A

PROJECT REPORT
ON

LOGISTICAL SYSTEMS AT FORBES MARSHALL

A Summer Internship Project (SIP) done in

“Operations”
Submitted in partial fulfilment of the requirement for the award of degree of Master
of Management Studies (MMS) under the University of Mumbai
Submitted by

ANKIT SUNIL SONTAKKE

ROLL NO: 2020M080 PRN: 2020016402190784
BATCH: 2020-2022 ACADEMIC YEAR 2021-2022
Under the guidance of
Prof. Makrand Pole

Bharati Vidyapeeth’s
Institute of Management Studies & Research
Navi Mumbai
 Acknowledgement

First of all, I would like to take this opportunity to thank my college for having
projects as a part of the MMS Curriculum.

I wish to express my heartfelt gratitude to the following individuals who have

played a crucial role in the research for the project. Without their active
cooperation and preparation of this project could not have been completed
within the specified limit.

I am thankful to “Forbes Marshall” from where I got the relevant information

regarding my project. I am also thankful to Industry Mentor Mr. Richard
Alphons who provides us all the relevant information regarding my project.

The project I would like to acknowledge my guide Prof. Makrand Pole, of

Bharati Vidyapeeth Institute of Management Studies and Research, who
supported me throughout this project with utmost cooperation and patience. I am
very much thankful to you sir for sparing your precious and valuable time for me
and for helping in doing this project.

I am also thankful to the director ma’am Dr. ANJALI KALSE, who gave us an
opportunity to make this project in our final year.

Finally, to all my friends who helped me in making this project, I want to thank them
for all their help, support, interest and valuable hints.

Signature of the student

ANKIT SUNIL SONTAKKE

 Certificate

This is to certify that the Summer Internship Project (SIP) titled

“LOGISTICAL SYSTEMS AT FORBES MARSHALL” successfully done by
Mr. ANKIT SONTAKKE , ROLL NO 2020M080 BATCH 2020-2022,
Academic year 2021-2022 a student of Bharati Vidyapeeth’s Institute of
Management Studies and Research, submitted in partial fulfilment of Master of
Management Studies programme affiliated to the University of Mumbai from
25th Oct 2021 to 3rd March 2022 at Forbes Marshall.

Date:

---------------- -----------------

Prof. Makarand Pole Dr. Anjali Kalse

Project Guide
Director
BVIMSR
BVIMSR

Executive Summary
Logistics management is a subject of research that has been grabbing the
attention over the past of two decades. Efficient logistics management and online
transport service can lead to reduced operational costs, better delivery
performance and enhanced customer satisfaction levels, henceforth, making an
organisation more competitive in terms of quality, cost, flexibility and delivery.
With rising customer demand and the subsequent growth in global business, the
role of infrastructure support concerning to roads, rails, ports and warehouses
has become crucial for the success of the Indian economy. The bottom-up
approach of many logistics companies has introduced a culture of innovation in
the Industry and has produced over a hundred ideas so far, many of which have
been executed or are in development. These ideas incorporate an automated
purchase-order system, GPS technology, a box-on-demands system, warehouse
management system, drone technology and many others.
Due to globalization and digitalization, the demand for logistics has increased
more. Numerous multi-national companies are sourcing, manufacturing and
supplying on an international level, making their supply chains very intricate to
manage. However, outsourcing their logistics and transport operations to
professional logistics service providers has assisted the businesses to get tailored
logistical support while enabling them to focus on their core organizational
activities.
Globalization and increasing expanding global trade volume have forced the
nations to increase their logistics capacities. The logistics industry’s
development has facilitated manufacturing, distribution and marketing, offering
global competitive advantages to the country that invested in the sector.
Accurate and strategic planning of logistic companies in India has become a
significant tool for the country to get advantages in both costs and efficiency.

TABLE OF CONTENT

Contents
Acknowledgement........................................................................................................................................
Certificate ...................................................................................................................................................
Executive Summary......................................................................................................................................

Chapter 1- Introduction to the Topic: .....................................................................................................1

1.1 Introduction: ..................................................................................................................................1
1.2 Objective of Study: .......................................................................................................................2
1.3 Scope of Study: .............................................................................................................................4
1.4 Relevance of Logistics International Marketing: ..........................................................................5
1.4 Review of Literature: ........................................................................................................................6

Chapter 2- Introduction to Logistic Management: ..................................................................................8

2.1 Introduction: ..................................................................................................................................8
2.2 Origin and Definition of Logistics: ...............................................................................................9
2.3 Objective of Logistics Management: ............................................................................................9
2.4 Logistics Management Function: ................................................................................................12
2.5 Prospects of Growth in the Industry: .......................................................................................... 14
Chapter 3- Introduction to the Company: .............................................................................................16
3.1 Introduction .................................................................................................................................16
3.2 Vision and Values: ......................................................................................................................17
3.3 Services .......................................................................................................................................20
3.4 Description of Operation Processes: ...........................................................................................24
3.5 Forbes Marshall COVID Responses: ..........................................................................................27

Chapter 4- Research Methodology: ......................................................................................................30

4.1 Research Problem- ......................................................................................................................30
4.2 Research Design: ........................................................................................................................ 30

4.3 Data Collection Tools- ................................................................................................................32

Chapter 5- Data Analysis and Interpretation: .......................................................................................38
Chapter 6- Conclusion and Suggestions:
..............................................................................................................................................................40
6.1 Findings: ......................................................................................................................................42
6.2 Suggestions: ................................................................................................................................42
6.3 Limitations: .................................................................................................................................43
6.4 Conclusion: .................................................................................................................................. 44
Chapter 7- Learning Experience from the Project: ...............................................................................45
References: .......................................................................................................................................... 1
 Chapter 1- Introduction to the Topic:

1.1 Introduction:

Fierce competition in today’s market has forced business enterprises to invest in

and focus on supply chains. The growth of transportation and
telecommunication technologies has led to further growth of supply chain. The
supply chain, also known as the logistics network, consists of suppliers,
manufacturer centres, warehouses, distribution centres and retail outlets, as well
as raw materials, workin-process inventory and finished products that flow
between the facilities.

The logistics industry is considered a crucial sector to boost international trade

as a consequence of digitalization and globalization. The logistics and freight
industry is evolving rapidly and regarded as the backbones of the economy in
India as it ensures quick, efficient and economical transport of goods across
India and many commercial sectors rely on it. The innovative and advanced
technologies have provided increased efficiency and extra combined operating
models in the logistics industry in India.

Logistics is recognized as a key differentiating factor affecting trade

performance. Studies also substantiate positive association between trade
openness and logistics performance. There are different ways agencies and
countries have attempted to assess the logistics performance. Some emphasize
on cost of logistics as the percentage of GDP, while some consider freight per
ton. In any case, the need is to ensure optimization of logistics cost that varies
across different sectors.

1.2 Objective of Study:

 The primary objective of the study is to measure delivery of consignments
ontime in a supply chain effectively and efficiently to extend the desired level
of customer service.

Inventory
reduction

Minimum product
Quick response
damage
Objectives

Reliable and
consistent deivery Freight economy
performance

➢ To improve quick response: This is related to the capability of a firm to extend

the service to the customer in the shortest time frame. Use of advanced
technologies in Information communication and processing will enhance the
decision making capability in terms of accuracy and time. It will enable the
enterprise to be flexible enough to fulfil the customer requirements. At Forbes
Marshall, the team delivers smaller shipments at the point of consumption or
production. This will also maintain time management.

➢ To observe Freight economy- Freight is the major cost element in logistics cost.
At Forbes Marshall, this can be reduced by adopting measures such as freight
consolidation, transport mode selection, route planning, load utilizing and long
distance shipments.

➢ To study reliable and consistent delivery performance- On time delivery is

crucial to the customer to maintain production schedule. This area of operation
is subject to variance. The other objectives of logistics management should be
consistency in delivery performance; this will help build customer confidence
 for keeping long term relationship. Forbes Marshall believes in 90% on time
delivery, however due to pandemic it needed to be compromised but gradually
it comes up to the mark in June and July 2021.

➢ To study Inventory Reduction- Inventory is the biggest culprit in adversely

affecting the objectives of logistics management at the bottom lie of an
enterprise. Traditionally, firms have carried an excess of inventory for the
purpose of extending excellent customer service. However, inventory as an
asset requires investment to possess it. The funds invested are blocked and
cannot be used for any productive purpose. Hence, the price objective goal can
be managed through small, but frequent supplies. A higher transportation cost
will be much lower than the inventor carrying cost resulting in better margins.
Forbes Marshall appointed specific transporter to carry the consignments to
depots to control the cost and other variable expenses.

➢ Minimum product damages- Product Damages add to the logistics cost. The
reason for product damages is improper logistical packaging, frequent
consignment handling the absence of load utilizing, and so on.
Forbes Marshall uses of mechanical material handling equipment eg. Forklift,
Mobile application for handling the material etc., load utilization and proper
logistical packaging to reduce the product damage and fulfil the objectives of
logistical management

1.3 Scope of Study:

Logistics and supply chain is considered as the backbone of the economy as it

make sure efficient and economical flow of goods and other commercial sectors
are dependent on it. Logistics is one of the most important basic industries for
any economic growth. Today each and every organization stands at a forefront
because of their effective and efficient supply chain network. It includes the
management of the flow of products from the place of origin to the place of
consumption. This industry has several integrated processes like material
handling, warehousing, and packaging, transportation, shipping security,
inventory management, supply chain management, procurement and customs
service. The generation today is completely depend on internet, preferring
everything to be delivered at their doorstep with minimum time, that is now
possible because of Logistics Operations today.
Logistics Industry in India is growing rapidly. It is a vast field with enormous
opportunities for talented and energetic future managers in India as well as
abroad. The scope of Logistics and supply chain management is flourishing
everyday as the number of Retail and FMCG companies are increasing in India.
It is also increasing due to rise in supply chain spending faster than the overall
economy and company management recognizing the importance of Supply
Chain Management (SCM).

Efficient adoption of digitalization and paradigm shift from retail purchases to

ecommerce websites has put enormous pressure on the logistics industry. The
supply chain management has to be stronger than ever to meet the rising
expectations of the millennial consumer- lower cost, zero defects and faster
delivery. Flexibility, transparency and traceability in shipments and varying lot
sizes are other challenges being faced by the industry. With delivery options
like normal, next day and same day openly available in customers, it has
become imperative for companies to change their strategies and collaborate
efficiently.

Outsourcing logistics activities to experienced logistics service providers (LSP),

also known as third-party logistics (3PL), will facilitate companies getting
efficient and customized logistical support while concentrating on the core
competencies. Today, there are many large multi-national LSPs that offer
complete supply chain solutions across globe. Apart from core logistics
activities such as transportation and warehousing, LSPs also offer value added
services such as customs clearance, freight forwarding, import/export
management, inventory management, assembly/installation, packaging and
labelling, distribution, after sales support, reverse logistics, etc.

The logistics firms are moving from a traditional set-up to IT integrated

operations to reduce the incurring costs and meeting the service demands. The
growth of the Indian Logistic sector also depends much on its soft infrastructure
like education, training and policy framework as much as the hard
infrastructure. To support India’s fast-paced economy growth logistics industry
is very essential. In addition, companies having manufacturing and distribution
operations needs trained professionals in Logistics. In short, nearly every size
and type of organization requires motivated, well-groomed individuals to
become their supply chain leaders of the future.

1.4 Review of Literature:

Advanced information system as well as fourth-party logistics are functions of
logistics services. As Bowersox & Closs (1996) acknowledges that, in recent
years the functions of logistics services have expanded from marketing and
manufacture to warehousing, transportation activities, purchasing, distribution,
inventory management, packaging and customer services, which summarized
the logistics services integrated. Apart from the abundant service functions, the
relationship between clients and logistics service providers evolved from tactic
solution of cost reduction to strategic alliance (Chapman al., 2003; Langley et
al., 2005)

According to Gronroos (2000), the competition nowadays is focused more on

the basis of services not on the basis of physical products. As the cost and
efficiency of logistics services grow to have greater impact on economic
activities, outsourcing the services to another independent company becomes a
popular choice. Third and fourth party logistics providers are businesses of
which offering that kind of help. Since third party logistics is a more familiar
concept, the review would start by introducing it first.

Even though the concept of transport logistics has a long history, the first
recorded mention of the term was in 1977, when Mandy et al. (1977) researched
evaluation by business executives of courses offered in a large transportation/
logistics curriculum. Further scientific research brought the publication of the
transportation logistics for spent-fuel storage and disposal by Andrews et al.
(1978). Research by Lai et al. (2002) is the largest node on the co-citation
network which points to the importance of this publication for the transport
logistics field.
The authors researched measures of supply chain performance in a transport
logistics setting and constructed a measuring instrument for effectiveness and
efficiency of transport logistics shippers, service providers and consignees.

The paper by Lai et al. (2002), related to measures for evaluating supply chain
performance in transport logistics, is the only work found on WoS that defines
transport logistics and its meaning in the supply chain to a certain extent. It does
not however give a definition of transport logistics as such and does not
describe its activities.
Chapter 2- Introduction to Logistic Management:

2.1 Introduction:

Logistics management is the part of the supply chain which plans, implements
and controls the efficient, effective, forward and backward i.e reverse flow and
storage of goods, services and information between the point of origin and the
point of consumption in order to meet customer’s requirements rather to the
customers’ delight. A professional working in the field of logistics management
is called a logistician.

Logistics, as a business concept, evolved only in the 1950s. This was mainly
due to the increasing complexity of supplying one’s business with materials,
and shipping our products in an increasingly globalized supply chain, calling for
experts in the field who are called Supply Chain Logisticians. This can be
defined as having the right item in the right quantity at the right time at the right
place for the right price and to the right target customers (consumers) and it is
the science of process having its presence in all sectors of the industry.

The logistics management takes into consideration every facility that has an
impact on cost. It plays an important role in making the product conform to
customer requirements. Also it involves efficient integration of suppliers,
manufacturers, warehouses and stores and encompasses the firms’ activities at
many levels, from the strategic level through the tactical to the operational level.

The goal of logistics work is to manage the fruition of project life cycle, supply
chains and resultant efficiencies. Logistics is concerned with transmitting
(getting) the products and services where they are needed or when they are
desired. It is difficult to accomplish any marketing or manufacturing without
logistical support. It involves the integration of information, transportation,
inventory, warehousing, material handling, and packaging. The operating
responsibility of logistics is the geographical repositioning of raw materials,
work in process, and finished inventories where required at the lowest cost
possible.

2.2 Origin and Definition of Logistics:

The term “logistics” originates from the ancient Greek “λΌϒος” (“logos”—
“ratio, word, calculation, reason, speech, oration”). Logistics is considered to
have originated in the military’s need to supply themselves with arms,
ammunition and rations as they moved from their base to a forward position. In
ancient Greek, Roman and Byzantine empires, there were military officers with
the title ‘Logistikas’ who were responsible for financial management and
distribution of supplies.

The Oxford English dictionary defines logistics as: “The branch of military
science having to do with the procuring, maintaining and transporting material,
personnel and facilities”.

The American Council of Logistics Management defines logistics as “the

process of planning, implementing and controlling the efficient and effective
flow, and storage of goods, services and related information from the point of
origin to the point of consumption for the purpose of confirming to customer
requirements.”

2.3 Objective of Logistics Management:

The primary objective of logistics management is to effectively and efficiently

move the supply chain so as to extend the desired level of customer service at
the least cost. Thus, logistics management starts with ascertaining customers’
needs till there fulfilment through product supplies. However, there is some
definite objective to be achieved through a proper logistics system. These can be
described as follows:

A. Improving Customer service:

An important objective of all marketing efforts, including the physical
distribution activities, is to improve the customer service. An efficient
management of physical distribution can help in improving the level of
customer service by developing an effective system of warehousing, quick and
economic transportation, and maintaining optimum level of inventory.

B. Rapid Response:
Rapid response is concerned with a firm’s ability to satisfy customer service
requirements in a timely manner. Information technology has increased the
capability to postpone logistical operations to the latest possible time and then
accomplish rapid delivery of required inventory.

C. Reduce total distribution costs:

The cost of physical distribution consists of various elements such as
transportation, warehousing and inventory maintenance, and any reduction in
the cost of one element may result in an increase in the cost of the other
elements. Thus, the objective of the firm should be to reduce the total cost of
distribution and not just the cost incurred on any one element.

D. Generating additional sales:

A firm can attract additional customers by offering better services at lowest
prices. For example, by decentralizing its warehousing operations or by using
economic and efficient modes of transportation, a firm can achieve larger
market share. Also by avoiding the out-of-stock situation, the loss of loyal
customers can be arrested.

E. Creating time and place utilities:

The products are physically moved from the place of their origin to the place
where they are required for consumption; they do not serve any purpose to the
users. Similarly, the products have to be made available at the time they are
needed for consumption.

F. Price stabilization:
It can be achieved by regulating the flow of the products to the market through a
judicious use of available transport facilities and compatible warehouse
operations. By stocking the raw material during the period of excess supply and
Made available during the periods of short supply, the prices can be stabilized.

G. Quality improvement:
The long-term objective of the logistical system is to seek continuous quality
improvement. Total quality management (TQM) has become a major
commitment throughout all facets of industry. If a product becomes defective or
if service promises are not kept, little, if any, value is added by the logistics.
Logistical costs, once expended, cannot be reserved.

H. Movement consolidation:
Consolidation one of the most significant logistical costs is transportation.
Transportation cost is directly related to the type of product, size of shipment,
and distance. Many Logistical systems that feature premium service depend on
highspeed, small shipment transportation. Premium transportation is typically
highcost. To reduce transportation cost. It is desirable to achieve movement
consolidation.

2.4 Logistics Management Function:

Logistics is the process of movement of goods across the supply chain of the
company. This process is consisting of various functions, which have to be
properly managed to bring effectiveness efficiency in the supply chain of
organization. The major logistical functions are shown in figure.

1. Order processing:
The starting point of physical distribution activities is the processing of
customers’ orders. In order to provide quicker customer service, the orders
received from customers should be processed within the least possible time.
Order processing includes receiving the order, recording the order, filling the
order, and assembling all such orders for transportation, etc. the company and
the customers benefit when these steps are carried quickly and accurately. The
error committed at this stage at times can prove to be very costly.

Order processing activity consist of the following

➢ Order checking in any deviations in agreed or negotiation terms

➢ Prices, payment and delivery terms
➢ Checking the availability in of material stocks
➢ Production and material scheduling for storage ➢ Acknowledge the
order, indicating deviation.

2. Warehousing:

Warehousing refers to the starting and assorting products in order to create time
utility. The basic purpose of the warehousing activity is to arrange placement of
goods, provide storage facility to store them, consolidate them with other
similar products, divide them into smaller quantities and build up assortment of
products. Generally, larger the number of warehouses a firm has the lesser
would be the time taken in serving customers at different locations, but greater
would be the cost of warehousing. Thus, the firm has to strike a balance
between the cost of warehousing and the level of customer service.

Major decision in warehousing is as follows:

➢ Location of warehousing facility

➢ Number of warehousing
➢ Size of warehouse
➢ Design of the building
➢ Ownership of the warehouse

3. Inventory Management:

Linked to warehousing decisions are the inventory decisions which hold the key
to success of physical distribution especially where the inventory costs may be
as high 15 as 30-40 percent (e.g., steel and automobiles). No wonder, therefore,
that the new concept of Just-in-Time-Inventory decision is increasingly
becoming popular with a number of companies. The decision regarding level of
inventory involves estimate of demand for the product. A correct estimate of the
demand helps to hold proper inventory level and control the inventory costs.
This is not only helps the firms in terms of the cost of inventory and supply to
customers in time but also to maintain production at a consistent level. The
major factors determining the inventory levels are: the firm’s policy regarding
the customer service level. Degree of accuracy of the sales forecasts,
Responsiveness of the distribution system i.e., ability of the system to transmit
inventory needs to the factory and get the products in the market. The cost
inventory consists of holding cost (such as the cost of warehousing, tied up
capital and obsolescence) and replenishment cost (including the manufacturing
cost).

4. Transportation:

Transportation seeks to move goods from points of production and sale to points
of consumption in the quantities required at times needed and at a reasonable
cost. The transportation system adds time and place utilities to the goods
handled and thus, increase their economic value. To achieve these goals,
transportation facilities must be adequate, regular, dependable and equitable in
terms of cost and benefits of the facilities and service provided.

5. Information:

The physical distribution managers continuously need up-to-date information

about inventory, transportation and warehousing. For example, in respect of
inventory, information about present stock position at each location, future
commitment and replenishment capabilities are constantly required. Similarly,
before choosing a 16 carrier, information about the availability of various
modes of transport, their costs, services and suitability for a particular product is
needed. About warehousing, information with respect to space utilization, work
schedules, unit load performance, etc. is required.

6. Facilities:

The Facilities logistics element is composed of a variety of planning activities,

all of which are directed toward ensuring that all required permanent or
semipermanent operating and support facilities (for example- training, field and
depot maintenance, storage, operational, and testing) are available concurrently
with system fielding.

2.5 Prospects of Growth in the Industry:

In years gone by, the traditional warehousing and logistics facility was located
by railroad tracks, a water port, and/or freeways, usually in the least desirable
parts of cities or large towns. This stereotype then faded as gigantic, state-ofthe-
art facilities began to sprout in more rural areas on the outskirts of transportation
and population hubs. The World started beginning to see such facilities showing
up in even less “traditional” areas. Modern warehouses now are being located in
carefully manicured industrial parks that are sprouting as fast as the corn and
wheat once did in these open space-often in out-of-the-way places. Why the
emphasis on such locations for logistics companies?

Much of it is due to the great flex that the logistics industry has been undergoing
in the first three years of the 21st century. Most of these changes are being
driven by a growing trend in the manufacturing and retail sectors to form
partnerships with companies to which they can outsource non-core logistics
competencies3PL providers.

In turn, 3PL providers are continually looking to provide innovative supply

chain solutions to customers by focusing on value-added capabilities,
differentiating themselves from the competition. They focus on key objectives,
such as implementing information technologies, instituting effective
management processes, integrating services and technologies globally, and
delivering comprehensive solutions that create value for 3PL users and their
supply chains. This need to partner with customers and become more integrated
into their supply chain processes has created the ancillary need to locate close to
these customers.
That isn’t to say the need for easy access to transportation hubs and different
modes of transportation won’t continue to be important. But the above shift in
business strategy, along with the advances in technology and enhanced
communication, has opened the door for logistics facilities to operate
effortlessly in a myriad of locations.

To be a logistics winner in the coming years organizations need to use the

downturn to reshape for growth, propelled by an unshakable conviction that the
mission is still important, that more prosperous times lie ahead, and that in some
way the company infrastructure is helping to build a better kind of world.

Logistics is inevitable in the future and essentially the management policy also
has a significant role in the future of world. Generally the study is being
featured with all aspects of management in Logistics and Freight areas.
(Logistics include Transportation, Warehousing, Network Design, Cross
Docking, and Value Adding)

Chapter 3- Introduction to the Company:

3.1 Introduction

Forbes Marshall is a leading multinational engineering company, specializing in

steam engineering and control instrumentation. Presently, the company
manufactures steam engineering and control instrumentation products.

Forbes Marshall is a leader in process efficiency and energy conservation for

process industry. Their long and deep customer relationships have enabled
develop products and services that help save energy, improve process quality
and throughout, and run a clean and safe factory.

FORBES MARSHALL
 Type Private Limited

Industry Steam engineering and Control

instrumentation
Founder J. N. Marshall, Darius Forbes

Headquarters Pune, Maharashtra, India

Key People Farhad Forbes (Co- Chairman),

Kekoo Vacha (Director Sales), Datta
Kuvalekar (CTO), Bobby Kuriakose
(Director HR)
Products Boilers and Boiler Efficiency
Systems, Steam Systems, Process
Analysers, Distributed Control
Systems (DCS), Compressed Air
Efficiency Products, Emission
Monitoring Products, Control
Valves, Flowmeters, Vibration
Monitoring Systems, Automation
Services Energy Audits, Plant Asset
Management, Compressed Air
Audits, Vibration Consultancy
Services, Design Consultancy
Subsidiaries Codel International, UK

Website www.forbesmarshall.com

HISTORY OF FORBES MARSHALL:

Forbes Marshall finds its origin in a trading company set up by J N Marshall in

1926 to supply textile accessories to textile industry in Ahmedabad, Gujarat,
India. The first factory for the manufacture of steam products was set up in
Kasarwadi, Pune in 1958. Forbes Marshall started distribution of steam
engineering products in 1946. In 1962, the company entered the control
instrumentation business.

In the 1980s, the company established into two joint ventures – Forbes Marshall
Arca, in partnership with Arca Regler, Germany and Krohne Marshall, a joint
venture with Krohne Messtechnik, Germany.
 In 2006, Krohne Marshall set up Asia’s largest flowmeter calibration facility.

In the early 2000s Forbes Marshall entered into a joint venture company for
manufacture of biomass boilers was formed with Vyncke, Belgium in 2009. The
company set up a new manufacturing plant at Chakan, Pune in 2013.

3.2 Vision and Values:

Energising Businesses and Communities Worldwide

Forbes Marshall is a leading provider of energy and process automation
solutions worldwide through innovative and differentiated offerings. Their
distinctive sales approach delivers customer benefits. They have always taken
pride in the way they offer solutions, exceeding customer expectations on
quality and delivery. Over the decades, they have built a great place to work,
one that thrives on diversity and benefits communities around the areas they
operate in.

Their core values of Integrity, Family Spirit, Excellence and Good Citizenship
reflect their mission of energizing self, members of the company, customers and
communities.

MISSION:

Value delivery to customers is a core value at Forbes Marshall. They believe in

serving customers above and beyond their expectations. Their unique proactive
approach helps them better understand customer issues and work out long-term
solutions. They actively conduct customer satisfaction surveys and use the
feedback to continuously better processes, services and products.

3.3 Services
1. Energy Audits

Forbes Marshall’s audit approach to each industry and plant is different and
focuses on improving specific energy consumption benchmarks, delivering
generic savings or carrying out troubleshooting of the steam system to address
utility-related production bottlenecks. Their internet strengths of engineering
and project management enable them to deliver savings and their output is not
limited to a report.

Measures to improve benchmarks and deliver savings are typically categorised

into an energy triangle to enable plants to prioritise actions.

Offerings include audits of steam and condensate system, utilities, boiler house,
cost of steam, condensate recovery, steam trap, steam trap system management,
safety distribution, de-bottlenecks, compressed air, thermic fluid, water and
pinch analysis.

2. Design Consultancy:
Forbes Marshall utility design consultancy and project management services for
greenfield plants and expansions, focus on designing reliable, safe, energy
efficient and easy to operate and maintain utility systems for process industries.
Across industry segments, plants designed by us have been set up with the most
optimised Capex and are operating at the lowest Opex. Their project
management expertise enables them to deliver turnkey engineering by providing
their technical expertise during erection and commissioning.

Offerings include renewable energy mapping, feasibility studies (fuel

switchover, cogeneration), stress analysis, utility debottleneck studies, utility
network optimisation and as-built.

3. Steam Trap Dynamic Analysis and Optimization:

Saving energy is crucial for Industry. Continuous monitoring of steam traps
guarantees the performance of more than 95% efficiency and contributes
towards long term sustainable savings.

Design, Engineering and Supply of Steam Tracing System:

Enhancing the efficiency of heat transfer, contributes to maximising energy

conservation. FM technology helps customers install robust, compact, efficient,
innovative and maintainable friendly systems.

Efficient Recovery of Flash Steam and Condensate (Turnkey)

FM flash steam and condensate recovery systems are backed by reliable design
and are custom built o suit every specific need and can therefore effectively
contribute to energy conservation plans.

4. Steam Asset Management:

SA Total Approach to Steam System Performance

The Forbes Marshall approach is more than energy efficiency- sustained

performance of steam assets is a key enabler to efficiency, environment and
safety goals. As a Forbes Marshall customer, you will experience their total
team approach to supporting the customers’ goals for reliability, operational
effectiveness and risk management. In addition, to their energy efficiency and
improvement services, Forbes Marshall’s approach to sustained performance of
plant’s steam system performance is backed by decades of service and
innovation.

5. Vibration Consulting Services Agreement (VCSA):

A Consultancy Service Agreement (CSA) from Forbes Marshall is a customized
asset care service program designed to maximise the value of your investment
in asset condition monitoring technology. We will help ensure that your system
is properly maintained and is used to its full potential. Your service agreement
is designed to deliver.

• Proactive Problem Management – Focus efforts where needed.

• Actionable Information: ensuring the right people have the right

information in time to make the right decisions.
• Speed of Response and resolution: Value realized.
• Continuous Improvement: Solving new problems, achieving new
objectives.

6. Boiler Health Mapping:

The boiler is the heart of the process heating system in a plant. It is therefore
essential that the boiler runs safely at peak efficiency, meeting all the
environmental norms, with least downtime. To ensure this, and to get the best
out of your boiler system, the boiler must be operated correctly and maintained
regularly with periodic checks, adjustments and reports.
 Boiler health should be evaluated in a systematic and scientific manner. Forbes
Marshall’s boiler health mapping service evaluated performance on safety,
efficiency and environment and offers recommendations to get the best out of
the system with the ideal operation and maintenance practices.

Benefits:

❖ Improvement in boiler uptime in terms of efficiency, safety, environment,

operation and maintenance.
❖ Proactive support by Forbes Marshall engineers to keep the boiler up and
running 24*7.
❖ Recommendation of good maintenance practices and competency
enhancement.
❖ Bench marking performance with respect to the best in industry. ❖
Solutions for modernisation and upgrade.

Chapter 4- Research Methodology:

4.1 Research Problem-

The need for the study was to assess the effectiveness of Logistics Management
in Forbes Marshall, compared with other organisation in the same industry. The
organisation also needs relevant data as to how it can improve its management
policies in order to gain future market share. Also, what changes can be made to
increase the effectiveness of the firm.

4.2 Research Design:

The type of research is analytical. Data regarding the division of logistics

management such as Freight, Warehousing, Crossdocking, Network Design, etc.
in which Forbes Marshall are at present in business were collected. The
 indicators selected are ease of service, client handling, customer service,
website information, employee efficiency in general.

4.3 Data Collection Tools-

The type of data used is both primary and secondary data. For Primary data, the
source was the company itself. Data related to the transporters was provided and
a dashboard was prepared with the help of those data. For secondary data, the
information was collected through books of Logistics Management for literature
reference, Internet Web Portals, Websites of firm, Company Brochures.

The data from the dashboard was prepared with the help of Microsoft Excel
functions and interpreted accordingly.

Chapter 5- Data Analysis and Interpretation:

Data has been analysed from invoice analysis provided by Forbes Marshall
system. The columns used for data analysis are as below:
Branch
Cust Code
Delivery No
Invoice No
Invoice Date
Gatepass No
Gatepass Out Date
LR No
LR Date
Transporters Name
Vehicle No
State
Invoice Amount
POD Date
Days Taken
TAT
TAT Difference
SLA
Freight Terms
Market Vertical
Segment 1

DATA VALIDATION:
Data validation is applied so that no one can make unnecessary changes to an
system and the information remains intact.

Allocating Access:
Bulk Mail Function:
This is an mail mergo function In which we can send upto 1000 mails at a time
with personalized template which helps in reduce time and effort without
making any error

Import Range Function:

Import range function as ability to took data from any sheet and make it automate
itself. This feature helps to make tasks more automate without manually filling data
VLOOKUP:
 Chapter 6- Conclusion and Suggestions:

6.1 Findings:
 1. Manual Filling of data, analysing and creating manual dashboard.
2. The gatepass count was high in the month of June and was having a
upward moving curve.
3. Most of the freight and invoices was domestic deliveries.
4. More shipments were done by TCI express for all months.
5. The on-time delivery ranks TCI Express on the top.
6. Gujarat is the top state where most of the Forbes Marshall shipments
takes place.
7. Krohne stands ahead of ARCA with respect to both Gatepass and Freight.
8. Inconsistency in updating MIS report from transporters.
9. Sometimes transport does not follow the billing process.
10. Billing Data like bill number, bill date, cheque number and cheque date
can be added in Invoice analysis file.
11. Some data points are missing from master data like TAT, TAT
Differences, SLA and Days taken to reach the customer.
12. Operation with other logistical providers should be given more preference
to achieve cost effectiveness.

6.2 Conclusion:

The universe every day is witnessing unimaginable growth in majority of the

industries. The logistics and freight is one such industry that is rapidly growing.
Worldwide logistics is distinguished by fast technological advances and is
 growing rapidly than most other industries over the past years. With stiff
competition around, the company is likely to reduce the profitability. But with
proper management of operations and by proper customer desired services, and
also effectively utilizing its alliances it can maintain and improve the
performance and Joint operational ventures for developing the customized
services for its steady growth. The organisation has enormous opportunities to
grow beyond the expectations.

Forbes Marshall has come a long way from being just a steam engineering and
control instrumentation industry. It is now the leader in energy conservation and
process efficiency. The present scenario and the future of the organisation with
regard to the management are satisfactory. The organisation can increase the
market share by improving with more state of art technology. More importance
is to be given for HR development by having a separate department for it. With
the development of such a department, several favourable impacts such as
increase in output per employee, increased loyalty, team spirit, etc. can be
generated.

As far as Forbes Marshall logistics is concerned, it can be stated that through its
excellent service and aggressive logistics service, organisation has shown a
noticeable increase in the market share. However, there are some areas where
the company is not the top-most position but it can certainly gear up in the near
future and is committed to acquire that spot. On implementation of the above
recommendations, the management can lead Forbes Marshall to the top most
position when bench marked in the coming years.

6.3 Limitations:

1. Transportation requirements are represented by a single average size

shipment.
2. The nature of logistical network design is not a short term planning
problem. When facility decisions are involved, the planning horizon extends
 across several years and must accommodate a range of different annual sales
projections.
3. Actual shipment and order sizes will vary substantially around an
average.
4. A realistic approach to planning must incorporate a range of shipment
sizes supported by alternative logistical methods to satisfy customer service
requirement. In actual operations, alternative modes of transportation are
employed, as necessary, to upgrade the speed of delivery.
5. As most of the data collected is provided by the company, it is not
actually the whole data so predicting something on the basis of the given
might be difficult.

6.4 Suggestion:

❖ IT Team can be Data Points to make customized/automated dashboard,

FM personnel just have to feed the data as an when needed.
❖ Data points can be added to master invoice analysis to ease up analysis.
❖ Reminder should be given to transporter twice in a week to update MIS
and upload the same to Forbes Marshall system.
❖ Billing Process flow has been suggested with timelines.
❖ Data Points like Days Taken, TAT Differences and SLA can be added in
Invoice Analysis using below excel formulas:
Days taken: =NETWORKDAYS.INTL(Start date, End Date,I(weekends
i.e Saturday, Sunday),0(Holidays))
TAT Difference: =Difference between days taken and TAT
SLA: =WORKDAY.INTL(Start Date, TAT,I(weekends i.e Saturday,
Sunday),0(Holidays))
❖ Electronic Proof of delivery system can be introduced.

❖ Decision making is quite effective and can be followed for future

operations.
❖ The activities can be reviewed daily or weekly and essential changes
should be made.
❖ Operations with other logistical providers need to be enhanced further for
operational effectiveness.
Client handling and service need to be followed in the same way and can be
further enhanced with more support.
 Chapter 7- Learning Experience from the Project:

Forbes Marshall gave me the exposure of understanding how to manage the

logistical activities. It also helped me to understand the effective way of
communication with the transporters. It helped me to learn the best way to
communicate with the people properly.

Forbes Marshall is a big group, understanding their logistic management was

insightful and knowledgeable. The range of products and services they have is
tremendous. Proper logistical flow is so important for the smooth functioning of
the organisation. In order to maintain consumer loyalty, each logistical concept
should be considered equally and should be maintained efficiently.
We were introduced to the project in few hours of onboarding and asked to
make dashboards. The dashboard is then presented to company directors and
vendor CEOs for decision making and to analyse current performance. We were
introduced to the IT team, Vendors and internal team. We learned a lot from
each team especially during the weekly meetings. We got to know the problems
relating to the logistics activities and the methods that can be implemented to
solve them. It also taught the steps that can be taken to avoid damage to the
firm.

The project helped me to use the theoretical knowledge and taught me how to
use them practically. It also taught me the concepts that are way more beneficial
for the organisations.

It was a great experience and pleasure working with Richard and the Team of
Forbes Marshall.

We wish them all the best

 References:

Bibliography
Christopher, M. (n.d.). Logistic and Supply Chain Management: Creating Value- Adding Networks.

Closs, D. B. (2000 Edition). Logistic Management. Tata McGrow.

Closs, D. J. (2007). Logstics management . Tata McGraw- Hill Publication .

Edward J.Bardi, C. L. (7th Edition). The Management of Business Logistic. et, V.

(2014). Business Line.

Indian Logistics industry. Cushman and Wakefield (2008).

Skill Gap in Indian Logistics Sector. CII And KPMG. (2007)

Sople, V. V. (2007). Logiistics Management. Pearson Publication pp2 to 13. Trade

Logistics in Global Economy. World bank (2007)

Websites-

a) https://www.forbesmarshall.com/India
b) https://en.wikipedia.org/wiki/Forbes_Marshall
c) https://uh.edu/~lcr3600/simulation/logistics.html
d) https://www.logisticsmgmt.com