now,
which attract the customers.
16) The training should be given to the pick-up and delivery teams “how to behave
properly with the customer”.
FOR DEPS
1) Check the packing of material before booking.
2) If not properly packed, then packed it properly before booking process.
3) Trained the illiterate handlers.
4) Use CCTV and RFID for avoiding stealing activities.
5) For different size and shapes of materials use four-clips, manual stacker, semi-electric
stacker etc.
6) Docket should be identify the type of goods inside the box.
7) Reduce the space inside the container of the vehicle.
8) Put light shipments upper of the heavy shipments.
9) Suggest the customer to use plastic coated cartoons.
10) Use four-clips because manual handling increases the risk of damages.
11) Suggest the customer use new cartoons for packaging.
12) Use advance equipment for handling process.
13) Check the process stacking of shipment in hub and warehouses.
14) Take initiatives before rainy season.
15) Properly monitoring the loading, unloading, and stacking process.
For ATC
1) GATIKWE (BOMN) is 5 km from Mumbai domestic airport. It pays 10,000 per
vehicle at airport for parking charge due to distribution of goods. I saw GATIKWE
uses 5/6 vehicle it means per month parking charge is 50,000/-60,000/.
If GATIKWE will distribute at BOMN OU, it may be increases some transportation
charge but it is absolutely less than 50,000 rupees which will pay for parking charges.
15) The charges which GATIKWE is charging should be little less than that of now,
which attract the customers.
16) The training should be given to the pick-up and delivery teams “how to behave
properly with the customer”.
FOR DEPS
1) Check the packing of material before booking.
2) If not properly packed, then packed it properly before booking process.
3) Trained the illiterate handlers.
4) Use CCTV and RFID for avoiding stealing activities.
5) For different size and shapes of materials use four-clips, manual stacker, semi-electric
stacker etc.
6) Docket should be identify the type of goods inside the box.
7) Reduce the space inside the container of the vehicle.
8) Put light shipments upper of the heavy shipments.
9) Suggest the customer to use plastic coated cartoons.
10) Use four-clips because manual handling increases the risk of damages.
11) Suggest the customer use new cartoons for packaging.
12) Use advance equipment for handling process.
13) Check the process stacking of shipment in hub and warehouses.
14) Take initiatives before rainy season.
15) Properly monitoring the loading, unloading, and stacking process.
For ATC
1) GATIKWE (BOMN) is 5 km from Mumbai domestic airport. It pays 10,000 per
vehicle at airport for parking charge due to distribution of goods. I saw GATIKWE
uses 5/6 vehicle it means per month parking charge is 50,000/-60,000/.
If GATIKWE will distribute at BOMN OU, it may be increases some transportation
charge but it is absolutely less than 50,000 rupees which will pay for parking charges.
81
Conclusion
During analyze the whole operation process, I found that due high competition in
service & logistics area in Mumbai sector, GATIKWE implement a gold scheme for
GA (1 gram gold, after archive target) to attract and motivate to the business.
I found that the service quality of GATIKWE is good but not organized.
GATIKWE implements the 30C, which save the time & accuracy in docket entry.
Gati-west got 1
st
prize in IT service 2013, but I found that server is not properly
maintained, GEMS is very complicated and more in size hang the computer due to
low version OS & RAM used.
In GEMS same link in different pages, always creates the pop-up.
At last GATIKWE provides premium surface cargo service in Indian logistics sector,
among the competitors.
Bibliography
Conclusion
During analyze the whole operation process, I found that due high competition in
service & logistics area in Mumbai sector, GATIKWE implement a gold scheme for
GA (1 gram gold, after archive target) to attract and motivate to the business.
I found that the service quality of GATIKWE is good but not organized.
GATIKWE implements the 30C, which save the time & accuracy in docket entry.
Gati-west got 1
st
prize in IT service 2013, but I found that server is not properly
maintained, GEMS is very complicated and more in size hang the computer due to
low version OS & RAM used.
In GEMS same link in different pages, always creates the pop-up.
At last GATIKWE provides premium surface cargo service in Indian logistics sector,
among the competitors.
Bibliography
82
In my project I followed some of the website for my reference as needed in my
project carried out. These website are really helped me like as guide, when I was need
something for my project.
1) www.gati.net
2) www.gati.com
3) www.google.co.in
4) www.wikipedia.com
5) [email protected]
6) www.gati.mail1.gmail.com
7) www.scribd.com
8) www.logisticsportal.org
9) www.ebooksbrowse.com
10) www.gatikwe.com
11) www.citehr.com
12) www.managementparadise.com
In my project I followed some of the website for my reference as needed in my
project carried out. These website are really helped me like as guide, when I was need
something for my project.
1) www.gati.net
2) www.gati.com
3) www.google.co.in
4) www.wikipedia.com
5) [email protected]
6) www.gati.mail1.gmail.com
7) www.scribd.com
8) www.logisticsportal.org
9) www.ebooksbrowse.com
10) www.gatikwe.com
11) www.citehr.com
12) www.managementparadise.com
83
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