1.1.

INDUSTRIAL OUTLOOK

TVS Logistics Services Limited (TVSLSL) provides logistics solutions. The Company
offers supply chain management, warehousing, material handling, freight management,
transportation, and communication services. TVSLSL serves customers worldwide.

TVS Logistics Services Ltd (TVS Logistics) one of the top supply chain management
companies in India, is a flagship company of the $13 billion TVS Group. It is among the best 3rd
party logistics companies in India and provides integrated supply chain solutions across the
world directly and/or through joint ventures and subsidiaries.

The company established in 2004, has grown exponentially organically and inorganically
to a turnover of more than INR 5600 crores in 2016. Headquartered in India and with offices also
in 12 other nations – USA, UK, Germany, Singapore, Thailand, China (Including Hong Kong),
Spain, Australia, New Zealand, Mexico, Italy and France; TVS Logistics serves customers in
over 50 countries through its 15000 plus skilled work force. TVS Logistics’ services include
contract logistics, warehousing, transportation, freight forwarding, packaging design and
solutions, in-plant and aftermarket solutions, material handling, material management, free trade
warehousing, infrastructure solutions and technology logistics. As a one stop solution for end to
end logistics services and supply chain management companies in India, TVS Logistics works
with multiple industries including automotive, defence, electronics, discrete component
manufacturing, engineering, FMCG, retail, FMCG, utilities, energy and chemicals.

TVS Logistics is one of the largest integrated logistics service providers and a top 3PL
company in India, operating more than 10 million square feet area of warehousing space across
29 states. An ISO 9001:2008 Certified company, with a strict focus on quality and business
excellence, its operations are backed by robust technology for transportation, last mile,
warehousing, accounts and billing, manpower management, etc.

TVS Logistics seamlessly connects with customers’ ERP to provide them with real time
visibility and transparency in operations. The company has been repeatedly recognized among
the best 3rd party logistics companies in India by industry and customers through awards for its
operations, technology, end to end services and human resource practices.

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Freight Management

TVS Logistics is providing international import and export freight forwarding via sea and
air, licensed customs clearance booking, export documentation and third party logistics services,
especially in Asia markets.

We use cutting edge ERP for Import-Export Shipment Processing, Purchase Order
Management, Customer Relationship Management, Billing and Financial Accounting, Track &
Trace (under Development), Alerts & Notifications, MIS reporting and Analysis and Electronic
Data Interchange. The key solutions offered are :

Air and Ocean Freight

▪ Export and Import container handled to and from Asia Pacific, Middle East, Europe,
North and South America
▪ Contracted Rates & Space with major Shipping & Air lines
▪ LCL services from/to Europe, Far East, USA, Australia, Middle East
▪ Handling of special Equipments & over dimensional cargo
▪ Break bulk & Charter Operations
▪ Electronic Data Interchange (EDI) capability
▪ Customized reporting
▪ Customs Clearances & Delivery of Cargo world wide
▪ Wide Range of products and commodities
▪ Offices in all major Seaports & Airports in India

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 ▪ Warehousing and Distribution in India and overseas
▪ VMI Service for Import and Export

Road Transport

▪ Guidance and consultancy for pre and post shipment documentation

▪ License with Government Organizations for clearance
▪ Documentation Procedures for Bonding & De bonding
▪ Drawback / DEPB and other export benefits Processing

TVS Logistics also provides Value Added Services as follows:

▪ Activities in TVS own Warehouses Globally

▪ Robust it Platform
▪ VMI Capabilities Globally
▪ Export Packaging
▪ Special Cargo Services including Hazardous Cargo, Perishable Cargo and Over
Dimensional Cargo.

In India, TVS Logistics provides customer-centric freight forwarding services and cargo
solutions with specialization in ocean and air transportation globally through its offices in all
major ports and airports in India, and access to the overseas facilities of TVS Logistics.

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 Customers can avail benefits of TVS Logistics' annual contracts with shipping lines and
special rates with air carriers, and various certifications and associations with government and
industry bodies including:

▪ IATA approval to operate as MTO (Multimodal Transport Operator) by the Director

General of Shipping, Government of India, with the authority to issue its own House
Air waybills and Bills of Lading.
▪ Membership with ACAAI ( Air Cargo Agents Associations in India), FFFAI (
Federation of Freight Forwarders Associations in India), MMA ( Madras
Management Association), FIATA ( International Federation of Freight Forwarders
Associations ), CII ( Confederation of Indian Industry) and AMTOI ( Association of
Multimodal Transport Operators of India)

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 2. PROFILE OF THE COMPANY

2.1 HISTORY

TVS Group

TVS Group is one of India's largest diversified industrial conglomerate with its principal
headquarters located in Madurai and international headquarters in Chennai. It has its presence
across 129 countries with 133 holding group companies. The largest and most visible subsidiary
is TVS Motor Company, the third-largest two-wheeler and three-wheeler manufacturers in India.

TVS Group, with group revenue of more than US$ 13.2 billion, is an automotive
conglomerate company, specialized in manufacturing of -wheeler two, three-wheeler, auto-
electrical components, hardware electronics, high tensile fasteners, die casting products,
dealership business, brakes, wheels, tyres, axles, seating systems, corrosion management, fuel
injection components, electronic and electrical components and many more.

TVS sundram Iyengar & Sons

TVS sundram Iyengar & Sons, established in 1911, is the holding company of the TVS
Group and is the largest automobile corporate dealer in India. The service focused company
provides employment to over 10,000 people with revenue in excess of INR 8000 Cores. It
operates through three divisions, viz., TVS, Sundaram Motors and Madras Auto Service. Being
the trading and distribution arm of the group, the business activities of TVS & Sons include
dealerships for Automobile vehicles, sales and service of products for special applications like
Construction; and Material handling.

The company manages Joint Ventures in Sri Lanka and Bangladesh for automobile
distribution, dealership business through its subsidiary company in South Africa and vehicle
servicing business in Saudi Arabia. The dealership business focuses on sales and distribution of
commercial vehicles, utility and sports utility vehicles, passenger cars representing various
automobile vehicle manufacturers such as Ashok Leyland, General Motors, Honda, Mahindra &
Mahindra, Mahindra Navistar, Mercedes Benz, Renault, Volkswagen and off highway equipment
manufactured by Escorts, JLG, Ingersoll Rand and Pal Finger.

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 The company has more than 150 outlets and sells over 60,000 vehicles, with a service
reporting that exceeds 600,000 vehicles per annum. TVS & Sons has two subsidiary companies,
viz., TVS Logistics Services Limited – India’s leading third party logistics service provider and
TVS Automobile Solutions Limited – India’s largest after-market service provider for passenger
cars, which also operates the brand My TVS.

TVS GROUP COMPANIES:

• Turbo energy limited

• TVS automotive Europe limited

• TVS auto parts private limited

• TVS cherry private limited

• TVS components limited

• TVS electronics limited

• TVS finance & services limited

• TVS interconnect system limited

• TVS lank private limited

• TVS logistics Iberia S.L

• TVS logistics service limited

• TVS Lean logistics private limited

• TVS Logistics SIAM limited

• TVS motor company limited

• TVS sewing Needles limited

• TVS srichakra limited

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2.2 VISION

We aim to be a leading Indian MNC and a partner of choice for our customers, in
providing customized, integrated supply chain solutions across the globe.

2.3 MISSION

To deliver unique, value added supply chain solutions and create a committed,
partnership-like approach with customers.

2.4 CAREERS

We are a learning organization focused on empowering our employees thereby enabling

them to take full control of their deliverables and their overall personal development. We have an
open door policy and a cohesive role based culture.

Through our capability building programs Competency Oriented Learning Organization (COLO
™) we consistently keep formulating learning oriented strategies which makes sure:

• You develop an in-depth knowledge of the company’s array of services and customers –
both on the job and through extensive training
• We are always focused on sharpening your skills and advancing your career.
• We will find yourself on a high energy drive to innovate consistently

2.5 CULTURE CAPABILITIES

Relentlessly Lean

• People will continually examine and justify all expenses before it is incurred
• People will partake in continual improvement projects and initiatives enabling
elimination of waste
• People will take quick decisions and not delay action

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Proactive Collaborative Innovation

• Proactively engage with the customer to providing cost effective value added services
• Anticipate the problem and prevent occurrence
• People to involve other stakeholders including customers in their decision areas
Passionately Reliable
• People will continually improve processes to meet customer deliverable
• People will continually examine and understand customer requirements and get feedback
on the way they are meeting those requirements
• People will consistently fulfill what they promise to the customer.

2.6 Value
Professional Integrity

• There close all issues within agreed time lines.

• The lead by example, in a transparent manner.
• As ensure strict adherence to norms.
• As always act in the best interests of the organization.

Cost Optimization

• There is not budgeted were not incur any expenses.

• Those obtain the acceptance of superiors/right stakeholders before I incorporate any cost
increase in the system.
• Those continuously eliminate waste and maximize resource utilization.

Service Delivery

• As ensure service delivery as agreed in Service level agreement.

• A develop processes to improve and maximize service quality.
• The value and enhance my relationship with all stake holders.

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2.7. QUALITY POLICY

The committed to add value to our customer’s operations by providing quality logistics
services through adoption of good management practices in the entire supply chain.

We will enhance customer satisfaction levels by:

❖ Partnering with customers as well as service providers

❖ Understanding and responding to customer’s needs and expectation
❖ Furthering customer relationship practices, and
❖ Continually improving our internal processes as well as end-to-end supply chain
processes.

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 3. PROGRESS OF THE COMPANY

3.1. GROWTH OF THE COMPANY

TVS Logistics Services, part of $13-billion worth TVS Group, has set the target of $1-
billion revenue in the next three years. This comes on the backdrop of opportunities opened up
after the implementation of goods and services tax (GST).

Other factors contributing to the growth would be global integration and cross
deployment of capabilities, which were acquired through overseas buyouts and as well as
bringing unique differentiated technologies to Indian market, said Managing Director (MD) R
Dinesh.

"With our global revenue already crossing $1 billion, we are now setting our focus firmly
on India operations to achieve this target. Our India business, especially after the acquisition of
DIESEL from Tatas in 2015, has been growing above 30% CAGR (compound annual growth
rate) over the last five years. We look to improve this growth further in the next three years to
reach the target of $1-billion revenue in India."

The company expects to close the current financial year with a revenue of around Rs 2,1300
crore.

The company also announced a new organisational set up with view to triggering the
overall India business growth. The company has appointed R Shankar as chief executive officer
(CEO) of India operations.

TVS Logistics had set up centres of excellence (COE) in UK, the US, Singapore and India,
among others.

TVS Logistics, which has a presence in 14 countries, wants to bring the technological
capabilities of those acquired companies and integrate with the Indian operations.

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Deputy MD S Ravichandran added implementing Matrix structure as well as solutions acquired
globally will enable the company to offer solutions to MNC clients in India.

The company, which manages 10 million sq ft of warehouse space in India, employs around
19,000.

R Shankar said, "We will bring in operational synergies to provide end-to-end solutions for our
customers and value added services in India."

TVS Logistics' services include contract logistics, warehousing, transportation, freight

forwarding, packaging design and solutions, in-plant and aftermarket solutions, material
handling, material management, free trade warehousing, infrastructure solutions and technology
logistics. TVS Logistics works with multiple industries including automotive, defence,
electronics, discrete component manufacturing, engineering, FMCG, retail, FMCG, utilities,
energy and chemicals.

3.2. MILESTONES

• 1911 TVS & Sons established in Madurai, Tamil Nadu

• 1912 Starts first rural bus service in Southern Tamil Nadu {from Pudukottai to
Thanjavur }
• 1919 Forays into vehicle sales, service and spare parts
• 1929 Foray into Dealership Business representing General Motors
• 1930 Bus Body Building operations started
• 1936 Madras Auto Service acquired
• 1939 Southern Roadways started & Built TVS Service station, Biggest in Asia then
• 1943 Designs a unique gas plant that uses charcoal gas as fuel instead of petrol which
was in short supply during World War II
• 1945 Sundaram Motors formed

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• 1956 T V Sundram Iyengar was honored by the Union Government of India by unveiling
busts in Bronze and in Marble in the city of Madurai (Tamilnadu).
• 1996 Enters logistics business
• 2003 Enters customers centric car service business under brand name "My TVS"
• 2004 Logistics business was hived off as a separate company called "TVS Logistics
Services Limited"
• 2008 Forays into parts retail business for Heavy & Light Commercial Vehicle under
brand name "TVS Part Smart"

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 4. STRUCTURE OF ORGANISATION

4.1. HIERARCHY

Managing
Director

Executive
Director

Chief
Executive
Officer

Head Head Head Country Business Head Marketing

Head
Purchase Legal Human Head & Devepolment &
IT
Resource Chief Head Communication
Operations

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5. DEPARTMENT PROFILE

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 6. PRODUCT PROFILE

BODY PART SILENCER

SPEED METER HEAD LIGHT GRILL

WHEEL

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 7. OUTLINE OF SUPPLIERS

➢ CAPARO
➢ SIMMONS
➢ COOPER
➢ NICKS
➢ TEXO
➢ POLYRUB
➢ AGARWAL
➢ ASHOK LEYLAND
➢ GABRIEL INDUSTRIES

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 8. IMPLEMENTATION OF TECHNOLOGY

SAP is one of the largest vendors of enterprise resource planning (ERP) software and
related enterprise applications. The company's ERP system enables its customers to run
their business processes, including accounting, sales, production, human resources and finance,
in an integrated environment. The integration ensures that information flows from one SAP
component to another without the need for redundant data entry and helps enforce financial,
process and legal controls. It also facilitates the effective use of resources,
including manpower, machines and production capacities.

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 9. EMPLOYEE WELFARE MEASURE

5.1. EMPLOYEE WELFARE

• At TVS, care for its employees is a time honoured tradition. From recruitment to
retirement, the company is committed to enhancing the quality of their lives.
• Its welfare initiatives range from continuous training and skill up gradation programmers
to well-planned townships, medical centers and educational assistance.
• Honoring of employees associated with the organization for a long duration with
certificate symbolizing the year of service and cash reward
• Handing over the settlement payment on the day of retirement
• Special leave with cash given to employees for their children's marriage
• TVS Primary School, Madurai.
• TVS Higher Secondary School, Madurai.
• TVS Lakshmi Matric Higher Secondary School, Madurai.

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 10. AWARDS AND ACHIVEMENTS

• TVS logistics wins ‘Best LSP to work with’, at SCM Pro LSP Awards 2016.
• TVS logistics wins two awards at the 6th Edition of MSC summit 2017.
• TVS logistics wins Third place at the CII – Poka Yoke Competition 2018.
• TVS Logistics participated as Logistics partner at the Machinist Super SHOPFLOOR
Awards by Times of India on 31st May 2018 .

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 11. EXPORT PROCEDURE

Export the main documents that are relevant to the exporter are listed hereunder:

Invoice

An invoice is a commercial document issued by a seller to the buyer, indicating the

products, quantities, weight and agreed prices for products or services the seller has provided the
buyer.

Packing list

A packing list is prepared by the seller and it commonly includes all the details of the
package contents, number of packages, carton numbers, net weight and gross weight and may or
may not include customer pricing.

Bill of lading / Airway bill

A bill of lading (sometimes referred to as a BOL,or B/L) is a document issued by a

carrier, e.g. a ship's master or by a company's shipping department, acknowledging that specified
goods have been received on board as cargo for conveyance to a named place for delivery to the
consignee who is usually identified.

Bill of entry

A Bill of entry also known as the Single Goods Declaration is the electronic declaration
accepted and assigned with a number by the Customs. It is a proof that goods have been received
for export and/or import. A bill of entry shows the description and quantity of the goods.

Insurance certificate

An insurance certificate is a representation of the insurance policy taken out by the buyer
or the seller (depending on the Incoterms) for a shipment.

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Certificate of inspection

A certificate of inspection is required by some importers and/or importing countries. It is

a certificate issued by an independent third party attesting the condition of cargo prior to or after
the unloading.

Certificate of origin

Certificates of origin (CO) traditionally state from what country the shipped goods
originate, but "originate" in a CO does not mean the country the goods are shipped from, but the
country where there goods are actually made.

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 12. CORPORATE SOCIAL RESPONSIBILITY

12.1. Economic Development

• The Company has contributed some amount of money for economic development
projects. The outcomes of the projects are:
• 2, 96,003 families living in these villages have a monthly income of above Rs.15, 000/-
which make them financially secured.
• 2,985 farmers groups have been formed with 42,965 members.
• Improved agriculture practices enabled 1, 92, 1413 farmers owning 2, 08,925 hectares to
increase the yields higher than the state average by 15%.
• 1,134,958 families earn more than Rs 3,500/- per month

12.2. Corporate Governance

The stewardship of TVS Logistics is managed by its Senior Leadership and Board of
Directors to ensure accountability to shareholders and stakeholders; transparency of operations;
and fair treatment of all stakeholders. The Corporate Governance system at this organization is
responsible for delivering quality and maximizing value in all business processes and for all our
stakeholders.

Our critical governance areas are :

❖ Work place Management :

Creating a workplace environment that enables career planning, talent development, and

Succession.

❖ Marketplace Responsibility :

Delivering quality services to our customers through innovative solutions and

continuously upgrading the service level standards.

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 ❖ Environmental Stewardship :

Commitment to reduce environmental impact of our business and strive for preserving a
green supply chain.

❖ Community Engagement :

Creating platforms to enable TVS Logistics and its stakeholders to engage in community
welfare programs.

❖ Sustained Financial Performance:

Development of efficient performance management systems to constantly monitor the

firm’s financial goals in the long run.

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 13. SWOT ANALYSIS

13.1. Strengths

• Top third party logistics (3PL) company in India.

• Cheap labour available in India.
• Direct delivery capability.
• Quality and reliability.
• Uses latest technology.
• Pricing Power.
• Cost Advantage.

13.2. Weakness

• Lack of experienced helpers/ operators of TVS consultancy, which provides manpower to

the clients.
• State and central government policies over its industry like import restriction over certain
products and export for certain scare products.
• Poor physical facilities like road, port, rail road, IT etc.
• Competitors from local players like Blue Dart, DHL, Mahindra Logistics, VRL Logistics
LTD.
• Adopt inadequate technology compare to foreign competitors.

13.3. Opportunities

• Emerging Market
• Online Market of its client
• New Market & New Product
• Projections for India 3PL industry market size on the basis of revenue for the financial
year 2019 will be high when compared to the past financial years, based on the growth of
CAGR.

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13.4. Threats

• Shortage of talents or knowledgeable manpower.

• Substitute Products.
• Economies of scale are absent in the Indian logistics industry.

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 14. LOGISTICS

14.1. VEHICLE ENTRY

The vehicle arrives at the gate from the supplier or from the plant. The security person
stops the truck and check whether the truck is loaded, empty or having empty bins and the sender
location is enquired.
The security person collects the following details:
• Vehicle Number

• Load/Empty/Empty Bin

• Source Location

• Transport Name

• IN time
These details are recorded in the register as shown below and allowed in.
The vehicle is then parked in the parking area. The driver is asked to report in the Vehicle Entry
counter for gate pass registration.

IN – The system operator creates a vehicle entry in the (SAP )Systems Applications and
Products in Data Processing with the following details.

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The gate pass slip is then filled manually and is issued to the driver after being signed by the
receipt checking person.

Following details are filled in the gate pass manually

• Date

• IN Time

• Driver Name & Contact Number

• Vehicle Type

• License Number/ Date

• Vehicle Number

• Seal of the vehicle

• Supplier name

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The ZBAR label is printed and is pasted at the back of the Gate entry pass.

The label is pasted is shown below

28
The gate pass is then handed over to the driver and moved further for gate entry process
In the gate entry process the invoice documents are checked.
The following details are checked in the documents:
❖ Inspection report

❖ ASN number

❖ Invoice number

❖ Vehicle number

❖ Invoice date

❖ Destination address

❖ Signature of the supplier

VEHICLES:

They are using three kinds of vehicle they are

1. LCV-low capacity vehicle

2. MCV-Medium capacity vehicle

3. HCV-Higher capacity vehicle

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14.2. GATE ENTRY
The invoice documents are handed over in the gate entry counter by the driver/transport
person for verification. The invoice first page with ASN bar code is shown below.

The ASN command is clicked on the below screen and the ASN Bar code is scanned through the
scanner from the invoice document.

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The SAP fetches the below information from the server and displays it on screen.

All information displayed is checked against the INVOICE document.

Invoice number

❖ Invoice amount

❖ PO number

❖ Invoice date

❖ Plant number

❖ Storage location

❖ Transporter name

❖ Material name and number

❖ Material quantity

If verified, the vehicle details are updated in the right side tab and are processed. If any
discrepancies present, then it is resolved after checking with the supplier and the receive

31
After successful verification and processing the label is printed with a corresponding bar code as
shown below

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14.3. MATERIAL RECEIPT

The truck in the parking has to undergo dock allocation and wait until it becomes free. Once the
allocated dock is free the truck reaches the entry for unloading.

All the trucks coming in have a seal with a number in it. The seal check is done to avoid
any material loss/robbery during the transit. The seal number is then checked for match with the
gate pass seal number. If matched, the seal is broken by the receipt resource

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The person in charge checks the invoice and verifies for the part name, number, supplier name
and the quantity.
The First in First out (FIFO) sticker is pasted on each of the box with the details of the month of
arrival and whether VAPPM or EAPPM.

The weighing process is done and the sticker is pasted on each of the box

The weight and quantity of the material is checked with the invoice for all the palettes
and the weighment sticker is pasted on each box to indicate that it has been checked. For each
box the physical weight is compared with the standard weight

If the weight does not match or if there is any shortages found in the material then an
ODC is raised and a shortage sticker is pasted on the material box and the invoice

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14.4. GOODS RECEIPT NUMBER

The material is then preceded to the GRN (Goods receipt number) section In the GRN
section, the Gate entry barcode is scanned on the gate receipt and the corresponding details are
displayed in the system.

The following details are displayed

Check and proceed to the GRN process. Scan the ASN number from the invoice and fetch the
details.

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The following details will be checked with the invoice documents:

❖ Invoice number and date

❖ Part number

❖ Total amount

❖ Quantity of the material

❖ Number of bins

Check and enter the actual quantity, bin/box quantity and type of packing.

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There are 3 copies along with the invoice:

• original copy

Original copy is passed on to the financing team for generating the transactions

• point of dispatch or the quarantine copy

The point of dispatch or the quarantine copy is given to the logistics department

• duplicate or triplicate copy

The duplicate or triplicate copy is kept for future reference

Then the GRN number will be generated and the barcode is printed and pasted on all the
copies some goods are already generated with GRN from the supplier side when it comes and a
different GRN is generated in the warehouse.

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14.5. WAREHOUSE ENTRY NUMBER

The material is then moved to the Warehouse entry (WEN) section.The GRN is entered
and the following details of the material will be received and checked whether it is correct Part
name and number
❖ Invoice date

❖ Quantity

❖ Amount generated

Then the Warehouse entry number (WEN) will be generated for each box

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14.6. QUALITY CHECK

A sample from each material is taken for quality check and sent to the Receipt quality
control (RQC) team.
For each material maximum of 5 samples will be taken for quality check .The box from
which the sample has been taken for quality check is pasted with a red tape for indication.

When the material clears the quality check, it is preceded to the WAN update. If it has
some defect, it is moved to the Quarantine area and will be sent back to the supplier after few
days.
There are few parts called as lab parts which are sent to the plant for quality checking and
then approved by them. The lab parts are placed separately from the other parts and sent to the
plant. It takes about 3 to 4 days to complete the RQC and move for dispatch.

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14.7. WAREHOUSE ACCESS NUMBER

In the WAN section, all the details that are updated in the system are checked or verified
with the invoice

Then the WEN sticker is pasted in all the material boxes and then moved to the particular racks
based on their location

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14.8. PUTAWAY PROCESS

The responsibility of the put away team is to place the parts in their respective locations.
These locations were defined by the WMS based on various factors such as frequency of orders,
ease of movement, rack size, part quantity, part security, etc.

The palettes are placed and processed in the respective receipt area locations. After the
successful RQC check the put away team member receives the document from the RQC team.
They look for the palette parts in the location specified in the document.

The space in the rack is analyzed for arrangement. If space is available then parts are
moved and arranged in the rack. If the rack is already full then the material are left along wall
side until the rack is freed up. The Bin card is then updated.

The first 3 rows in the ground floor are kept locked for various reasons. The parts are of
high cost, rare and hard to buy. These are called as lock and key rack.

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BIN CARD UPDATION:

The bin cards are placed at the beginning of each rack row. It will be updated by the put
away team when placing the parts and also by the picking team when picking the material
against the indent.

The bin card system is introduced to have a record on all the materials that are received,
issued and the stock that are currently available in the racks and also the supplier name. The
number of boxes and the count in each box is written and the total count is calculated.

The bin cards are placed against the part location in each rack as shown below

42
Also the name of the supplier is stick on the front of the rack row as shown below.

The parts which have no space left in their rack locations are left on the wall side as shown
below.

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CRITICAL FLOW:

The materials under receipt which are required immediately under the critical indent are
not stacked and are moved directly to the respective dispatch.

RACK ARRANGEMENT:
There are 2 rack arrangements in the old warehouse.
Rack 1:
This rack has 3X6 structure with 18 cells. The rows are named as A (Top), B (Middle), C
(Bottom). The columns are named as 1 – 6 on the left and from 13-12 towards the right. So in
total the rack row have almost 36 cell locations.

44
The parts are arranged based on the suppliers for ease of identification for picking.

SKF 1-6 13-12

1A - BILL FORGE / BK AUTO
1B FAG / NATIONAL NATIONAL/ BK AUTO / HI TECH
1C SKF SNL / GKN / ATOP / FAG
1D CAPARO CAPARO
1E CAPARO CAPARO
1F CAPARO CAPARO
1G RIGHT TIGHT RIGHT TIGHT
1H SIMMONS SIMMONS
1I AGARWAL ARAYMOND / BANCO / SPRING
1J ANU INDUSTRIAL INVESTMENT COOPER
1K IMPERIAL / GHAZIABAD VIKMAN / TIDC
1L OSHO OSHO
1M POLYRUB POLYRUB
1N TEXO TEXO
1O IMPERIAL / JK FENNER JAY USHIN
1P NICKS NICKS
1Q NICKS NICKS
1R NICKS NICKS
1S GABRIEL GABRIEL
1T GABRIEL INDUSTRIES INDUSTRIAL COMPONENTS

RACK 2:
This rack has 4X9 structure with 45 cells. The rows are named as A and B (Bottom), C
and D (First shelf). The columns are named as 1 – 9 on each row. So in total the rack row have
almost 36 cell locations. The parts placed in this rack are placed in palettes or heavy boxes so
fork lift/Stacker is used to move the parts.

45
The location and part details are displayed near the entry.

46
 The rest of the shelves are stacked with overflow materials and also the supplier bins.

1-6 13-12

2A
2B Location overflow parts location
2C

2D PRICOL PRICOL
2E PRICOL PRICOL
2F PRICOL PRICOL
2G SUPRAJITH SUPRAJITH
2H MINDA MINDA
2I MINDA MINDA
2J MINDA MINDA
2K RINDER RINDER
2L RINDER / M/S EXCEL / SPRINGS WINGS
2M BG - LINK SWISS / BG-LINK
2N SWISS SWISS
2O VARROC VARROC
2P LASCO LASCO
2Q - -
2R - -
2S - -
2T - -
2U - -

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14.9. PICKING PROCESS
The indent is the list of materials that has to be delivered to the respective plant on the
next day. The indent has material of different priorities. The highest priority is the critical parts.
The indent is received everyday around 10:00PM. The 3rd shift starts working on the indent
directly. This received indent is received by the picking team. They start working on the indent
based on the criticality after creating a pick list.
The availability of the part is checked in the SAP against the indent. Then the count to be
picked is finalized for that shift. If the material is pending with the RQC it is updated as “RQC”
in the indent. Also if the stock is nil it is updated as “NIL”. The NIL stock should be informed to
the RE plant via proper communication.
The materials that can be easily moved, that has high priority are pushed out first by the
picking team. The picking team has the knowledge of the parts to be binned and not binned. The
binning parts are placed in the binning area and the rest are directly moved to the dispatch area.
The parts are placed in the respective binning areas based on the plant location.
The resources work independently for each locations.

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 Through its packaging facilities in India, Germany and the US, TVS Logistics delivers
smart packaging solutions enabling fast, safe and secure movement of inventory from point of
origin to the point of use for customers from automotive, healthcare and hardware industry
verticals. TVS Logistics uses IT Solution like Bar Code/QR Code, RFID (Radio Frequency
Identification)/ (RTLS) Real-time locating systems and GPS Technologies for Real Time
Visibility and Shrinkage Minimization for packaging solutions.

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14.10. BINNING PROCESS

The process of decanting the materials from the carton boxes and transferring them into
proper bins that helps in easy line feeding in the plants.
The binning process is carried for open bins by weighing in one area and parts in slotted bins like
trafficator and mirror are loaded in separate area.

The Binning points are assigned for separate delivery plants as:

1 – VAPPM VALLAM
2 – VAPPM 1
3 – VAPPM 2
4 - EAPPM

OPEN TYPE BINNING:

The parts are unboxed and then transferred to the bins. They are weighed and this weight
is projected to count the number are samples against the standard sample weight. This is usually
done in case of small size but large count parts.

SLOTTED TYPE BINNING:

The parts which can be quantified easily are placed in slotted bins for easy line feeding.
Example: Trafficator, head lamp, mirrors. The other reason for this is to avoid damage of these
parts with the neighboring parts. The bins have slots which provide separation between the parts.

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 Open Bin Slotted Bin

The parts placed by the picking team in the respective places will be moved to the binning points
as mentioned below.

The overall process carried out is carved below.

• The weighing machine is switched on to operating condition.

• An Empty palette is collected and placed near the machine to load it with binned parts.

• The boxed materials are collected and placed near the machine.

• Required empty bins are calculated and collected from the empty bin area.

• The empty bin is placed in the machine and the zero-cut is done

• The box with parts in unboxed.

• The parts are loaded are transferred to the bin

• The parts count in the machine is checked against the box count.

• If matched the label is printed and is stick on the bin

• The bin is then loaded in the palette

• If the count does not match or the box is already open, then the parts will be loaded one
by one and sampled weights are calculated. Then after arriving at optimal count-weight
neutralization.

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14.11. WEIGHING PROCESS

The important process in the binning is weighing process. This is carried over to count
the parts in the bin with the help of sample weight of single part that is projected towards the
total weight of the parts.

Weighing Sticker

WEIGHING MACHINE:

The machine is preloaded with data such as part numbers, description, sampled weight
per part, etc. So the part to be binned is first mentioned in the machine, then the part is loaded to
count the parts based on weight.

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TAGGING:

Once the palette is loaded with a part, Tag is created for each individual part type. The
Tag label is created or each tag and is pasted on the tag. The bar code sticker is generated for
each tag with the part number and number of bin details from the picking confirmation desk.

The palette with the binned parts once filled is then left in the respective dispatch areas.
The quantity binned and all the other resource details are documented.

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14.12. DISPATCH PROCESS

The dispatch team is responsible for loading the parts in the trucks as per the indent,
denomination for the dispatched materials and updating the stock details in SAP.

1. TYRES (VALLAM & ORAGADAM)

2. VVL (VALLAM)

3. VAPPM, PSPPM, MSPPM (ORAGADAM)

4. EAPPM (ORAGADA)

The 4 gates allotted for dispatch are divided based on the plants as shown. ~ 39 The
materials reach the dispatch area from binning section in case of binned parts and directly from
the rack in the rest of the case. They are first checked by the CHECKER for proper binning in
slots and countable materials. He also ensures that the invoice vs. physical quantity in bin/ Bin
tag is matching.

Then the denomination for the parts is created and then the parts are loaded in the truck
one by one after checking individually. The movement is carried over by the CL in presence of
the in charge.

The truck is then sealed and the seal number is noted in the invoice.

The RE personnel duly sign on manual entry check sheet by CL, TVSLSL & RE. The
Communication is then made to the plant with the vehicle details.

The trip sheet and delivery challan is prepared and the seal number is mentioned in them also.

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 15. SUPPLY CHAIN MANAGEMENT

Supply Chain Management (SCM) is the active management of supply chain activities to
maximize customer value and achieve a sustainable competitive advantage. It represents a
conscious effort by the supply chain firms to develop and run supply chains in the most effective
& efficient ways possible. Supply chain activities cover everything from product development,
sourcing, production, and logistics, as well as the information systems needed to coordinate these
activities.

The concept of Supply Chain Management (SCM) is based on two core ideas:

• The first is that practically every product that reaches an end user represents the
cumulative effort of multiple organizations. These organizations are referred to
collectively as the supply chain.
• The second idea is that while supply chains have existed for a long time, most
organizations have only paid attention to what was happening within their “four walls.”
Few businesses understood, much less managed, the entire chain of activities that
ultimately delivered products to the final customer. The result was disjointed and often
ineffective supply chains. The organizations that make up the supply chain are “linked”
together through physical flows and information flows.

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 16. WAREHOUSE MANAGEMENT SYSTEM

16.1. Wide network, integrated and in-house WMS suite

TVS Logistics is one of the largest warehousing companies in India, with more than 300
strategically located warehouses covering more than 10 million square feet of area with state-of-
the-art facilities across the nation in 29 states and UTs and is also present in the 13 North East
states and Jammu & Kashmir that offers customers the advantage of a wide and deep network to
reach their markets. TVS Logistics' wide network of warehouses across Pan India has enabled
the clients to expand their operations anywhere in India even with short roll out times and has
given them flexibility and scalability, an important competitive advantage. The pan India
presence also provides the business the competitive edge with a GST ready environment.

TVS Logistics' warehousing management system are equipped with top-class material
handling equipment ably handled by well trained professionals across all levels. Depending upon
the need of the client, this leading warehousing company in India can offer multiple types of
warehousing / storage as follows.

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 ❖ Contract Warehousing
❖ Cross docking
❖ Open Yard Management
❖ Rework and Refurbish Management State-of-Art
❖ Multi-user Facilities
❖ SOP Standardization
❖ Palletized & racked (both partial and full)
❖ KPI-based Management
❖ Temperature controlled

As a leading warehousing companies in India this warehousing management solutions

provider has the facility and trained manpower to conduct kitting & packaging services at the
warehouse premises which also help to speed up cycle time and reduce customer’s
combined packaging and distribution costs.

The scope of activities includes the following:

Core Services:

• Sourcing and procurement, receiving, quality and quantity, checking, unit consolidation
(packing in customer’s packaging in customer specified MPQ), labelling, put-away,
inventory control & variance reduction, shelf life and FIFO, order management, picking,
packing, dispatch planning, invoicing and complete warehouse management solutions

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Other Services Offered:

• Material handling equipment, maintenance of warehouse and MHE, 5S & housekeeping,

security, kitting, special handling (preservation, special packaging, & other activities as
required by the customer) and safety management.

16.2. VALUE ADDED WAREHOUSE

As a leading warehousing and logistics companies in India TVS Logistics' has the value
added advantage of world class warehouse management system (WIMac) and other automations
which can be tailored to provide complete inventory management, visibility and integration with
customer’s ERP.

• In-house WMS Suite:

The Msys Suite contains applications for ERP, Warehouse Management System, Demand
Forecasting & Planning, Product Data Management, Mobile Resource Management, Business
Intelligence Reporting, Supplier Information Portal and Parts Catalogue

• Automation:

Automation of labour intensive operations has improved productivity, reduced reliance on

manpower and decreased costs for several of our customers.

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 • Barcode Scanning:

For total stock control from receiving to dispatch

• Warehouse design and racking layout

• Modern Racking Solutions

16.3. AIR CIRCULATOR

These ventilators are designed and engineered to exhaust industrial pollutants such as
smoke, dust, poisonous gases, humidity, fumes, heat, odor, dampness and many more invisible
irritants from the building/industrial sheds. These ventilators spins with the slightest breeze,
creating an upward draft which draws hot air, odor, smokes, dampness and other pollutant
particles upwards, creating invisible convection current, and in the process extract them together
with pollutant particles, which has become hot due to the buildings exposure to long hours of
sunlight and manufacturing processes and due to other pollutants particles within the building.

Old warehouse: 40 circulators

There is no circulator in new warehouse as there are insulators fitted below the roof to reduce the
heat.

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 These ventilators functions and performs with the unlimited source of natural wind
energy, thus saving on precious electricity & heavy maintenance cost etc. These ventilators once
in motion creates a suction, which pulls out hot air, gases, dust, and other industrial hazardous &
pollutant irritants from the industrial building/shed. Choice of the material (aluminum or
stainless steel), size, numbers and installation of ventilators depends on factors such as wind
velocity, temperature differential, environmental conditions, size & height of the building, and
location of the building and profile of the roof.

16.4. INDUSTRIAL LIGHT

Old Warehouse Light New Warehouse Light

The lighting is provided in the warehouse to provide visibility during low light conditions and
during night time. In addition to the artificial lighting the light for daytime is supplied with the
help of transparent roof cuts. This allows the natural sunlight to penetrate inside the warehouse.
Though it is enough the areas such as racks are to be facilitated with the bulbs.

Old Warehouse: 102 Lights

New Warehouse: 95 Lights

The new warehouse is constructed with the LED lights to reduce the energy consumption.

In the new warehouse the roof is fully insulated and hence the light vent is provided at the side
walls.

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16.5. ROOF INSULATION

The roof insulation is provided in the new warehouse to avoid the heat being transferred
into the room. This acts as the insulator between the roof and the inner air. This leads to heat
control in the warehouse. The insulation roof replaces the use of air circulators.

Normal Roof Insulated Roof

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 17. CASE STUDY

Effective Implant warehouse Management solution, for a Large Automotive

Manufacturer in India, TVS Logistics was providing a secure in plant warehousing solution. As
the customer was experiencing rapid and often volatile growth rates, TVS Logistics faced a
delicate problem of ensuring high-quality service and ensuring optimum space management at
the same time. TVS Logistics started in initiative to reduce the space used Y-o-Y by 5% for the
same volume of throughput.

TVS used its Pick-Up and Drop-Off (PUDO) framework to identify the process areas for
optimization and these included:

• First In First Out (FIFO) Adherence

• First time Identification of Material
• Inventory traffic analysis and its impact in Picking
• Outbound line dispatch fluctuations
• Maintenance of inventory record.

SOLUTION:

The aim was to plan and store the inventory to fall in line with the customer's operation
scheduled.TVS Logistics worked out a dynamic space allocation plan with the customer, wherein
we laid out a space demarcation for various categories of inventory segregation by volume and
flow, which allowed periodic re-classification of the warehouse area.

This classification was automatically done via an inventory planning algorithm

(proprietary to TVS Logistics) suing customer-driven schedules and "informed guesses" on
volume and product mix.

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RESULTS AND BENEFIT

The planning and execution done by TVS Logistics managed to show the following
results:
1. 20% space saving for further use
2. Increase in timely dispatch of inventory from 96% to 99.3% to the production line
3. Material handling effort touch
points reduced by 31%

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 18. CONCLUSION

Tvs Logistics industry is continuously improving its performance in the global logistics
industry by improvement of customs, trade-related infrastructure, inland transit, logistics
services, information systems, and port efficiency help to provide trade goods and services on
time and at low cost.

Thus the training report was concluded with great satisfaction as it helped in gaining the
basic knowledge and information regarding warehousing and distribution. This was gathered
through the institutional training undergone for a period of 45 days at TVSLSL at Gopalapuram
Hub. The Internship program had helped me a lot in understanding the practical application of
the theoretical ideas that I had learnt from the text books. This program gained me more
knowledge and had learnt how to move with people and others in the organization.

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