Brand Overview

Banglalink is a pro-people innovative brand with versatile and aggressive products and services reflecting
core values that are innovative, reliable, passionate and straightforward. Banglalink stands for positive
change and aims to empower people with affordable communication solutions so that they can start
something new in life. As a brand Banglalink is youthful, fun loving, down-to-earth, enterprising and very
much Bangladeshi. Banglalinks initial success was based on a simple mission: "bringing mobile telephony
to the masses" which was the cornerstone of its strategy. Banglalink changed the mobile phone status
from luxury to a necessity, brought mobile telephone to the general people of Bangladesh and made a
place in their hearts. The mobile phone has become the symbol for positive change in Bangladesh. The
brand slogan of start something new is in essence derived from Banglalinks promise of empowering
people with affordable communication solutions so that they can take new initiatives in life. The company
believes that, it is through such new initiatives that positive change will occur for the overall betterment
of the nation.

Brand history

Banglalink digital communications limited ("Banglalink") was acquired by global telecom holding s.a.e.
(formerly known as orascom telecom holding s.a.e.) in 2004, and after a complete overhaul and the
deployment of a new GSM network, its telecommunication services were re-launched under the brand
name banglalink. When banglalink began operations in Bangladesh in February 2005, its impact was felt
immediately: overnight mobile telephony became an affordable option for customers across a wide range
of market segments.

banglalinks growth and success have been made possible by innovative products and services targeting
different market segments, aggressive improvement of network quality and dedicated customer care,
creating an extensive distribution network across the country, and establishing a strong brand that
emotionally connects customers with banglalink.

Company Overview

Lunched in February 2005, based on a simple mission Bringing Mobile Telephony to The Masses which
was cornerstone of its strategy; Banglalink changed the mobile phone status from luxury to a necessity. It
has brought mobile telephone to the general people of Bangladesh by delivering affordable option for
customers across a wide range of market segments. Though the journey of Banglalink is of a decade, the
original infrastructure of the company was laid in 1989. Sheba Telecom (Pvt.) Ltd. was granted license in
1989 to operate in rural areas (Upazillas) and they expanded their business by obtaining their GSM license
in 1996 and launched cellular service in the name of SHEBA in fall of 1997 under the joint venture of
Bangladeshi Integrated Services Ltd. & Malaysian Techno Resources Industries. In September 2004
Telecom Ventures Ltd. Bought 100% of Sheba Telecom for USD 60 million and rebrands the franchise as
Banglalink and launches it on February 10, 2005. Banglalink Digital Communication Limited (previously
Orascom Telecom Bangladesh Limited) is fully owned by Telecom Ventures Ltd. (previouslyOrascom
Telecom Ventures Limited) of Malta which 100% is ownedsubsidiary of Global Telecom Holding. Following
business combination, in April 2011, between Vimplecom Ltd and Wind Telecom S.P.A, Vimplecom owns
51.92% of Global Telecom Holding. Vimplecom is one of the largest integrated limited providing
telecommunication services in numerous regions such as Russia, Italy, Canada, Ukraine, Kazakhstan,
Uzbekistan, Tajikistan, Armenia, Georgia, Kyrgyzstan, Laos, Algeria, Pakistan, Burundi, Zimbabwe, Central
African Republic and Bangladesh. It headquarter is in Amsterdam. Banglalink growth over the preceding
years have been fuelled with innovative products and services targeting different market segments,
aggressive improvements of network quality and dedicated customer care, creating an extensive
distribution network across the country and establishing a strong brand that emotionally connected
customers with Banglalink. It attained 1 million subscribers by December 2005 and 3 million subscribers
in October 2006. In less than two year which is by December 2007, Banglalink overtook Aktel (Now Robi)
to become the second largest operator in Bangladesh with more than 7.1 million customers. According to
its website information Banglalink Currently has 30.9 million subscribers as of December 2014,
representing a market share of 25.47%. Head office located in Tigers Den, Gulshan-1, Dhaka, Banglalink
employed more than five thousand people. In every aspects of its business operation it corresponds with
the culture and value of Bangladesh with constant innovation in its service and business operation. The
logo of Banglalink resembles the Royal Bengal Tiger; the symbol of nations pride. The new slogan of
Banglalink NotunKichuKoro translated Start Something New motivates its customer to bring positive
change in their life by doing innovative things. As telecommunication industry of Bangladesh is almost a
matured and saturated industry the companies are now focusing on non-price competition by developing
new techniques to capture market share. Being the second largest telecom company, Banglalink is also
trying to capture more market share as well as more customer base by taking different promotional
activities, providing lower service rate, attractive value added services, strong network coverage, newly
launches faster 3G in affordable rate to the mass and providing better customer care service. To ensure
all that it needs a huge business operation and for that Banglalink has a number of departments who
works together to bring the best for the company. Some of the core functional departments of Banglalink
are Technical department, Human resource department, marketing department, customer care
department, Finance department. Every department has several sub-departments or sub-units. Banglalink
maintained a proper corporate culture to make sure an effective cross-functional relationship for an
efficient business operation.

Vision, Mission, Goal, Objectives and Slogan of Banglalink

Vision: Banglalink understands peoples need best and will create and deliver appropriate
communication services to improve peoples life and make it easier

Mission: Bringing mobile telephony to the masses

Goal: Banglalinks goal is to make the cellular phone affordable to the people of every level with lower
cost.

Objectives: The main objective of Banglalink is to serve better network and coverage to its valuable
subscribers and improve their communication level. Core departmental objectives to achieve Banglalinks
Vision and Mission:

Provide effective and efficient service to ensure right product and right service to right place at
right time in right price to right customer and user department.
Ensure maximum quality at minimum price by the means of cost efficiency.
Maintain ethical and legal standard in every sphere of supply chain activity.
Maintain a management culture of high performance and strong accountability.
Treat vendors with courtesy, respect and consideration at all the times.

Literature Review on Supply Chain Management in Telecommunication Industry

In the telecommunications supply chain, Banglalink occupy a position between the customers the
general public, businesses and governments and the vast, complex network of suppliers that design,
produce, distribute, build and maintain the network equipment, the devices Banglalink sell, and the
services that support Banglalink operations.
It is in Banglalink interests for their supply chain partners to maintain excellent quality and value for
money, but also for the partners to operate responsibly. Strikes, protests, negative publicity or poorly
managed environmental costs or impact, will affect Banglalink reputation and profitability, and so
responsible sourcing is a necessary commercial, as well as moral, activity.

During 2015, Banglalink have been continuing to develop the approach to ethical procurement across
their HQ and BU procurement activity. As part of this process, they have finalized and published own
Supplier Code of Conduct (SCoC). The SCoC is based on best practice guidance and standards born out
of extensive consultation with many relevant parties, through work carried out by the ICT sector.

The SCoC covers Banglalink expectations of supplier performance across a range of issues including labor
standards, child and forced labor, health and safety practices, environmental performance etc. and
includes expectations that our suppliers will also be responsible for the assessment of suppliers own
supply chain. Banglalink parent company Vion invited over 40 of their top global vendors, and prospective
vendors, to a supplier day in Amsterdam where the SCoC was shared with all participants and covered in
presentations.

To assess Banglalink suppliers against the SCoC, they are rolling out an approach based on the E-TASC tool
developed by GeSI and the EICC. The tool follows existing best practice and codes, and reflects
consultation with GeSI/EICC members and a broad group of stakeholders. E-TASC, which is managed on
behalf of GeSI by EcoVadis (gesi.ecovadis.fr), is a web-based CR performance monitoring platform and is
based on a comprehensive set of ethics, labor rights, health and safety, and environmental criteria which
closely align with our SCoC. Approximately 1,800 ICT sector suppliers are currently evaluated through E-
TASC.

Starting in late 2014, we initially tested E-TASC with Banglalink parent Vion global strategic suppliers who
represent approximately 56% of Vion total technology spending in 2015, and tend to have the most
complex supply chains. Banglalink and Vion are therefore already focused on a substantial proportion of
our ethical procurement risk.

Overview of Supply Chain Management of Banglalink

Supply chain department is one of the core functional departments of Banglalink which works under the
umbrella finance. In Banglalink function of supply chain is so important for its whole business operation.
 Supply chain department has to co-ordinate with each department of the Banglalink in order to run its
operation effectively and efficiently.

The functional department of Banglalink Supply Chain illustrated here:

Sales

Program
Accounting & Finance Management &
Supply Chain

Human Resource

Banglalink Marketing

IT & Billing

Customer Care

Administration

Supply Chain

Procurement Contract Strategy & Logistic Reporting SIM & SC Warehousing

Management Planning Operation
Every purchase of Banglalink has gone through the supply chain. To work effectively supply chain is divided
in several units. They are supply chain-Procurement, supply chain- strategy and planning, supply chain-
reporting and performance management, supply chain-logistic, supply chain-warehouse, supply chain-
contract management, supply chain- SIM and Scratch card operation. Supply chain- procurement is the
most important unit of supply chain. Procurement is the acquisition of goods and /or services at the best
possible payment terms, through selection and solicitation of sources, preparation and award of contract,
in the right quantity and quality, at the right time, in the right place for the direct benefit or use of the
organization. By procurement, in simpler terms, we understand something that encompasses the whole
process of acquiring property and services. It begins when the department identifies a need and decides
on its procurement requirement. The procurement division in Banglalink works under the accounting and
finance department and plays a key role in maintaining a good collaboration with other departments
within the organization. Procurement team works under two sections, namely:

1. Procurement Technical

2. Procurement Non-technical.

Procurement Non-technical again divided into several sub-units such as; direct sourcing and indirect
sourcing. The activity, purchase, and functions which are directly related to the core operation of
Banglalink are fall under direct sourcing and the others fall under indirect sourcing. An example will make
it easier to understand. The purchase of the Antenna for BTS falls under direct sourcing and purchase of
T-shirt for promotional campaigning falls under indirect sourcing. As I mentioned earlier, procurement
department plays a vital role of the organization and the technical team plays one of the most crucial
functions to expand its network capacity. This team primarily works for purchasing goods concerning civil
construction such as equipments, towers, generators, BTS, base stations and others. Technical team
mainly receives request from Network Deployment for their huge requirement regarding network
expansion. For example, when Network deployment identifies the need for network expansion in certain
areas and thus require setting up of BTS tower and antennas in both Greenfield and Rooftop, they sent
Purchase Request to Technical team. Vendor will start work only when they are supposed to receive the
Purchase Order from procurement. As a result, the user departments always need to rely on procurement
team for any type of request for technical purchase as Procurement team has the authority of Purchase
Order creation. Procurement Non-Technical Procurement: Non-Technical deals with only purchase of
nontechnical materials needed by the various functional units of Banglalink.
The three main functions of sourcing are :

1) Find out the pool of right vendors at the right time for placing before the procurement team as per the
requirements of user departments.

2) Vendor enlistment

3) Vendor management

Before knowing the details about working function of direct sourcing it is important to know about the
flow of function of supply chain-procurement. It starts with the submission of purchase request (PR) and
ends with issuing purchase order (PO). In between there are several steps to execute the whole function.

The elaboration of sourcing functions is kind of this, when any user department raised a PR (Purchase
Request) to the procurement; they tell them to confirm it from the budget team whether there is
sufficient fund for his purchase request. If the purchase request is for a very important job than the budget
team has to create fund if there is no fund for that job. After confirming the adequacy of fund the
procurement department calls for sourcing unit to find out the pool of vendors. There are several ways
sourcing unit gathers the pool of vendors. Some vendors directly come to Banglalink for doing business
with Banglalink, some are gathered by individual recommendation like recommendation of a colleague or
government officials, some are from direct market search or indirect market search (like search from
internet), some are selected by using sole-source method which means this vendor is the only entity for
a typical kind of job or service; There are no other alternatives. There are also some vendors to whom
Banglalink has done bulk amount of business. Those vendors come automatically in the pool of vendors
(Like Huawei, Nokia-Siemens Network, Ericksen). After gathering the pool of vendors sourcing moves
towards vendor enlistment.

Banglalink gives so much emphasis on Vendor enlistment. The objective of this is, the current regulatory
environment demands that companies understand who is conducting business on their behalf and who
their Business Partners are. Non-compliance with anti-bribery regulations (local or international) by
Business Partners poses significant financial, legal and reputational risks for a company, as the company
can be held accountable for the actions of those Business Partners. VimpelComthe parent company of
Banglalink is fully committed to integrity in all aspects of its business.The objective of the Vendor
Compliance and Screening Procedure is to ensure that Banglalink only does business with suitable
Business Partners that are willing to adhere to Banglalink's anti-corruption compliance expectations, and
to protect Banglalink from the legal and reputational risks of engaging with Business Partners associated
with bribery, corruption, fraud, or other misconduct. This procedure complements and reinforces
processes to assess the performance of certain vendors on performance relating to protecting human
rights (e.g. child and forced labor), the environment and other ethical issues. Therefore, a vendor has to
be valid and sound in terms of legal, technical, social and economic aspects. Sourcing team collect
vendors legal documents like trade license, VAT certificate, TIN certificate, certificate of incorporation as
well as its company profile, work experience certificate and evaluate them to make sure it has the
eligibility to be a business partner of Banglalink. Banglalink also judge a business partner on the basis of
risk associate with dealing with it. To assess the risk it looks for some factor like whether any government
official involves with the business partner or not, whether business partner has any charged against it
from the court, types of business activities, ways of compensation, nature of transaction etc. By judging
all those factors a vendors can fall in three category; High risk vendors, medium risk vendors and low risk
vendors. For specific types of stage Banglalink follows definite types of enlistment procedures. The overall
objective of vendor enlistment procedure is mainly to preserve business reputation of Banglalink. After
vendor enlistment the vendors and information regarding them are listed in the organizations vendor
database for future use. Every vendors are categorized by different types depending on their nature of
business activities; such as- civil work vendor, power connection vendor etc. When vendor enlistment is
done sourcing submitted the pool of vendors for a specific job to the procurement or other team those
who are responsible for further work progress. After vendor enlistment an RFQ (Request for Quotation)
has been sent to them through e-mail mentioning the SOW (Scope of Work). After getting the RFQ vendors
submitted their quotation. Than the procurement team evaluate their proposal based on two criteria;
Technical criteria, Financial criteria. In order to get the work order or purchase order a vendor proposal
has to fulfill both technical and financial criteria. As Banglalink give emphasis on the quality of job so that
technical factors carry the same importance just as financial factor. Technical criteria is evaluated mainly
by user department and financial criteria is judged by procurement department. After getting the
feedback about technical and financial criteria procurement select a vendor primarily. After that further
negotiation starts. As Banglalink is a big organization so they have some privilege. They can bargain with
the vendor and negotiate to reduce the price further. The procurement uses market research to establish
a benchmark for a product or service and they judge vendor proposal based on their benchmark. After
final negotiation the purchase order has been issued to the vendor. At this point contract management
has involved with the further procedure. They make the contract so that the relationship between
Banglalink and the vendor becomes effective. It acts as a safeguard from Banglalink point of view as it
removes the risk of contract breach or fraud.

Procurement follows mainly three methods to purchase products or services. These are fixed agreement,
bid and tender. When the products or services which price are fixed in the market and Banglalink buys it
with that price and have an agreement with the vendor to do so in the future than it called the fixed
agreement purchase. When the purchase amount is less than 8 million Taka than Banglalink follows bid
method to execute the purchase. In the bid method the vendors are submitted their quotation and the
highest bidder gets the job. Vendor management is also a significant function which is done by sourcing
unit to make sure vendors continuously add value to the Banglalink by delivering quality service. The
process of vendor management includes selecting important vendors from the point of view of Banglalink,
monitoring their performance, evaluate their performance and give feedback about their performance.
In selecting important vendors Banglalink takes three factors:

1) Value of purchase order issued to every vendor

2) Number of purchase order issued to every vendor

3) Business criticality

In addition to that, some vendors are also selected by the proposal of user department. The main objective
of Vendor evaluation is to identify the vendors who are not providing the service properly and find out
the area where they need to improve. It is so important because without the effective vendor service it is
not possible to Banglalink to provide effective service to the end user.
Flow-Chart of Supply Chain- Procurement Functions

Purchase Request (PR) from user end

Supply ChainProcurement

Checking
the fund
Availability

Vendor Sourcing

Request for Quotation (RFQ)

Technical/Financial Evaluation of vendors

proposal

Market Search & Negotiation/ Establish

Benchmarks

Issuing Purchase order

Supply-Chain warehouse: Like other telecom operator, Banglalink digital communications limited has
huge warehouse operation base. It uses different warehouse management system to keep accurate
record of the items stored and delivered from the warehouse. Banglalink has three big separate
warehouses such as

1. SIM & Prepaid Scratch Card Warehouse

2. Technical Warehouse
3. Marketing Warehouse

Technical warehouse is the biggest warehouse of these three warehouses. All the technical and network
tower related items are stored and maintained here. Items are also different for different warehouses so
the activities and system are also varied from each other. The process and procedure of theses
warehouses are described separately.

SIM and Prepaid Scratch Card Warehouse:

SIM and Scratch Warehouse is named Banglink Dhaka Warehouse which is in Tejgaon and it is the central
warehouse for SIM and scratch cards. From this warehouse all the SIM and Scratch cards are delivered
throughout the country. It has others 11 regional SIM and Scratch warehouse in the divisional level of the
country. As a central warehouse, it ensures the availability of SIM and Scratch cards to all of its regional
warehouses and meet the internal requirement of the different department of the company. It also
distributes SIM and Scratch cards to its 27 registered vendors or distributors around Dhaka. Main
activities, System used, and the procedure of different activity related to SIM and Scratch warehouse are
discussed below.

Activities Details in SIM and Scratch Card Ware House:

I. Receiving SIM cards and related items: Receiving SIM cards and SIM related items like
Subscriber Agreement Form (SAF) is one of the important activities of this warehouse. SIM
cards are imported from foreign suppliers; sometime it purchases SIM cards from local
suppliers as well. Firstly operation section will receive the raw SIM from the suppliers and
they do all the packaging activities. After that operation section sends completed SIM to the
warehouse to receive. After proper signing on receiving form warehouse in charge will receive
from operation section and then update SIM stock on the system. After that SIM are kept
 according to its category and maintain IMSI and the serial number of the boxes. There are
different kinds of SIM category such as Desh Standard, CU call and Control Standard, SME,
BSP SIM, BL Postpaid Inspire, Swap SIM, etc.
II. Receiving Scratch cards: receiving scratch cards from local and foreign suppliers is another
important function of this SIM and Scratch warehouse. Mostly two suppliers provide most of
the scratch cards for Banglalink, they are Silkways and Eastcompeace Smart Card Ltd. There
are different amount of scratch card like Mini Voucher 10 TK, Mini Voucher 20 TK, Mini
Voucher 50 TK, Mini Voucher 150 TK. The Warehouse in charge signs the receiving form and
gives it to the suppliers and then updates those received items to the system.
III. Delivery to the distributors: delivery of SIM and Scratch cards to the distributors or vendors
is the main and most important activity of this warehouse. Sales support department sell the
SIM and Scratch cards and related items to this registered vendors and the warehouse just
deliver those sold items by Sales Support Department. The vendors bring Requisition Form
(RF) with them to take the items they purchased and Warehouse provides them the items
according to this RF. They deliver items from the System called Point of Sale (POS). They
generate VAT challan and Exit challan and both vendors and Warehouse in charge need to
sign before make delivery. They check and verify things carefully thus one mistake can cost
huge for the company. After making delivery the system POS automatically deducts the
delivered items from the stock of the warehouse.
IV. Making transfer to regional warehouse or internal use: to make sure the availability of SIM
and Scratch cards and others related items throughout the country every regional has to
collect those items from the central warehouse which is Dhaka Warehouse. When Dhaka
Warehouse provides any items to regional warehouse or any internal department is called
transfer. Moreover, when transaction occur like this it does not have any effect to the overall
stock of these item but it will deduct the stock of the central warehouse from where transfer
is made. There is no need to generate VAT challan as because it not sales but inter-transfer.
However, Exit challan has to create and signed properly by the both party taking and
providing. POS will deduct the items according to RF for transfer from stock of this specific
warehouse.
V. Matching with the system by physical counting: stock matching with the system by physically
counting the items is also an important and verifying activity of the warehouse. After all
transaction of the day, it is obvious to match physical inventory with the system. Stock
 movement report is printed from the system then counts each item of the warehouse and
then match with system closing stock. It must be matched with system closing stock.

Image 1: SIM and Scratch Card Warehouse

Online Module: The module used by this warehouse is Point of Sales (POS) system. Point of sale (also
called POS or checkout) is the place where a retail transaction is completed. It is the point at which a
customer makes a payment to the merchant in exchange for goods or services. This POS is also used by
the Banglalink Sales Support Department. Sales Support made sales of SIM and Scratch cards and other
related items to the vendors and vendors make payment there and the warehouse use POS system to
deliver those sold items and items received from suppliers.

SIM and SC (Scratch Card) Production and Packaging:

This process shows the steps of packaging of SIM and interconnection of different department. This
process need to follow regarding packaging activity.

Steps

According to market forecast and SIM lifting plan by sales department supply chain makes
monthly packaging plan segregating the product category.
Being acknowledged about products requirement Supply Chain check the availability of raw SIM
at the Warehouse.
 They also review the dials series and collateral. Based on the arability of dials series they allocate
and upload the dial as per requirement.
Then Supply Chain requests for packaging file to IT Application Support RM by sending uploaded
dials with product category.
IT application Support creates packaging file for an agreed quantity of 150 thousand and send that
to SC within 36 hours by uploading packaging file and confirm SC.
After packaging SIM, production house issues the uploaded product. They also send daily and
monthly production report to the SC.

Physical stock movement of SIM:

It is important process to know about how physically move the SIM cards to bring the overall efficiency in
the operation level.

Steps:

If the supplier is local, then they send goods to Warehouse and if it imported the Logistics clears
the consignments from the customs and inform the SC.
Warehouse receives the SIM and store according to the box number and serial number. After that
WH acknowledge SC of receiving goods and inform the serial number.
SC initiates packaging of those SIM received as per requirement like Postpaid, or Prepaid
IT application Support RM provides the packaging file according to SCs requirement and uploads
on the system.
Warehouse Packages the SIM and update on the database as per package file sent by SC
Based on the requirement of the Sales Support, WH issue/ deliver SIM to the distributors per stock
lifting process.
Supply chain instructs Warehouse to maintain FIFO method in the issuance process and SC also
physically monitors that FIFO practice.
SC compiles the report from Warehouse and generates a final report to follow up compliance of
FIFO in stock issuances from the WH.

Physical movement of Scratch card:

The purpose of this process is to efficiency control physical movement of stock on FIFO basis to avoid
expiration or validity period of scratch card.

Steps:

Logistics clear the customs and inform the SC about the release of Scratch cards when those are
imported from abroad.
Warehouse receives the Scratch cards and inform to SC. Then SC send the entry report to accounts
and finance and also maintain database in excel format.
After receiving SC conducts physical quality checking of scratch card and review weather security
feature incorporated
Quality checking is done by random sampling method
SC also reconcile the serial of the scratch cards and then they request to enable the scratch card
in the system by sending serial range to Intelligent Network(IN) support, and notify to WH. IN
confirm the activation of Scratch card
 Warehouse maintains denomination wise database for Scratch cards covering the expiry date,
receiving date, supplier, receiving stock, issued stock and remaining stock.
Scratch card are delivered to the distributors according to serial number earliest expiry date which
FIFO method as per Requisition Form (RF) issued by Sales Support.
Warehouse compiles the database at the end of each month and communicates the SC and then
SC prepares a final report to follow up compliance of FIFO in stock issuance from the WH.
SC physically checks and monitors weather following FIFO or not.

Technical Warehouse:

Banglalink technical warehouse is situated in Ashulia near to capital Dhaka. There are two technical
warehouses in that area. One is called Ashulia warehouse and another is called Norsinghpur warehouse.
in these warehouses all the items are technical mostly related with network development and BTS tower.
Technical warehouse is the biggest warehouse of the Banglalink. There are more than 7000 items in this
warehouse. items are considered as companys fixed asset. To develop the overall network of Banglalink
throughout the country Banglalink imported different technical items from abroad. Then the technical
warehouse received those items from local suppliers of the foreign company. Thus, this company delivers
items to contracted vendors to install the network all over the country. It is vendors responsibility to
install BTS tower and make that work and unused items must have to return to the warehouse. These
two-use same module but work separately and stock is also separate from each other.

Image 2: Technical Warehouse

Main activities:

I. Delivery of technical items: delivery of technical items to the nominated vendors as their
requirement. As per requisition warehouse deliver items what are required by the concern
department. Nominated vendor has to come to this warehouse to receive goods with unique
requisition ID. Warehouse executives check that requisition from WIMS. If CTO approves the
requisition, then the warehouse executives provide those items mentioned in the Requisition
Form. Warehouse In charge prints three copy of delivery Challans and both vendors and
warehouse executive properly sign on those delivery challans. One copy is given to vendors, one
is given to security and another is kept to the office for the future reference.
II. Latest item receiving and update to the system: new items receiving one of the important
functions this technical warehouse. Technical items are purchased from both local and foreign
suppliers. When the materials are supplied by local vendors, warehouse executives verify the
Purchase Order (PO) and delivery challan provided by vendors. According to that PO and Delivery
challan Warehouse executives receive new items. if the material are imported from foreign
suppliers, the warehouse firstly check the packing list and commercial invoice provided by the
vendors. They are also notified by internal mail by the logistic unit of the company. According to
that warehouse receive items from the truck. If there is no problem, then they the items on the
WIMS and print 3 copies of receiving challan and sign it properly by the both the parties. One copy
is given to vendors, one is given to security and another is kept in the office. If there is any
discrepancy, then the warehouse acknowledges the concern department and insurance team.
Then an inspection team comes to check the items after that warehouse update WIMS and
provide the receiving challan to the vendor.
III. Returned items receiving: Receiving the retuned items or material is also very important task
done by the warehouse. They receive return goods according to a check list which is signed by the
concern department where the names and quantity of the items is mentioned. Warehouse
executives match returned items with the WIMS. If there is any mismatch, then the warehouse
acknowledges concern department trough mail and feedback taken from them and according to
that feedback they update stock of the return goods in the WIMS and provide the vendors return
receiving by properly singed. Security copy is given to security and another copy is kept on the
office file holder.
IV. Transfer items: transferring items for internal requirement is another important and basic
function of this warehouse. Transfer can be one warehouse to another warehouse, warehouse to
office, warehouse to zonal office, vendors warehouse to Banglalink warehouse. If any material
is required by internal source, then they just raise requisition in the WIMS. According that
warehouse just transfer goods to the intended warehouses, or any internal source. WIMS will
automatically update the stock of the warehouse.
V. Cycle counting report: this is a daily basis work done by technical warehouse executives. Every
day they verify 5 or more items by physical counting with Bin card and with WIMS and a cycle
counting report is produced and sends email to the Warehouse manager. They physically count
the item and firstly match with the stock card or bin card and then match with the system and
verified report is produces by warehouse executives.
VI. Role in the dispose of faulty items: warehouse creates a list of faulty items which are disposable
items and send this list to the user department. Then the user department confirms that they will
not use those items and acknowledge Fixed Asset management team. Fixed Asset dispose those
items with the approval of higher authority. After that warehouse along with the procurement
department introduce an auction process to sell those disposed non- radio items. Radio items can
not be sold. These radio items need to destroy by taking the approval of BTRC. Warehouse display
items which will be bided in the auction to the vendors. After that the warehouse delivers the
auctioned items to wining vendor.
VII. Arranging material: materials arranging and space management in the technical warehouse is
very impotent function of the warehouse executives. They place items in way that will facilitate
most advantage. As because the number of items in the technical warehouse they similar related
items are kept in the same place. Generators, batteries, diverse types of cables, and BTSs are kept
separately. They also maintain bin card system for each item in the warehouse. New and return
items are kept separately. Returned items are four types like faulty, repairable, good, and
disposable. They kept returned item according their status.
About WIMS:

Warehouse Inventory Management WIMS is the online module used in the management of the Banglalink
Technical warehouse. All recordings of technical items transfer, delivery, and receiving is done this WIMS.
All the warehouse related activities done through this module. From RF request to delivery, transfer,
receive, return receive, return to supplier, keep items on support and dispose the faulty items is done by
this online internal module. Only the authorized people can access this WIMS system of the Banglalink.
WIMS is able give the closing stock of the Warehouse at any time. It can also show the stock at any time
of the return items, faulty items, good, and additional items separately. When any transaction occurs then
the WIMS updates the stock automatically within a moment.

Image 3: WIMS
Supply- Chain Logistic: The function of logistic is to distribute the product and service to the user.
Banglalink is operated country wide. To remain competitive in the market it needs a solid distribution
channel to ensure the consumer as well as the user department gets the right product and service at the
right time. Logistic meet up this criterion.

Supply Chain SIM and SC operation: SIM (Subscriber Identification Module) and SC (Scratch Card) are the
two main items for Telecommunication Company. Based on their importance there is a separate unit
called SIM and SC operation closely worked with logistic and warehouse to ensure the availability of SIM
and Scratch Card in the market so that Banglalink does not have to lose important market share and
revenue. Its main function is to maintain adequate amount of SIM and Scratch Card in the warehouse to
meet the market demand.

Supply Chain-Planning and Performance Management: The main function of this unit is to prepare the
plan regarding the whole supply chain. Making rules and regulations, creating terms, developing strategies
and reporting to the higher authority. As a whole the efficiency and effectiveness of supply chain depends
on the success of each and every unit working under it.

Strength of Supply Chain:

Banglalink supply chain department has some unique characteristics and area of strength which makes it
more effective and efficient. These are

1) Banglalink works with a large number with vendors. It has a huge pool of vendors for every types of job
either it is for BTS installation or serving the tissue box. It gives them right of choice and power of
negotiation.

2) In Banglalink the compliance gets the high priority. Compliance is maintained in an proper manner so
that every vendor has to come by appropriate channel which ensure less number of corrupt vendors.
3) Being a one of the large organization Banglalink enjoys a comparative advantage over its vendors. As
they procure bulk amount of products and services from the vendors they can ensure economies of scale
by negotiate with the vendor. Vendors willing to work with Banglalink for its brand reputation.

4) The supply chain department is systematically defragmented. Every sub-unit has its welldefined
responsibility. The cross functional relationship within the departments is maintained effectively so that
lead time becomes shorter for planning and executing a task.

5) Supply chain department has research based and knowledge oriented teams who have better
experience about the market. It enables them to judge the prices and qualities of the products and
services offered by the vendors.

6) Proper distribution channel to meet the demand of market accompanied with 13 warehouses and
effective logistic and SIM and SC operation around the country makes it much easier to compete with
other competitors.
 The Supply Chain Supply Chain

Flows
The Global Environment: Fastest Internet enable Technology
Deployment/Targeted mostly youth segment and low-cost user

Intercorporate Coordination

Inter functional Marketing: Online/Social/ Web/Offline extensive marketing for

promotions, campaigns and engagement Customer
Coordination
Sales: Countrywide sales team and touch points Satisfaction/
-24/7 and 365 Forecasting: Festival forecasting for client usage and environment Value/
service availability hazard forecast for BTS support.
Profitability/
Competitive
- Availability of Production: Scratch card/SIM and Marketing communication
Advantage
Network Purchasing: Technical/NON-Technical purchase orders
Logistics: Wide transport network connectivity through own and
- Availability of rented vehicle
usage recharge Information systems: State of the art and globally renown CRM,

- Availability of Vendor Management, WIMS and ERP solutions

Customer service Finance: Investors contribute more on SCM

Customer Service: 24/7 customer service hotline and extensive
network of customer service touch points.