ACKNOWLEDGEMENT

I would like to express my deepest appreciation to all those who provided me

the possibility to complete this report. A special gratitude I give to our final
year project manager, Mr. Robert CAUCAL, whose contribution in stimulating
suggestions and encouragement helped me to coordinate my project especially
in writing this report.
Furthermore, I would also like to acknowledge with much appreciation the
crucial role of Forwarding Department TIMAR Afrique agents who invested
their full efforts in guiding me during my internship.
A special thanks to my parents for the encouragement, support and attention.

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TABLE OF CONTENTS
I-

Presentation of TIMAR Afrique

1- General information
2- Key figures
3- History of the company
4- The vision of the company
5- Founding axes
6- Strategy of TIMAR
7- The organizational structure and the internal organization
8- TIMARs solutions
9- Subsidiaries

II-

SWOT Analysis of TIMAR

III-

How to optimize the Import/Export Process

1- overview and analysis of the current process
2- Remarks on the process
3- Overview of the mapping and the new process
4- performance indicators

IV-

Internship missions and conclusion

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I- Presentation of TIMAR

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1- General information:
Founded in 1981 in Casablanca, Morocco, TIMAR Group is specialized in
international transport, forwarding, and logistics.
Thanks to an extensive network of overseas agents, TIMAR is able to ensure
shipments to and from Morocco on the three main modes of international
transport (Air, Road and Sea)

2- Key figures:
-

Listed on the Casablanca Stock Exchange since 2007

Share capital: 30,110,000 MAD
Turnover: 238 million MAD
Employees: 250
ISO certified since 2007 9001

3- History of the company:

1981 - The company was founded by M. Jean Charles PUECH.
1987 - Takeover of UTM, former agency forwarding to develop the segment of
the transit and shipping.
1991 - Creation of a platform for quality control before export. This is to control
the quality and conformity of the goods dedicated to the export.
1997 - Air department launching after obtaining the approval IATA license
2000 - Obtaining TIMAR Customs authorization for export from its two bonded
warehouses outside port area.
2001 - Absorption of MARSA Logistics Service Group Maghreb and UTM.
2002 - Signature of first contracts for complete logistics of storing, quality
control, preparing orders and goods distribution to final customers.
2003 Acquisition of three areas of 8.000sqm.
2004 - Inauguration of the first tranche of new storage facilities.
2005 - Acquisition of land for extension of the storage and build a neaw
headquarter
2007 - Obtaining the ISO 9001 version 2000.
2008 - IPO TIMAR.
2010 - Obtaining ISO 9001 certification, version 2008.

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4- Vision of TIMAR:
TIMARs vision is to become the best supplier of transportation services and
logistics.

5- Founding axes:
Customer satisfaction
Listen to the customers and meet their requirements in compliance with
legal and regulatory obligations
Staff development
Listening, training the staff and put everything in place so that contributes
to the continuous improvement of work
Partners and suppliers evolution
based on a win-win partnership
Quality approach
To face the changing market and international situation in recent years,
satisfying the customers is the best argument against the crisis and the
fierce competition.
For this, TIMAR has implemented a quality management system
Environmental protection
The entire fleet of TIMAR wears the EURO 5 Standard to reduce CO2
emissions

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6- Strategy of TIMAR
A development strategy focused on the following axes:
The upgrade of the technical means:
TIMAR has invested massively in the past years in constructing additional
storages in Casablanca, Marrakech, Tangier and Agadir, and a new
headquarters. The company also invests too much in the strengthening of
its fleet.
The recruitment of experienced human resources:
TIMAR has accomplished an important effort in the recruitment of qualified
and experienced staff to stimulate growth
The strengthening of information systems:
TIMAR has installed new technology applications within its departments in
order to improve the operational management and the quality of the
information.
International deployment:
In order to ensure the sustainability of its network of foreign partners,
TIMAR holds several shares in some French, Spanish, and Portuguese
companies. This strategy has enabled to Timar to strengthen its
competitiveness its brand image in the sector.

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7- The organizational structure and the internal organization

The organization of TIMAR is a matrix organization, its an organization by

activity,each department has its own activities.

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TIMAR has five common departments:

Administrative and human resources department:
Its responsibility consists in recruiting and managing the human resources
Commercial Department:
It finds customers for the other departments. The prices per m3 are
negotiated and decrease according to the importance of the customer.
Finance and accounting Department:
Audits the accounts of the company and is very much linked to the recovery
service, but is separated.
Collection department:
Its mission is to remind the customers who have not paid because the
payments are often late.
IT Department:
The IT department is composed of two IT professionals who are responsible
of the computer network and solve the common problems of printers,
blocked computers or even the internet problems, they have developed the
software that is used by the other departments of the company.
Independent Departments:
Transportation Department:
More than a half of TIMARs employees work in this department, their job
is to organize exports and imports operations.
Forwarding department:
Its mission is to clear the goods through customs, guide the customers,
advise them, and help them to choose the most adequate customs regime,
and inform them about different rules and customs formalities.
Logistics Department:
Responsible for storing and delivering the goods.

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8- TIMARs solutions:
Road transport:
TIMAR is a member of MTO network, It has several agents through Europe, A
fleet of 80 trailers and different agreements with other transportation
companies to guarantee good quality service between Europe and Morocco
TIMARs ATPH licence authorizes transport of hazardous shipment with a
good price and transit time.
The company operates at least one departure a week from each of its
European hub to Morocco.
TIMARs platforms in Europe:
Germany: Dsseldorf, Hamburg, Munich
England: London
Spain: Algeciras, Barcelona, Madrid, Valencia,
France: Paris, Lille, Lyon, Marseille, Niort, Strasbourg, Toulouse
Holland: Amsterdam

Italy: Milan, Prato, Verona

Portugal: Porto, Lisbon

Turkey: Istanbul, Izmir, Bursa and Adana
Outside Europe: Algiers, Tunis

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 Maritime transport:
For heavy goods with low added value. TIMAR has a network of agents located
in all continents to guarantee the shipment of goods in containers as full
consolidation from Asia, America, Europe to Morocco.
In Morocco, the goods in are unbundled in a private bonded warehouse
belonging to TIMAR, to give the customer a faster customs clearance, cargo
security and a better control in case of restriction of delivery.
Transit:
In 2010, TIMAR became the first company to obtain the category "A" by the
Moroccan customs authorities for transportation and customs activities.
TIMAR performs nearly 6,000 customs clearance per year.

Air transport:
TIMAR benefits from its own bonded warehouse at the airport in Casablanca
Mohamed V. Thanks to its network of agents around the world
(IATAinternational air tansport association and FIATA International
federations of freight forwarders associations "members) TIMAR can meet
customers needs for emergency supplies.
The customer can benefit from the truckload services, storage, combined Air /
Road transportation, documentation and customs clearance on arrival.
Logistics :
TIMAR has invested 60 million MAD to modernize its logistics.
In total, TIMAR has from nearly 12 500 sq. m of warehouses in Casablanca,
Marrakech and Tangier, 5500sq. m are dedicated to logistics.

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 Industrial projects:
As a part of the network PPG, TIMAR has a specialized and experienced team to
handle all the logistics of a large project from ex-factory supplier to the
implantation site.
TIMAR provides special transport, customs, unloading boats, handling and
installation on site of heavy packages, management of damage, etc...
Fair and events:
With its wide range of services, TIMAR can manage 100% of the supply chain of
exposition cargo.
This service "door to booth" is performed in collaboration with its network of
international partners specialized in transportation, customs and handling
exhibitions, fairs, conventions and other shows or cultural event.
This service covers: international transport, port formalities / airport and
customs, national transport, handling, storage of empty containers on site and
supervision.
Relocation:
TIMAR is a member of "Easydem" network, specialized for many years in the
relocation and the transfer of offices. It offers storage and furniture care
services.

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9- SUBSIDIARIES:
TIMAR international:
TIMAR International is created in April 2008. The company is located in Paris
and TIMAR S.A owns almost 97% of its shares. This subsidiary with a capital of
EUR 600,000 is a trading support to correspondents (companies engaged in the
same activity as TIMAR but abroad) of TIMAR in Europe. In order to secure the
flow of international transport activity in Europe. TIMAR decided to buy shares
from the main correspondents.
TIMAR International employs 4 persons, 3 of them are responsible for
prospecting the European market for shipments to Morocco. The obtained
contracts are transmitted to the correspondents of TIMAR in Europe.
This team is also responsible for monitoring the shipments of TIMAR on the
whole of European territory.
TIMAR Tangier Mediterranean:
TIMAR Tangier Mediterranean is created in December 2010. It is located in the
logistics area of the port of Tangier Med and its 100% owned by TIMAR.

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II- internal analysis and external of

TIMAR

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The SWOT analysis

The SWOT analysis is a tool of strategic study that combines the study of the
strengths and the weaknesses of a company, an organization, a territory or a
sector, etc. with the opportunities and threats in its environment to define a
development strategy.
The purpose of this analysis is to take into consideration, in the strategy that
the company will make, both the internal and external factors in maximizing
the potential of the strengths and opportunities and minimizing the effects of
the weaknesses and threats.
This analysis helps to identify the strategic axes to develop. It can be used to
verify that the strategy provides a satisfactory answer to the situation that has
been described in the analysis.
During my internship, I made some observations and I have some discussions
with the staff of different departments that help me to make the following
analysis:

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Strengths

Weaknesses

A strong brand image

Internal communication difficulties

Diversification of activities

Lack of motivation

ISO 9001 certification

Category A for customs

transportation activities

Strategic logistics platforms

Casablanca and Tangier

in

Good communication
correspondents

its

On time delivery

Skilled and experienced employees

and

with

Opprtunities
-

The simplification
regulations

Threats
of

customs

Globalization, the creation of Tangier

Med , and the desire of the
Moroccan Government to make of
Morocco an international hub
Attractiveness of foreign investors by
the geographical proximity of
Morocco

Improvements of infrastructures

awareness of some national

companies of the importance of the
outsourcing of some activities such
as transportation

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Illegal immigrants and drugs

Fierce competition with low prices

The international crisis

Difficulty in obtaining
Moroccan drivers

Currency risk if the customer pays in

a foreign currency

visa

for

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Concerning strengths, we notice that TIMAR has a strong brand image that
gives it a good positioning in the international transport market and logistics
solutions.
This positioning and this brand image are consolidated by the diversification of
activities, that help the company to benefit from synergy effect, and to provide
several services to its customers.
Furthermore, The respect of deadlines ( 82.5% of the customers who have
been interviewed have shower their satisfaction),the logistics platforms
location in strategic areas such as Casablanca and the free zone of Tangier and
the quality of services ( 92.5% of the customers are satisfied ) are factors
among others who have helped to TIMAR to forge its brand image in the
market.
The category A that TIMAR obtained is one of the greatest strengths of
TIMAR because it gives the company numerous advantages such as a privileged
status in the customs administration.
Unlike its main competitors, that are mainly subsidiaries of multinationals,
TIMAR may freely choose the correspondents with whom it wants to work for
its activity of international transport of goods.
Concerning the weaknesses, it has been noticed that the low internal
communication between the different services is one of the most problems of
TIMAR, it has also been reported by customers of TIMAR at a customer
satisfaction survey. 22.03% of the customers have reported that they have
noticed this lack of coordination and communication between the different
departments of the company and have suggested improving the internal
communication in order to meet their needs.
Corrective actions must be taken, such as encouraging team work, motivating
employees, and take into consideration their working conditions, involve them
in making decisions and ask for their opinion. Most of employees said that they
are satisfied with the new disposition of their offices. Even more, they said that
its unacceptable to work in such conditions.

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We can conclude from the external analysis that TIMAR has several
opportunities the simplification of the customs regulations, example: the
declaration through computer.
Nowadays, most of the national and international enterprises become aware of
the importance of the outsourcing of certain activities such as the
transportation and thus are increasingly opting for this strategy since they
realize that it is more profitable.
In Morocco, the road is still the most used mode of transport (75%), the road
infrastructure has gradually improved over the last fifteen years, in the
framework of the general interest, in order to improve the competitiveness of
the different sectors and to rationalize the distribution of goods.
In order to make a complete external analysis, it is also important to consider
the threats that the company must face, for example the problems of drugs
and illegal immigration.
TIMAR is also facing a fierce competition, given that its competitors offer lower
prices on the market of transport. Therefore, TIMAR must think about a
differentiation strategy so that it can justify its prices.
Globalization has not only advantages, it also has disadvantages, for example
the current situation of recession in the world and that makes the international
trade in a great difficulty.
After having analyzed this table, it is clear that there is equality between the
opportunities and threats, which proves that the situation of TIMAR is stable.

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III- PRESENTATION OF THE

ISSUE:
How to optimize the Import/Export
process

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1.

overview and analysis of the current process

Import:

Send the routing order to the corresponding agent

Receipt of pre-alerts
Checking the conformity
Creating the folder on AOELUS
Make ETA Forecast and communicate it to the customer
Receipt of the notice of arrival of the company
Receipt of the invoice from the company (control of compliance with the
price offer)
Establishment of the invoice exchange + arrival notice
Exchange with the company
Payment of the invoice by the customer
Issue the delivery order to the customer

Export:
Pick-up Order (request of the packing list + the commercial invoice)
Reservation of the container at the shipping company (depending on the
transit time and freight)
Positioning of the container (depending on the Incoterms)
File these documents in the shipping company: copy of receipt, original
DUM, the instructions of B/L
Send the pre-alerts to the corresponding agent
Monitoring (with the shipping company + corresponding agent)
Customer Billing:
Give the customer the original documents against payment.

Billing to the agent:

Send the invoice directly to the corresponding and enter the invoice
on Aeolus by the collection department.

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2.

Remarks on the process:

- We cannot talk about a process which respects the characteristics and the
rules existing in the theory. It is simply a process that is composed many steps,
some of them must be merged and some must be eliminated.
- The non-use of performance indicators which are essential in the process of
optimization.
- The non-use of the performance indicators makes the department in front of
a great problem in delivering a quality service, which respects the deadlines
fixed with the customer.

3.

Overview of the mapping and the new process

What is a map? :
The mapping process provides a view of the functioning of an organization.
It allows the company to view its processes, their interactions, and distinguish
the process of realization, the support process and the process of
management.
The mapping process:
- Allows a better understanding of the operation by the employees ;
- Makes It the control easier;
- Facilitates the integration of new employees;
- Highlights the purpose of the activities and the necessary involvement of all.
But a mapping hardly describes all interactions, under penalty of being
incomprehensible. The more common practice is to make a "sheet of process"
to formalize the set of data that characterizes each process.

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 Why establishing a mapping of process?

This is the first step in the implementation of a process management. Before
managing, it is important to know and it is important to understand. To do
this, it is crucial to establish a list of activities that influence the satisfaction of
customers but it is also necessary to define the links between them. The
processes are not slices of sausage which are juxtaposed simply without any
relationship. The activity of the company or agency is a flow.

4.

performance indicators

The performance indicators also called the KPI (key performance indicators) are
measures that an organization uses to evaluate, analyze and monitor the
production process. These performance measures are commonly used to
assess the success rate in relation to the strategic objectives.
In the case of Timar, the performance indicators have not been established yet,
given the delay of the integration of the process at the level of the internal
application Aoelus. But we can give an example of some indicators such as:
- The financial indicator: gross result and the turnover
- The productivity indicator: number of folders treated by person for a
specified time period (one month)
- The operational indicator: Date of delivering the following documents:
Notice of arrival
Pro-forma invoice
Delivery order

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The KPIs often vary from one organization to another. Below you will find a
summary of the most common production indicators. TIMAR plans to take
them in consideration by making a powerful software.
Number of units (good or bad)
The number of units (good or bad) refers in general to the number of products
that have been manufactured since the last setting of the machine. Companies
compare the results of production of different employees in order to stimulate
a spirit of competition between the employees.
Scrap Rates
The minimization of scrap helps organizations to achieve the goals of
profitability; it is therefore important to check if the amount of scrap
produced remains or not within the limits of tolerance.
Cadences
The machines and processes produce goods at varying rates, different speeds:
In general slow speeds penalize the benefits while too fast cadences make the
quality control more difficult. It is important that the operating speeds remain
homogeneous.

Objective

This index helps to motivate the employees for the achievement of certain
performance objectives.

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IV- Presentation of my internship

missions and conclusion

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 Missions:
During my internship, Ive been asked to do numerous tasks such as:
- creating files on Aoelus
- make declarations, customs clearance on Transitop application, and
billing on Aoelus.
- verify customs receipt and checks
- carry the bills and checks to the collection department.
CONCLUSION
My internship period in TIMAR has allowed me to highlight my know-be and
know-how
Thus this professional experience, has given me the opportunity to acquire a
practical knowledge, and to take advantage of the team spirit and the work
methodology.
I have also had the ultimate conviction that an internship is not only limited to
the period spent in the company, but also, a vocational training that the trainee
must absolutely take seriously, to take advantage of the opportunity and to
make sure to go toward the information, and to learn how to benefit and how
to differentiate himself/herself from others.
During my probationary period, I have had the opportunity to know the
importance of communication and human relations.
I was able to confront the notions such as the free-trade agreements, the
international classifications of the goods, the customs regimes, but also to
know that there is a very close relationship between international trade,
logistics and transit.
I am very satisfied with my internship and I sincerely hope I have given on my
part, a good impression with the officials and the team.

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