Project report of tata tel

PREPARED BY SAROJ KUMAR MUDULI,AFFINITY BUSINESS SCHOOL.BBSR,
MOBILE:-9861731192,9090225101

1. A
SUMMER INTERNSHIP
PROJECT REPORT
ON
TATA TELESERVICES LTd
(TOPIC-SUPPLY CHAIN MANAGEMENT)
DEPOSITED TO:
BAROTOTA, NEAR KHURDA INDUSTRIAL AREA.
BHUBANESWAR
DEPOSITED BY:
SAROJ KUMAR MUDU LI
PGDM,ROLL NO-251

2. Session (09-11)
TABLE OF CONTENTS
1 Declaration 2
2 Acknowledgement 3
3 Executive summary 4
4 Literature(Theoritical analysis of topic) 5-29
5 Process of warehouse 30-35
6 Company Profile 35
0nwords
7 Board of directors 37- 40
8 ATA Business excellence model 43-45
9 Operate sustainability 45-46
10 Warehouse Management 47
onwords
11 Objectives of warehouse/scope 48-49
12 Related documents 49
13 Process design parameters 49-52
14 Business rules 53
15 Detailed operation procedure 54-61
16 Grossory of terms 62
17 Process overview
62-70

3. DECLARATION


This is the report of the project work entitled “SUPPLY
CHAIN MANAGEMENT’ undertaken by me during the
two month OJT(SIP) at TATA TELESERVICES LTD,
Bhubaneswar.
I hereby declare that project report is being submitted by
me to AFFINITY BUSINESS SCHOOL for the partial
fulfillment of the degree of POSTGRADUATE DIPLOMA
IN BUSINESS MANAGEMENT of first year.
A copy of this project has been submitted to the
organization where the project was developed that is
TATA TELESERVICES LTD . This project is not
submitted to any other organization or university or
College and is the Outcome of my work.





Saroj kumar muduli
Date:- Signature:

4. ACKNOWLEDGEMENT

I am thankful to TATA TELESERVICES LTD . giving me an opportunity
to conduct SUMMER PROJECT in their esteemed organization. I am honored to
take this opportunity to sincerely thank Mr. Lingaraj subudhi, supply chain
head, TATA TELESERVICES LTD, Bhubaneswar, who allowed me to work
under such an esteem organization. I am also thankful to Mrs.Puspanjali kar for
expressing his faith & confidence in me by assigning this project work to me.
I am also thankful to Mr Manoj kar, Chairman Affinity B-school & Mr.P.K
tripathy(programme director at ABS) whose continued and invaluable guidance
can never be forgotten by me with out whom, this project could not have got
present shape. I could also not forget the expert guidance and encouragement that
he has shown to me in spite of his busy schedule.
I respect the kindliness and gratitude they have shown among all other student.
I also thank the other faculty members and my internal guide at AFFINITY
BUSINESS SCHOOL and all the members of TATA TELESERVICES LTD,
Bhubaneswar, for providing me the necessary information and relevant data.
Lastly I thank all the EMPLOYEES/WORKERS at warehouse of TTSL whose
responses played a major role in completion of this research work and without
who’s held I could not have completed the project.


Saroj kumar muduli
AFFINITY, Bhubaneswar

5. EXECUTIVE SUMMERY

The importance of any academic course would gain advantage and
acceptance of the true form, only through practical experience. Hence it is quite
necessary to put theories in to talk. This is made possible with the summer training
at any of the companies under the guidance of a competent person.

All organization face changes in their environment with resultant changes in
their markets and in this ability to satisfy their market. Each organization is faced
with new marketing problems and opportunities in their existing and potential
market.
Marketing decision make cope with these challenges in a variety of ways.
The marketers being required to forecast the risk and uncertainty in their own way,
supported by market research.

Man on earth that can entirely eliminate uncertainties knows no method but
scientific method can minimize the elements of uncertainties that can result from
lack of information without orientation. Market research is a process of collecting
information about who, what, when, where, why, and how of actual and potential
consumers in a particular market. The main purpose of market research is the
ability to continually foresee both in the long and short term.

This report is the outcome of the summer training report at TATA
TELESERVICES LTD at BHUBANESWAR . This training is a part of the
curriculum of PGDM programee at AFFINITY BUSINESS SCHOOL.

6. Literature
Theorytical analysis on topic

Supply chain management (SCM):-It is the
management of a network of interconnected businesses involved
in the ultimate provision of product and service packages
required by end customers (Harland, 1996).
[1]
Supply Chain
Management spans all movement and storage of raw materials,
work-in-process inventory, and finished goods from point of
origin to point of consumption (supply chain).
Another definition is provided by the APICS Dictionary when it
defines SCM as the "design, planning, execution, control, and
monitoring of supply chain activities with the objective of
creating net value, building a competitive infrastructure,
leveraging worldwide logistics, synchronizing supply with
demand, and measuring performance globally."
Contents:-
1 Idea
2 Supply chain management problems
3 Activities/functions
o 3.1 Strategic
o 3.2 Tactical
o 3.3 Operational
4 Supply chain management
5 Developments in Supply Chain Management
6 Supply chain business process integration

7. 7 Theories of supply chain management
8 Supply chain sustainability
9 Components of supply chain management integration
10 Global supply chain management

Idea:-
More common and accepted definitions of Supply Chain
Management are:
Supply Chain Management is the systemic, strategic
coordination of the traditional business functions and the
tactics across these business functions within a particular
company and across businesses within the supply chain, for
the purposes of improving the long-term performance of
the individual companies and the supply chain as a whole
(Mentzer et al, 2001).
[2]

Global Supply Chain Forum - Supply Chain Management
is the integration of key business processes across the
supply chain for the purpose of adding value for customers
and stakeholders (Lambert, 2008)
[3]
.
According to the Council of Supply Chain Management
Professionals (CSCMP), Supply chain management
encompasses the planning and management of all activities
involved in sourcing, procurement, conversion, and
logistics management. It also includes the crucial
components of coordination and collaboration with channel
partners, which can be suppliers, intermediaries, third-party

8. service providers, and customers. In essence, supply chain
management integrates supply and demand management
within and across companies. More recently, the loosely
coupled, self-organizing network of businesses that
cooperate to provide product and service offerings has been
called the Extended Enterprise.
A supply chain, as opposed to supply chain management, is a set
of organizations directly linked by one or more of the upstream
and downstream flows of products, services, finances, and
information from a source to a customer. Managing a supply
chain is 'supply chain management' (Mentzer et al., 2001).
[4]

Supply chain management software includes tools or modules
used to execute supply chain transactions, manage supplier
relationships and control associated business processes.
Supply chain event management (abbreviated as SCEM) is a
consideration of all possible events and factors that can disrupt a
supply chain. With SCEM possible scenarios can be created and
solutions devised.
Supply chain management problems:-
Supply chain management must address the following problems:
Distribution Network Configuration: number, location
and network missions of suppliers, production facilities,
distribution centers, warehouses, cross-docks and
customers.
Distribution Strategy: questions of operating control
(centralized, decentralized or shared); delivery scheme,

9. e.g., direct shipment, pool point shipping, cross docking,
DSD (direct store delivery), closed loop shipping; mode of
transportation, e.g., motor carrier, including truckload,
LTL, parcel; railroad; intermodal transport, including
TOFC (trailer on flatcar) and COFC (container on flatcar);
ocean freight; airfreight; replenishment strategy (e.g., pull,
push or hybrid); and transportation control (e.g., owner-
operated, private carrier, common carrier, contract carrier,
or 3PL).
Trade-Offs in Logistical Activities: The above activities
must be well coordinated in order to achieve the lowest
total logistics cost. Trade-offs may increase the total cost if
only one of the activities is optimized. For example, full
truckload (FTL) rates are more economical on a cost per
pallet basis than less than truckload (LTL) shipments. If,
however, a full truckload of a product is ordered to reduce
transportation costs, there will be an increase in inventory
holding costs which may increase total logistics costs. It is
therefore imperative to take a systems approach when
planning logistical activities. These trade-offs are key to
developing the most efficient and effective Logistics and
SCM strategy.
Information: Integration of processes through the supply
chain to share valuable information, including demand
signals, forecasts, inventory, transportation, potential
collaboration, etc.
Inventory Management: Quantity and location of
inventory, including raw materials, work-in-progress (WIP)
and finished goods.

10. Cash-Flow: Arranging the payment t erms and
methodologies for exchanging funds across entities within
the supply chain.
Supply chain execution means managing and coordinating the
movement of materials, information and funds across the supply
chain. The flow is bi-directional.
Activities/functions:-
Supply chain management is a cross-function approach
including managing the movement of raw materials into an
organization, certain aspects of the internal processing of
materials into finished goods, and the movement of finished
goods out of the organization and toward the end-consumer. As
organizations strive to focus on core competencies and
becoming more flexible, they reduce their ownership of raw
materials sources and distribution channels. These functions are
increasingly being outsourced to other entities that can perform
the activities better or more cost effectively. The effect is to
increase the number of organizations involved in satisfying
customer demand, while reducing management control of daily
logistics operations. Less control and more supply chain partners
led to the creation of supply chain management concepts. The
purpose of supply chain management is to improve trust and
collaboration among supply chain partners, thus improving
inventory visibility and the velocity of inventory movement.
Several models have been proposed for understanding the
activities required to manage material movements across
organizational and functional boundaries. SCOR is a supply
chain management model promoted by the Supply Chain

11. Council. Another model is the SCM Model proposed by the
Global Supply Chain Forum (GSCF). Supply chain activities
can be grouped into strategic, tactical, and operational levels .
The CSCMP has adopted The American Productivity & Quality
Center (APQC) Process Classification Framework
SM
a high-
level, industry-neutral enterprise process model that allows
organizations to see their business processes from a cross-
industry viewpoint
[5]
.
Strategic:-
Strategic network optimization, including the number,
location, and size of warehousing, distribution centers, and
facilities.
Strategic partnerships with suppliers, distributors, and
customers, creating communication channels for critical
information and operational improvements such as cross
docking, direct shipping, and third-party logistics.
Product life cycle management, so that new and existing
products can be optimally integrated into the supply chain
and capacity management activities.
Information technology chain operations.
Where-to-make and what-to-make-or-buy decisions.
Aligning overall organizational strategy with supply
strategy.
It is for long term and needs resource comittement.

Tactical:-
Sourcing contracts and other purchasing decisions.

12. Production decisions, including contracting, scheduling,
and planning process definition.
Inventory decisions, including quantity, location, and
quality of inventory.
Transportation strategy, including frequency, routes, and
contracting.
Benchmarking of all operations against competitors and
implementation of best practices throughout the enterprise.
Milestone payments.
Focus on customer demand.
Operational:-
Daily production and distribution planning, including all
nodes in the supply chain.
Production scheduling for each manufacturing facility in
the supply chain (minute by minute).
Demand planning and forecasting, coordinating the demand
forecast of all customers and sharing the forecast with all
suppliers.
Sourcing planning, including current inventory and forecast
demand, in collaboration with all suppliers.
Inbound operations, including transportation from suppliers
and receiving inventory.
Production operations, including the consumption of
materials and flow of finished goods.
Outbound operations, including all fulfillment activities,
warehousing and transportation to customers.
Order promising, accounting for all constraints in the
supply chain, including all suppliers, manufacturing
facilities, distribution centers, and other customers.

13. Supply chain management:-
Organizations increasingly find that they must rely on effective
supply chains, or networks, to compete in the global market and
networked economy.
[6]
New management paradigms, this
concept of business relationships extends beyond traditional
enterprise boundaries and seeks to organize entire business
processes throughout a value chain of multiple companies.
During the past decades, globalization, outsourcing and
information technology have enabled many organizations, such
as Dell and Hewlett Packard, to successfully operate solid
collaborative supply networks in which each specialized
business partner focuses on only a few key strategic activities .
This inter-organizational supply network can be acknowledged
as a new form of organization. However, with the complicated
interactions among the players, the network structure fits neither
"market" nor "hierarchy" categories (Powell, 1990). It is not
clear what kind of performance impacts different supply
network structures could have on firms, and little is known
about the coordination conditions and trade-offs that may exist
among the players. From a systems perspective, a complex
network structure can be decomposed into individual component
firms (Zhang and Dilts, 2004). Traditionally, companies in a
supply network concentrate on the inputs and outputs of the
processes, with little concern for the internal management
working of other individual players. Therefore, the choice of an
internal management control structure is known to impact local
firm performance (Mintzberg, 1979).

14. In the 21st century, changes in the business environment have
contributed to the development of supply chain networks. First,
as an outcome of globalization and the proliferation of
multinational companies, joint ventures, strategic alliances and
business partnerships, significant success factors were identified,
complementing the earlier " Just-In-Time", "Lean
Manufacturing" and "Agile Manufacturing" practices.
[7]
Second,
technological changes, particularly the dramatic fall in
information communication costs, which are a significant
component of transaction costs, have led to changes in
coordination among the members of the supply chain network
(Coase, 1998).
Many researchers have recognized these kinds of supply
network structures as a new organization form, using terms such
as "Keiretsu", "Extended Enterprise", "Virtual Corporation",
"Global Production Network", and "Next Generation
Manufacturing System".
[8]
In general, such a structure can be
defined as "a group of semi-independent organizations, each
with their capabilities, which collaborate in ever-changing
constellations to serve one or more markets in order to achieve
some business goal specific to that collaboration" (Akkermans,
2001).
The security management system for supply chains is described
in ISO/IEC 28000 and ISO/IEC 28001 and related standards
published jointly by ISO and IEC.

Developments in Supply Chain Management

15. Six major movements can be observed in the evolution of supply
chain management studies: Creation, Integration, and
Globalization.
1. Creation Era
The term supply chain management was first coined by a U.S.
industry consultant in the early 1980s. However, the concept of
a supply chain in management was of great importance long
before, in the early 20th century, especially with the creation of
the assembly line. The characteristics of this era of supply chain
management include the need for large-scale changes, re-
engineering, downsizing driven by cost reduction programs, and
widespread attention to the Japanese practice of management.
2. Integration Era
This era of supply chain management studies was highlighted
with the development of Electronic Data Interchange (EDI)
systems in the 1960s and developed through the 1990s by the
introduction of Enterprise Resource Planning (ERP) systems.
This era has continued to develop into the 21st century with the
expansion of internet-based collaborative systems. This era of
supply chain evolution is characterized by both increasing value-
adding and cost reductions through integration.
3. Globalization Era
The third movement of supply chain management development,
the globalization era, can be characterized by the attention given
to global systems of supplier relationships and the expansion of
supply chains over national boundaries and into other
continents. Although the use of global sources in the supply

16. chain of organizations can be traced back several decades (e.g.,
in the oil industry), it was not until the late 1980s that a
considerable number of organizations started to integrate global
sources into their core business. This era is characterized by the
globalization of supply chain management in organizations with
the goal of increasing their competitive advantage, value-adding,
and reducing costs through global sourcing.
4. Specialization Era—Phase One: Outsourced
Manufacturing and Distribution
In the 1990s industries began to focus on “core competencies”
and adopted a specialization model. Companies abandoned
vertical integration, sold off non-core operations, and outsourced
those functions to other companies. This changed management
requirements by extending the supply chain well beyond
company walls and distributing management across specialized
supply chain partnerships.
This transition also re-focused the fundamental perspectives of
each respective organization. OEMs became brand owners that
needed deep visibility into their supply base. They had to control
the entire supply chain from above instead of from within.
Contract manufacturers had to manage bills of material with
different part numbering schemes from multiple OEMs and
support customer requests for work -in-process visibility and
vendor-managed inventory (VMI).
The specialization model creates manufacturing and distribution
networks composed of multiple, individual supply chains
specific to products, suppliers, and customers who work together
to design, manufacture, distribute, market, sell, and service a

17. product. The set of partners may change according to a given
market, region, or channel, resulting in a proliferation of trading
partner environments, each with its own unique characteristics
and demands.
5. Specialization Era—Phase Two: Supply Chain
Management as a Service
Specialization within the supply chain began in the 1980s with
the inception of transportation brokerages, warehouse
management, and non-asset-based carriers and has matured
beyond transportation and logistics into aspects of supply
planning, collaboration, execution and performance
management.
At any given moment, market forces could demand changes
from suppliers, logistics providers, locations and customers, and
from any number of these specialized participants as
components of supply chain networks. This variability has
significant effects on the supply chain infrastructure, from the
foundation layers of establishing and managing the electronic
communication between the trading partners to more complex
requirements including the configuration of the processes and
work flows that are essential to the management of the network
itself.
Supply chain specialization enables companies to improve their
overall competencies in the same way that outsourced
manufacturing and distribution has done; it allows them to focus
on their core competencies and assemble networks of specific,
best-in-class partners to contribute to the overall value chain
itself, thereby increasing overall performance and efficiency.

18. The ability to quickly obtain and deploy this domain-specific
supply chain expertise without developing and maintaining an
entirely unique and complex competency in house is the leading
reason why supply chain specialization is gaining popularity.
Outsourced technology hosting for supply chain solutions
debuted in the late 1990s and has taken root primarily in
transportation and collaboration categories. This has progressed
from the Application Service Provider (ASP) model from
approximately 1998 through 2003 to the On-Demand model
from approximately 2003-2006 to the Software as a Service
(SaaS) model currently in focus today.
6. Supply Chain Management 2.0 (SCM 2.0)
Building on globalization and specialization, the term SCM 2.0
has been coined to describe both the changes within the supply
chain itself as well as the evolution of the processes, methods
and tools that manage it in this new "era".
Web 2.0 is defined as a trend in the use of the World Wide Web
that is meant to increase creativity, information sharing, and
collaboration among users. At its core, the common attribute
that Web 2.0 brings is to help navigate the vast amount of
information available on the Web in order to find what is being
sought. It is the notion of a usable pathway. SCM 2.0 follows
this notion into supply chain operations. It is the pathway to
SCM results, a combination of the processes, methodologies,
tools and delivery options to guide companies to their results
quickly as the complexity and speed of the supply chain increase
due to the effects of global competition, rapid price fluctuations,

19. surging oil prices, short product life cycles, expanded
specialization, near-/far- and off-shoring, and talent scarcity.
SCM 2.0 leverages proven solutions designed to rapidly deliver
results with the agility to quickly manage future change for
continuous flexibility, value and success. This is delivered
through competency networks composed of best-of-breed supply
chain domain expertise to understand which elements, both
operationally and organizationally, are the critical few that
deliver the results as well as through intimate understanding of
how to manage these elements to achieve desired results.
Finally, the solutions are delivered in a variety of options, such
as no-touch via business process outsourcing, mid-touch via
managed services and software as a service (SaaS), or high
touch in the traditional software deployment model.
Supply chain business process integration:-
Successful SCM requires a change from managing individual
functions to integrating activities into key supply chain
processes. An example scenario: the purchasing department
places orders as requirements become known. The marketing
department, responding to customer demand, communicates
with several distributors and retailers as it attempts to determine
ways to satisfy this demand. Information shared between supply
chain partners can only be fully leveraged through process
integration.
Supply chain business process integration involves collaborative
work between buyers and suppliers, joint product development,
common systems and shared information. According to Lambert
and Cooper (2000), operating an integrated supply chain

20. requires a continuous information flow. However, in many
companies, management has reached the conclusion that
optimizing the product flows cannot be accomplished without
implementing a process approach to the business. The key
supply chain processes stated by Lambert (2004)
[9]
are:
Customer relationship management
Customer service management
Demand management
Order fulfillment
Manufacturing flow management
Supplier relationship management
Product development and commercialization
Returns management
Much has been written about demand management. Best-in-
Class companies have similar characteristics, which include the
following: a) Internal and external collaboration b) Lead time
reduction initiatives c) Tighter feedback from customer and
market demand d) Customer level forecasting
One could suggest other key critical supply business processes
which combine these processes stated by Lambert such as:
a. Customer service management
b. Procurement
c. Product development and commercialization
d. Manufacturing flow management/support
e. Physical distribution
f. Outsourcing/partnerships
g. Performance measurement

21. a) Customer service management process
Customer Relationship Management concerns the relationship
between the organization and its customers. Customer service is
the source of customer information. It also provides the
customer with real-time information on scheduling and product
availability through interfaces with the company's production
and distribution operations. Successful organizations use the
following steps to build customer relationships:
determine mutually satisfying goals for organization and
customers
establish and maintain customer rapport
produce positive feelings in the organization and the
customers
b) Procurement process
Strategic plans are drawn up with suppliers to support the
manufacturing flow management process and the development
of new products. In firms where operations extend globally,
sourcing should be managed on a global basis. The desired
outcome is a win-win relationship where both parties benefit,
and a reduction in time required for the design cycle and product
development. Also, the purchasing function develops rapid
communication systems, such as electronic data interchange
(EDI) and Internet linkage to convey possible requirements
more rapidly. Activities related to obtaining products and
materials from outside suppliers involve resource planning,
supply sourcing, negotiation, order placement, inbound
transportation, storage, handling and quality assurance, many of
which include the responsibility to coordinate with suppliers on

22. matters of scheduling, supply continuity, hedging, and research
into new sources or programs.
c) Product development and commercialization
Here, customers and suppliers must be integrated into the
product development process in order to reduce time to market.
As product life cycles shorten, the appropriate products must be
developed and successfully launched with ever shorter time-
schedules to remain competitive. According to Lambert and
Cooper (2000), managers of the product development and
commercialization process must:
1. coordinate with customer relationship management to
identify customer-articulated needs;
2. select materials and suppliers in conjunction with
procurement, and
3. develop production technology in manufacturing flow to
manufacture and integrate into the best supply chain flow
for the product/market combination.
d) Manufacturing flow management process
The manufacturing process produces and supplies products to
the distribution channels based on past forecasts. Manufacturing
processes must be flexible to respond to market changes and
must accommodate mass customization. Orders are processes
operating on a just-in-time (JIT) basis in minimum lot sizes.
Also, changes in the manufacturing flow process lead to shorter
cycle times, meaning improved responsiveness and efficiency in
meeting customer demand. Activities related to planning,
scheduling and supporting manufacturing operations, such as

23. work-in-process storage, handling, transportation, and time
phasing of components, inventory at manufacturing sites and
maximum flexibility in the coordination of geographic and final
assemblies postponement of physical distribution operations.
e) Physical distribution
This concerns movement of a finished product/service to
customers. In physical distribution, the customer is the final
destination of a marketing channel, and the availability of the
product/service is a vital part of each channel participant's
marketing effort. It is also through the physical distribution
process that the time and space of customer service become an
integral part of marketing, thus it links a marketing channel with
its customers (e.g., links manufacturers, wholesalers, retailers).
f) Outsourcing/partnerships
This is not just outsourcing the procurement of materials and
components, but also outsourcing of services that traditionally
have been provided in-house. The logic of this trend is that the
company will increasingly focus on those activities in the value
chain where it has a distinctive advantage, and outsource
everything else. This movement has been particularly evident in
logistics where the provision of transport, warehousing and
inventory control is increasingly subcontracted to specialists or
logistics partners. Also, managing and controlling this network
of partners and suppliers requires a blend of both central and
local involvement. Hence, strategic decisions need to be taken
centrally, with the monitoring and control of supplier
performance and day-to-day liaison with logistics partners being
best managed at a local level.

24. g) Performance measurement
Experts found a strong relationship from the largest arcs of
supplier and customer integration to market share and
profitability. Taking advantage of supplier capabilities and
emphasizing a long-term supply chain perspective in customer
relationships can both be correlated with firm performance. As
logistics competency becomes a more critical factor in creating
and maintaining competitive advantage, logistics measurement
becomes increasingly important because the difference between
profitable and unprofitable operations becomes more narrow.
A.T. Kearney Consultants (1985) noted that firms engaging in
comprehensive performance measurement realized
improvements in overall productivity. According to experts,
internal measures are generally collected and analyzed by the
firm including
1. Cost
2. Customer Service
3. Productivity measures
4. Asset measurement, and
5. Quality.
External performance measurement is examined through
customer perception measures and " best practice"
benchmarking, and includes 1) customer perception
measurement, and 2) best practice benchmarking.
Components of Supply Chain Management are 1.
Standardization 2. Postponement 3. Customization

25. Theories of supply chain management:-
Currently there is a gap in the literature available on supply
chain management studies: there is no theoretical support for
explaining the existence and the boundaries of supply chain
management. A few authors such as Halldorsson, et al. (2003),
Ketchen and Hult (2006) and Lavassani, et al. (2008
b
) have tried
to provide theoretical foundations for different areas related to
supply chain by employing organizational theories. These
theories include:
Resource-Based View (RBV)
Transaction Cost Analysis (TCA)
Knowledge-Based View (KBV)
Strategic Choice Theory (SCT)
Agency Theory (AT)
Institutional theory (InT)
Systems Theory (ST)
Network Perspective (NP)
Supply chain sustainability:-
Supply chain sustainability is a business issue affecting an
organisation’s supply chain or logistics network and is
frequently quantified by comparison with SECH ratings. SECH
ratings are defined as social, ethical, cultural and health
footprints. Consumers have become more aware of the
environmental impact of their purchases and companies’ SECH
ratings and, along with non-governmental organisations
([NGO]s), are setting the agenda for transitions to organically-
grown foods, anti-sweatshop labour codes and locally-produced

26. goods that support independent and small businesses. Because
supply chains frequently account for over 75% of a company’s
carbon footprint
[10]
many organisations are exploring how they
can reduce this and thus improve their SECH rating.
Components of supply chain management
integration:-
The management components of SCM
The SCM components are the third element of the four-square
circulation framework. The level of integration and management
of a business process link is a function of the number and level,
ranging from low to high, of components added to the link
(Ellram and Cooper, 1990; Houlihan, 1985). Consequently,
adding more management components or increasing the level of
each component can increase the level of integration of the
business process link. The literature on business process re-
engineering,
[11]
buyer-supplier relationships,
[12]
and SCM
[13]

suggests various possible components that must receive
managerial attention when managing supply relationships.
Lambert and Cooper (2000) identified the following
components:
Planning and control
Work structure
Organization structure
Product flow facility structure
Information flow facility structure
Management methods
Power and leadership structure

27. Risk and reward structure
Culture and attitude
However, a more careful examination of the existing
literature
[14]
leads to a more comprehensive understanding of
what should be the key critical supply chain components, the
"branches" of the previous identified supply chain business
processes, that is, what kind of relationship the components may
have that are related to suppliers and customers. Bowersox and
Closs states that the emphasis on cooperation represents the
synergism leading to the highest level of joint achievement
(Bowersox and Closs, 1996). A primary level channel
participant is a business that is willing to participate in the
inventory ownership responsibility or assume other aspects of
financial risk, thus including primary level components
(Bowersox and Closs, 1996). A secondary level participant
(specialized) is a business that participates in channel
relationships by performing essential services for primary
participants, including secondary level components, which
support primary participants. Third level channel participants
and components that support the primary level channel
participants and are the fundamental branches of the secondary
level components may also be included.
Consequently, Lambert and Cooper's framework of supply chain
components does not lead to any conclusion about what are the
primary or secondary (specialized) level supply chain
components (see Bowersox and Closs, 1996, p. 93). That is,
what supply chain components should be viewed as primary or
secondary, how should these components be structured in order
to have a more comprehensive supply chain structure, and how

28. to examine the supply chain as an integrative one (See above
sections 2.1 and 3.1).
Reverse Supply Chain Reverse logistics is the process of
managing the return of goods. Reverse logistics is also referred
to as "Aftermarket Customer Services". In other words, any time
money is taken from a company's warranty reserve or service
logistics budget one can speak of a reverse logistics operation.
Global supply chain management:-
Global supply chains pose challenges regarding both quantity
and value:
Supply and Value Chain Trends
Globalization
Increased cross border sourcing
Collaboration for parts of value chain with low-cost providers
Shared service centers for logistical and administrative
functions
Increasingly global operations, which require increasingly
global coordination and planning to achieve global optimums
Complex problems involve also midsized companies to an
increasing degree,
These trends have many benefits for manufacturers because they
make possible larger lot sizes, lower taxes, and better
environments (culture, infrastructure, special tax zones,
sophisticated OEM) for their products. Meanwhile, on top of the
problems recognized in supply chain management, there will be
many more challenges when the scope of supply chains is
global. This is because with a supply chain of a larger scope, the
lead time is much longer. Furthermore, there are more issues

29. involved such as multi-currencies, different policies and
different laws. The consequent problems include:1. different
currencies and valuations in different countries; 2. different tax
laws (Tax Efficient Supply Chain Management); 3. different
trading protocols; 4. lack of transparency of cost and profit.
PROCESS OF WAREHOUSE :-

Warehousing is at the core of our supply chain management
services. Our warehousing solutions feature over 176 strategically
located warehouses, covering over 3.5 million square feet of area
nationwide, making us one of the nation's largest warehousing
service providers.

Our warehouses have top -class Material Handling Equipments
(MHE) such as forklifts, electrical pallet trucks, systematic racking
system, hydraulic docking systems etc. coupled with well trained
professionals across all levels. Depending on individual customer
specifications, we operate at all levels - Shared, Contract, Open
Yard and Palletized & Racked.

DIESL uses a world-class Warehouse Management System (WMS)
which can be tailored to suit all aspects of specific customer
requirements whilst simultaneously allowing for nationwide
flexibility in terms of warehousing locations. Our WMS's flexibility
allows modifications to suit the needs of individual customers,
including product data, inventory management, order
management, and EDI capabilities. It is fully web enabled over
10MBPS IPLC, with close integration to S AP. Our main stay at
DIESL is to provide quality service to our clients. We dwell in the
quality conscious culture. Our processes are audited for the
quality benchmarks we set for business operations. This leads to

30. identifying areas of improvement and training our personnel to
excel in the areas identified"Excellence is not an exception, it is a
prevailing attitude."
Our firm belief to achieve excellence is through regular
improvements. We constantly channelize our efforts to locate and
identify areas of improvement through quality audits. Such audits
serve to identify and assess the performance of warehouses and
also identify training needs. The Quality Program run by the
Business Excellence Team at DIESL is used to measure the
warehouse performance and he lps in continual improvement thus
distinguishing DIESL from other logistics service providers. This
program, ‘Project Caliper’ covers the aspects of good warehousing
techniques. The results have impacted our performance to such
an extent that we have copyrighted this tool. Activities under
Business Excellence::-
Process / Policy Design & Re-engineering
Identify gaps in Process / Policy
Impart Process Trainings
Internal Audit
Conduct customer and vendor surveys

31. Quality Certification (ISO) of warehouses

Running Project Caliper

Solutions to fill gaps in performance

Our Services: Quality Management at Facilities: -
Infrastructure Roll out
Safety & Security Measurement
Maintenance & House Keeping
Training
Process Restructuring & Automation
Delivery Level Consistency & Up gradation
Inventory Management
Overall Warehouse Solutions (Cost Cutting)
Bench Marking
Distribution network designing
Warehouse Layout designing & planning
Warehouse Automation
Inventory Management

32. Customized Quality Audits

Project Caliper runs on a pre-defined set of parameters to ensure
smooth running of operations. It is in the form of questionnaires
which are custom made for various sectors DIESL caters to. The
questionnaires have pre-defined numeric parameters which forms
the scoring system
The questionnaire is completely objective and is
divided into three modules: -
Warehouse Foundations
The Warehouse Set Up
Warehouse Maintenance & Security
Warehousing Practices
The Access Control infrastructure
Warehouse Operation: -
Receipts
Issues
Warehouse Essentials: -
Cycle Count / Reconciliation & Reports
Records Maintenance
Statutory Compliance
Service Provider & Staff
Customer Feedback & Service Provider Feedback

33. COMPANY PROFILE:-

TATA TELESERVICES LTD
Tata Teleservices Limited spearheads the Tata Group's presence
in the telecom sector. The Tata Group had revenues of around
US $75 billion in financial year 2008-09, and includes over 90
companies, over 350,000 employees worldwide and more than
3.5 million shareholders.
Incorporated in 1996, Tata Teleservices Limited is the pioneer of
the CDMA 1x technology platform in India. It has embarked on a
growth path since the acquisition of Hughes Tele.com (India) Ltd
[renamed Tata Teleservices (Maharashtra) Limited] by the Tata
Group in 2002. It launched mobile operations in January 2005
under the brand Tata Indicom and today enjoys a pan-India
presence through existing operations in all of India's 22 telecom
Circles. The company is also the market leader in the fixed
wireless telephony market with its brand Walky. The company has
recently introduced the brand Photon to provide a variety of
options for wireless mobile broadband access. The company's
network has been rated as the 'Least Congested' in India for last
five consecutive quarters by the Telecom Regulatory Authority of
India through independent surveys.
Tata Teleservices Limited now also has a presence in the GSM
space, through its joint venture with NTT DOCOMO of Japan, and
offers differentiated products and services under the TATA
DOCOMO brand name. TATA DOCOMO arises out of the Tata
Group's strategic alliance with Japanese telecom major NTT
DOCOMO in November 2008. TATA DOCOMO has received a
pan-India license to operate GSM telecom services-and has also
been allotted spectrum in 18 telecom Circles. The company has
rolled out GSM services in 14 of India's 22 telecom Circles in a

34. quick span of under six months. The company plans to launch
pan-India operations by the end of FY 2009-10.
TATA DOCOMO marks a significant milestone in the Indian
telecom landscape, and has already redefined the very face of
telecoms in India, being the first to pioneer the per-second tariff
option-part of its 'Pay for What You Use' pricing paradigm. Tokyo-
based NTT DOCOMO is one of the world's leading mobile
operators-in the Japanese market, the company is the clear
market leader, used by over 50 per cent of the country's mobile
phone users.
Today, Tata Teleservices Limited, along with Tata Teleservices
(Maharashtra) Limited, serves over 58 million customers in more
than 410,000 towns and villages across the country, with a
bouquet of telephony services encompassing mobile services,
wireless desktop phones, public booth telephony, wireline
services and enterprise solutions.
In December 2008, Tata Teleservices Limited announced a
unique reverse equity swap strategic agreement between its
telecom tower subsidiary, Wireless TT Info-Services Limited, and
Quippo Telecom Infrastructure Limited-with the combined entity
kicking off operations in early 2009 with 18,000 towers, thereby
becoming the largest independent entity in this space-and with
the highest tenancy ratios in the industry. The WTTIL-Quippo
combine is targeting over 50,000 towers by the end of FY 2010-
11.

35. Board of Directors:-


Mr. Ratan N. Tata
Designation : Chairman
Company : Tata
Teleservices Ltd.



Mr. K. A. Chaukar
Designation : Managing
Director
Company : Tata Industries
Ltd.



Mr. Anil Kumar
Sardana
Designation : Managing
Director
Company : Tata
Teleservices Limited



Mr. I. Hussain
Designation: Managing
Director
Company :Tata Sons Ltd.

36. Mr. N. S.
Ramachandran
Designation : Director,
Company : Tata
Teleservices Ltd.




Mr. N. Srinath
Designation : CEO & MD
Company : Tata
Communications Ltd.



Mr. Anuj Maheshwari
Designation : Director
Company : Temasek
Holdings Advisors
India Pvt Ltd.,
("THAIPL")



Mr Toshinari Kunieda
Designation : Senior Vice
President
Managing Director Global
Business Division
Company : NTT Docomo, INC.

37. Mr. Kiyoshi Tokuhiro
Designation : Senior Vice
President
Managing Director of
Network Department
Company : NTT Docomo,
INC.




Mr. Kazuto Tsubouchi
Designation : Executive Vice
President
Chief Financial Officer
Company : NTT Docomo, INC.


Partner Us:-

You can be part of the Tata Indicom family in more ways than one. The
Tata name has stood for trust and reliability for over a century. At the Tata
Group our purpose is to improve the quality of life of the communities we
serve. We also believe in developing areas of national significance.
Through Tata Indicom we invite you to be our partners in revolutionising
telecom services in India.
You can partner Tata Indicom in several ways:

Tata Indicom Franchisee/ Distributor
You can partner with Tata Indicom in several ways by becoming a
Franchisee / Distributor for Tata Indicom Mobile, Landline connections and
Post paid Internet service.

38. Tata Indicom Phone Booth Operator.
Pay Telephony Business Unit (PTBU) is a strategic business unit of Tata
Teleservices Limited and is the only branded player in the payphone
industry in the country. It provides its services under the brand name of
Tata.

We have redefined the Payphone business in the telecom industry. Our
booths use Smart Card technology, which is developed by Schlumberger,
the leaders in Smart Card Payphone technology. The Smart Cards have a
smart chip with a pre-programmed calling value; this card is sold to the
operator who in turn sells the calling minutes to the end-consumer. This
makes us the first private operator in the country to introduce Smart Cards
in Payphone Booths. Continuing with the pioneering spirit we have also
been the first in India to introduce the Payphone Management System,
calling cards for customers, smart cart (mobile booth) and patented booth
designs - 'Capsule' and 'Full cabin'.

We serve the Payphone market through two business models - Regular
and Institutional. The regular model targets small and medium enterprises
(eg. kirana stores, bakeries etc). In the regular model the payphone under
the brand name Tata Indicom Public Phone Booth, is sold to the operator.
The operator is paid commission based on certain revenue slabs
depending on the package. There are four packages to choose from:
Shreya, Shresta, Suvarna and Sampada.

The institutional model targets public utility services and major
establishments, government and corporate. The institutional business (IB)
is aimed at giving a focused service to these establishments. The
ownership of the payphone and the equipment remains wit h Tata
Teleservices Limited. While the institution provides the space for the
installation, the operations remain the responsibility of PTBU.

In terms of visibility and branding Tata Indicom booths have redefined
customer expectations. Our booths provide consumers with utmost privacy
and comfort. The technology makes sure the equipment is tamper proof
and ensures accurate billing.

39. We have launched a host of value added services
for our customers. These include:

Conferencing,
This enables you to involve three people (including yourself) in one
telephonic conversation. You can use the conferencing facility even when
the Tata Indicom Public Phone Booth is closed, from the comfort of your
home. The Tata Indicom Public Phone Booth conferencing has a user-
friendly Auto Caller Unit (ACU) system with a voice prompt facility that
provides complete privacy for conversations. An independent number and
password ensure utmost security. At the end of the call the ACU
announces the call charges and balance credit amount.

Fundoo Calling,
You can call to update yourself on your horoscope, cricket scores, tension
easers (jokes and thought of the day), city information and news.

Inquiry,
Enquiry everywhere!

Customer service
This is a dedicated customer call centre, available for all queries,
complaints and suggestions.

These endeavours will herald a whole new world of telecommunications for
the Indian market.
Careers at TTSL:-

To actualize the organizational vision of providing "Trusted Service to 100
million happy customers by 2011" acquiring and retaining high quality talent
is the key to organization's success.

40. With this in mind TTSL offers high calibre people the opportunity
to build a career in one of the world's most challenging and fast-
moving business environments. To be a part of Team – TTSL,
one needs to be able to imbibe and live by TATA values and
ethical standards and have the skills and motivation to play a
major role in the TTSL's journey to success.
At TTSL, we consider people to be our greatest asset.
Professional, self-motivated individuals in every part of the
organization are the key to achieving excellent customer service
and continued growth of our organization.
TTSL takes care of your career while you give your best to the
organization through a well-structured career progression
scheme. Besides providing immense opportunities to learn and
develop, the organization takes care that you progress at a
desired pace in your career. Career paths have been designed in
order to help employees understand the requirements of upward
mobility and growth in the organization. We at TTSL use
competency evaluation and performance as a criteria for growth.
Adequate cross-functional exposure and developmental
opportunities are provided to all employees, which over a period
of time enhance individual capability.

Register with Us - Coming Soon

ATA Business Excellence Model:-
Tata Business Excellence Model is a framework which helps
companies to achieve excellence in their business performance.
This is the chosen model by the TATA group to help in building
globally competitive organizations across TATA Group
companies. TBEM is based on the Malcolm Balridge National
Quality Award Model of the U.S.

41. The Criteria have three important roles in
strengthening competitiveness:
To help improve organizational performance practices,
capabilities, and results
To facilitate communication and sharing of best practices
information among all organisations within TATA Group.
To help in guiding organizational planning and opportunities for
learning
TBEM Criteria is designed to help organizations use an
integrated approach to organisational perform ance
management that results in
Delivery of ever-improving value to customers and stakeholders,
contributing to organizational sustainability
Improvement of overall organisational effectiveness and capabilities
Organisational and personal learning
The Criteria are built on the following set of 11 Interrelated
Core Values and Concepts:
Visionary Leadership
Customer-driven Excellence
Organisational and Personal Learning
Valuing Employees and Partners
Agility
Focus on the Future
Managing for Innovation
Management by Fact
Social Responsibility
Focus on Results and Creating Value
Systems Perspective
The Core Values and Concepts are embodied in seven
Categories, as follows:
Leadership
Strategic Planning
Customer and Market Focus
Measurement, Analysis, and Knowledge Management
Work force Focus
Process Management
Business Results

42. The TBEM criteria are the operational details of the Core Values,
applied to the different facets of a Business organisation.
The 7 Criteria Categories are divided into 18 items and 32 Areas
to Address
The TBEM framework has the following characteristics
Focus on Business results
Non-prescriptive and Adaptable
Maintains System Perspective
Supports Goal based diagnosis
TBEM instills a process centric approach in an organisation as a
means to achieve the chosen Business Goals
Tata Teleservices Limited as a part of the TATA Group has
adopted the TATA Business Excellence model as an intricate part
of its operation structure and uses it to grow from strength to
strength, keeping Operational excellence and Business results in
focus.
Corporate Sustainability:-
Working for the disadvantaged sections of the society is a way of
life at the Tata Group. As Mr JRD Tata believed, ―society is an
important stakeholder in the development of any organization‖.
Social Responsibility has been central to the core values of the
Tata group for over a century now—and Tata companies have not
only been proactive on compliance with regulatory requirements,
but have also had a farsighted vision in ensuring sustainability of
business processes; restoration of biodiversity; and conserving
wildlife where possible.
Keeping in tune with the changing business, environmental and
social scenarios, the Tata Group has adopted the term ‗Corporate
sustainability‘ instead of Corporate Social Responsibility.
Sustainable livelihoods are the demand of all social initiatives in
the Group. Tata Teleservices Ltd is a responsible corporate
citizen, and strives to give back to the community it operates in.
The main objective behind the CS initiatives of TTSL is to use
telecom to impact the life of the underprivileged sections of

43. society. The company endeavours to make a positive contribution
to the community by supporting a wide range of socio-economic,
educational and health initiatives. Keeping in mind the Tata Group
guidelines and the objective mentioned above, we have identified
and implemented many CS initiatives since 2006-end.
Toward the end of 2008, with the then new TTSL Corporate
Sustainability team having come on board, Tata Teleservices
Limited began the process of joining the select few Tata Group
companies that had put together their CS Big Picture. Under the
guidance of the Tata Council for Community Initiatives, TTSL
began work on this, and the ‗Big Picture‘ was put together in mid-
2008. Under the TTSL Big Picture (see image
below), Education and Environment were identified as the two
primary pillars for CS@TTSL, with all projects and activities
stemming from there.
That having been said, it was also decided that rather than put a
stop to all the good work that many of TTSL‘s 20 Circle offices
were doing (but which were not aligned to the Big Picture), the CS
team would let these carry on for the cause of continuity in the
target communities, slowly bringing them under the pillars
identified—the process of Big Picture Alignment at TTSL, thus,
began.

44. TATA TELESERVICES LTD.
Warehouse Management

Contents:-

1 GENERAL ................................................................................................................. 45
1.1 OBJECTIVE ............................................................................................................ 45
1.2 START / END POINTS .............................................................................................. 45
1.3 SCOPE .................................................................................................................. 45
1.4 RELATED DOCUMENTS ........................................................................................... 45
2 PROCESS DESIGN PARAMETERS ........................................................................ 46
2.1 KEY PERFORMANCE INDICATORS ............................................................................ 46
2.2 SLAS .................................................................................................................... 49
2.3 BUSINESS RULES ................................................................................................... 49
3 DETAILED OPERATING P ROCEDURES ................................................................ 51
3.1 SELECTION OF A WAREHOUSE ................................................................................ 51
3.2 RECEIVING OF MATERIAL. ....................................................................................... 52
3.3 ISSUE OF MATERIAL ............................................................................................... 54
3.3.1 Stock Transfers ............................................................................................. 54
3.3.2 Sales ............................................................................................................. 57
3.4 WAREHOUSE SECURITY ......................................................................................... 57
4 GLOSSARY OF TERMS ........................................................................................... 59
5 PROCESS OVERVIEW (FL OW CHART) ................................................................. 60
6 RECORDS AND FORMATS ............................ ERROR! BOOKMARK NOT DEFINED.
6.1 RECORDS............................................................... ERROR! BOOKMARK NOT DEFINED .
6.2 FORMATS ............................................................... ERROR! BOOKMARK NOT DEFINED .

45. Objective
The objectives of this process are to lay down guidelines with respect to the
following:

1. Selection of a Warehouse
2. Storage of material in the Warehouse ergonomically.
3. Monitor material movements in the Warehouse
4. ERP transactions
5. Security Management

Start / End Points

Trigger: Selection of a Warehouse

End: Despatch of material after issue.

Scope
This SOP will be applicable to all TTSL Warehouses directly managed by
TTSL or indirectly managed using Third Party Logistics ( TPL ) or Fourth
Party Logistics (FPL) Companies across all locations .

Related Documents
Sr
No.
Document Code Document Name
1.
SCM-PRO-SOP-001

Procurement of indigenous and imported goods
and services

46. 2.
SCM-PRO-SOP-006

Procurement of RUIM cards and kitting
3.
SCM-PRO-SOP-007

Availability of Walky kits as per requirements
across circles
4.
SCM-PRO-SOP-008

Procurement of activation cards and kitting
5.
SCM-PRO-SOP-009

Printing and delivery of RCVs
6.
SCM-LOG-SOP-004

Scrapping of RCVs
7.
SCM-LOG-SOP-001

Import shipment tracking and custom clearance

PROCESS DESIGN PARAMETERS
Key Performance Indicators
S.
No.
Parameter Measure Target Responsible
1. Floating RFQ No. of Days Within 15
working days
after evaluating
need for new
Warehouse
SCM Manager /
Corporate SCM
2. Issuing Discrepancy No. of Days Same day of Warehouse

47. Note in case
documents
accompanied goods
are incomplete or
inappropriate.
goods received Executive
3. Informing SCM for
applying Insurance
Claim in case of
Transportation
damage observed
No. of days Same day of
goods received.
Warehouse
Executive
4. Verification of goods
either by Sampling
method or by 100 %
inspection wherever
applicable
No. of
consignments
or goods
received
100 % of
consignments or
goods
Warehouse
Executive
5. Preparing GRN No. of days Same day ,if
materials
received before
1600 hrs,
otherwise next
working day
Warehouse
Executive
6. Verifying and
forwarding MIR to
Warehouse in case
of material
movement from
Warehouse to Sites /
Offices or Intra-Circle
/ Inter -Circle
movement
No. of days Same day ,if
received before
1600 hrs,
otherwise next
working day
after receipt of
MIR
SCM Manager

48. 7. Issuing STO from
Circles
No. of days Within Two
working days
after receiving
instruction
Circle/Corporate
SCM Manager
8. Despatch of goods
after receipt of MIR /
RMS/ STO / Material
Request
No. of days Same day ,if
request received
before 1700 hrs,
otherwise next
working day
Warehouse
Executive / SCM
Manager
9. Material issued
without making
entry in ERP
No. of times 0 % of the times Warehouse
Executive / SCM
Manager
10. Receiving POD from
Transporter after
Delivery of goods
No. of working
Days
With in 10 days
after delivery of
goods at
destination.
Warehouse
Executive.
11. Forwarding POD
copy to SCM
Manager
No. of working
days
With 2 working
days after
receipt of POD
Warehouse
Executive
12. Preparing Sales
Invoice
No. of working
hours
1 hour Warehouse
Executive

49. SLAs

S.
No.
Parameter Measure Target Responsible
1.
Finalizing proposals received
and signing agreement for
Warehouse or Warehouse
services
No. of
Days
Within 15 days
after receipt of
Proposals
SCM /
Finance
2. Reconciliation based on
physical verification report
submitted by FC and daily stock
statement shared by SCM to FC
Frequency Once in a month Finance






Business Rules

S.
No
Business Rules/ Requirements Approved By
1.
There must be a valid contract between TTSL & the Warehouse
owner and / or Service Provider.
SCM Manager
2.
Security at Warehouse shall stamp the documents on receipt of
material after making entry in the Security Material Inward
Register
Warehouse
Manager
3.
In case of transportation damage, Warehouse Executive shall
mention about the damage while giving the acknowledgement to
Transporter.
SCM Manager

50. 4.
While receiving or issuing material from the warehouse, the
warehouse executive shall record the Bar code or Serial Number
of the goods.
Warehouse
Manager
5.
Authorized Signatory List for the purpose of signing Invoices /
Modvat documents / Statutory forms / Material Issue etc. shall
be kept at Warehouse & updated frequently.
SCM Manager
6. Security Personnel shall maintain necessary records of each and every
person entering into the Warehouse. Security shall also maintain
records related to Despatch of goods like DC No. /
Invoice No./ Transporter details / vehicle no. etc
SCM Manager
7. ERP transactions shall be entered to system by a authorized
personnel only.
SCM Manager
8. Stocks are to be despatched as per FIFO SCM Manager
9.
Availability of Fire Extinguishers (FE) at all the times with adequate
number of personnel trained to handle it.
Warehouse
Manager
10.
Pest control wherever required shall be carried out.
Warehouse
Manager
11.
Warehouse shall maintain and display Floor plan / Warehouse Layout
plan with clearly depicting Fire Exit / Emergency Exit etc
Warehouse
Manager
12.
Strong Room to keep RCVs
Warehouse
Manager

51. Detailed Operating procedures
Selection of a Warehouse
Hiring Warehouse or Warehouse services may arise in the following situations
as:

o Need for new Warehouse to cater the local customer requirements, which
could otherwise take much time due to remoteness of existing Warehouse
and associated higher logistics cost.
o As a business strategy
o Exceptional business growth in particular region reiterates need for
another Warehouse due to space constraint to meet custo mer
requirements.

Circle SCM Manager evaluates the need for new Warehouse or Warehouse
services based on business transactions by analyzing benefits vs cost involved.
SCM Manager floats enquiries for prospective service providers and Warehouse
owner for our need.
Following criteria will be considered before finalizing Warehouse

o Proximity or connectivity to Airport, Rail transport or Road transport
centers
o Location wise property / rental rates in near by locality.
o Logistics cost / warehousing cost in the area.
o Availability of labour in the area.
o Ease of accessibility in case of an emergency like fire etc.
o Area should not be prone to floods etc.
o Power situations in the locality.

If required Circle SCM Manager shall visit the Warehouse location and submit
the Visit report to corporate SCM along with his recommendations.
Corporate SCM shall assess proposals received for Warehouse or Warehouse
services based on parameters viz. business requirement; cost associated with
warehousing, initial investment etc and finalizes the Warehouse or Warehouse
services along with Circle SCM Manager.

52. Formal agreement shall be signed between TTSL and Warehouse owner or
Service provider after approval from Corporate SCM and Corporate / Local
Finance.
The Warehouse Executive shall inform the concerned SCM Manager to further
inform Finance representative on the insurance coverage of Warehouse.
Receiving of material.
Warehouse Executive shall receive shipment intimation / pre alert note from SCM
team / logistics team / Transporter / Vendor and verify Purchase Order (PO) in
system.
On receipt of material at Warehouse gate, Security checks for documents,
condition of goods and allows the goods to be taken inside after making entries
in the Security Material Inward Register and stamping the documents.
Warehouse Executive shall check cartons for quantity, appearance and
transportation damage if any.
Warehouse Executive shall verify following documents before unloading of goods
from Vehicle.

o Indigenous Material

 Invoice Copy -Duplicate for Transporter
 Invoice Copy -Original for Buyer
 Delivery Challan in case, Invoice is not available.
 Rail Receipt in case of Rail transport & Lorry Receipt in case of
Road transport.
 Test Reports / Inspection Reports if any
 Necessary Tax exemption forms if any.
 Road Permits, wherever applicable
 STN (Stock Transfer Note), in case of stock transferred material
 ATN (Asset Transfer Note), duly authorized, in case of capital
items
 MRN (Material Return Note) for the material returning from sites
& other places

o Imported Material

 Invoice Copy
 Bill of Lading copy / Airway Bill copy
 Packing List
 Certificate of Origin copy, if applicable
 Test / Inspection Reports, if any
 Bill of Entry – Duplicate Copy for claiming duty benefit.
 N Form / Octroi clearance documents, if any.

53. Warehouse Executive checks the Purchase Order Number from the despatch
documents and checks from the ERP details of PO.

o In case no valid PO is there, Warehouse Executive shall inform the
concerned SCM Manager and shall take further action.

o In case documents accompanying goods are incomplete or inappropriate
information shall be passed on to concerned SCM Manager for taking
appropriate actions along with a discrepancy note.

If documents accompanied are found OK and valid PO exists in the system,
Warehouse Executive shall allow unloading of material from Vehicle.

In case of returned material, it shall be clearly specified on MRN (Material Return
Note) whether the material is useable or to be scrapped. In case, the material
being returned is already captialised in the past, ATN (Asset Transfer Note) shall
also be attached.

Warehouse Executive at Warehouse shall ensure safer and proper unloading of
goods from vehicle and will count the number of packages / cartons etc unloaded
and shall also verify conditions of outer cartons and transportation damages, if
any.

o In case damage of goods is noticed, Warehouse Executive shall speak
with the concerned SCM Manager to ask whether it is to be received. In
case yes, Warehouse Execu tive shall receive material and give
acknowledgement to the Agency, which brought the material specifically
mentioning about the damage on the receipt documents.
o Information shall be passed on to concerned SCM Manager in writing for
taking appropriate actions along with a discrepancy note. The concerned
SCM Manager shall initiates discussions with Supplier or Finance for
insurance claim depending upon price basis (like FOB, CIF, FOR, Ex-
Works etc) of the contract.

If all documents and goods received are found OK, Warehouse Executive shall
receive material and acknowledges the documents to the Agency, which brought
the goods.
Warehouse Executive conducts verification of the quantity of material received
with respect to despatch documents. Wherever possible, 100 % inspection is
done.

o In case, quantity of material received is very high, verification is done by
sampling method. Such sampling undertaken shall be documented.

o In case of any discrepancies in quantity, noted by adapting the sampling
method, re-verification shall be conducted by increasing the sample lot.

54. o In case of any discrepancy of quantity with respect to the despatch
documents received, Warehouse Executive shall issue a discrepancy note
to concerned SCM Manager.

In case of any goods having distinctive serial numbers or bar code like ESN,
Warehouse Executive shall ensure scanning of bar codes, which will be
captured in the system while making GRN.

Warehouse Executive shall prepare GRN and makes entry in the system.

o In case of RCV / RUIM cards / Calling Cards / Walky Kits, Warehouse
Executive shall capture Serial Numbers and makes entry in the System
while receiving the material.

Warehouse Executive shall allocate area for the material in a specific bay in the
Warehouse. While allocating the area, parameters like dimensions of material,
ease of handling the material, expected time of issue, manufacturer‘s
recommendations of stacking are considered.
Warehouse Executive shall instruct and supervise the transfer of material and
store the material in the allocated area in the specified bay.
Warehouse Executive shall enter GRN, date, bay of Warehouse etc. in the
material tracking system (WMS of ERP or an excel sheet etc), so that it is easy to
find the material in the Warehouse.
Warehouse Executive shall label the material indicating description and material
code.
Issue of Material
Warehouse Executive shall issue material in following scenarios:
Stock Transfers
Material movement from Warehouse to Sites / Offices/ Agencies /
Distributors.

1. User shall raise Material Issue Request (MIR) as per CoA and forward it
to SCM. User shall mention WBS element and Site details in MIR for
delivery of goods
2. SCM Manager shall verify the request and checks for material availability
and forward MIR to Warehouse.
3. Warehouse Executive shall check the MIR received vis-à-vis the list of
authorized signatory provided by concerned SCM Manager to Warehouse.
If the approval is an order, Warehouse Executive issues the material and
makes relevant entries in the system. In case, material is not available in

55. the Warehouse, Warehouse Executive sends the request back with
comments.

 In cases where, goods have distinct Bar codes, Warehouse
Executive shall ensure to scan this while issuing the material and
relevant entries shall be made in the system. Where there are
distinct Serial Numbers and not Bar codes, Serial numbers shall be
recorded.

4. Warehouse Executive shall receive POD from Transporter after delivery of
goods.
5. Warehouse Executive shall keep copy of POD for records and will forward
one copy of POD for bill passing of the Transporter to the SCM Manager.
6. It is expected that no material directly reaches the sites without touching
the Warehouse. However under exceptional circumstances, should there
be a situation like this, approval from Corporate SCM shall be taken by the
concerned SCM Manager before regularizing the transactions.

Material movement from Warehouse to Retail Stores

1. For Retail Store, User shall raise:

 MIR in case of goods, which will be consumed at Retail Store as
per CoA and forward to SCM. Such items are Furniture sets,
Monitors, DG Sets, Air Conditioners, etc.

 Stock Requests in the Retail Management System (RMS ) for
items, which will be sold from Retail Store.

2. After receipt of MIR, SCM Manager shall verify for approval hierarchy and
forwards to Warehouse however in case of RMS, pre approved Stock
Requests by User HOD forwards to Warehouse directly.

 In case of RMS system, after receipt of request from User,
Warehouse Executive shall raise STN in ERP System

3. Warehouse Executive shall arrange for material despatch to Retail Stores
and makes entry in the system.

 In cases where, goods have distinct Bar codes, Warehouse
Executive shall ensure to scan this while issuing the material and
relevant entries shall be made in the system. Where there are
distinct Serial Numbers and not Bar codes, Serial numbers shall be
recorded.

56.  User shall mention WBS element and Site details in MIR for
delivery of goods. Warehouse Executive shall issue material
against WBS element for posting consumption of goods in the
system.

 In case of items to be sold, after material despatched by
Warehouse Executive, Retail Store shall make GRN on material
receipt and stock will be depleted from Warehouse location and
reflects in Retail Store location. When Retail Store shall generate
Sales Invoice, it will be linked to General Ledger (G/L) account and
G/L account will be updated automatically.

4. Warehouse Executive shall receive POD from Transporter after delivery of
goods at Retail Stores.
5. Warehouse Executive shall keep copy of POD for records and will forward
one copy of POD for bill passing of the Transporter to the SCM Manager.
6. It is expected that no material directly reaches the Retail Store without
touching the Warehouse. However under exceptional circumstances,
should there be a situation like this, approval from Corporate SCM shall be
taken by the concerned SCM Manager before regularizing the
transactions.

Material movement from Warehouse to Fulfillment Centers ( FC )

1. Fulfillment Centers shall raise MIR in the system based on stock
availability report received from SCM.
2. SCM shall arrange Stock Transfer of goods to FC against FC Request in
ERP system.
3. SCM shall forward MIR to Warehouse for despatching the material to FC.
4. Warehouse Executive shall arrange material despatch to FC & will receive
POD from Transporter after delivery of goods at FC.
5. FC shall send daily report to Finance for delivery of goods and Finance to
raise Sales Order in ERP to knock-off the STR rose.
6. Warehouse Executive shall keep copy of POD for records and will forward
one copy of POD for bill passing of the Transporter to the SCM Manager.
7. Finance shall carry out reconciliation based on physical verification report
submitted by FC and stock statement shared by SCM.

Intra-Circle Material movement

1. Based on request received or Intra-Circle Warehouse request, Warehouse
Executive shall make STN and despatch the material to other Warehouse
within the Circle on approval from concerned SCM Manager.
2. Warehouse Executive shall receive POD from Transporter after delivery of
goods at Retail Stores.

57. 3. Warehouse Executive shall keep copy of POD for records and will forward
one copy of POD for bill passing of the Transporter to the SCM Manager.

Inter-Circle Material movement

1. Based on request received from Corporate or from some other circle,
transferee circle shall raise the STO (in ERP) on the circle, which has to
transfer the material within two working days. on approval from concerned
SCM Manager.
2. The transferor shall prepare the STN and dispatch the material on
approval from concerned SCM Manager depending upon availability of
material.
3. Warehouse Executive at destination location shall make GRN on receipt
of material which will be linked to STO / STN raised while despatching the
material.
4. Warehouse Executive shall receive POD from Transporter after delivery of
goods at Retail Stores.
5. Warehouse Executive shall keep copy of POD for records and will forward
one copy of POD for bill passing of the Transporter to the SCM Manager.
Sales
BU / Sales team shall forward payment received to the Finance.
Finance shall raise Sales Order and forwards to SCM.
Respective SCM Manager shall send email instructions to Warehouse
Executive for despatching the material as per Sales Order.
Warehouse Executive shall make entry in the system, prepares Sales
Invoice and depletes stock in the ERP System.
Warehouse Security
Security shall ensure appropriate checking of all employees & visitors
coming inside and going out of the Warehouse.
Any equipments / gadgets / mobile / laptop etc carried by visitors must be
declared at the time of entry and carried along only if Security allows.
Security shall ensure incoming vehicles to Warehouse reports at security
gate and handover documents like Delivery Challan / Invoice / LR etc to
Security guard.
Security at Warehouse shall stamp the documents on receipt of material
after making entry in the Security Material Inward Register
While going out of Warehouse, security personnel will check every visitor
and ensure visitors pass is properly signed

58. Every outgoing vehicle will report to security gate before moving out and
security personnel will ensure that material going out is as per despatch
documents.
Before letting the vehicle out of the Warehouse premises, a physical check
of the personnel and the vehicle shall be done by the Security guard.
Security will maintain inward and outward register for material movement.

Other Security Requirements

Warehouse Manager shall ensure that

o Security will patrol Warehouse premises for ensuring safety at all
locations.
o Availability of Fire Extinguishers at all times w.r.t. category of goods.
o At all times extinguishers are checked, from time to time w.r.t.
Manufacturer’s guidelines.
o The personnel working in the Warehouse are adequately trained to
handle fire situations.
o In case of damage or loss due to fire, theft, earthquakes, floods etc,
the Warehouse Executive shall immediately inform the concerned
SCM Manager who will fulfill all insurance formalities in consultation
with Finance.
o Exterior doors and windows shall be locked and shall be inspected at
the end of each day.
o Duplicate keys are not allowed without proper approval.
o Outdoor openings, such as air vents and utility access points, have been
covered, locked, or screened.
o Exterior floodlights and iron grills or bars for windows are installed and
maintained.
o Emergency lighting is in place. (Can be flashlights or installed lights)
o Floor Diagram should be present at every exit directing the quickest exit
out of the premises in case of an emergency.
o The Warehouse must have a strong solid metal door, preferably a fire
resistant door, not bars or grillwork.

59. Glossary of terms
S.
No.
Term Description
1. BER Beyond economic repair
2. CIF Cost, Insurance & Freight
3. COA Chart of Authority
4. DC Delivery challan
5. DG Diesel Generator
6. DOA Dead on arrival
7. ERP Enterprise Resource Planning
8. FC Fulfilment Centres
9. FE Fire Extinguishers
10. FIFO First in first out
11. FOB Free on Board
12. FOR Free on Road
13. FPL Fourth Party Logistics
14. FWT Fixed wireless terminal
15. GRN Goods Receipt Note
16. G/L General Ledger
17. LR Lorry receipt
18. MIR Material Issue Request
19. NIU Network interface unit
20. PO Purchase Order
21. POD Proof of Delivery
22. RFQ Request for Quote
23. RMS Retail Management System
24. SCM Supply chain management
25. STO / STN Stock transfer order / Stock transfer note
26. TPL Third party logistics
27. WBS Work Breakdown Structure
28. WE Warehouse Executive
29. WM Warehouse Manager
30. WMS Warehouse Management System E.g. Excel sheet

60. Process Overview (Flow chart) Selection of Warehouse
Finance
Corporate SCM
Warehouse
Circle SCM
Start
SCM Manager evaluates need
for new Warehouse or
Warehouse Services based on
business transactions by
analysing benefits vs cost
involved.
SCM Manager floats
enquiries for
prospective service
provider or
Warehouse Owner
If required Circle Manager
shall visit the Warehouse
location and submit the visit
report to Corporate SCM
along with his
recommendations
Corporate SCM shall assess
proposal received for
Warehouse based on
parameters viz. business
requirement, cost associated
with Warehousing , initial
investment etc
Finalise the
Warehouse along
with Circle SCM
Signing formal agreement between
Warehouse owner after approval from
Corporate SCM , Corporate/ local
finance
Warehouse Executive shall inform
concerned SCM Manager to further
inform Finance representative on the
insurance coverage of Warehouse
End

61. Receiving of Material
Warehouse
Start
Warehouse Executive shall
receive shipment intimation /
pre aleart note from SCM
team / logistics team /
Transporter / vendor
Verify PO in the
system
On receipt of Material, Security checks for
documents, conditions of goods and allows
the goods to be taken inside after making
entries in the Security Inward register and
stamping the documents
Warehouse Executive
shall check cartons for
quantity, appearance
and Transportation
damage if any.
Valid PO
Inform concerned
SCM Manager and
shall take further
guidelines
Warehouse
Executive shall verify
despatch documents
before unloading the
vehicle.
Warehouse executive
checks the Purchase
Order no. from despatch
documents and checks
from ERP details of PO.
Documents
accompanied
goods are
appropriate
Yes
No
Warehouse Executive shall
ensure safer and proper
unloading of goods from
vehicle and verify for
transportation damage if
any
Yes
No
Transportation
Damage
Warehouse Executive shall
receive material and give
acknowledgement
specifically mentioning about
the damage on the receipt
documents
Yes
Yes
All documents and goods
received are found OK,
Warehouse Executive shall
receive the material and
acknowledges the
documents to the agency
which brought mateerial.
No
Warehouse Executive
conducts verification of the
quantity of material
received wrt despatch
documents. 100 %
inspection is done
wherever possible.
Discrepency noted
after verification /
re-verification of
quantity
Issue Discrepancy
Note concerned
SCM Manager
Yes
Bar Codes like
ESN /
Distinctive
Serial Numbers
No
Scan Bar Code or
record distinctive
Sreial numbers
Yes
Warehouse
Executive shall
prepare GRN and
makes entry in the
system.
No
Warehouse
executive shall
allocate area for
material in the
specific bay of
Warehouse.
Warehouse executive
shall instruct and
supervise the transfer
of material and store
the material in the
allocated area.
Warehouse executive shall
enter GRN, date, bay of
Warehouse etc in the
material tracking system (
WMS or ERP or an excel
sheet etc )
Warehouse
executive shall
label the material
indicating
description and
material code.
End

62. Issue of Material- Material Movement from warehouse to Sites / Offices
Warehouse
SCM
User Deptt.
Start
User shall raise Material issue
Request (MIR) as per CoA and
forwards it to SCM. User shall
mention WBS element and site
details in MIR for delivery of goods.
SCM Manager shall verify
the request and checks
the material availability
and forward MIR to
Warehouse
Warehouse Executive shall
check the MIR received vis-à-vis
the list of authorised signatory
provided by concerned SCM
Manager to Warehouse.
Material
available
Warehouse Executive
issues the material
and make relevant
entries in the system.
Sending request
back with
comments
N
Goods have
distinct bar
codes or serial
numbers
Y
Warehouse Executive
shall ensure to scan this
while issuing the material
and relevant entries shall
be made in the system.
Y
N
Warehouse
Executive shall
receive POD from
Transporter after
delivery of goods.
Warehouse Executive shall keep
copy of POD for records and will
forward one copy of POD for bill
passing of the Transporter to the
SCM Manager
End
It is expected that no material directly
reaches the sites without touching the
Warehouse. However under exceptional
circumstances, should there be a
situation like this, approval from corporate
SCM shall be taken by the concerned
SCM Manager before regularising the
transctions

63. Material Movement from Warehouse to Retail Stores
Warehouse
SCM
User Deptt.
Start
Items Sold
from Retail
User shall raise Stock
requests in the Retail
Management
System(RMS) for items
which will be sold from
Retails Store
Y
User shall raise MIR in case of goods which
will be consumed at retail Store as per CoA
and forward to SCM. User shall mention
WBS element and site details in MIR
N
After receipt of MIR,
SCM Manager shall
verify for approval
hierarchy and forwards
to Warehouse
Receipt of Pre approved
Stock Requests by User
HOD forwards to
Warehouse directly or
MIR from SCM Manager
In case of RMS system,
after receipt of request
from user, Warehouse
Executive shall raise STN
in the ERP System.
Warehouse Executive
shall arrange for
material despatch to
Retail Stores and
makes entry in the
System.
Warehouse Executive shall keep
copy of POD for records and will
forward one copy of POD for bill
passing of the Transporter to the
SCM Manager
Goods have
distinct bar
codes or serial
numbers
Warehouse Executive
shall ensure to scan this
while issuing the material
and relevant entries shall
be made in the system.
Warehouse Executive issues the
material and make relevant entries in
the system. In case of MIR Executive
shall issue material against WBS
element for posting consumption of
goods in the System.
Warehouse
Executive shall
receive POD from
Transporter after
delivery of goods.
Y
N
End
It is expected that no material directly
reaches the sites without touching the
Warehouse. However under exceptional
circumstances, should there be a situation
like this, approval from corporate SCM
shall be taken by the concerned SCM
Manager before regularising the
transctions

64. Material Movement form Warehouse to fulfillment Centers (FC)
Finance
Warehouse
SCM
FC
Start
Fulfillment Centres(FC)
shall raise MIR in the
system based on stock
availability report
received from SCM
SCM shall arrange
Stock transfer of
goods to FC against
FC request in the
ERP System.
SCM shall forward
MIR to Warehouse
for despatching
the material to FC
Warehouse Executive shall
arrange material despatch to
FC & will receive POD from
Transporter after delivery of
goods at FC
FC shall send daily
report to Finance
for delivery of
goods.
Finance to raise
Sales Order in
ERP to knock-off
the STR rose.
Warehouse Executive shall keep
copy of POD for records and will
forward one copy of POD for bill
passing of the Transporter to the
SCM Manager
End
Finance shall carry out
reconciliation based on
physical verification report
submitted by FC and stock
statement shared by SCM

65. Intra-Circle / inter-Circle Material Movement
Warehouse
Start
Based on request received , Warehouse executive
shall make STN and despatch the material to other
Warehouse within Circle on approval from concerned
SCM Manager.
Based on Request received , warehouse Executive
shall verify request and makes STO in the ERP
system and arrange for material despatch to other
Warehouse outside the Circle on approval from
concerned SCM Manager.
Intra-Circle Material Movement
Inter-Circle Material Movement
Warehouse Executive at
destination location shall make
GRN on receipt of Material which
will be linked to STO raised while
despatching the material.
Warehouse
Executive shall
receive POD from
Transporter after
delivery of goods.
Warehouse Executive shall keep
copy of POD for records and will
forward one copy of POD for bill
passing of the Transporter to the
SCM Manager
End

66. Format:-

Document ID Records Generated Maintained
By
Retention
Period
- Security Material Inward
Register
Security
Incharge at
Warehouse
3 Years
- Invoice Copy, Delivery
Challan , Bill of Entry,
Packing List and Airway
bill and related despatch
documents
Concerned
SCM
executive
8 Years
- Material Issue Request
(MIR)
Warehouse
Manager
1 Year
- Proof of Delivery (POD)
copy
SCM
Executive/
Warehouse
Manager
1 Year
- Sales Invoice Warehouse
Manager
8 years
SCM-PRO-
FRM-002
Purchase Order Concerned
SCM
executive 8 Years

67. Format:-

SCM-LOG-
FRM-002
Goods Receipt Note
(GRN)
Warehouse
Manager 3 years
SCM-LOG-
FRM-003
Stock transfer Note (STN) Warehouse
Manager 3 years
SCM-LOG-
FRM-004
Stock Transfer Order
(STO)
Warehouse
Manager 3 years
- Contract between TTSL
and Warehouse Owner
SCM
Manager &
Warehouse
Manager
Permanent
Sr
No.
Format Code Format Name
1
SCM-PRO-FRM-
002
Purchase Order
2
SCM-LOG-FRM-
002
Goods Receipt Note (GRN)
3
SCM-LOG-FRM-
003
Stock transfer Note (STN)
4
SCM-LOG-FRM-
004
Stock Transfer Order (STO)

68. Suggestions:-
1-To extend process integration throughout the supply chain.
2-The Global expansion of supply chain.
3-To Increase supply chain responsiveness.
4-To manage inventories along the supply chain.
5-The greening of supply chain.
6-outsourcing supply chain management function.
7-Managing inventories along with the supply chain.
As companies successfully integrate supply chain
process with immediate suppliers and customers,the desires to extend
process integration with second and third-tier supply chain members
increases.Web services present one of the newest opportunities for
supply chain partners. A firm provides an interface for software that
can carry out a specified space of task.As competition between supply
chains heat up,firms must utilize more accurate information and better
communication technologies to respond quickly to changing customers
requirements,while maintaining low supply chain inventories.Data
generated from sales to end customers,along with futures plans that
will impact demand,must results in timely forecasts that are
communicated up the supply chain to manufacturers and their
suppliers.This requires collaboration,use of accurate forecasting
tools,and informations visibility among all supply chain members.

69. To achive the type of performance for a
company,specific measures must be adopted for the supply chain itself,
Allowing trading partners to adjust their specific performance to further
align with supply chain objectives.A numbers of these are listed
here…….
1-Total supply chain management costs.
2-supply chain cash-to-cash cycle time
3-supply chain productive flexibility
4-supply chain delivery performance
5-supply chain perfect order fulfillment performance.
6-supply chain e-business performance.

Conclusion:-
The past twenty-five years have been characterized by
tremendous change in the areas of purchasing,
transportation,manufacturing,warehousing and information
system.These change have brought about changes in the way new
products are designed ,produced,and distributed to customers and in
the way companies and their relationships with suppliers and
customers are managed.Companies have evolved from being strictly
internally focused with adviserial supplier relationship and only a
passive regard for customers to what we commonly see today-a
significant effort placed on building long-term,mutually beneficial

70. relationships with suppliers and customers;the shairing of ideas,
plans and information internally and externally; and listening to
customers and end users with the goal of continually satisfying their
needs.When done correctly,supply chain becomes formidable
competitive entities, customers get what they want continue to
retuen, and all of the companies along the supply chain benefit.
While all firms are part of a chain of
organizations bringing products services to customers,certainly not
all supply chains are managed in an truly integrated or coordinated
fashion.Firms continue to operate independently in many
industries.It is often easy for managers to be focused solely on their
immediate customers and their internal daily operations.With
customers complaining,employees to train, late suppliers deliveries,
creditors to pay and equipment to repair, who has time for
relationship building and other supply chain management efforts.So
supply chain management is a most important function of a
company.

71. BIBLIOGRAPHY


www.google.com
www.tata teleservices.com
www.diesl.com
www.wikipedia.com
www.capitalmarket.com
Joel D Wisner, G. Keong LEONG,Keah-choon tan :-author(SCM-
BOOK)
Marketing and supply chain management book