Institute of Engineering and Technology,

Lucknow

Batch 2021-2022

SUMMER INTERNSHIP PROJECT REPORT

ON
“LOGISTICS AND DISTRIBUTION
MANAGEMENT”

Under the Guidence of

Mrs Raji Kaur
Assistant Professor
MBA Department

SUBMITTED BY:
SARTHAK UPMANYU
Roll No. 2000520700049
MBA II (Sem-3)
 CERTIFICATE FROM THE INSTITUTE

This is to certify that Mr. Sarthak Upmanyu, student of 3rd semester, Master of
Business Administration at Institute of Engineering and Technology, Sitapur Road,
Lucknow has completed the summer internship report entitled “LOGISTICS AND
DISTRIBUTION MANAGEMENT” towards partial fulfillment of the requirement
for the award of the Degree of Master of Business Administration.

Date: Mr Mohit Ahuja

H.O.D
MBA Department
I.E.T, Lucknow

2
 CERTIFICATE FROM FACULTY GUIDE

This is to certify that Mr. Sarthak Upmanyu, 3rd semester student of Master of
Business Administration at Institute of Engineering and Technology, Sitapur Road,
Lucknow has completed the summer internship report entitled “LOGISTICS AND
DISTRIBUTION MANAGEMENT” towards partial fulfillment of requirement
for Master of Business Administration under my guidance .

Date: Mrs Raji Kaur

Faculty Guide
MBA Department
I.E.T, Lucknow

3
 DECLARATION
I, SARTHAK UPMANYU hereby declare that the summer training report titled
“LOGISTICS AND DISTRIBUTION MANAGEMENT” submitted by me in partial
fulfillment of the requirement of Master of Business Administration, exclusively prepared
and conceptualized by me and is not submitted to any other Institution published anywhere
before for the reward of any Degree/Diploma/Certificate. It is the Original work of mine and
has not been obtained from any other part.

SARTHAK UPMANYU
Roll No. 2000520700049

4
 PREFACE

I respect to the allotted period, I have formed relationship with the organization as trainee but
informally it is a sacred place for me as it’s my first practical exposure to an organization to
know and get aware to an organizational real practical stressful environment.

Although I am student of M.B.A. It is a two year full time degree courses. So far this
training is scheduled for third semester syllabus as a separate topic to be asked in detail in viva-
voice conducted by external So far I have completed second semester examination. Thus study
will provided me a better opportunity to survive in cut throat competition with a prosperous
existence. I have tried my best to gain out of well framed circumstances & with the help of
experienced personnel who helped me out so for become possible to them. As being a very
confidential functioning many things are there which can’t be known but on the basis of gathered
information and certain hints, the project has been formed. It may have something missing but I
have tried to present all things what I have received. Although this report has been got checked
by different personnel but after that if there is some shortcomings I expect it to be rectified. So
the whole study bifurcated in different parts. Certain observations & suggestions also have been
stated which if possible to be reviewed.

5
 EXECUTIVE SUMMARY

DTDC (Desk to Deck Courier & Cargo) is an Indian courier delivery services company,
Headquartered in Bangalore, Karnataka. DTDC has 7 Zonal offices, 20 strategically located
Regional Offices and over 430 operating facilities spread across India. While working in the
organization I was trained as a relationship personnel being engaged into various jobs such as
dealing with clients, answering customer queries through telephonic & emails conversations and
providing them knowledge about new schemes and converting them into our customers.

As my research project I was given the topic on “Logistics and Distribution management”.
The project work was for this research was conducted in Lucknow to study the supply chain
management.

The research has been conducted to gather information from 100 respondents & a structured
questionnaire will be used to collect the information from the respondents. The data which was
collected from them will be analyzed and classified. It was found that though the DTDC has the
highest market share it needs to improve on its service quality and retail services.

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 TABLE OF CONTENTS

S.NO PARTICULAR PAGE NO.

CERTIFICATE
ii
DECLARATION

ACKNOWLEDGEMENT
iii
iv
PREFACE v
vi
EXECUTIVE SUMMARY

1. INTRODUCTION 1-26

2. COMPANY PROFILE 27-46

3. SWOT ANALYSIS 47

4. OBJECTIVE OF THE STUDY 49

5. RESEARCH METHODOLOGY 51

6. DATA ANALYSIS AND INETRPRETATION 56-71

7. FINDINGS 72

8. CONCLUSION 74

9. RECOMMENDATION AND SUGGESTIONS 76

10. LIMITATIONS 78

11. BIBLIOGRAPHY 80

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INTRODUCTION

1
 INTRODUCTION

LOGISTICS

Logistics is generally the detailed organization and implementation of a complex operation. In a

general business sense, logistics is the management of the flow of things between the point of
origin and the point of consumption to meet the requirements of customers or corporations. The
resources managed in logistics may include tangible goods such as materials, equipment, and
supplies, as well as food and other consumable items.
In military science, logistics is concerned with maintaining army supply lines while disrupting
those of the enemy, since an armed force without resources and transportation is defenseless.
Military logistics was already practiced in the ancient world and as the modern military has a
significant need for logistics solutions, advanced implementations have been developed. In
military logistics, logistics officers manage how and when to move resources to the places they
are needed.
Logistics management is the part of supply chain management and supply chain engineering that
plans, implements, and controls the efficient, effective forward, and reverse flow and storage of
goods, services, and related information between the point of origin and point of consumption to
meet customers' requirements. The complexity of logistics can be modeled, analyzed, visualized,
and optimized by dedicated simulation software. The minimization of the use of resources is a
common motivation in all logistics fields. A professional working in the field of logistics
management is called a logistician.

2
Supply chain management Specialist inventories supplies in a storeroom aboard the
carrier USS George H.W. Bush,

⮚ Origin of the term and definitions

The term logistics is attested in English from 1846, and is from French: logistique, where it was
either coined or popularized by military officer and writer Antoine-Henri Jomini, who defined it
in his Summary of the Art of War. Formerly the officers of the general staff were named:
marshall of lodgings, major-general of lodgings; from there came the term of logistics
[logistique], which we employ to designate those who are in charge of the functioning of an
army.

The term is credited to Jomini, and the term and its etymology criticized by Georges de
Chambray in 1832, writing.

Definitions

● The Oxford English Dictionary defines logistics as "the branch of military

science relating to procuring, maintaining and transporting material, personnel and
facilities".

● The New Oxford American Dictionary defines logistics as "the detailed coordination of a

complex operation involving many people, facilities, or supplies".

3
● According to the Council of Supply Chain Management Professionals (previously the
Council of Logistics Management), logistics is the process of planning, implementing
and controlling procedures for the efficient and effective transportation and storage of
goods including services and related information from the point of origin to the point of
consumption for the purpose of conforming to customer requirements and includes
inbound, outbound, internal and external movements.

⮚ Functions

● Order processing

The logistics operations begin with the processing of the order which may be the business
department’s job in an organisation. The business department verifies that the payment
and delivery conditions have been fulfilled and the order is subsequently processed by the
firm.

The team that puts orders for the commercial customers works hand-in-hand with the
warehousing crew. A commercial team informs the warehouse that the client has placed
an order of 15 units and has to be filled.

In many businesses, the warehouse inventory is deducted when calculating the

commercial revenue. A commercial team’s affirmative authorization for a buy order of
15 units means that 15 units will be withdrawn from the inventory to ensure that the
purchasing of more units does not occur. Every incorrect entry in this stage of the
logistics process affects the whole process.

● Inventory Management & Control

There are inventory choices connected with warehousing that are critical for the
effectiveness of physical delivery, especially when inventory costs are as high as 30%-
40%. (e.g., automobiles and steel). That is why the new idea of just-in-time inventory is
gaining traction with a growing number of businesses.

4
 Inventory level is calculated taking into consideration the demand for the product. It is
essential to have a good handle on demand in order to keep inventory demand in check
and manage inventory expenses.
This ensures that inventory costs and supply to consumers are kept at a constant level,
while also keeping output consistent.

The following variables significantly influence the list level:-

● The firm’s philosophy on customer service and the degree of accuracy with which sales
forecasts are made.
● Feedback from the delivery system, i.e., the system’s ability to communicate inventory, is
needed to ensure that the manufacturer receives the goods on time.
● The cost list contains both fixed expenses (such as storage, capital tying up, and
depreciation) and replenishment costs.

● Warehousing
Warehousing is the process of keeping completed products until they are sold. It is
critical to a business’s logistical operations. The success of an organization’s marketing is
contingent upon making the right warehousing choice.

Today, warehousing is seen as a switching facility rather than as a repository for poor
warehouse management. Warehousing is a critical area of decision-making in logistics.

The critical choices in warehousing are as follows:

● Warehouse facilities are located across the United States.
● The quantity of warehouses
● Warehouse dimensions
● Layout of the warehouse
● The structure’s design
● Warehouse ownership

5
A warehouse implementing a pallet rack storage system

● Transportation
Now we’ll discuss one of the main logistical operations, one of the most resource-
intensive and revenue-generating segments of logistics. Transportation is expensive for a
simple reason: fuel. Fuel is expensive, whether it be petrol, diesel, or natural gas, and it is
mostly used in transportation operations. This is why businesses invest millions to
manage transportation costs, since transportation is one of the most variable expenditures
for any business.

Transportation is the process of physically delivering products from the manufacturer to

the distributor or dealer, as well as from the dealer to the ultimate consumer. Generally,
businesses are engaged just until the distributor or dealer receives the product. Following
that, the distributor is responsible for delivery to the final consumer. However,
transportation is a cost to the dealer as well, reducing his profit – forcing the business to
increase the dealer’s profit to offset his expenses.

The better a company’s storage and inventory management, the cheaper the company’s
transportation costs. Scale economies are critical to transportation’s cost efficiency.

6
 FMCG companies used the “splitting the bulk” technique to decrease shipping costs and
also to enhance the overall function of logistics.

● Logistical Packaging

Logistical or industrial packaging is a crucial component of a product’s physical

distribution, since it has an effect on the logistical system’s efficiency. This is in contrast
to product packaging, which is determined by marketing goals.

However, logistical packing is critical for damage prevention, material handling, and
storage space optimization. The load utilisation has a significant impact on the cost of
logistical packing.

7
● Monitoring
Physical distribution managers must stay current on inventory management,
transportation, and warehousing.

For instance, each site needs continuous information regarding its present supply status,
future commitments, and replenishment capacity.

Similarly, prior to selecting a carrier, it is necessary to get information about the

availability of various means of transport, their costs, and their appropriateness for
services and extra products.

It is necessary to provide information on warehousing, including space use, work

schedules, and so forth.

To get all of the information stated before, efficiency will be heavily used in managing
the information system, enhancing services, and evaluating overall delivery effectiveness.

Of course, estimating the cost of physical delivery is challenging. However, if the

appropriate data is provided, it may be evaluated and significant savings can be realized.

8
 ⮚ Importance

Logistics is so essential for business success. Meeting customer demand is the central pillar of
the supply chain and logistics’ overarching, we will realise that logistics is important for the
everyday functioning of so many core business processes.

● Efficiency

Logistics teams use real-time data to optimise supply chain efficiency. By tracking the
movement of merchandise, roadblocks can be identified to prevent further disruptions.

● Supply chain

Without logistics, supply chains would descend into chaos. Logistics ensures that
merchandise arrives in the right place at the right time and streamlines every step along
the way.

● Delivery

In today’s fast-paced marketplace, delivery time expectations are becoming shorter.

Logistics is essential to maintaining distribution networks and the timely and safe
transportation of goods to meet customer demand.

● Quality

Good logistics will put in place reliable strategies that improve customer service. That
could mean speeding up delivery times or reducing costs by building relationships with
supplies.

9
 ⮚ Components

Logistics comprises five essential components. Logistics companies are responsible for
executing each one of these components to the highest degree of accuracy. Here are the five key
components of any logistician’s job.

1. Demand planning 

To guarantee customer order fulfillment, demand planning is an essential logistics function. By

ordering merchandise in the correct quantities and at the right price and mobilising suitable
transport, customer demand is met and profits protected.

2. Storage and materials

Because demand is unpredictable, it’s important to have surplus goods on standby until
consumers demand them. Warehouses are responsible for the storage, care, retrieval, packaging,
and unitisation of merchandise. Warehouse management systems (WMS) optimize storage
capacities, equipment (forklifts, for example), retrieval speeds, and warehousing processes. 

3. Inventory management

Inventory management controls the flow of goods in and out of a warehouse. It dictates how
much stock to hold and where to locate it using targeted data to predict consumer demand.  

4. Transportation management

Logistics involves mobilising different modes of transport to move merchandise from one stage
of the supply chain to the next. Merchandise might need to travel via road vehicles, freight trains,
shipping, or even air travel for long-distance supply chains.

Consolidation is the process by which shipping companies or carriers combine multiple smaller
shipments in one. This speeds up deliveries and keeps costs low. 

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5. Control 

Logistics is a complex operational procedure that requires a lot of precise information to be

effective. Forecasting demand, transportation times, and inventory are crucial to keeping the
operations to a tight timescale.

⮚ Logistics activities and Fields

Inbound Logistics is one of the primary processes of Logistics, concentrating on purchasing and
arranging the inbound movement of materials, parts, and/or finished inventory from suppliers to
manufacturing or assembly plants, warehouses, or retail stores. 

Outbound Logistics is the process related to the storage and movement of the final product and
the related information flows from the end of the production line to the end user.

Given the services performed by Supply chain managers, the main fields of Logistics can be
broken down as follows:

● Procurement Logistics
● Distribution Logistics
● After-sales Logistics
● Disposal Logistics
● Reverse Logistics
● Green Logistics
● Global Logistics
● Domestics Logistics
● Concierge Service
● RAM Logistics
● Asset Control Logistics
● POS Material Logistics
● Emergency Logistics
● Production Logistics

11
⮚ Procurement Logistics consists of activities such as market research, requirements
planning, make-or-buy decisions, supplier management, ordering, and order controlling.
The targets in procurement Logistics might be contradictory: maximizing efficiency by
concentrating on core competences, outsourcing while maintaining the autonomy of the
company, or minimizing procurement costs while maximizing security within the supply
process.

⮚ Distribution Logistics has, as main tasks, the delivery of the finished products to the
customer. It consists of order processing, warehousing, and transportation. Distribution
Logistics is necessary because the time, place, and quantity of production differs with the
time, place, and quantity of consumption.

⮚ Disposal Logistics has as its main function to reduce Logistics cost(s) and enhance
service(s) related to the disposal of waste produced during the operation of a business.

⮚ Reverse Logistics denotes all those operations related to the reuse of products and
materials. The reverse Logistics process includes the management and the sale of
surpluses, as well as products being returned to vendors from buyers. Reverse Logistics
stands for all operations related to the reuse of products and materials. It is "the process
of planning, implementing, and controlling the efficient, cost effective flow of raw
materials, in-process inventory, finished goods and related information from the point of
consumption to the point of origin for the purpose of recapturing value or proper
disposal. More precisely, reverse Logistics is the process of moving goods from their
typical final destination for the purpose of capturing value, or proper disposal. The
opposite of reverse Logistics is forward Logistics.

⮚ Green Logistics describes all attempts to measure and minimize the ecological impact of
Logistics activities. This includes all activities of the forward and reverse flows. This can
be achieved through intermodal freight transport, path optimization, vehicle saturation
and city Logistics.

⮚ RAM Logistics combines both business Logistics and military Logistics since it is

concerned with highly complicated technological systems for
which Reliability, Availability and Maintainability are essential, ex: weapon systems and
military supercomputers.

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 ⮚ Asset Control Logistics: companies in the retail channels, both organized retailers and
suppliers, often deploy assets required for the display, preservation, promotion of their
products. Some examples are refrigerators, stands, display monitors, seasonal equipment,
poster stands & frames.

A forklift truck loads a pallet of humanitarian aid to Pakistan on board a C-17 aircraft,
following devastating floods in the country in 2010.

⮚ Emergency Logistics

Emergency logistics  is a term used by the Logistics, supply chain, and manufacturing
industries to denote specific time-critical modes of transport used to move goods or
objects rapidly in the event of an emergency. The reason for enlisting emergency
Logistics services could be a production delay or anticipated production delay, or an
urgent need for specialized equipment to prevent events such as aircraft being grounded
(also known as "aircraft on ground"—AOG), ships being delayed, or telecommunications
failure. Emergency Logistics services are typically sourced from a specialist provider.

The term production Logistics describes Logistics processes within a value adding system

(ex:factory or a mine). Production Logistics aims to ensure that each machine and workstation
receives the right product in the right quantity and quality at the right time. The concern is not
the transportation itself, but to streamline and control the flow through value-adding processes
and to eliminate non–value-adding processes. Production Logistics can operate in existing as
well as new plants. Manufacturing in an existing plant is a constantly changing process.
Machines are exchanged and new ones added, which gives the opportunity to improve the
production Logistics system accordingly. Production Logistics provides the means to achieve
customer response and capital efficiency.

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Production Logistics becomes more important with decreasing batch sizes. In many industries
(e.g. mobile phones), the short-term goal is a batch size of one, allowing even a single customer's
demand to be fulfilled efficiently. Track and tracing, which is an essential part of production
Logistics due to product safety and reliability issues, is also gaining importance, especially in
the automotive and medical industries.

✔ Business Logistics

A forklift stacking a Logistics provider's warehouse of goods on pallets.

One definition of business Logistics speaks of "having the right item in the right quantity at the
right time at the right place for the right price in the right condition to the right customer".
Business Logistics incorporates all industry sectors and aims to manage the fruition of project
life cycles, supply chains, and resultant efficiencies.

The term "business Logistics" has evolved since the 1960s[16]due to the increasing complexity of
supplying businesses with materials and shipping out products in an increasingly globalized
supply chain, leading to a call for professionals called "supply chain Logisticsians".

In business, Logistics may have either a internal focus (inbound Logistics) or an external focus
(outbound Logistics), covering the flow and storage of materials from point of origin to point of
consumption (see supply-chain management). The main functions of a qualified Logisticsian

14
include inventory management, purchasing, transportation, warehousing, consultation, and the
organizing and planning of these activities. Logisticsians combine a professional knowledge of
each of these functions to coordinate resources in an organization.

There are two fundamentally different forms of Logistics: one optimizes a steady flow of
material through a network of transport links and storage nodes, while the other coordinates
a sequence of resources to carry out some project(ex: restructuring a warehouse).

⮚ Nodes of a distribution network

The nodes of a distribution network include:

● Factories where products are manufactured or assembled

● A depot or deposit is a standard type of warehouse thought for storing merchandise (high
level of inventory).
● Distribution centers are for order processing and order fulfillment (lower level of
inventory) and also for receiving returning items from clients.
● Transit points are built for cross docking activities, which consist in reassembling cargo
units based on deliveries scheduled (only moving merchandise).
● Traditional retail stores of the Mom and Pop variety,
modern supermarkets, hypermarkets, discount stores or also voluntary chains, consumer
cooperative, groups of consumer with collective buying power. Note
that subsidiaries will be mostly owned by another company and franchisers, although
using other company brands, actually own the point of sale.

There may be some intermediaries operating for representative matters between nodes such

as sales agents or brokers.

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 ⮚ Handling and order processing

Unit loads for transportation of luggage at the airport, in this case the unit load has protective
function.

Unit loads are combinations of individual items which are moved by handling systems, usually
employing a pallet of normed dimensions.

Handling systems include: trans-pallet handlers, counterweight handler, retractable mast handler,
bilateral handlers, trilateral handlers, AGV and stacker handlers. Storage systems include: pile
stocking, cell racks (either static or movable), cantilever racks and gravity racks.

Order processing is a sequential process involving: processing withdrawal list, picking (selective
removal of items from loading units), sorting (assembling items based on destination), package
formation (weighting, labeling and packing), order consolidation (gathering packages into
loading units for transportation, control and bill of lading).

Picking can be both manual or automated. Manual picking can be both man to goods, i.e.
operator using a cart or conveyor belt, or goods to man, i.e. the operator benefiting from the
presence of a mini-load ASRS, vertical or horizontal carousel or from an Automatic Vertical
Storage System (AVSS). Automatic picking is done either with dispensers or depalletizing
robots.

Sorting can be done manually through carts or conveyor belts, or automatically through sorters.

⮚ Transportation

Cargo merchandise being transported, can be moved through a variety of transportation means
and is organized in different shipment categories. Unit loads are usually assembled into higher
standardized units such as: ISO containers, swap bodies or semi-trailers. Especially for very long
distances, product transportation will likely benefit from using different transportation

16
means: multimodal transport, intermodal transport (no handling) and combined
transport (minimal road transport). When moving cargo, typical constraints are
maximum weight and volume.

Operators involved in transportation include: all train, road vehicles, boats, airplanes
companies, couriers, freight forwardersand multi-modal transport operators.

Merchandise being transported internationally is usually subject to the Incoterms standards

issued by the International Chamber of Commerce.

⮚ Configuration and management

Push-Back rack for motorcycles, a LIFO rack system for storage.

Similarly to production systems, Logistics systems need to be properly configured and managed.
Actually a number of methodologies have been directly borrowed from Logistics such as
using Economic Order Quantity models for managing inventory in the nodes of the
network. Distribution resource planning(DRP) is similar to MRP, except that it doesn't concern
activities inside the nodes of the network but planning distribution when moving goods through
the links of the network.

Traditionally in Logistics configuration may be at the level of the warehouse (node) or at level of

the distribution system (network).

Regarding a single warehouse, besides the issue of designing and building the warehouse,
configuration means solving a number of interrelated technical-economic problems:
dimensioning rack cells, choosing a palletizing method (manual or through robots), rack
dimensioning and design, number of racks, number and typology of retrieval systems
(e.g. stacker cranes). Some important constraints have to be satisfied: fork and load beams

17
resistance to bending and proper plaRetail of sprinklers. Although picking is more of a tactical
planning decision than a configuration problem, it is important to take it into account when
deciding the racks layout inside the warehouse and buying tools such as handlers and motorized
carts since once those decisions are taken they will work as constraints when managing the
warehouse, same reasoning for sorting when designing the conveyor system and/or installing
automatic dispensers.

Configuration at the level of the distribution system concerns primarily the problem
of location of the nodes in a geographic space and distribution of capacity among the nodes. The
first may be referred to as facility location (with the special case ofsite selection) while the latter
to as capacity allocation. The problem of outsourcing typically arises at this level: the nodes of
a supply chain are very rarely owned by a single enterprise. Distribution networks can be
characterized by numbers of levels, namely the number of intermediary nodes
between supplier and consumer:

● Direct store delivery, i.e. zero levels

● One level network: central warehouse
● Two level network: central and peripheral warehouses

This distinction is more useful for modeling purposes, but it relates also to a tactical decision
regarding safety stocks: considering a two level network, if safety inventory is kept only in
peripheral warehouses then it is called a dependent system (from suppliers), if safety inventory is
distributed among central and peripheral warehouses it is called an independent system (from
suppliers).[17] Transportation from producer to the second level is called primary transportation,
from the second level to consumer is called secondary transportation.

Although configuring a distribution network from zero is possible, Logistics usually have to deal
with restructuring existing networks due to presence of an array of factors: changing demand,
product or process innovation, opportunities for outsourcing, change of government policy
toward trade barriers, innovation in transportation means (both vehicles or thorough fares),
introduction of regulations (notably those regarding pollution) and availability of ICT supporting
systems (e.g. ERP or e-commerce).

18
Once a Logistics system is configured, management, meaning tactical decisions, takes place,
once again, at the level of the warehouse and of the distribution network. Decisions have to be
made under a set of constraints: internal, such as using the available infrastructure, or external,
such as complying with given product shelf life and expiration dates.

At the warehouse level, the Supply chain manager must decide how to distribute merchandise
over the racks. Three basic situations are traditionally considered: shared storage, dedicated
storage (rack space reserved for specific merchandise) and class based storage (class meaning
merchandise organized in different areas according to their access index).

Picking efficiency varies greatly depending on the situation. For man to goods situation, a

distinction is carried out between high level picking (vertical component significant) and low
level picking (vertical component insignificant). A number of tactical decisions regarding
picking must be made:

● Routing path: standard alternatives include transversal routing, return routing, midpoint
routing and largest gap return routing
● Replenishment method: standard alternatives include equal space supply for each product
class and equal time supply for each product class.
● Picking logic: order picking vs batch picking

At the level of the distribution network, tactical decisions involve mainly inventory

control and delivery path optimization. Note that the Logistics may be required to manage
the reverse flow along with the forward flow.

⮚ Warehouse management and control

 Warehouse management system and Warehouse control system

Although there is some overlap in functionality, warehouse management systems (WMS) can

differ significantly from warehouse control systems (WCS). Simply put, a WMS plans a weekly
activity forecast based on such factors as statistics and trends, whereas a WCS acts like a floor
supervisor, working in real time to get the job done by the most effective means. For instance, a
WMS can tell the system that it is going to need five of stock-keeping unit (SKU) A and five of
SKU B hours in advance, but by the time it acts, other considerations may have come into play

19
or there could be a logjam on a conveyor. A WCS can prevent that problem by working in real
time and adapting to the situation by making a last-minute decision based on current activity and
operational status. Working synergistically, WMS and WCS can resolve these issues and
maximize efficiency for companies that rely on the effective operation of their warehouse or
distribution center.

⮚ Logistics outsourcing

Logistics outsourcing involves a relationship between a company which, compared with basic
Logistics services, has more customized offerings, encompasses a broad number of service
activities, is characterized by a long-term orientation, and thus has a strategic nature.

Outsourcing does not have to be complete externalization to a LSP, but can also be partial:

● A single contract for supplying a specific service on occasion

● Creation of a spin-off
● Creation of a joint venture

Third-party Logistics (3PL) involves using external organizations to execute Logistics

activities that have traditionally been performed within an organization itself. ] According to this
definition, third-party Logistics includes any form of outsourcing of Logistics activities
previously performed in house. For example, if a company with its own warehousing facilities
decides to employ external transportation, this would be an example of third-party Logistics.
Logistics is an emerging business area in many countries.

The concept of a fourth-party Logistics (4PL) provider was first defined by Andersen

Consulting (now Accenture) as an integrator that assembles the resources, planning capabilities,
and technology of its own organization and other organizations to design, build, and run
comprehensive supply chain solutions. Whereas a third-party Logistics (3PL) service provider
targets a single function, a 4PL targets management of the entire process. Some have described a
4PL as a general contractor that manages other 3PLs, truckers, forwarders, custom house agents,
and others, essentially taking responsibility of a complete process for the customer.

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 ⮚ Logistics automation
ASRS used by the U.S. military, also used by business in conjunction with manual picking.

Logistics automation is the application of computer software and/or automated machinery to

improve the efficiency of Logistics operations. Typically this refers to operations within a
warehouse or distribution center, with broader tasks undertaken bylogistics systems
and enterprise resource planning systems.

Industrial machinery can typically identify products through either Bar Code or RFID

technologies. Information in traditional bar codes is stored as a sequence of black and white bars
varying in width, which when read by laser is translated in a binary sequence, which according to
fixed rules can be converted in a decimal number. Sometimes information in a bar code can be
transmitted through radio frequency, more typically radio transmission is used in RFID tags. An
RFID tag is card containing a memory chip and an antenna which transmits signals to a reader.
RFID may be found on merchandise, animals, vehicles and people as well.

⮚ Logistics: Profession and Organizations

A Logisticsian is a professional Logistics practitioner. Professional Logisticsians are often

certified by professional associations. One can either work in a pure Logistics company, such as
a shipping line, airport, or freight forwarder, or within the Logistics department of a company.
However, as mentioned above, Logistics is a broad field, encompassing procurement,
production, distribution, and disposal activities. Hence, career perspectives are broad as well. A
new trend in the industry are the 4PL, or fourth-party Logistics, firms, consulting companies
offering Logistics services.

Some universities and academic institutions train students as Logisticsians,

offering undergraduate and postgraduate programs. A university with a primary focus on
Logistics is Kühne Logistics University in Hamburg, Germany. It is non profit and supported by
Kühne-Foundation of the Logistics entrepreneur Klaus Michael Kühne.

The Chartered Institute of Logistics and Transport (CILT), established in the United Kingdom in

1919, received a Royal Charter in 1926. The Chartered Institute is one of the professional

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bodies or institutions for the Logistics and transport sectors that offers professional
qualifications or degrees in Logistics and Logistics. CILT programs can be studied at centers
around UK, some of which also offer distance learning options.[26] The institute also have
overseas branches namely The Chartered Institute of Logistics & Transport Australia (CILTA) in
Australia and Chartered Institute of Logistics and Transport in Hong Kong (CILTHK) in Hong
Kong.

The International Association of Public Health Logistics (IAPHL) is a professional network that

promotes the professional development of supply chain managers and others working in the field
of public health Logistics and commodity security, with particular focus on developing countries.
The association supports Logisticsians worldwide by providing a community of practice, where
members can network, exchange ideas, and improve their professional skills.

DISTRIBUTION MANAGEMENT

Distribution management has long been a business challenge. Raw goods can arrive too early
and go bad before they are used. Or, finished products can arrive too late, allowing a competitor
to seize the lion’s portion of market share.
Effective distribution is so crucial that sub-discipline practices became an integral part of supply
chain and inventory management, such as just in time inventory. Overall, successful distribution
involves many moving parts and methods requiring a strong distribution management strategy
fueled by real-time information

Distribution management is the process used to oversee the movement of goods from supplier to
manufacturer to wholesaler or retailer and finally to the end consumer. Numerous activities and
processes are involved, including raw good vendor management, packaging, warehousing,
inventory, supply chain, logistics and sometimes even blockchain.

Distribution management is part of the supply chain process that ultimately delivers goods to
end-users or consumers. Managing distribution is essentially managing the movement of goods,

whether it be from a wholesaler to a retailer or from a retailer to a consumer. Distribution

management focuses on the timely delivery of goods and prevention of loss (such as ensuring delivery of
perishable goods without spoilage) through distribution channels. It is part of the larger logistics

22
system that includes the planning and creation of processes for managing supplies of goods and transport.
It involves several aspects, such as packaging, routing, warehousing storage, and fleet management.

A distributor may be any individual or business that delivers goods to a customer. For example, a
pharmaceutical company is a distributor of products to pharmacies, while an e-commerce
business, such as Amazon, is a distributor of goods to consumers.

Effective distribution management reduces shipping costs and delivery times and increases

customer satisfaction.

● Distribution management is essentially managing the movement of goods, whether it be

from a wholesaler to a retailer or from a retailer to a consumer.

● Different distribution channels are concerned with the delivery of goods to different types
of entities along the supply chain.

● Some of the factors that distribution management must consider include things such as
variations in the level of buyers’ demands, shipping optimization, and potential causes of
shipment delays.

⮚ Distribution Channels
Different distribution channels service different points or entities along the entire supply
chain that extends from raw material suppliers and manufacturers all the way to consumers or
other end users. The various distribution channels have to consider different factors that can
affect efficient distribution.
● Wholesale distribution channels are business to business distribution channels charged
with delivering goods from raw material suppliers or manufacturers to wholesalers. For
example, oil companies must move their product to oil refining companies.
● Retail distribution channels are concerned with the delivery of goods from wholesalers
to retailers, such as a cosmetics company delivering goods to various retail stores.
● Exclusive distribution channels are those that deliver goods from a manufacturer only
to specifically authorized or designated customers. For example, auto manufacturers
deliver their cars to authorized dealers.

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A relatively new distribution channel is that of e-commerce, represented by entities such
as Amazon or eBay. The direct delivery of goods to consumers through e-commerce websites
has led to a number of changes in distribution methods. For example, Amazon has numerous
order fulfillment centers from which it can arrange to have goods shipped to customers. It
enables it to offer a more timely delivery service than would be possible if all goods were
warehoused in and shipped from a single location.

⮚ Distribution Management Affects By

1. Buyers’ demands

The first is the variation in buyers’ demands. Throughout the year, buyers have different demand
levels for goods. For example, the Christmas season sees an upsurge in consumer buying of all
kinds of products. Therefore, companies need to plan for how to handle increased purchases,
orders, and deliveries.

2. Shipping optimization

Shipping optimization is another factor that can impact effective distribution management. For
example, it is more cost-efficient for a company to ship all of the goods going to one destination
together, such as in a single truckload, compared to creating multiple, less than capacity
shipments to the same destination.

Efficient shipping of perishable goods is always important for any business that handles such
items because any losses through spoilage will negatively impact profits.

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3. Other factors

In addition, there are a number of other factors that can impact efficient distribution and that
distribution management needs to consider. They include such things as shipping delays that can
be caused by vehicle accidents or breakdowns, airport delays, or delays related to severe weather
events.

Potential changes in government regulations regarding transportation or shipping are another

factor that distribution management teams must create plans for dealing with. Product recalls or
packaging problems can also affect distribution. Buyers may derail efficient distribution by
doing things such as making changes to orders or to the address for delivery of goods.

Because of all the various factors related to distribution management, managers must not only
make careful distribution plans but also create a number of contingency plans designed to deal
with problems in distribution that may arise.

⮚ Difference between Logistics and Distribution

A key difference between logistics and distribution is that logistics relates to the overall planning
and organisation around the movement, storage and inventory control of goods, whereas
distribution is more related to the actual physical placement of the goods.

Logistics and distribution are critical components of the efficient day-to-day operations of

delivering goods from one location to another. Both of these components generally relate to
warehousing, stock control, monitoring of the flow of goods before the movement.

Logistics and distribution are crucial processes in ensuring that stock is delivered to the right
location, at the right time, whilst remaining cost-effective. As these are two very different things
but work hand-in-hand, many people remain confused about what the differences are between
the two.

National Logistics Day takes place annually on June 28th, which is a day to show the hard efforts
and appreciation which the logistics industry plays in not just our national economy, but globally
also.

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In this article, we take a look at the individual processes that go into logistics and distribution, as
well as what the differences are between them and how logistics and distribution are involved in
our bespoke courier service.

Understanding Logistics

Logistics generally refers to the planning of transportation, warehouse management, inventory

management and handling of goods within a warehouse before they are ready to be taken from
one destination to another through the distribution channels. 

It’s the management of the flow of goods between the point of origin and the end destination,
which involves the planning of transportation of goods, such as inbound transportation, outbound
transportation, handling, production, packaging and inventory management, which checks the
overall quantities and condition of each item held in a warehouse.

In other words, logistics deal with the overall strategy and planning of the flow of goods from the
warehouse to the endpoint. The logistics management process is a crucial step of supply chain
management which plans the implementation and controlling of the movement of goods from the
very first step of raw materials, all the way through to delivering the goods to its destination.

Crown SDS are also proud members of the Logistics UK (formerly the FTA), who are one of the
biggest business groups in the UK, supporting, shaping and standing up for safe and efficient
logistics.

Understanding Distribution
Distribution is the process of making goods available for consumers or other businesses as and
when they are needed. This includes the storage, order fulfilment and packaging of goods, and
sometimes the handling of returned goods.
A prime difference between logistics and distribution is that logistics relates more to the overall
planning, whereas distribution is more related to the physical movement of goods from the
producer to the user. 

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The objective of logistics is to improve the internal functions with thorough planning, whereas
the objective of distribution is to find effective ways for the goods to reach the consumer in the
most cost-effective and efficient way possible.
Distribution of goods involves retrieving goods from a storage location and preparing for
transportation with sufficient packaging and correct documentation, which is a critical step in
supply chain management. It relates to overseeing the movement of goods from a manufacturer
or supplier to the point of sale, by moving the goods from its source to the destination.
There are more factors relating to logistics in comparison to distribution, relating to the planning,
coordination and management processes involving the goods and its resources.

Talk To Us Today

Through warehouse consolidation within our on-site facility, our supply chain solutions have
created cost efficiencies for our retail customers, whilst providing their vendors with wider
collection windows and enhanced stock delivery options. 

We can store goods in our safe and secure warehouse for a more efficient and cost-effective
courier service. Our modern warehouse enables us to offer customers a complete logistical
solution. With our national warehouse located in Tamworth, it’s a prime spot for distribution
across the UK with easy access to and from the M42 and M6 motorways.

27
COMPANY PROFILE

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 COMPANY PROFILE

Established in 1990 and headquartered at Bangalore, DTDC has 7 Zonal offices, 20 strategically
located Regional Offices and over 430 operating facilities spread across India. DTDC has now
embarked upon its journey of transforming its identity from an Express Document Player to an
Integrated Parcels driven business through its strategic partnership with Geopost's DPD group -
Europe's second largest Parcels Delivery player. The brand name is now being re-christened to
DTDC Express Limited as the company focuses to enhance their expertise in the logistics sector
under their Vision 2020 program. The strategy behind the repositioning of the brand is to project
DTDC as a complete express logistics player that delivers significant value in the markets that it
operates in across the globe. DTDC Express Limited has its presence in more than 500 district
headquarters through its large network of more than 10500 franchisees and extends services to
over 10,500 Pin codes while handling more than 12 million shipments every month. DTDC
Express Limited is an ISO 9001:2015 company, as certified by DNVGL Business Assurance.

DTDC Express Limited also has a significant global footprint and services 240 international
locations including USA, UK, Canada, UAE, Hong Kong, Australia, China and all Asian
countries, through its own operations, joint ventures and business associates. A key part of the
success of DTDC’s network is the contribution of its people. It comprises of a family of 35,000
people including employees, franchisees and their associates who are committed to its spirit of
service.

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 ⮚ Our Journey

DTDC’s journey through the years has been full of milestones, growth and pushing the
boundaries often. With many firsts to its credit, DTDC has constantly strived to not just grow as
an organization but also set an industry benchmark. A small glimpse of our journey thus far, is as
below:

1990: Inception of DTDC by Mr. Subhasish Chakraborty, Founder and CMD; Incorporate as
Private Limited Company

1994: Converted as Public Limited Company

2000: First overseas expansion in the US, UK and Dubai

2003: Revenue crossed the 100-cr. mark

2005-06: Private equity investment in DTDC by Reliance ADAG

2007: Revenue crossed the 200-cr. mark

2008: Introduction of Premium Express Products (PEP) portfolio

2009-10: DTDC's Supply Chain Solutions division was launched with a special focus on
providing Cargo Services via surface, air and rail modes.

2010: DTDC Retail Ltd. was launched in 2010. Under its aegis, DTDC Retail Ltd. set up DTDC
New World that operates a chain of convenience retail stores that endeavors to create a world of
convenience by providing a bouquet of services to make customer’s lives easy.

2012: DTDC acquires a majority stake in Eurostar Express of UAE - first international
acquisition by an Indian express company

2013: DTDC enters into strategic partnership with Europe’s leading logistics player ‘Geopost’, the
Express arm of La Poste Group, for extensive penetration into key markets across the world.

30
DTDC launched its specialist logistics company for e-commerce - DotZot - the 1st pan India e-
commerce delivery network.
DTDC acquired the Bangalore-based freight forwarding company Nikkos Logistics Pvt Ltd to
enhance its freight presence globally

2014: DTDC undertakes an organization-wide Business Transformation Program, with its

Engagement Partner IBM on its 25th year

2015: DTDC launched the new brand identity through a strategic partner – DPD group. The
brand name is re-christened to DTDC Express Limited (formerly known as DTDC Courier &
Cargo Ltd.) along with a new Cobranded identity DTDC sets up its first state-of-the-art
automated hub at Hyderabad, f

⮚ Vision & Mission

Vision

. To be India's Preferred Express Parcel Service Provider with a Special Consumer (2C)
Focus.

Mission

DTDC envisages to be a Rs.5000 Crore valued enterprise by 2020

To achieve this mission, the company has adopted the following key initiatives:

● Promoting Premium Express Products for better customer satisfaction and higher
profitability
● Value-added services to cater to evolved demands of customers
● Continuous optimization of resources to lower costs scientifically
● Revenue protection at every step of the value chain
● Superior cash flow management

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DTDC and its management are focusing on establishing the following foundational blocks:

● Track record of strong quarterly results

● Strong brand image through phased re-branding of all company and franchise outlets
● Corporate governance
● Statutory disclosures
● Better public relationship
● An inclusive business philosophy
● Management integrity
● Future growth plans
● Past and current profits

⮚ Quality Policy

At DTDC, we are committed towards:

● Satisfied Internal Customers, External Customers and Business Associates.

● Continual Improvement in products, processes, services and quality manage
● Satisfied, Motivated and Committed Employees.

⮚ Best Service Providing Company (BSPC)

Our Chairman’s message:

“Survival of the fittest’ is one of the oldest concepts of nature. Our organization is strong enough
to face any challenge and thanks to our spirited channel partners and the dedicated staff who
have made it possible. But the future of the industry now depends upon the quality of service we
provide. DTDC has earned everything for itself - name, fame, respect, social and economic status

32
and acknowledgment from Government and non- Government institutes, its consumers and the
corporate world. But, one feather that is missing in the large DTDC cap is that of the recognition
as the “Best Service Providing Company (BSPC)."

DTDC is growing by almost 24% (over the last year) thanks to our franchisee-based business
model. But as mentioned above, the future lies in the quality of the service we provide and
hence, the DTDC board is happy to announce that with beginning of this new decade, we will do
everything possible to earn the status of BSPC and earn the recognition of being the “Best
Service-Oriented Organization".

This BSPC mantra now drives all endeavours of the organization and guides the actions of all
employees and franchisees. BSPC is now set as the target and every DTDCian is inspired to
achieve this goal. Following are some of the key activities DTDC is undertaking to become a
BSPC:

● Adopting Six Sigma Processes to achieve lean perfection in services

● Greater use of technology for faster flow of delivery information
● Building inter-departmental co-ordination and efficiency to enhance back-end services
● Superior customer service to handle queries with faster turnaround of responses
● Benchmarking of service levels at every step to attain near-perfect customer satisfaction

ISO 9001:2015

DTDC, an ISO 9001:2015 Certified Company by DNVGL Business Assurance (who is

accredited by UKAS), aims at protecting customers interest by emphasizing that a quality
product can only be created through quality processes.

A Senior Level Manager heads DTDC's Quality Management and Processes Improvement
groups. A Quality Executive is associated with each region pan India, to offer guidance on the
use of Quality Management System and Implementation of Best Practices as well as to review
the deliverables with the prime objective of Quality Assurance, Customer Satisfaction and
making DTDC as Best Service Providing Company (BSPC).

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Objectives/Goals of Quality Departments:

● Providing Training to all the Employees and Departments/Franchisees on QMS, ISO and
Processes.
● Implementing Best Practices pan India to achieve Customer Satisfaction.
● Conducting Internal Audit and taking corrective/ preventive actions.
● Defining performance measurement parameters, analysis for continuously improving and
achieving targets/goals.
● Conducting Operation, Branch and SF/Franchisees Audit for continuous improvement.

Strategic Intent & Core Values

Strategic Intent

DTDC’s current strategy in keeping with its Mission 1000 and Vision 2020 is to consolidate its
current position and constantly introduce new services and products that are relevant to the needs
of our consumers. We are not satisfied with just being the largest delivery network in the
country. We wish to go deeper and triple our network within the country. To face competition,
DTDC is heavily investing in technology, infrastructure, brand development and network
expansion. A three year program that started last year, involves an investment of over Rs. 25
crores in brand building and a complete upgrade and standardization of all DTDC outlets.

In the last 26 years, DTDC has seen an exponential growth in its Express business and has
become a leading brand and a household name in the country. DTDC’s road map for growth
aspires toward a Rs. 5000-crore company from the present level by 2020. To achieve this,
different SBUs have been formed with clear focus on their respective functions. Every SBU will
add more value-added products for the growing needs of the Indian corporate and retail
consumers.

● The Domestic Division as an SBU will remain as the mainstay with all its value-added
products. More innovative products will be launched periodically. In addition to our
current formidable reach, expansion of branches and franchisee network in all districts
and talukas (administrative division in some South Asian countries, including India and

34
 applicable to the suburbs or rural areas) of ‘B’ and ‘C’ category cities is a strategic
direction. The plan is being systematically executed to reach the targeted figure of 20,000
franchises in India in 2020.
● DTDC understands that in the next ten years the lives of people are going to be different
with more access to money but less time to spare for themselves and their family.
Consumers will, therefore, look for service providers who can help them do more in life
in the same amount of time. Only the organized sector can provide all such inclusive
services under one roof backed up by an extensive and dependable network coupled with
speed of delivery – that is where DTDC with its unique strengths provides reliable
solutions. DTDC, through its Retail Division SBU is opening Service Super Malls
through which various services and products will be extended to customers to help them
save and make time for their families and themselves. Our vision is to make life easy for
people in the years to come. Consequently, retail outlets are being expanded aggressively
and over 60 Multi Service Stores have been opened so far under the brand name ‘DTDC
New World’. DTDC plans to open over 500 such stores in strategic locations in the next
3 – 4 years in different parts of the country.
● International Division as an SBU will strategically focus on in-bound shipments from
all over the world through DTDC’s own offices abroad, international franchises, JVs and
associates and effectively distribute through its own network in India. For this purpose,
new international franchisees are being aggressively appointed in major countries of the
world. DTDC has plans of major acquisitions for inorganic growth. The company has set
up 50:50 JV in Singapore and Hong Kong with Donald Tay, ex CEO and President of
DPEX, a subsidiary of Qantas Airlines, and a JV in Dubai.
● Supply Chain Solutions has been identified as another SBU and a growth driver. Plans
are underway to expand new routes through continuous research. A large number of SCS
offices have already been opened across India. This SBU is being run by experienced
people and continuous training is being imparted to improve their efficiency.
● Freight Forwarding SBU is another area of growth. Key people from the industry have
been recruited to spearhead this vertical.
● DTDC Institute of Logistics (DISCM) concentrates on Training and Development of
not only internal staff but also anyone who would like to be trained in the Supply Chain

35
 and Logistics space. It is affiliated to CILT, India (The Chartered Institute of Logistics &
Transport), which in turn is affiliated with CILT, London. DTDC Institute is the only
accredited institute in the country which is authorized to confer certificate of CILT,
London. Producing trained manpower in logistics and making them available will be
DTDC’s contribution to the growth of Logistics and Supply chain in India.

Core Values

DTDC aims to create strong relationships with all its stakeholders, by abiding to its values of:

● Transparency in all transactions

● Understanding that our service efficiency is a part of customers’ balance sheet
● Protecting the environment by minimizing pollution and reducing national wastage

⮚ Brand Building

In recent times, building a powerful brand and connecting with its customer base more
effectively has been one of DTDC’s main focus areas. As we grow geographically and as our
product portfolio accommodates a wider set of consumer needs, we have realized that the right

36
brand environment and communication can be of incomparable value for our customers to
experience and adopt our new initiatives.

DTDC has, thus, undertaken a Brand Building campaign encompassing all India to enhance our
visibility, showcase our new ground-breaking products and build the base for DTDC to emerge
as a power to reckon with, in future. This includes not just creating a warm and welcoming store
setting, but also trained staff members well-equipped to respond to customer needs, state-of-the-
art infrastructure and technology.

While our network is spread to all the metros and tier-1 cities, we have vowed not to limit the
Brand Building Campaign to Urban India.

In a recent time, Brand Building has been treated as one of the most important activities. As our
channel partners and customers see the tangible benefits of the activity, it has already crossed the
borders of Metros and cities, and has reached rural and remote areas. From the most posh
residential areas of Mumbai to the small town of less than 5000 population Jaspur in Uttaranchal,
DTDC has a common identity today.

We also believe that this campaign is binding us as an organization and aligning us to our
common organizational goals apart from enhancing our visibility, bringing us new business and
strengthening the already strong bond between franchisees and the management.

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 ⮚ Technology

Keeping up with world-wide technological developments in the Logistics industry, DTDC has
been investing extensively in ramping up its infrastructure, since it is the backbone for holding
together the operational service excellence. DTDC ensures that it identifies and deploys state-of-
the-art technology, which offers the following:

● World Class ERP (SAP)

● Real-time Connectivity
● End-to-end Consignment Tracking and Tracing functionalities
● Data Accuracy
● Web-based and Mobile (text message) status query solutions
● Tech-based Mass Mailing solutions

Tech-related Research & Innovations at DTDC include:

● Image-scan of Proof Of Delivery (POD) on the web

● Mobile-based instant delivery update
● Secured integration with ERP of alliance partners and customers
● Franchisee ERP & Tech enablement
● Portal for Franchisees - a complete suite of applications and utilities
● Fleet Management and GPRS software solutions
● Logistics and Warehouse Management applications
● Human Resource Management Systems (HRMS) and SFA applications
● Help Desk and call management applications

38
CSR Initiatives

Corporate Social Responsibility (CSR) is more than a priority at

DTDC - it is integrally woven into the cultural fabric of the
organization. Social responsibilities are integrated into DTDC’s
daily work and are at the heart of its unique business model.

Here is a list of some of our CSR initiatives:

● Sri Subhasish Chakraborty Foundation (SSCF):

DTDC has been actively involved in CSR activities

since its inception. Its CSR is as unique as its business
model. We believe that the best way to help society is to make its people self-reliant and
in the last 22 years we have helped more than 5400 families become self reliant. Apart
from serving the society through its franchisee development program, DTDC is also
engaged in various socio- economic activities. This includes activities like flood relief
campaigns, education and child development programs. However, the board wished to
reach out to more underprivileged people and extend its philanthropic touch to people
other than just its own franchisees and therefore formed its own foundation. 

When it came to naming the foundation, the unanimous choice was to name it after the
Founder Chairman of DTDC, Shri Subhasish Chakraborty Foundation. Mr. Chakraborty
is well-known for his humble and caring approach and commands huge respect among all
DTDCians across the country. The foundation, which was formally inaugurated on 15th
October 2011, already has more than 10,000 members. 

The foundation will focus on addressing fundamental issues faced by the society such as:

o Right to education
o Health and hospital services

39
 o Sewage system in villages
o Build or donate to elder homes
o Build or donate to orphanages
o Build schools
o Scholarships to meritorious as well as underprivileged students

The foundation will be managed/ governed by the committee with equal representations
from management, staff and franchisees. Mr. Subhasish Chakraborty has pledged to
donate half his annual salary to the foundation. Mr. Suresh Bansal and Mr. Abhishek
Chakraborty, Director and ED, respectively have also promised to contribute one quarter
of their yearly remuneration to the foundation.

● Go Green Initiative

DTDC firmly believes that protection of Vasundhara (The Mother Earth) is its prime
responsibility and supports global green revolution policy by taking various measures.
DTDC, the family of 5400 plus franchisees and equal number of employees is growing
every day. The Chairman announced the Go Green project on August 1, 2011 that
involves a commitment to plant 11,000 trees every year. The Chairman and the Executive
Director initiated this project on August 7 this year by planting seven plants in the
premises of the Pune Regional office. Some of our key initiatives for this cause have
been:

- Adopt a Tree 

While planting a tree is important to help make the planet greener and cleaner for our
future generation, saving the tree is equally important. Considering the challenge, the
DTDC management has launched the “Adopt a Tree” program under the Go Green
policy.

40
 - Energy Conservation 

Under the Go Green project, conservation of electricity is another critical initiative that
has been undertaken. Monitored directly from the Chairman’s office, all DTDC offices
practise energy conservation at their premises and in fleet vehicles, and reducing the
overall carbon footprint of its operations through recycling.

● Disaster Relief & Support

DTDC has been quick to respond to any disaster and natural calamity that has struck
India and actively extended its support by raising funds for the Prime Minister’s Relief
funds and the Chief Minister’s Relief funds. DTDC raised funds to aid the people
affected during the four major recent natural calamities that severely impacted different
parts of India. They are:

o The 1999 Orissa cyclone or Paradeep Cyclone that affected lakhs of people
o A deadly earthquake in Kutch of Gujarat on January 26, 2001 that killed
thousands of people and more than 400 students
o The 2004 Indian Ocean earthquake or Tsunami that occurred on December 26,
2004 in Chennai, Andaman & Nicobar
o The most catastrophic floods in the history of Bihar in 2008

Apart from raising the funds, a group of self motivated DTDCians formed the Cloth Bank to aid
people affected by natural calamities with provision of clothes.

● Women Empowerment

DTDC is proud to employ more than 250 women in its core operation team in high
pressure zones like Mumbai and Delhi. DTDC welcomes and encourages the positive
trend in the increased participation of women in erstwhile male-dominated departments

41
such as Operations. We also employ about 800 women employees across other
departments of the company. The numbers of women franchisees have also grown up to
750 all over India. We actively promote women entrepreneurship and also have 30%
representation from women on the DTDC Board of Directors. 

Furthermore, DTDC endeavours to support the socio-economic development of women

in special zones like:

o AWWA: The Army Wives Welfare Association is the wing developed by the

Indian Army to support war widows by conducting for them various fund-raising
activities and also providing entrepreneurship opportunities for them. DTDC,
through its Delhi office, proactively approached the association and offered
DTDC Franchising Opportunities to the war widows whose husbands have died
fighting for the nation. We have established two such centers in the country at
Delhi and Pune. DTDC salutes the spirit of these women!
o Like the army, DTDC also has its share of heartbreaking stories. The untimely
deaths of our franchisees, whose family solely depend on the income from DTDC,
were an irreparable loss and devastating. But DTDC always comes forward for
such families and widows and encourages them to take a charge of the situation
with confidence and continue the same franchises. DTDC has such women
franchisees in many parts of India including the remotest parts of states like
Chhattisgarh and Uttar Pradesh. However, under our socio-economic
development plan, DTDC also offers franchisees to women whose husbands are
handicapped or disabled. Our women franchisees expressed their gratitude in their
own words:
▪ “I am alive because of DTDC,” said Mrs. Santosh Tewari, a widow from
remote Bahrachi town, U.P.
▪ “It’s because of DTDC that, like me, hundreds of widows are leading a
life of dignity & pride.” said Mrs. Poonam Wallia, a widow from
Lucknow.
▪ “My husband lost his eyes, but DTDC gave us thousand eyes,” said Mrs.
Sudipta Mallik, Kolkata.

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 ▪ “My experience with DTDC has taught me that if you work sincerely and
with dedication, your family enjoys the goodwill and that your goodwill is
the biggest wealth you can pass on to the next generation,” said Mrs.
Beena Cheriyan, a widow from Mumbai

● Education & Child Related Activities

As an organization and under our corporate service responsibility, we undertake and

associate ourselves with many projects to educate underprivileged children and to help
the needy. We have many models through which we raise funds for these activities. We
have been directly associated with:

o Round Table India: Bangalore Chapter Round Table India is one of the country's
premier service organizations. Round Table India members are volunteers who
work locally, regionally, and internationally to help and educate underprivileged
children.
o Shri Sant Dyaneshwar School is a school in a remote and tribal village of Borsar,
Madhya Pradesh that is in its fifth year of operation of providing free education to
the children of farm labourers and children of the tribes living in absolute poverty.
The school, which runs from play group to the seventh standard, has 218 children,
11 teaching and non-teaching staffs. DTDC is actively involved in this project and
extends its financial support as well.
o Other Activities include many other areas of child development. In its annual
program, DTDC observed and identified the institutes and organizations working
for the needy and children with disabilities. We extend our support to the
following institutes:
▪ Sri Rakum School for the blind which was opened in June 1998 in
Bangalore. The school was founded for children born blind or visually
impaired. Coming from families below the poverty line, these children are
shunned, denied a childhood and the opportunities to grow into normal
adults.

43
 ▪ Dreamz: This organization is a home for homeless street children in
Mumbai that works for their rehabilitation.
▪ Orphanage in Ludhiana: Child care centre for abandoned children.

Awards & Recognition

In consideration of the immense contribution being made by DTDC to the

Express Industry, towards socio-economic growth of the country and its
Management processes, the company has been honored with several awards.
Few of the important awards / recognitions are:

● DTDC’s Brand Campaign TVC “Going Beyond the Parcel” has been awarded the Best
Corporate Film under the category “Best Corporate Film encompassing Vision,
History, Values & Spirit of Excellence”presented by the International Management
Film Festival and Times Ascent at the World HRD Congress 2017.
● DTDC Express Limited was awarded National Award for Exemplary Position under
Express/Courier category at CII Scale Awards 2016.
● Mr. Abhishek Chakraborty, Executive Director, DTDC Express Limited was bestowed
with 'The Extraordinaire' trophy by NexBrands at its Brand Vision Summit.
● DTDC Express limited has been ranked as the Most Attractive Brand in India’s Most
Attractive Brand 2016 by TRA Research.
● DTDC Supply Chain Solutions was honored with “Best E-Fulfillment Center” Award
at India Cargo Awards- North & East 2016 - an all-India platform to regionally recognize
the stalwarts and those behind the success of the cargo industry.
● Mr. Subhasish Chakraborty, CMD, has been bestowed with the prestigious title
of “Doctor of Excellence”for gaining Expertise and Mastery in Field of Management by
the Confederation of International Accreditation Committee (CIAC Global). He has also
been conferred with a “Citation and Certificate of Excellence” for his outstanding
achievements and contributions towards the community, society and the country, while

44
 meeting the strict requirements set forth by the Board of Trustees and the Governing
council of CIAC Global.
● Mr. Subhasish Chakraborty has been awarded the FASII Award of Excellence for
Business Personality of the year 2015-16 in Service Sector by General Vijay Kumar
Singh, PVSM, AVSM, YSM, ADC and the Minister of State of External Affairs and
Minister of state (Independent Charge) for North East Region.
● DTDC has been awarded the Best Franchisor Award for the 10th time in a row by
Franchisee India.
● DTDC was ranked as India's Most Trusted Courier Service Brand for the third time in
a row in The Brand Trust Report TM - India Study 2015 published by Trust Research
Advisory.
● DTDC Express Limited has been awarded amongst Bangalore’s Hottest 50 Brands in
2015 presented by Paul Writers.
● Mr. Subhasish Chakraborty has been conferred upon one of the most prestigious award
by The Economic Times as the ‘Inspiring Entrepreneurs of India’ in February 2015
● Mr. Subhasish Chakraborty has been commemorated as the Most Admired Leader at
The Asian Brand Conclave for 2014-15
● DTDC has been awarded with the prestigious Most Admired Brand Award in Asia at
The Asian Brand Conclave for 2014-15
● Mr. Subhasish Chakraborty was awarded with the Inc. India’s Top 30 Innovative CEOs
for the second consecutive time in January 2015
● DTDC won the coveted title of Most Innovative Mid-sized Top 100 Companies by
Inc. India for the second consecutive time in 2015
● The “Lifetime Achievement Award for the year 2013” was conferred upon Mr.
Subhasish Chakraborty in recognition of his continuous contribution to the express
industry and economicaldevelopment of the country since last 24 years by Franchise
India Holdings Ltd in 2013
● The title of “Inspirational Leader of New India was conferred upon Mr. Subhasish
Chakraborty that was jointly hosted by “I am for India” – an initiative by Hon. Smt.
Latha Rajanikanth and M/s. Planman Media Pvt. Ltd...” DTDC was chosen as the Indian

45
 Power Brand of the year first in 2011 & once again in 2013 by Planman Marcom Pvt.
Ltd.
● DTDC was awarded the Supply Chain and Logistics Excellence (SCALE) Awards For
an Exceptional Position in the Express/Courier Category by the esteemed Confederation
of Indian Industries (CII).
● India's Most Trusted Courier Service Brand by The Brand Trust Report TM - India Study
2014 published by Trust Research Advisory
● DTDC was awarded the Best eRetail Solution Provider of the Year by Franchise
India at the Indian Retail and eRetail Awards which recognize the achievements of
India’s successful retailers and brands across multiple categories in terms of business
performance, customer experience, innovation and leadership in the retail sector.
● DTDC won the Best Franchisor Award in the country under the category Courier &
Cargo for 9th time in 2014 by Franchising World, a part of Franchise India Holdings
Ltd.
● Golden Europe Global Award for Quality and Commercial Prestige 2012 was
conferred upon by International Organization, "Otherways Management and
Consultants" in Paris in July '12.
● Rashtriya Udyog Rathna Award and Quality Brands 2012 - 14 Award was conferred
upon by NEHRDO and Quality Brands in June '12.
● DTDC was awarded The Arch of Excellence Award from AIAA (All India Achievers
Association) in 2012 DTDC was awarded as one of the Top 100 CIOs of 2011 & 2012
in India & Asia, organized by the internationally renowned CIO India Chapter for
implementing and mentoring open source platforms and knowledge contribution towards
open source community.
● Subhasish Chakraborty’s won the Entrepreneur of the Year (Consumer Services)
Award for 2011 by Franchise India Holdings Ltd. and Bloomberg/UTV for his
continuous contribution in the field of Consumer Service.
● Mr. Subhasish Chakraborty was conferred upon the Golden Global Indian Award and
Gold Medal for the year 2011 by Institute of Economic Studies recognizing his
contributions made to the Trade, Industry and Economical Development of the country.

46
● DTDC was conferred with Best Express Distribution Service Award for the year
2011 by the reputed government organization IIMM (Indian Institute of Materials
Management) in collaboration with Union Ministry of Transport & Highways selected
DTDC among the industry giants for the most competitive, and bringing quality service
and values to express distribution in India.

47
SWOT ANALYSIS

48
 SWOT ANALYSIS
STRENTHS
● Good delivery service in over 3700 Indian locations and 240 international locations
● Pioneers through Franchise Business
● Good Sales and customer support
● Web based tracking
● Delivers approx 10 million Parcels a month

WEAKNESSES

● New in e-commerce businesses and retail stores that will sell air tickets and phone
recharges
● Company finds it difficult to set up retail stores and logistics networks simultaneously
● Lack of awareness among the Indian shippers

OPPORTUNITIES

● Few players in the organized sector

● It is a debt free company which can be help for rapid expansion
● Acquiring stake in other companies can be utilized to penetrate and consolidate its
presence all over Asia

THREATS

● Taxes across the border can impede DTDC’s growth plans

● Service complains of customers can portray bad image
● Local companies with very low charges

49
OBJECTIVE OF THE STUDY

50
 OBJECTIVE OF THE STUDY
● To make available the right quantity of right quality products at the right place and time
in right condition.
● To reduce the cost and maintain transparency in operations.
● Identify the essential issues within the organization, planning and implementation of
Logistics and the relevance to their particular roles and responsibilities.
● Monitor, review and evaluate the processes and outcomes of new perspectives on the
distribution management.
● Provide contemporary information to the needs of individuals and organizations.
● To add to the learning experiences and knowledge base of both individuals and thereby
their organizations.

51
RESEARCH METHODOLOGY

52
 RESEARCH METHODOLOGY
REASEARCH METHODOLOGY is a way to systematically solve the research problem. It
may be understood as a science of studying how research is done. In it we study the various
steps that are generally adopted by a researcher in studying his research problem. It is
necessary for a researcher to design the methodology for the problem as the method may
differ from problem – problem.

⮚ RESEARCH PROCESS:

Before embarking on the details of research methodology & techniques, it seems appropriate
to present a brief overview of the research process. Research process consists of series of
actions or steps necessary to effectively carry out research and the desired sequencing of
these steps. One should remember that the desired sequencing of these steps. One should
remember that the various steps involved in a research process are not mutually exclusive;
nor are they separate and distinct. They do not necessarily follow each other in any specific
order and the researcher has to be constantly anticipating at each step in the research process.
However, the following order concerning various steps provide a useful procedural guideline
regarding the research process

⮚ DEFINING THE PROBLEM:

The objective of the project was to undertake a study on Logistics in DTDC, with a view to
know the improvement in performance after the Logistics programme was imparted to them.

⮚ DEVELOP A RESEARCH DESIGN:

Research design is the conceptual structure within which research is conducted; it is basically
the blueprint for the collection of data, measurement it analysis of data. A research design is
the arrangement of conditions for collection and analysis of data in a manner that aims to
combine relevance to the research purpose with economy in procedure.

53
My research design is of descriptive type with a major purpose of description of affairs as it
exists at present.

⮚ METHOD OF DATA COLLECTION:

I have used primary and secondary data for which a comprehensive questionnaire was
prepared and was got filled up by the employees of the organization.

⮚ PRIMARY

● QUESTIONNAIRES

A formal list of the questions answered by the employees of DTDC and later analyzing the
responses.

We have used structured questionnaire as a formal list of questions produces more reliable
results.

● Data Source

PERSONAL INTERVIEW :

Personal interview is the most versatile and flexible. Direct face to face conversation helps in
getting accurate data.

54
⮚ SECONDARY

● Internet

● Books

● SAMPLING

Random sampling

Sampling procedure includes finite type of universe with random sampling which comes
under probability method of sampling because under this method every item of the universe
has an equal chance of being selected & no place for biases.

● SAMPLE DESING:

A sampling design is a definite plan for obtaining a sample from a given population. It refers
to the technique or the procedure the researcher would adopt in selecting items for the
sample. Sample design is determined before data are collected.

The sample size should also be ascertained before starting the research program. The larger
the sample sizes the better and accurate will be the result. I have chosen a sample size of 100
respondent although I wished that it had been larger if the time would not have been the
limiting factor.

⮚ DATA COLLECTION:

The task of data collection begins after a research problem has been defined and research
design / plan DTDC. While deciding about the method of data collection to be used for the
study, two types of data are used:

a) PRIMARY DATA are those which are collected a fresh and for the first time, and thus
happen to be original in character.
b) SECONDARY DATA on the other hand are those which have already been collected by
someone else and which have already been passed on.

55
c) The methods of collecting primary and secondary data differ since primary data are to be
originally collected, while in case of secondary data the nature of data collection work is
merely that of compilation.
d) PROCESSING & ANALYSIS OF DATA: The data, after collection, has to be
processed and analysed in accordance with the outline laid down for the purpose at the
time of developing the research plan. This is essential for a scientific study and for
ensuring that we have all relevant data for making comparisons and analysis. The term
ANALYSIS refers to the computation of certain measures along with searching for
patterns of relationship that exist among the data – groups. The term PROCESSING
technically speaking implies editing, coding, classification, and tabulation of collected
data.

Universe : Lucknow

Sample type : Random

sample size: 100

Sample Unit : 100

Statistical tools to be used : Pie chart

56
DATA ANALYSIS

AND

INTERPRETATION

57
 DATA ANALYSIS AND INTERPRETATION

1. Your organization considers Training as a part of organizational strategy. Do

you agree with this statement?

Strongly Agree 22
Agree 36
Somewhat Agree 24
Disagree 18

Interpretation

18% respondent strongly agrees with statement, 34% said that they agree, 24%

said that they somewhat agree and 18% said that they disagree.

58
 2. What kind of Training methods do you prefer?

On the Job Methods 44

Off the Job Methods 24

Both 32

Interpretation

44% respondent prefer On the Job Methods, 24% prefer Off the Job method, and

32% prefer both.

59
 3. Does the Induction Training is a well planned exercise in the organization?

Strongly Agree 42

Agree 26

Disagree 32

Interpretation

42% respondent strongly agrees with statement, 26% said that agree, and 32% said

that disagree.

60
 4. What kind of Training methods does the organization provide to train the
employees?
On the Job Training Methods 16

Off the Job Training Methods 24

Audio Visuals 32

Lectures 18

All the above 10

Interpretation

16% respondent said that the training output for the training in allied fields is

excellent, 24% said that very good, 32% said that good, 18% said that average and

10% said that bad.

61
 5. Does Training helps to improve employee - employer relationship?

Yes 65

No 35

Interpretation

65% respondent said Yes and 35% said No.

62
 6. How often the Training program are conducted in your organization?

Every Month 14

Every Quarter 22

Half Yearly 24

Once in a Year 40

Interpretation

14% respondent said that training program should be conducted every month, 22%

said that every quarter, 24% said that half yearly, and 40% said that once in a year.

63
 7. Does Training helps to increase the motivation level of employees?

Yes 60

No 40

Interpretation

60% respondent said Yes and 40% said No.

64
8. Does Training enable employees more productive?

Yes 85

No 15

Interpretation

85% respondent said Yes and 15% said No.

65
9. Does the Training course include the special challenges faced by managers
and or officers?

Yes 60

No 40

Interpretation

60% respondent said Yes and 40% said No

66
10. Training program helped to increase the productivity of both quality and
quantity?

Strongly Agree 22
Agree 36
Disagree 24
Strongly Disagree 18

Interpretation

22% respondent strongly agrees with statement, 36% said that agree, 24% said

that disagree and 18% said that strongly disagree.

67
 11. Does the Training program enable the employees to be accountable and
authoritative in making decision?

Yes 65

No 35

Interpretation

65% respondent said Yes and 35% said No.

68
 12. Does the developmental activity helps the management in identifying,
analyzing, forecasting and planning changes needed in company's HR
area?

Yes 70

No 30

Interpretation

70% respondent said Yes and 30% said No.

69
FINDINGS

70
 FINDINGS
● One of the most important finding is that there was lot of skilled people.
● The authority to take decision lies in the hand of top management which leads to take
time in decision making.
● There is always proper utilization of funds.
● Scope of expansion is high of DTDC.

● Prices of the courier and cargo services are low as compared to the competitors.

● People are unaware of the services of logistics and the services provided by the company.
● The management faces problem in tracking down the employee during operations.
● Most of the real sector people actually understanding the value, opportunities and time
because the target has to complete within in time (just in time)
● With the study of logistic management I came to its emergence and extreme growth in
today’s scenario.
● What I found in client serving is convincing clients is bit complex if there is delay in
time.

71
CONCLUSION

72
 CONCLUSION
The effectiveness of the Logistics system in the DTDC is of importance to the sustainability and
execution of many projects. The main target of this research was to find out why only trucks
were used as the major means of transportation in the DTDC in India and also to use the
findings of this research to minimize or eliminate the likely hazards that may occur when using
trucks alone as a Logistics system. Hazards such as, high accident rate on the road, product
wastages, and traffic congestion on the highways are common in India. According to the survey
questionnaire sent to different Retail companies in India; it was found that maximum of the
respondents still preferred to use the road link Logistics system. The reason was that, though
there is a railway infrastructure from one point to another, even from the factory to some towns
far and near, the rail system Logistics could not be used due to the obsolete infrastructure of the
railway. To bring this back into operation, new infrastructures would have to be put in place.
Furthermore, there are some works to be done concerning the Logistics system which included
collaboration with the government and to have the knowledge of how the modern rail Logistics
system is very significant in the world today. The use of only trucks for Logistics in India is not
only applicable to the Retail factory.
Proper orientation and information about the Logistics should be given to people in order to
improve the Logistics activities.
This research has exposed the need for modern railway Logistics systems in India, and this can
be done through the combined efforts of the government, the department of transport and the
companies, in order to have a better, effective and efficient Logistics system. Focusing on only
one Logistics system implies that the nation is still under-developed and not willing to advance
into the modern day of transportation systems. The recommendation concerning this issue for
India is to establish a modern institute of Logistics under the administration of the department of
transport tasked with providing road maps to the effective implementation of other means of
transportation in India and to actively involve companies for them to contribute their quota in
order to benefit everybody and at the same time have a better relief transportation system. The
authors strongly believe that by putting this advice into practice, a better transportation system
will emerge in a positive way.

73
 SUGGESTION
AND
RECOMMENDATION

74
 SUGGESTION AND RECOMMENDATION

After studying the market scenario of DTDC in India

● The production of DTDC has to be regularly updated with new technology.
● The DTDC can help in creating more demands.
● The Indian market of DTDC should understand the demand drivers and explore new
applications.
● Online customer relationship management has a very good scope in future as predicted. The
internet and the intranet should be exploited to the full extent.

75
BIBLIOGRAPHY

76
 BIBLIOGRAPHY

BOOKS

1. B. S. Blanchard, “Logistics engineering and management (4 ed.)”. Englewood Cliffs, N.

J. : Prentice-Hall, (2009).
2. G. N. Okeudo, The impact of human resources management in Logistics service
providers and supply chain capabilities: A case study. British Journal of Science, 4 (1),
2012, pp. 57-71.
3. X. Cai, J. Chen, Y. Xiao, X. Xu, and Yu, G. Fresh-product logistics with Logistics
outsourcing. Omega (United Kingdom), 41 (4), 2012. pp. 752-765.
4. M. Christopher, “Logistics and logistics: Strategies for reducing costs and improving
services”. London: Pitman. 1998.
5. R. H. Ballou, Business Logistics/Logistics: planning, organizing, and controlling the
Supply chain (5 Ed.). Upper Saddle River, N.J.: Pearson Prentice Hall, 2004.
6. J. Mangan, “Global Logistics and logistics (2nd Ed.). New York: Wiley Publisher”. 2012
7. A. O. Aniki, Identifying ways to improve Logistics and supply-chain management in the
DTDC in Nigeria. Masters disertation in Engineering Management, University of
Johannesburg, South Africa. 2014.
8. Research Methodology : C. R. Kothari
▪ Websites

� www.google.com

77
 ANNEXURE
1 Your organization considers Training as a part of organizational strategy. Do
you agree with this statement?

Strongly Agree 22
Agree 36
Somewhat Agree 24
Disagree 18

2 What kind of Training methods do you prefer?

On the Job Methods 44

Off the Job Methods 24

Both 32

3 Does the Induction Training is a well planned exercise in the organization?

Strongly Agree 42

Agree 26

Disagree 32

78
 3. What kind of Training methods does the organization provide to train
the employees?
On the Job Training Methods 16

Off the Job Training Methods 24

Audio Visuals 32

Lectures 18

All the above 10

4 Does Training helps to improve employee - employer relationship?

Yes 65

No 35

5. How often the Training program are conducted in your organization?

Every Month 14

Every Quarter 22

Half Yearly 24

Once in a Year 40

79
 6. Does Training helps to increase the motivation level of employees?

Yes 60

No 40

7 Does Training enable employees more productive?

Yes 85

No 15

.8 Does the Training course include the special challenges faced by managers and

or officers?

Yes 60

No 40

80
9 Training program helped to increase the productivity of both quality and
quantity?

Strongly Agree 22
Agree 36
Disagree 24
Strongly Disagree 18

10 Does the Training program enable the employees to be accountable and

authoritative in making decision?

Yes 65

No 35

11 Does the developmental activity helps the management in identifying, analyzing,

forecasting and planning changes needed in company's HR area?

Yes 70

No 30

81