A

SUMMER TRAINING PROJECT REPORT

ON

“Study On Operations and Logistics with Reference

Of Pentagon Supply Chain Management Pvt. Ltd.”

Submitted to

Dr A P J Abdul Kalam Technical University, Lucknow

In the partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(2020-2022)

Under the guidance of: Submitted By:

Mr. Chandan Tiwari Umang Pal
Senior Business Development Executive M.B.A- III Sem
Pentagon Supply Chain Management

Raj Kumar Goel Institute of Technology

(ISO: 9001: 2015 Certified)
5th KM. STONE, DELHI-MEERUT ROAD, GHAZIABAD (U.P)-201003
Department of Management Studies
 Raj Kumar Goel Institute of Technology
(ISO: 9001: 2015 Certified)
5th KM. STONE, DELHI-MEERUT ROAD, GHAZIABAD (U.P)-201003
Department of Management Studies

Date: ……………….

TO WHOM SO EVER IT MAY CONCERN

This is to certify that Mr.Umang pal is a Bonafede student of MBA 2nd year of this institute for the
session 2020-2022 and he has undergone the summer training in Pentagon Supply Chain
Management Private LTD. And prepared Summer Training Project Report Titled Study On
Operations And Logistics With Reference Of Pentagon Supply Chain Management Pvt. Ltd for
partial fulfillment of Master of Business Administration (MBA) affiliated to Dr A P J Abdul Kalam
Technical University, Lucknow.

I wish him all the best for his future endeavors.

Mrs. Richa Shukla Dr. Vibhuti

Assistant professor Professor and Head
(Department of Management Studies)
 Declaration

I Umang pal S/o Rakesh pal am pursuing Master of Business Administration (MBA)
2nd year from Raj Kumar Goel Institute of Technology, Ghaziabad in the session 2020-
21 I hereby declare that this summer training research project report titled Study on
Operations And Logistics With Reference Of Pentagon Supply Chain
Management Pvt. Ltd. is the outcome of my own effort at organization Pentagon
Supply Chain Management PVT. LTD. under the guidance of Mrs. Richa shukla,
Assistant Professor. The same report has not been submitted earlier to any
Institute/University for awarding any degree/ diploma of MBA or any other
professional course. If there will be any violation of IPR, I will be solely responsible to
that and Institute/University has right to cancel my degree.

Date: …………… Umang pal

Place: RKGIT, Ghaziabad
 ACKNOWLEDGEMENT

Summer Training is a bridge connecting the educational qualification and professional

use. It is the path leading to success by innovative ideas and experienced practical knowledge

without fear and failure.

It gives me immense pleasure to take the opportunity to remember and thanks the

personalities who have involved with this project work. I express my sincere thanks and deep

gratitude who are directly and indirectly associated in completion of this project.

I would like to thanks MR. CHANDAN TIWARI, Senior business development

executive, Pentagon Supply Chain Management for assigning an extremely challenging project

thereby giving unique opportunity to meaningful contribution of such growing and vibrant

organization, guiding throughout the project, without her help the project would have not added

enough value. I am extremely grateful for the time her spent from her busy schedule.

UMANG PAL
 TABLE OF CONTENT

I. Certification from Organization

II. Certification from Institution
III. Declaration
IV. Acknowledgement
V. Executive Summary

Topic Page Number

Part I: Study of Organization

• Introduction of Organization 2
• Business Overview 3
• Mission, Vision & Objectives 4
• Board of Director 5
• Company History 6
• Achievements 7
• Products & Services 8-20
• SWOT Analysis 21-22

Part II: Research Work

1. Objective of the Report 23

2. Discussion of Problems
a. Significance of Problems 23
b. Concept & Practices 24
c. Literature Review 24-25

3. Research Methodology 27-31

4. Data Analysis 32-40
5. Data Findings 41-42
6. Suggestions & Recommendations 42-47
7. Limitations of Research study 48
8. Conclusion 49
9. Bibliography 50-51
 EXECUTIVE SUMMARY

These materials need to be stored, managed and re-distributed as per requirement very
efficiently and effectively where the warehouse function can play a vital role to add
value to the supply chain. Primarily, these materials are stored in three central
warehouses of REB. As a not-for-profit organization, the focus for REB is increasingly
on reducing the operating cost to ‘Delighting the Customer’. Stockholding policy (or
physical storage & distribution) and warehouse management has a crucial role to in
helping to deliver this objective.

Warehouses are usually large plain buildings used for commercial purposes for storage
of goods and are commonly used by exporters, importers, wholesalers, manufacturers
etc. Warehouses are crucial components of most modern supply chains and are likely
to be involved in various stages of the sourcing, production and distribution of goods,
from the handling of raw materials and work-in-progress through to finished products.
As the dispatch point serving the next customer in the chain, they are critical to the
provision of high customer service levels.

Warehouse management is concerned with ensuring that all the activities involved in
warehousing are carried out efficiently and effectively by seeking to eliminate waste
from activities that add cost to the supply chain, while maximizing those areas that add
value. Every organization, regardless of size, has developed and implemented its own
management concepts in order for it to run smoothly and accomplish the vision, goals
and objectives it has set forth. In the context of warehousing, the basic functions of
management could be broadly broken down into four major areas which allow for it to
handle the strategic, tactical and operational decisions for the organization. The four
functions or types of activities of warehouse management are: planning, organizing,
leading and controlling.

In today’s world warehouse management is considered as an indivisible part of all

business. If effectively and efficiently organized and managed the REB warehouses
could deliver safe custody of materials, clear monitoring and accountability,
distribution of the right goods at the right time .

1
1.0 Introduction of Organization

Pentagon Supply chain Management Private Limited is a Private incorporated on 21

May 2013. It is classified as Non-govt company and is registered at Registrar of
Companies, Delhi. Its authorized share capital is Rs. 100,000 and its paid up capital is
Rs. 100,000. It is involved in Supporting and auxiliary transport activities; activities
travel,

Pentagon Supply chain Management Private Limited's Annual General Meeting

(AGM) was last held on 31 December 2020 and as per records from Ministry of
Corporate Affairs (MCA), its balance sheet was last filed on 31 March 2020.

Directors of Pentagon Supply chain Management Private Limited are Richa Gupta,
AnitaYadav,,Rajpall,SinghYadav .

Pentagon Supply Chain Management Private Limited's Corporate Identification

Number is (CIN) U63000DL2013PTC252390 and its registration number is 252390.

Its Email address is [email protected] and its registered address is

KH NO.-7/16,17, GROUND FLOOR

NEAR KEEL FACTORY, KAPASHERA NEW DELHI South Delhi DL 110037 IN

Current status of Pentagon Supply chain Management Private Limited is - Active.

2
1.2 Business Overview

Daily Management functions include

1. Planning - finalizing the daily plan for receiving dock activity, selecting the
workload/orders to be processed in the day or shift, (this may also be done by
the business system), and calculating an estimate of the labor and vehicles
required to pick and ship the orders to ensure the staffing is appropriate, and
carriers are notified in time to meet the daily requirements.

2. Organizing - sequencing the orders to be picked. Organizing orders for picking

can be accomplished in many ways, meeting the needs of the user. The primary
objective is to be intentional, and not to pick the orders in the sequence in which
they were received unless the company wants to pay a carrier make sense for
transportation and delivery. The initial way of organizing was called Wave
Planning or Wave Picking, with two objectives, a. to minimize need for dock
staging space, by having orders arrive at the shipping dock in trailer load
sequence, and b. to create an order of flow that will support monitoring the
progress through the day and eliminate/reduce last minute requests for overtime
or delay of carrier departure, etc.

3. Staffing - assign staff to work functions and areas, by Wave, to minimize

staging.

4. Directing - ensuring the documented processes and procedures are embedded

in the WMS and are consistently applied, used and appropriate for the nature of
the work and service level intentions of the company (e.g., International
Standards Organization 9000 (www.iso.org)). This function may also be used
to divide individual orders into logical work units and the ability to assign them
to separate individuals for performance, consistent throughput requirements and
physical layout, e.g., separating individual case picking from each unit picking,
and individual pallet load picking, to improve productivity and supporting
Control.

3
 5. Controlling - providing milestones for management to monitor progress
through the day, providing the opportunity to respond to problems in a timely
way, and report data for performance analysis.

1.3 Mission and Vision of Organization

Vision

• To be a leading competitive shipping and logistics company, setting high level

standards in the industry.

• A company whose employees can identify themselves with its goal and values
• To be recognized as the most competitive logistics services provider in India.

Mission

• To provide the highest level of services to our customers, in order to build a trustworthy
and long lasting relationship
• To be a reliable company sustaining excellence and constantly striving to improve our
competencies.
• Adhering to the highest ethical and professional standards.

• To be the best employer, promoting dignity, professional growth and personal pride for
all of our employees.
• To provide our customers outstanding logistics services throughout India, facilitating
their success and furthering trade and development in the whole region.

4
1.4 Board of Directors

Directors of PENTAGON SUPPLYCHAIN MANAGEMENT PRIVATELIMITED

Director Name Designation Date of

Identification Appointment
Number

RICHA GUPTA 01 July 2019

08497580 Director

ANITA YADAV 21 May 2013

06374814 Director

RAJPALL 01 July 2019

07496025 Director
SINGH YADAV

5
 1.5 Company history

Pentagon with Headquarters in Mumbai, India is an organization of repute for providing

end-to-end transportation and logistics solutions, rendering services to Clients globally.
Pentagon is one of the progressive, efficient, logistics service providers delivering
services of freight forwarding – sea freight forwarding with specialization in LCL –
FCL, Air freight forwarding, warehousing, Cross Trade from/to India across the globe.
Expanding globally with operations in strategic locations in Delhi, Bangalore, Chennai,
Pune, and Ahmedabad.

• We understand that logistics term is larger than just movement of material; it involves
great skill, expertise, knowledge of processes, local laws, and demographics. It involves
the coordination of various agencies and components like Exporter, Importer, Customs,
Airlines, etc.
• List Pentagon with its offices in India and through its own agents across other locations
has established a wide network to help customers from all locations across the globe to
all destinations.
• List Pentagon has grown at a phenomenal pace over the last few years acquiring notable
customers while retaining our existing ones through higher levels of service delivery.

6
1.6 Achievements

2019
● Pentagon approved of new standards of ISO 9001:2015 and certifies as risk
management compliant company: May 2019

● Pentagon proclaims membership to Association of Multimodal Transport Operators

of India (AMTOI): June 2019.

2018

●MALA Awards - Nominated for Freight Forwarder of the Year (Containerized/ Multi
Cargo):

● Pentagon approved of JC Trans GCP Membership: Dec 2018.

2017
● Co. starts its operation in Bangalore, Karnataka: July 2017

● Pentagon successfully registered for Multimodal Transport Operator (MTO): Oct

2017.

2016
● Co. starts its operation in Pune, Maharashtra: Aug 2016

● Pentagon approved of FFFI: Oct 2016

2012
● Pentagon successfully gained Certificate of Incorporation: Mar 2012.

7
1.7 Company Services

1. Freight Forwarding

• Sea Freight

We provide full door-to-door service and from the time of order placement to final
delivery, we have the complete control of your freight. As independent freight
forwarders, we negotiate with shipping companies to obtain the best rates and options
for moving our clients Full Container Load (FCL) and Less than Container Load (LCL)
shipments around the world. We ship a large volume of general cargo and have
partnerships with many businesses for clients looking for sea freight services. For
private clients who want a reliable service, we can transport goods such as personal
articles, cars and specialized items.

Service Highlights

8
• Cargo consolidation box
• Computerized order tracking facilities
• Flexible sailing schedules.
• Regular weekly sailing
• Door to door freight forwarding services
• Flexible pricing scheme
• Insurance coverage
• Complete Import/Export Documentation
• Custom Clearance and declaration

• Air freight

Our comprehensive air freight service ensures that your freight is handled
professionally, securely and delivered on time. You have the backing of a dedicated
network of air and ground services for pickup and delivery and flights with consistent
transit times for all major international destinations. Our team of professionals will
follow through on each and every shipment and our customers can be assured of up-to-
the-minute status reports on all import and export shipments at all times. For oversized
transportation by air, we provide professional know-how related to the handling of
charter planes, including complete door-to-door delivery logistics. Air shipments
require high accuracy and efficiency in timely manner. Pentagon always understands
the needs of our valuable customers and aims to satisfy their needs by providing
customized and flexible services.

9
 Service Highlight

• Inter-modal transportation
• Over-sized shipment handling
• Express services
• Next flight out
• Bulk breaking
• Regular air shipment consolidation
• Insurance coverage
• Door-to-door pick-up and delivery
• Close schedules

10
 o FCL - LCL Consolidation

From single full container load shipments (FCL) to complete multimodal solutions,
Pentagon is at hand to meet all your ocean transportation needs. We pride ourselves on
providing you with consistently high quality solutions, responsive service and
competitive terms from all major transit points around the globe. If your shipment is of
smaller size, we offer less than container load (LCL) departures between all major
transit points in the world. From single full container load shipments (FCL) to complete
multimodal solutions, Pentagon is at hand to meet all your ocean transportation needs.
We pride ourselves on providing you with consistently high quality solutions,
responsive service and competitive terms from all major transit points around the globe.
If your shipment is of smaller size, we offer less than container load (LCL) departures
between all major transit points in the world

Feature of LCL/FCL

• Temperature-controlled vehicles
• Trustworthy and fully insured suppliers
• Consolidation, warehousing and unpacking
• Stock of freight containers for shipping
• Multiple pick-up and delivery

11
• Local haulage at destination & clearances offered
• Delivery appointment scheduling
• Wide variety and choice of routings
• Competitive rates
• De-consolidation and warehouse storage

2. Multimodal Transportation

o Multimodal Transport

Multimodal transport is transportation of goods under a single contract, performed

with a minimum of two different means of transport. The carrier is liable for the
entire carriage, even though it is performed by several different modes of transport
(by rail, sea and road, for example). We are renowned in the industry as a
multimodal transport operator (MTO) and intermodal freight transport that makes
us cater to the freight forwarding requirements of our clients across the globe. Our
power in this domain makes us deliver timely and authentic multi modal transport
operator services to our clients. From groupage to chartering, we have the solutions
to meet all your needs, within strict time frames and cost constraints.

12
 3. Exhibition Cargo

o Exhibition Cargo

We provide tailor-made service to suit every type of project, design and implement
solutions in accordance with the requirements of individual exhibition items, be they
fragile, sensitive to temperature/humidity or simply extremely valuable. We manage
shipments according to strict guidelines to ensure the efficiency, security and on-time
delivery. We assist corporate that are participating in exhibitions abroad in transporting
their marketing material to the venue of the event. Conversely, we also help foreign
companies that are taking part in exhibitions held in India to bring their equipment to
the event venue in a convenient and timely manner. Pentagon is your valuable business
partner and is ready to offer our services to customers requiring comprehensive
exhibition logistics solutions.

13
 4. Custom clearance

o Custom clearance

Handling Customs Clearance requires professional understanding of the subject, since

the Laws and Procedures related to the Customs change from time to time based on
trade requirements. We have a well trained and qualified team to handle all types of
cargo and commodities, including heavy-lift and over dimensional as well as hazardous
by sea and air.

The distribution related to trading is not only transportation and storage of commodities,
but also various processes such as customs clearance, documentation, authority
procedures and banking. We undertake custom clearance of all kinds of commodities
for import and export. Our tailored service can take the headache out of every type of
importation.

Our comprehensive infrastructure facilities ensure efficient C&F Services. Our aim is
to deliver an efficient, professional, timely service, specific to your individual
requirements. Combining professional skills, decades of experience and the resolution
to excel, we endeavor to achieve total customer satisfaction by offering quality custom
clearance services.

14
 Service Highlight
• Custom Documentation
• Carting / Receiving goods
• Examination of Shipment
• Handling of stuffing and de-stuffing at ports

5. Warehousing

o Warehousing

Pentagon fully realizes the importance and potential of this activity and thus provides
exclusive Warehousing Services for its clients at all major cities & other airports /
seaports. Many of our customers choose to have our warehouse, which allows easy
access to process orders and distribute products quickly and cost effectively. The
facility consists of completely modern storage systems and material handling
equipment. Thus, allowing the company to offer customers very high levels of
operational efficiency.

We have a well-formed network of warehouses located in the close proximity to the

International Airports & Seaports. Our warehouses are well laid out, secured,
maintained by experienced staff and have specialized storage systems. They are
designed for handling a large volume of international freight and are open round-the-
clock. Our Warehousing Services are structured in a way to help our clients to reduce
fixed overheads, increase efficiency and cut down valuable time. We have a well-
formed network of warehouses located in the close proximity to the International
Airports & Seaports. Our warehouses are well laid out, secured, maintained by
experienced staff and have specialized storage systems. They are designed for handling
a large volume of international freight and are open round-the-clock.

15
List Of Warehousing Facilities.

• General cargo and Cold Warehousing facilities

• Bonded Warehousing
• Packaging
• Palletizing
• Fumigation
• Dangerous Goods (DG) storage
• Just-in-time inventory management & distribution
• Specialized team to handle Pharma & Perishable products
• Inventory Management Systems & SAP integration

16
6. Project Cargo

o Project Cargo

Project Logistics requires specialized experience, commitment and flexibility to

execute complex cargo movements. Pentagon’s global network and solid track record
provide the skills and strength that guarantees safe and timely delivery worldwide.

Pentagon operates in wide variety of sectors which have project logistics needs,
including oil & gas, mining, pulp & paper, automotive, construction, power & energy
and aid cargo. Pentagon focus is always on safety, running very strict HSSE procedures
on any project move. Pentagon facilitates barges, with high loading capacity, high
freeboard and with deck strength.

The barges are ideally suited for heavy project cargo, such as transformers, generators,
evaporators or similar equipment. Ballast able tanks make these vessels very suitable
for Ro-Ro operations. Pentagon has the complete set of tools to handle any sized
project, from a single domestic delivery to a complex, multi-origin and multimodal
project.

17
 Service Highlight
• Full / part charter parties
• Site survey / feasibility studies
• Special equipment transport
• Multimodal transport
• Procurement & supply services

7. Break Bulk

o Break Bulk

Break bulk cargo is non containerized and is usually transported as individual pieces
due to cargo often being oversized and overweight meaning freight containers cannot
accommodate the cargo. Break bulk cargo handling is the method used since the earliest
days of shipping. Break bulk cargo is cargo that may be affixed to a pallet. Many
specialists break bulk vessels come fitted with heavy lift cranes which can manage the
heaviest of cargo safely and quicker than dockside cranes, this can speed up the process
of loading/unloading and reduce costs for the shipments. We can provide you with the
break bulk services that you need including sorting, skidding, shrink wrapping,
inventory control and storage

18
 Service Highlights
• Dismantling services
• Efficient tally & supervision of cargo
• Endless schedule
• Lashing and latching services
• Handling of cargo damage and claims
• Roero Services
• Yard to drayage services
• Cost efficient handling solutions
• Alongside vessel loading services
• Break bulk vessel arrangements

8. Value Added Services

o Value Added Services

Pentagon goes beyond the standard horizons of a logistics organization to offer services
that add value to client’s business activities, as we realize that every organization
demands more from their supply chain management. Our expertise in providing such a
value-added service can be attributed to our wide reach within India by way of our
branch offices as well as internationally by way of our large network of reliable agents.
We have built a reputation for reliability and adding real value through great service.
We offer complete distribution solutions that go beyond just warehousing and
transportation management, thus allowing businesses to focus on activities that are core
to their business. We work only with certified international carriers and our staff of
trained professionals is always available for your help.

19
 Service Highlights
• Cargo Insurance
• Survey
• Hand carry cargo delivery at overseas
• Freight Packaging
• Assisting SGS inspection and CRF report
• Services related to import and export
• House stuffing consignment
• Processing Certificate of Origin
• Project registration, clearance & reconciliation
• Door to Door Delivery
• Phytosanitary certificate / Fumigation certificate
• Processing of CE certificat

20
1.8 SWOT Analysis

▪ Strengths: Pentagon has a solid position in its industry. They’re known for
making quality products and have stable, long-term relationships with many of
their customers.

▪ Weaknesses: Pentagon supply chain is not very agile. They’ve gotten

complaints from suppliers about paying invoices too slowly. They have
inventory gathering dust in the warehouse. And they have limited visibility to
shipments coming in from suppliers or going out to customers.

▪ Opportunities: Pentagon leaders know that new technologies could help them
make improvements. But they don’t have a good understanding of how they
work, how much they cost, or what it would take to implement them.

▪ Threats: The Pentagon supply chain is vulnerable to all kinds of risks. Last
year, a significant customer went bankrupt, leaving Pentagon with unusable
inventory and unpaid receivables. And one of their suppliers suffered a fire,
leading to a shortage of raw materials. There are lots of other risks that could
emerge at any moment, and cause major challenges for Acme. From cyber-
attacks to the threat of counterfeit products, to the potential for trade wars and
port strikes. The list of threats is long!

21
A good way to organize a SWOT Analysis is with a chart like this one:

22
2.0 Objective of the Report

The objectives of the study are as follows:

1. To analyze the man and material movement within the warehouse.

2. To understand the causes of downfall in performance standards of warehouse.
3. To understand the inventory management standard operating processes.
4. To understand theories related to redesigning the warehouse.
5. To analysis the factors creating MUDA or waste in process of warehousing

2.1 Statement of Problem

After analyzing and working on various reports generated by the experts, it was evident
that each of them gave an overview and a bounded scenario of the whole situation, but
none of them gave a detailed analysis of the problem.

No particular recommendation or solution was provided by them. Even not much data
was available for the particular problem; each of them was talking about the general
terms and the overall scenario.

2.1.1 Significance of Problems

During researchers with Pentagon warehouse operations, the main objective of

researcher is to achieve smooth flow for their order picking process, maintain proper
inventory, sorting of products and to find answer several questions i.e. what to do?

23
How to do? Why is it happening? Why it’s taking so much time? Why the products
are kept in this manner?

What question defines the problem areas of warehouse like currently employees did not
know what order is urgent? What is the sequence of order processing?

How question defines the tool to eliminate wastage s, in this report researcher objective
is to achieve one-piece flow through implementing 5S and KAIZEN i.e., process
improvement in the warehouse.

For this we conducted certain analysis for planning storage of the products so that it
becomes easier for the employees to identify and pick the products as per order and
load them faster and ship to the desired location and also check the quantity and perform
visual inspection during unloading and after unloading keep the products in a sorted
manner in their respective locations.

2.1.2 Concept / Scope of Problems

• To identify where the 5’s can be implemented.

• To analyze the problem according to applying 5’s.
• To analyze any other factors which are creating problem in warehouse
• How to allocate proper space in the warehouse.
• How to reduce the losses in terms of damage.

2.1.3 Literature Overview

According to Beamon (1999), three types of performance measures (resources,

output and flexibility) have been identified as necessary components in any supply
chain performance measurement system, and she has proposed flexibility quantitative
measurement approach for supply chains. However, it lacks system thinking, in
which a supply chain must be measured widely across.

Gunasekaran et al. (2001) illustrate and discuss different performance measures and
metrics of the supply chain management with the help of a framework that gives

24
cohesive picture to address what needs to be measured, and how it can be dealt with.
The framework is classified into strategic, tactical and operational levels of
management. The metrics are also divided into financial and non-financial, so that, a
suitable costing method based on activity analysis can be applied. However, due to
the large number of metrics and measures given in the framework, firms find it
difficult to use. Also, the framework does not provide guidelines to priorities these
metrics.

Gunasekaran et al. (2004) developed a framework to promote a better understanding

of the importance of supply chain management performance measurement and
metrics. The proposed framework considers the measurement of supply chain
processes (plan, source, make and deliver) with respect to strategic, tactical and
operational levels and evaluates a score for prioritize for each metric by three levels:
high, moderate, and less important level from an empirical study of selected British
companies. It lacks identifying critical success factors for the whole supply chain
system.

Li et al. (2005) have identified six aspects of SCM practices: strategic supplier
partnership, customer relationship, information sharing, information quality, internal
lean practices and postponement. This approach is connected very closely to
information sharing. Sharing qualified information can lead to flexibility. In this
context, SCM activities include making, sourcing, delivering time and postponement.
The framework is classified into strategic, tactical and operational levels of
management. The metrics are also divided into financial and non-financial, so that, a
suitable costing method based on activity analysis can be applied. However, due to
the large number of metrics and measures given in the framework, firms find it
difficult to use. Also, the framework does not provide guidelines to priorities these
metrics.

Bhagwat and Sharma (2007) have developed a balanced scorecard (BSC) for
measuring and evaluating day-to-day business operations of supply chain
management from following four perspectives: finance, customer, internal business
process and learning and growth. Three case studies develop and apply in small and
medium sized enterprises (Medium-sized enterprises) in India

25
Thakkar et al. (2009) proposed an integrated supply chain performance measurement
framework for the case of small and medium-sized enterprises (Medium-sized
enterprises) in India using set of qualitative and quantitative insights gained during
the case study research.

Name of the Topic Summary Source

Bench-marking It talks about a relatively new http://ise.tamu.edu/ideas/D

Warehouse approach to evaluating system EA06.pdf
Performance performance by comparing one
warehouse to another based on best
performance.

How to Establish It talks about different ways to http://www.werc.org/assets

Warehouse measure warehouse performance. /1/workflow_staging/Publi
Performance Metrics cations/655.PDF

Warehouse This article explains about different https://hal.archives-

performance classifications and expressions of ouvertes.fr/hal-
measurement: measurement of performance. 01242034/document
classification and
expressions of
indicators

Creating performance This explains about performance https://publications.theseus

measures for measurement and how to create a .fi/bitstream/handle/10024/
performance measurement system 59056/Jukka.Lanu.pdf?seq
Warehousing and
into warehousing and production uence=1
production
environment.

26
 Warehousing KPIs This talks about the KPIs that can be https://www.linkedin.com/
used in a Warehouse. pulse/20140826130303-
52920152-warehousing-
kpis-what-to-measure-and-
what-to-improve

Lean in the warehouse Lean function in a Warehouse. https://www.erim.eur.nl/fil

eadmin/user_upload/Lean_
in_the_warehouse_-
_Jeffrey_de_Visser.pdf

2.2 Research Methodology

There are many different kinds of research. For example: market research, economic
research, scientific research, media research, social research, etc. it could also be
classified as primary research – study of a subject through first hand observation and
investigation; and secondary research – involves the study of other researchers. Broadly
speaking, there are two major types of research models: quantitative research and
qualitative research. Within the context of qualitative research, few research
methodologies are:

- Participatory Rural Appraisal (PRA)

- Participant observation

- Key informant interviews (KIIs)

- Focus group discussions (FGDs)

27
 - Visual Methods

- Appreciative Inquiry (AI)

- Triangulation

Within the context of quantitative research, few research methodologies are:

- Visualizing qualitative data

- Correlation

- Experimental

RESEARCH DESIGN

Most funding for scientific research comes from two major sources, corporations
(through research and development departments) and government (primarily through
universities and in some cases through military contractors). Many senior researchers
(such as group leaders) spend more than a trivial amount of their time applying for
grants for research funds. These grants are necessary not only for researchers to carry
out their research, but also as a source of merit.

The goal of the research process is to produce new knowledge, which takes three main
forms (although, as previously discussed, the boundaries between them may be fuzzy):

• Exploratory research, which structures and identifies new problems

• Constructive research, which develops solutions to a problem

• Empirical research, which tests the feasibility of a solution using empirical

evidence

Research can also fall into two distinct types:

• Primary research

28
 • Secondary research

Research is often conducted using the hourglass model Structure of Research. The
hourglass model starts with a broad spectrum for research, focusing in on the required
information through the methodology of the project (like the neck of the hourglass),
then expands the research in the form of discussion and results.

Research in common parlance refers to a search for knowledge. Once can also define
research as a scientific and systematic search for pertinent information on a specific
topic. In fact, research is an art of scientific investigation. The Advanced Learner’s
Dictionary of Current English lays down the meaning of research as “a careful
investigation or inquiry especially through search for new facts in any branch of
knowledge,” Redman and Mory define research as a “systematized effort to gain new
knowledge.”2 Some people consider research as a movement, a movement from the
known to the unknown; It is actually a voyage of discovery. We all possess the vital
instinct of inquisitiveness for, when the unknown confronts us, we wonder and our
inquisitiveness makes us probe and attain full and fuller understanding of the
inquisitiveness is the mother of a knowledge and the method, which man employs for
obtaining the knowledge of whatever the unknown, can be termed as research.

Research is an academic activity and as such the term should be used in a technical
sense. According to Clifford Woody research comprises defining and redefining
problems, formulating hypothesis or suggested solutions; collecting, organizing and
evaluating data; making deductions and reaching conclusions; and at last carefully
testing the conclusions to determine whether they fit the formulating hypothesis. D.
Slesinger and M. Stephenson in the Encyclopedia of Social Sciences define research as
‘he manipulation of things, concepts or symbols for the purpose of generalizing to
extend, correct or verify knowledge, whether that knowledge aids in construction of
theory or in the practice of an art.”3 Research is, thus, an original contribution to the
existing stock of knowledge making for its advancement. It is the pursuit of truth with
the help of study, observation, comparison and experiment. In short, the search for
knowledge through objective and systematic method of finding solution to a problem
is research. The systematic approach concerning generalization and the formulation of

29
a theory is also research. As such the term ‘research’ refers to the systematic method
consisting of enunciating the problem, formulating a hypothesis, collecting the facts or
data, analyzing the facts and reaching certain conclusions either in the form of
solutions(s) towards the concerned problem or in certain generalizations for some
theoretical formulation.

SAMPLING METHOD

METHODS OF COLLECTING DATA

This study is designed to explore the overall picture of warehouse management practice
in REB and help identify the scope of improvements. To reach the said
purpose/objectives, the study intends to use qualitative research model which was
mainly based on primary data and some secondary sources were also used.

In this regard for primary collecting data and information the study mainly used a
combination of Key Informant Interviews (KIIs) and observation research
methodologies. The combination of the stated methods is used for this study to take
advantages of their respective strengths and overcome the limitations of others. Then
secondary sources (includes books, articles, literary works, etc.) were also used to
support the conclusion and recommendations made.

POPULATION AND POPULATION SIZE

It is quite understandable that officers, staffs, suppliers and customers who are directly
or indirectly involved with the warehouse management of REB was interviewed for
suggestions and improvements. A total of fifteen people (Appendix – F) were
interviewed during the preparation of this report as the scope and time frame of the
study was limited and we consider the case study of a single Warehouse.

The interviews mainly covered issues such as staff management (in terms of payment,
expertise, deployment and other issues), management of stock (obsolete and redundant
stock, stock proliferation etc), security concerns (vehicle security, warehouse security,

30
personal security etc.), storage system, warehouse design and layout, Information and
Communication Technology used for Store Management and some other related issues.

Primary Data:

For obtaining the Primary data for my project, I propose to use two research instruments
i.e., Questionnaire and Structured Interviews:

a. Questionnaire

i. Sample Size : 100

ii. Sample composition

b. Structured Interviews

i. Sample Size : 50

Secondary Data:

I propose to get the secondary data from:

➢ Online references,

➢ Magazines,

➢ Website,

➢ Newspaper,

➢ Online journals,

➢ Project material,

➢ Books and Articles.

31
2.5 DATA ANALYSIS AND INTERPRETATION

Q1. Please tell me for how many years you have been working in this organization?

Less than 2 years 20%

2 to less than 4 years 40%

4 to less than 6 years 25%

More than 6 years 15%

Working period in the organization

Working Period in the Organization

45% 40%
40%
35%
30% 25%
25% 20%
20% 15%
15%
10%
5%
0%
Less than 2 years 2 years to less than 4 4 years to less than 6 More than 6 years
years years

The above mentioned graph shows that 40% respondents are working in the
organization from 2 years to less than 4 years and 15% respondents working in the
organization more than 6 years.

32
Q2. Please tell me from the following that which one is the most competitive advantage
for Pentagon Worldwide Logistics warehouse in logistic?

Local Expertise 12%

Business Community 14%

Service Quality 17%

Flexibility 19%

Cost Advantage 23%

Value Added Services 6%

Knowledge of Expert Services 8%

Others 1%

Most Competitive Advantages

Most Competitive Advantages

25% 23%
19%
20% 17%
14%
15% 12%
10% 8%
6%
5%
1%
0%
Community

Knowledge
Advantage

Other
Quality

Flexibility
Expertise

Service

services
added

of expert
Value
Business
Local

services
Cost

The above mentioned graph shows that according to the 23% respondents cost
advantage is the most competitive advantage for Pentagon Worldwide Logistics
Warehouse and according to the 23% respondent’s 17% respondents service quality is
the most competitive advantage for Pentagon Worldwide Logistics Warehouse.

33
Q3. Please tell me from the above-mentioned point which one is the most advantageous
for Pentagon Worldwide Logistics warehouse to market and place its product among
its customers?

o Product Quality: They can offer higher product quality because they have an
established base with an office, workshop, or storage facility in the area where
their customers are located.

o Flexibility: They are open for business. The company requires no or short setup
times. They are more readily available to provide required services. They can
react quickly to changing customer needs and requests.

o Cost Advantages: Transportation costs incurred in providing a service or

delivering goods are usually lower than for them. In addition, if customers
factored potential time savings (travel time, shipping time) into their
calculations, they may realize that they can benefit from significant cost
advantages by sourcing locally.

34
Q4. Please tell me from the following that which one is the most competitive
disadvantage for the company?

Lack of Customer's Knowledge 6%

Limited access to skills 10%

Government regulation 13%

Market competition 16%

Scarcity of resources 22%

Economic scenario 19%

Production process 9%

Technology 4%

Others (Please specify) 1%

Competitive Disadvantages

Most Competitive Disadvantage

25% 22%
19%
20% 16%
15% 13%
10% 9%
10% 6%
4%
5% 1%
0%
Government

Production
competition

Technology
Knowledge

Economic
Customer’s

specify)
Scarcity of

(Please
Others
Limited
access to

resources
regulation

scenario
Lack of

process
Market
skills

The above mentioned graph shows that according to the 22% respondents scarcity of
resources is the most competitive disadvantage for Pentagon Worldwide Logistics
Warehouse but according to the 9% respondent’s production process is the most
competitive disadvantage for Pentagon Worldwide Logistics Warehouse.

35
Q5. Please tell me your current year sales level as compared to previous five year
average.

Below Average 45%

Average 35%

Above Average 15%

Unknown 5%

Current year sales level as compared to previous five year average

Sales Level
50% 45%
45%
40% 35%
35%
30%
25%
20% 15%
15%
10% 5%
5%
0%
Below Average Average Above Average Unknown

According to 35% respondents, the current year sales level as compared to previous
five year is average but 45% replied that the current year sales level as compared to
previous five is below average.

36
Q6. How would you describe the present economic environment insofar as your
company is concerned?

Growth 38%

Recession 39%

Depression 5%

Stagnation 17%

Inflation 1%

Present economic environment

Business Environment Condition

45%
38% 39%
40%
35%
30%
25%
20% 17%
15%
10% 5%
5% 1%
0%
Growth Recession Depression Stagnation Inflation

39% respondents describe the present economic environment in so far as recession but
38% respondents describe the present economic environment in so far as growth.

37
Q7. Please tell me about the Changes in your marketing strategies over time?

Value marketing 25%

Branding & differentiation 30%

Raising Prices 20%

Low Cost Leadership 10%

Competitor Bench marking 15%

Changes in marketing strategies

Changes in your marketing strategies

35%
30%
30%
25%
25%
20%
20%
15%
15%
10%
10%
5%
0%
Value marketing Branding & Raising Prices Low Cost Competitor
differentiation Leadership Benchmarking

According to 30% respondents, branding & differentiation changes in their marketing

strategies but 20% respondents replied that raising prices changes in their marketing
strategies.

38
Q8. Please tell me, your organization taken what actions in response to the sales level?

Cutting cost 30%

Introduction of new product 17%

Investment plans on hold 21%

Reducing prices 25%

Merger with other 7%

Response to sales level

Increasing the sales Level

35%
30%
30%
25%
25% 21%
20% 17%
15%
10% 7%
5%
0%
Cutting cost Introduction of Investment Reducing prices Merger with
new product plans on hold other

30% respondents replied that their organization using cutting cost strategy in response
to the sales level but 25% replied that their organization using reducing prices strategy
in response to the sales level.

39
Q9. Please tell me about changing use of the marketing tool kit?

Internet/Electronic media 30%

Market Research 25%

Direct mail 14%

Trade shows 10%

Telemarketing 21%

Changing use of the marketing tool kit

Changing use of the marketing tool kit

35% 30%
30% 25%
25% 21%
20% 14%
15% 10%
10%
5%
0%
Trade shows
Internet/Electronic

Direct mail

Telemarketing
Market Research
media

40
2.6 Data Findings

FINDINGS

1. The above-mentioned graph shows that 40% respondents are working in the
organization from 2 years to less than 4 years and 15% respondents working in
the organization more than 6 years.

2. The above-mentioned graph shows that according to the 23% respondents cost
advantage is the most competitive advantage for Pentagon Worldwide Logistics
Warehouse and according to the 23% respondent’s 17% respondents service
quality is the most competitive advantage for Pentagon Worldwide Logistics
Warehouse.

a. Product Quality: They can offer higher product quality because they
have an established base with an office, workshop, or storage facility in
the area where their customers are located.

b. Flexibility: They are open for business. The company requires no or

short setup times. They are more readily available to provide required
services. They can react quickly to changing customer needs and
requests.

c. Cost Advantages: Transportation costs incurred in providing a service

or delivering goods are usually lower than for them. In addition, if
customers factored potential time savings (travel time, shipping time)
into their calculations, they may realize that they can benefit from
significant cost advantages by sourcing locally.

3. The above-mentioned graph shows that according to the 22% respondents

scarcity of resources is the most competitive disadvantage for Pentagon
Worldwide Logistics Warehouse but according to the 9% respondent’s
production process is the most competitive disadvantage for Pentagon
Worldwide Logistics warehouse.

41
 4. According to 35% respondents, the current year sales level as compared to
previous five year is average but 45% replied that the current year sales level as
compared to previous five is below average.

5. 39% respondents describe the present economic environment in so far as

recession but 38% respondents describe the present economic environment in
so far as growth.

6. According to 30% respondents, branding & differentiation changes in their

marketing strategies but 20% respondents replied that raising prices changes in
their marketing strategies.

7. 30% respondents replied that their organization using cutting cost strategy in
response to the sales level but 25% replied that their organization using reducing
prices strategy in response to the sales level.

2.7 Suggestions:

Based on the response of the respondents’, observation and literature review problems
are identified and conclusions are drawn. The study recommends some possible
improvement in the key areas of REB warehouse management such as organization and
management, warehouse and warehouse premises management strategy, security,
health and safety, use of ICT, disposal of goods, annual procurement plan and training
of personnel. I believe that, if REB considers and implements those recommendations
in warehouse management then existing performance of warehouse management at
Central Warehouse, Dhaka would certainly improve which in turn can be implemented
throughout REB to improve its overall performance regarding warehouse management.

WAREHOUSE MANAGEMENT STRATEGY

REB warehouses/ stores are operated and managed within a defined policy framework
and under the control of the directorate of ‘Clearing, Storing and Movement (CS&M)’.
The policy instruction 100-33 and 100-46 serves as the outline for the materials and

42
warehouse management functions. These policy instructions were developed at the
beginning of REB in 1980s. Often some of these instructions are revised to
accommodate changes in warehouse management but as the warehouse concept has
changed greatly since 80s REB should consider revising the whole policy instructions
related to warehouse management to accommodate modern age warehouse
management issues.

Warehouse management of REB requires long-term planning to be fully effective.

Planning should include setting objectives, quantifying targets for achievement and
communicating these targets to others. This process incorporates selecting strategies,
tactics, policies, programs and procedures for achieving the objectives. REB
management should determine vision, mission and objectives of store management and
initiatives should be taken for short term, medium term and long term plan.

WAREHOUSE PREMISES

The central warehouse, Dhaka is situated inside the boundary of “Workshop cum
Warehouse Complex” situated at Savar, Dhaka. This complex has a single entry for
various offices and residential buildings such as the Warehouse, System Operation
Central Workshop, System Operation Zonal Office, Training Centre of Training
Directorate, Superintending Engineer (Dhaka Zone) office, Executive Engineer
(Project Division, Dhaka) and residential buildings for REB officers and employees.

This is not a good approach for a warehouse. It can compromise its safety and security
and also hamper sound operation and management. Therefore, there should be a
separate boundary or at least fencing with manned gate to isolate the warehouse from
other offices and residential area within the complex.

WAREHOUSING AND STORAGE

There are three open yard storage facility, one shaded storage facility and one godown
(shaded & enclosed by boundary) facility at central warehouse, Dhaka.

Open yards are used to store insulators, conductors, transformers, CT/PT, log, etc. One
of the yards has brick soling but rest two did not have any soling. During rainy season,

43
the open yards which doesn’t have brick soling becomes muddy and working with
crane, fork lift or any kind of handling materials becomes very difficult. It can also pose
health and safety hazard for workers.

Therefore, these yards should be developed by making brick soling on the ground as a
short-term solution. If possible, the ground of entire open yard should be developed and
C.C. Casting should be made as a long-term solution.

Materials which require protection against sun and rain such as substation switch,
meter, grip/ line guard, etc. are stored in the shaded storage facility. There is a scope of
utilizing the space more effectively and efficiently.

The single go down (shaded & enclosed by boundary) facility is used for more valuable
and sophisticated items such as hardware materials & furniture. This storage facility
has an approximate floor space of 8,000 sq ft and approximate height is 30-40 ft.

Internally the go down is congested with large amounts of floor space being taken up
with stock piles. There are also materials stacked in aisles which impede access.
However, there are a few racks are available and racking locations are of a fixed height,
which means that often pallets of product are left on the floor because there are no
storage slots of the right size to accommodate them. The storage system is also fixed,
with different parts of the go down allocated to different products which has led to some
areas being under-utilized whilst other areas are full.

The internal congestion in the warehouse is leading to delays in the picking and cross
docking operation which is leading to delays in loading and unloading vehicles. High
value stock items, for example computer accessories, are also stored in the
administrative office space, just like other stock, many at ground level.

Ways of resolving this could be with:

• Improve housekeeping can keep the aisles clear;

• Use of mezzanine floors which increase the storage density by utilizing the working
height of the store but also allow people to access the products.

44
• Use of flexible Racking to allow accessibility of the product whilst utilizing the
height of the building;

• Use of VNA racking or moveable shelving which increases storage density but still
allows accessibility;

• Use of carousels to increase the accessibility of small items but also allow storage
in greater density;

• Use of high bay warehouses can also increase storage density;

• Working towards the elimination or reduction in the space required for goods in
checking. By working with suppliers to ensure that stock accuracy is improved

• Replacing the racking with adjustable racking which would allow better space
utilization. This could also be done in conjunction with the introduction of some
new MHE to allow for higher storage density to be achieved. The use of mezzanine
floors to make use of the warehouse cube;

• The introduction of a computerized stock control system that allows the use of
random locations and more accurate stock checks this would improve the utilization
of the storage area as well as providing;

• High value stock items such as computer accessories should be kept in place where
access is restricted and lock and key should be used;

SECURITY

The materials and equipment's kept at warehouse are of high value in nature; therefore,
there is a wide range of potential theft opportunities both internal and external to REB.
The main risks could be identified as:

▪ Risk of theft by employees both in the warehouse and drivers.

45
 ▪ Risk of break in to the warehouse by external people.

▪ Theft from the tailboard of delivery vehicles.

▪ Risk of vehicle hijack.

The threat from internal sources is more likely as people have greater opportunity to
steal items when they are in daily contact with them. However the external threat may
have more serious consequences both in terms of stock loss and possible injury to staff
and so the insurance company would be particularly interested in these security threats.

At REB there are no strong proactive security measures and prevention policy has not
been developed yet regarding security issues. Crimes against vehicles and property
continue to grow so distribution and warehousing staff must be fully aware of the
security risk of their products, transport and support equipment in order to take steps to
guard against breaches of security.

A range of steps could be taken to improve the security of the central warehouse, Dhaka
may include the following:

Warehouse: Eternal threats could be minimized through

▪ High, strong and intact fencing with lockable gates.

▪ Installation of external CCTV cameras after analyzing its requirement.

▪ Precautions must be taken such as security barriers to prevent unauthorized persons

from entering storage areas.

▪ One entry and exit point from the depot.

▪ All visitors to be collected from security and accompanied at all times.

▪ Alarm systems.

▪ Toilets and rest areas should be positioned so as to ensure that drivers do not enter into
inventory.

46
 Internal threats to the warehouse could be minimized through

▪ Background checks on staff before appointment e.g. verification of references,

employment records and history of personnel should be minutely maintained.

▪ Small high value items in separate lockable areas.

▪ Frequent searches of staff when exiting depot.

▪ Internal CCTV cameras.

Transport: External threats to the transport could be minimized through

▪ Driver training to ensure that they are aware of security threats for example safe parking
and not discussing routes.

▪ Use of tracking devices.

▪ Provision of vehicle security systems for example immobilizer and steering locks.

▪ Theft from tailboard.

▪ Either the provision of a drivers mate for security of a procedure that requires the
customers to provide someone to watch the tailboard during unloading.

Internal threats to the transport could be minimized through.

47
2.8 Limitations of Research Study

Limitations of Research Study

Both the scope and methodology of this study may hinder the research quality. The
limitation of this study is that, although REB has three Pentagon Worldwide Logistics
Warehouses and each of them may have a separate set of warehouse management issues
and limitations to be addressed, this study is only based on the case study of Pentagon
Worldwide Logistics Warehouse, and its present warehouse management practices.
Scopes for improvements are identified and recommendations are also made
accordingly.

The respondents were selected from Delhi city only those were mainly available in the
head office of the organization but not every office of the organization was included in
this study.

Besides the interviews of warehouse manager and other staffs conducted at Pentagon
Worldwide Logistics Warehouse, Delhi. Besides that, most of the interviews were
conducted in REB head office and few were conducted over phone.

On the other hand, officers were selected for the key informant interview (KIIs) on the
basis of researcher’s convenience. Suppliers (contractors) who were interested are
selected only. During personal interview, respondents were requested to answer based
on their own perception. For the reason, however, the perception might be different for
different respondents, which might be a major limitation of this study. Besides, some
of the respondents did not provide the required time for interview due to their
preoccupation.

However, the time constraint for completion of the research was also one of the major
limitations of the study to some extent.

48
2.9 Conclusions

In today’s world warehouse management is considered as an indivisible part of all

business. If effectively and efficiently organized and managed the REB warehouses
could deliver safe custody of materials, clear monitoring and accountability,
distribution of the right goods at the right time whenever required in the right condition
to all user departments, maximum profitability with the minimum investment through
ordering cost and carrying of materials. It provides service and controls function of the
flow of materials entering and distributed at a company. In general, this study is
expected to be helpful for the policy makers of REB to improve the existing
performance of warehouse management at Pentagon Worldwide Logistics Warehouse
which in turn can be implemented throughout REB to improve its overall performance.

If effectively and efficiently organized and managed the REB warehouses could deliver
safe custody of materials, clear monitoring and accountability, distribution of the right
goods at the right time whenever required in the right condition to all user departments,
maximum profitability with the minimum investment through ordering cost and
carrying of materials.

49
2.10 Bibliography

• Andrew Collins,” Competitive Export Marketing Dynamic Strategies for

Winning and Keeping Customers”, McGraw-Hill,1992

• Doctor, Vikram. “Competing on price is the new name of the game,” Economic
Times, 7 February 2001.

• Andrew Wernick (1991) Promotional Culture: Advertising, Ideology and

Symbolic Expression, McGraw Hill publishers, New York

• Carroll Glynn (2004) Public Opinion, McGraw Hill publishers, New York

• Otto Kleppe (1990) Advertising Procedure, Prentice Hall publishers, New York

• Alan, R., Phil, C. and Peter, B. (2010).The Hand Book of Logistics &
Distribution Management (4th Edition): Kogan Page Ltd. Uk

• Aminoff, A. & Kettunen, O. & Pajunen-Muhonen, H. 2002.Research on

Factors Affecting Warehousing Efficiency. International Journal of Logistics.
Vol. 5, No. 1. p. 45-57.

• B.D. Rahmatullah, Nancy Norris and John Richards (2008). “A New Mandate
for the Rural Electrification Board Area-Based Planning Initiatives to Relieve
Power Shortages”. Centre for Policy Research (CPR Commentary Number 6),
IUBAT.

• Baker, Peter., 2007; An exploratory framework of the role of inventory and

warehousing in international supply chains, Emerald Group Publishing
Limited.

• Baker, P. & Canessa, M., 2009. Warehouse design: A structured approach.

European Journal of Operational Research. Vol. 193, No. 2. p. 425-436.

50
• Baker, P. 2004. Aligning Distribution Centre Operations to Supply Chain
Strategy. International Journal of Logistics Management. Vol. 15, No. 1. p. 111-
123.

• Ballard, R.L., 1996; Methods of inventory monitoring and measurement,

Logistics Information Management, Volume 9, Issue 3.

• Chua, B., and Teo, K.B. (2008). The Practitioner’s Definitive Guide: Straits
Time Press, Singapore.

• Cooper, J.C, Davis. Matthew (1984).Why have a warehouse UP Ltd, Volume

12, Issue 5, Page 66 – 68.

51
3.0 Annexure

PLATFORM: How do you deliver your solutions?

o Cloud
o Local
o Others

COST BASIS: How do your customers pay for your solutions? (Select all that
apply.)

o Free
o Transactional
o System
o Seat

What industries do your solutions serve? (Select all that apply.)

o E- commerce
o Manufacturing
o Retail
o Supplier
o Service/ Government
o Transportation

SALES: During the last year-on-year period, were sales generally up or down?
About how much?

o Above 50%
o 50%
o Less than 50%
o Up to 20%
o Below 10%

What led to growth in the past year?

o Organic Sales
o M&A
o Both

52
Have you developed supply chain risk mitigation strategy?

o Yes
o No

Do you have other strategies to deal with suppliers who are not willing to partner
with you?

o Yes
o No

Have you established an ongoing process of assessing supply chain risk for your
organization/business unit?

o Yes
o No

Which transportation and logistics challenges are the most critical for your
customers? (Select all that apply.)

o Data Management
o Cost Reduction
o Capacity
o Compliance
o Risk Management
o E commerce
o Transportation Facility
o Labour
o Risk

CUSTOMERS: During the last year-on-year period, did your customer base
grow or shrink? About how much?

Up 20%
Up 15%
Up 10%
Up 5%
0%
Down 5%
Down 10% or more

53
PROFITS: During the last year-on-year period, were profits up or down? About
how much?

Up 20%
Up 15%
Up 10%
Up 5%
0%
Down 5%
Down 10% or more

What logistics and supply chain solutions do you offer? (Select all that apply.)
3D printing
AI/machine learning
Asset management
Auditing/claims/freight payment
Big data management
Blockchain
Capacity solutions
Container/chassis management
CRM / CX
Demand management
EDI
ERP
Global trade management
Inventory management
IoT/IIoT solutions
Labor management
Load planning
Modeling, forecasting, predictive analytics
Optimization
Order management
What's your vertical specialization, if any? (Select all that apply.)

Aerospace
Agriculture
Apparel & textiles
Automotive

54
Chemicals
Construction & infrastructure
Consumer packaged goods
E-commerce
Electronics
Energy
Food & beverage
Furniture
Grocery
Healthcare/biomedical/pharma
Military/government
Oil & gas
None

55