A

PROJECT REPORT
ON

“Ecom express”

Submitted To
Rashtrasant Tukadoji Maharaj,Nagpur University in Partial Fulfillment
of Degree of Masters of Business Administration for the

Academic Year 2023-2024

Specialization: Operation Management

Submitted By
Suraj Bhaiyaji Gulghane

Guided By

Prf. Dr. Janvi Rathi

=====================2023-2024=======================

WAINGANGA COLLEGE OF ENGINEERING & MANAGEMENT, WARDHA

ROAD, NAGPUR.
 CERTIFICATE

I hereby certify that this Project Report entitled “ Logistics Management” submitted By Mr. Suraj
Bhaiyaji Gulghane to Rashtrasant Tukdoji Maharaj Nagpur University, Nagpur for the award of
the Degree of Master of Business Administration is abonfide and original research work carried
out under my guidance and supervision. It is piece of research of a sufficiently high standard to
warrant its submission to the University for the Award of the said degree.

No part of the thesis has been submitted for any Degree or Diploma, or publishedin any other
form.

The assistance and the help rendered to the researcher during the course of hisinvestigation in
the formof basic source material and information have been dulyacknowledged

Dr.Janvi Rathi

Project Guide
WCEM Dr.Bharat Chede

Director
WCEM
 DECLARATION

I Suraj Bhaiyaji Gulghane here by declares that the project report entitle “Logistics Management”
has been submitted by me in partial fulfillment of the requirement for awarding degree in Master
of Business Administration from Nagpur University

I solemnly declare that this report is a result of research work undertaken by me. It is my
original work and has not been published anywhere nor has been submitted to any
university/institute for the award of any degree before this.

Place: Nagpur

Date: Suraj Gulghane

 ACKNOWLEDGEMENT

I wish to express my heartfelt gratitude to the all the people who have played a crucial
role in the research for this project, without their active cooperation the preparation of this
project could not have been completed withinthe specified time limit. Wainganga College of
Engineering & Management & Studies for motivating me to complete this project with complete
focus and attention.

I am thankful to our respected Head of Department DR. JANVI RATHI for motivating me to
complete this project with complete focus and attention.

I am also thankful to all Supervisor who supported me throughout this project with utmost
cooperation and patience and for helping mein doing this project. I take this opportunity to thank
my parents and my family members who have always been a motivating spirit behind my work
and have supported me all through out.

I would also like to thank all my friends and my seniors for their priceless contribution and
kind help without which I couldn’t have completed my project work.

Place:Nagpur
Date: Suraj Gulghane
 INDEX

Sr.No. No. of Chapter Page No.

1 Introduction

2 Company Profile

3 Objective of study

4 Review of Literature

5 Research Methodology

6 Data analysis & Interpretation

7 Conclusion

8 Suggestion

9 Bibliography

10 Annexure
 CHAPTER - 1

INTRODUCTION
 ABSTRACT

Warehouse management is all about efficiently managing inventory within a warehouse. It involves tasks like receiving,
storing, picking, packing, and shipping goods. The main goal is to improve operations, increase efficiency, and ensure
accurate inventory control.

In a nutshell, warehouse management focuses on optimizing processes, maximizing space utilization, and minimizing
errors. This includes using smart storage systems, leveraging technology for inventory tracking, and establishing
efficient workflows. Warehouse managers also need to consider factors like labor management, safety protocols, and
compliance with regulations.

By implementing effective warehouse management practices, companies can enhance order fulfillment, reduce costs,
improve customer satisfaction, and gain a competitive advantage. Warehouse management plays a vital role in the supply
chain, ensuring smooth inventory flow and timely delivery of products to customers.

Overall, warehouse management is a complex field that requires careful planning, coordination, and continuous
improvement to optimize warehouse operations and meet customer demands effectively.
 CHAPTER.1
INTRODUCTION
 INTRODUCTION

A warehouse management system (WMS) is a key part of the supply chain and primarily aims
to control the movement and storage of materials within a warehouse and process the associated
transactions, including shipping, receiving, put away and picking. The systems also direct and
optimize stock put away based on real-time information about the status of bin utilization.

A WMS monitors the progress of products through the warehouse. It involves the physical
warehouse infrastructure, tracking systems, and communication between product stations.
More precisely, warehouse management involves the receipt, storage and movement of goods,
(normally finished goods), to intermediate storage locations or to a final customer. In the multiechelon
model for distribution, there may be multiple levels of warehouses. This includes a
central warehouse, a regional warehouses (serviced by the central warehouse) and potentially
retail warehouses (serviced by the regional warehouses).

Warehouse management systems often utilize automatic identification and data capture such as
barcode scanners, mobile computers, wireless LANS potentially radio-frequency identification to
efficiently monitor the flow of products. Once data has been collected, there is either a batch
synchronization with, or a real-time wireless transmission to a central database. The database can
then provide useful reports about the status of goods in the warehouse.

Warehouse design and process design within the warehouse (e.g. wave picking) is also part of
warehouse management. Warehouse management is an aspect of logistics and supply chain
management.

* Part of firms logistics system that stores products at and between point of origin and point
of consumption.

* Term “Warehousing” is referred as transportation at zero miles per hour

* Warehousing provides time and place utility for raw materials, industrial goods, and
finished products, allowing firms to use customer service as a dynamic value-adding
competitive tool.

Warehouse Management System which caters the need of 3rd Party Logistics Provider
providing Warehousing and Distribution services to its customers. Provides real time Visibility
of information and goods from the time they arrive at the receiving dock and till the time the
goods leave from the shipping dock. Seamlessly integrated with other Supply Chain players like
Supplier, Customer, and Carrier in the form of web portal.
Warehouse inventory includes the products, raw materials, work-in-process goods and finished
goods that make up the inventory that is or will be for sale by a company.

Supply chain management is a cross-functional approach that includes managing the movement
of raw materials into an organization, certain aspects of the internal processing of materials into
finished goods, and the movement of finished goods out of the organization and toward the end
consumer.

As organizations strive to focus on core competencies and becoming more flexible,

they reduce their ownership of raw materials sources and distribution channels. These functions
are increasingly being outsourced to other firms that can perform the activities better or more
cost effectively. The effect is to increase the number of organizations involved in satisfying
customer demand, while reducing managerial control of daily logistics operations. Less control
and more supply chain partners led to the creation of the concept of supply chain management.
The purpose of supply chain management is to improve trust and collaboration among supply
chain partners, thus improving inventory visibility and the velocity of inventory movement
Main function of Warehouse Management are as follows:

1) Inventory management

2) Distribution management

3) Channel management

4) Payment management

5) Financial management

6) Supplier management
DEFINITION:

A simple definition of a warehouse is:

„A warehouse is a planned space for the storage and handling of goods and material. „In general,
warehouses are focal points for product and information flow between sources of supply and
beneficiaries. However, in humanitarian supply chains, warehouses vary greatly in terms of their
role and their characteristics.

Warehouse Management is the management of the flow of goods. It includes the movement
and storage of raw materials, work-in-process inventory, and finished goods from point of origin
to point of consumption. Interconnected or interlinked networks, channels and node businesses are
involved in the provision of products and services required by end customers in a supply chain.

Supply chain management has been defined as the "design, planning, execution, control, and
monitoring of supply chain activities with the objective of creating net value, building a
competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand
and measuring performance globally
THE ROLE OF THE WAREHOUSE IN THE LOGISTICS SYSTEM:

The warehouse is where the supply chain holds or stores goods.

* Functions of warehousing include:

1) Transportation consolidation

2) Product mixing

3) Docking

4) Service

5) Protection against contingencies

* PRINCIPLES OF WAREHOUSE LAYOUT DESIGN:

1) Use one store facilities

2) Move goods in a straight lines

3) Use efficient materials hanlding equipments

4) Use an effective storage plan

5)Use maximum height of the build

14
 OBJECTIVES OF EFFICIENT WAREHOUSE OPERATIONS

Provide timely customer service.

Keep track of items so they can be found readily & correctly.
Minimize the total physical effort & thus the cost of moving goods into & out
of storage.
Provide communication links with customers

WAREHOUSE ACTIVITIES

1) Receive goods
2) Identify the goods
3) Dispatch goods to storage
4) Hold goods
5) Pick goods
6) Marshal shipment
7) Dispatch shipment
8) Operate an information system
Receive goods

1) Accepts goods from Outside transportation or attached factory & accepts

responsibility
2) Check the goods against an order & the bill of loadin
3) Check the quantities
4) Check for damage & fill out damage reports if necessary
5) Inspect goods if require

14
14
 CHAPTER.2
COMPANYPROFILE

14
 COMPANY PROFILE

Ecom Express is a prominent logistics solutions provider in India, offering a wide range of services
tailored to the e-commerce industry. Established in 2012, the company has rapidly grown to become one of
the leading players in the Indian logistics market.

Headquartered in New Delhi, Ecom Express operates a vast network of delivery centers, warehouses, and
transportation facilities strategically located across the country. This extensive network enables them to
efficiently serve both urban and rural areas, reaching customers in even the most remote locations.

The core services provided by Ecom Express include last-mile delivery, fulfillment services, reverse
logistics, and warehousing solutions. They specialize in catering to the unique requirements of e-commerce
businesses, offering flexible and scalable solutions to meet the dynamic needs of online retail.

Ecom Express is known for its technological innovations and commitment to customer satisfaction. They
leverage advanced tracking systems, route optimization algorithms, and real-time analytics to ensure timely
and transparent delivery processes. Their customer-centric approach focuses on providing a seamless
experience for both businesses and end consumers.

In addition to their operational excellence, Ecom Express places a strong emphasis on sustainability and
social responsibility. They actively invest in environmentally friendly practices and community development
initiatives, aiming to minimize their environmental footprint and contribute positively to society.

Overall, Ecom Express continues to play a crucial role in the growth and success of the e-commerce
ecosystem in India, serving as a reliable partner for online retailers seeking efficient and reliable logistics
solutions.

14
History:
Ecom Express has a relatively short but impactful history, marked by rapid growth and innovation since its inception in
2012. Here's a detailed overview:

**2012 - Founding: ** Ecom Express was founded in 2012 by T.A. Krishnan, K. Satyanarayana, Manju Dhawan, and
Sanjeev Saxena in New Delhi, India. Recognizing the burgeoning e-commerce market in India and the need for efficient
logistics solutions tailored to online retail, they set out to establish a company dedicated to meeting these specific needs.

**2013-2015 - Early Growth: ** In its early years, Ecom Express focused on building its infrastructure and expanding
its operational footprint across India. The company established delivery centers, warehouses, and transportation
networks in key urban and rural areas, laying the foundation for its future growth.

**2016-2018 - Expansion and Partnerships: ** During this period, Ecom Express experienced significant expansion,
fueled by partnerships with major e-commerce players in India. Collaborations with companies such as Flipkart,
Amazon, and Snapdeal helped Ecom Express solidify its position as a leading logistics provider in the Indian market.
The company also invested in technology and automation to enhance efficiency and customer service.

**2019-2021 - Continued Growth and Diversification: ** Ecom Express continued to grow its business and diversify
its service offerings during this period. The company expanded its range of services to include fulfillment solutions,
reverse logistics, and warehousing services, catering to the evolving needs of e-commerce businesses. Additionally,
Ecom Express explored opportunities for international expansion and strategic partnerships to further strengthen its
position in the logistics industry.

**2022 and Beyond - Innovation and Sustainability: ** As of my last update in January 2022, Ecom Express remained
focused on innovation and sustainability. The company continued to invest in cutting-edge technology, such as AI-driven
route optimization and real-time tracking systems, to improve operational efficiency and customer experience.
Moreover, Ecom Express placed a strong emphasis on sustainability initiatives, striving to minimize its environmental
impact through eco-friendly practices and community development projects.

Throughout its history, Ecom Express has demonstrated a commitment to excellence, customer satisfaction, and
innovation, making it a key player in India's rapidly growing e-commerce ecosystem.

14
● Ajay Chitkara
Managing Director & Chief Executive

14
14
15
Centre of Excellence

Ecom Express has established several Centers of Excellence (CoEs) to drive innovation, excellence, and specialization
within its organization. These CoEs serve as hubs of expertise in various domains, allowing Ecom Express to stay at the
forefront of the logistics industry and deliver superior services to its customers. While specific details about each CoE may
vary, here are some common areas where Ecom Express has focused its centers:

1. **Technology and Innovation: ** Ecom Express has a dedicated CoE focused on technology and innovation. This center
spearheads the development and implementation of cutting-edge technologies, such as AI, machine learning, data analytics,
and automation, to enhance operational efficiency, optimize delivery routes, and improve overall customer experience.

2. **Last-Mile Delivery: ** Another essential CoE within Ecom Express is dedicated to last-mile delivery solutions. This
center focuses on optimizing the final leg of the delivery process, including route planning, delivery personnel
management, and customer interaction, to ensure timely and reliable deliveries to end customers.

3. **Fulfillment Services: ** Ecom Express offers fulfillment services to e-commerce businesses, and it likely has a CoE
dedicated to this area. This center would focus on warehouse management, inventory optimization, order processing, and
other aspects of the fulfillment process to streamline operations and meet the diverse needs of online retailers.

4. **Reverse Logistics: ** Reverse logistics, which involves managing product returns and exchanges, is another critical
area of focus for Ecom Express. A dedicated CoE likely handles reverse logistics processes, including return authorization,
product inspection, refurbishment, and disposition, to minimize costs and maximize efficiency.

5. **Data Analytics and Business Intelligence: ** Ecom Express recognizes the value of data in driving decision-making and
business strategy. Therefore, it likely has a CoE focused on data analytics and business intelligence. This center would be
responsible for collecting, analyzing, and deriving insights from data generated across the organization to inform strategic
initiatives and improve operational performance.

Overall, Ecom Express's Centers of Excellence play a crucial role in driving innovation, excellence, and specialization across
various aspects of its operations. By leveraging expertise in key domains, Ecom Express aims to maintain its position as a
leader in the logistics industry and continue delivering exceptional services to its customers.

15
Tata Consultancy Services building at Jamshedpur, India

TCS BPS

TCSBPS(BusinessProcessServices)isthethird-largestIndia-basedIToutsourcingcompany
(afterCapgemini).The BPS division had revenues of US$1.44 billion in FY 2012–13, which was 12.5%
of the total revenue of TCS. TCS BPS has more than 45,000 employees who serve over 225 million
customers across 11 countries. The rate of attrition in the BPS division during the financialyear 2012–
13 was 19.5%.The firm has also opened a business process outsourcing facility in the Philippines.

LifeSciencesandHealthcare

Since 2006 TCS signedmulti million contracts from american biopharma giants Pfizer,EliLillyetc for
providingclinical research-data management, biostatistics, and medical writing services. TCS also
providesservicestoeuropeanbiopharmagiantssuchasRoche,Novartisetcintheareasofclinical data
management,biostatistics, clinical programming, pharmacovigilance, andRWEsupport towards global
drug development efforts.

TataResearchDevelopmentandDesign Centre
Mainarticle:TataResearch Developmentand Design Centre

TCS established India's first software research centre, the Tata Research Development and Design
Centre,inPune,in1981.TRDDCundertakesresearchin softwareengineering, process
engineering,bioinformatics,andsystemsresearch. Researchers atTRDDC alsodevelopedMasterCraft
(now a suite of digitization and optimization tools), aModel-driven Development software that can
automaticallycreatecodesbasedonamodelofasoftware,andrewritethecodesbasedontheusers'

15
needs.TheresearchatTRDDChasalsoresultedinthedevelopmentofSujal,alow-costwaterpurifier, that can
be manufactured using locally available resources. TCS deployed thousands of these filters in the Indian
Ocean tsunami disaster of 2004 as part of its relief activities. This product has been marketed in India as
Tata Swach, a low-cost water purifier.

Innovationlabs

In 2007, TCS launched its co-innovation network, a network of innovation labs, start-up alliances,
universityresearch departments, and venture capitalists. In addition, TCS has 19 innovation labs based
inthreecountries.TCS'partnersincludeCollabnetandCassatt,andacademicinstitutionssuch as IITs,
Stanford, MIT, and Carnegie Mellon, and venturecapitalists like Sequoia and Kleiner Perkins.

15
 CHAPTER.3

LITERATUREREVIEW

15
 LITERATUREREVIEW
The theory and practice of reasoning in artificial intelligence has extensive documentation (Atkinson
and Bench-Capon (2007)). Researchers have worked in terms of: (i) development of axioms that give
sound and complete axiomazation for the logic of reasoning; (ii) the theoretical properties of the
algorithms used for qualitative temporal reasoning; (iii) what is relevant to a given problem of reasoning
(independence); (iv) and methods for qualitative reasoning. A study on axomatising causal reasoning is
credited to Halpern (2000). The author axomatised causal models defined in terms of a collection of
equations as defined by Pearl.

Axiomatisationsareprovided for three successivelymore general classes of causal models (i) the class of
recursive theories (those without feedback); (ii) the class of theories where the solutions to the equations
are unique; (iii) arbitrary theories (where the equations may not have solutions and, if they do, theyare
not necessarilyunique). It is shown that to reason about causalityin the most general third class, we must
extend the language used by Galles and Pearl. In addition, the complexity of the decision procedures is
characterised for all the languages and classes of models considered.

Theconcept ofreasoning in Artificial Intelligence has been discussed under somegeneral areas, which
include complexity of reasoning, reasoning about minimal belief, axiomatising, sampling algorithm,
conditional plausibility, efficient methods, logic and consistency, fuzzy description logics, backbone
fragility, diagnosis, independence, domain filtering, and fusion. The literature on complexity of
reasoning relates to spatial congruence and expressive description logics. Cristani (1999) introduces a
novel algebra for reasoning about spatial congruence, thus, showing that the satisfiability problem in the
spatial algebra MC-4 is NP-complete, and present a complete classification of tractability in the algebra,
based on the individuation of three maximal tractable sub classes, one containing the basic relations. The
work by Tobies (2000) studies the complexity of the combination of the description
logicsALCQandALCQIwithaterminologicalformalismbasedoncardinalityrestrictionson
concepts. These combination can naturally be embedded into C∧ 2, the two variable fragment of
predicate logic with counting quantifiers, which yields decidability in next time.

15
In another work, Cheng and Druzdzel (2000) develop an algorithm for evidential reasoning in large
Bayesian networks. An adaptive importance sampling algorithm, AISBN that shows promising
convergence rates even under extreme conditions is developed. It seems to outperform the existing
sampling algorithm consistently. This provides a better substitute to stochastic sampling algorithms that
have been observed to perform poorly in evidential reasoning with extremely unlikely evidence. The
concept of conditional plausibility is well treated in Halpern (2001).

Halpern defines a general notion of algebraic conditional plausibility measures. It is shown that algebraic
conditional plausibility measures can be represented using Bayesian networks. On the issue of efficiency
methods,

Renz and Nebel (2001) analyse the theoretical properties of qualitative spatial reasoning in the RCC8
framework. They demonstrate that the orthogonal combination of heuristic methods is successful in
solving almost all apparently hard instances in the phase transition region up to a certain size in
reasonable time.

In a paper, Rosati (1999) conceptualise the minimal belief and negation as failure (MBNF) in its
prepositional fragment as introduced by Lifschitz. The concept can be considered as a unifying
framework for several non-monotonic formalisms, including default logic, autoepistemic logic,
circumstription, epistemic queries and logic programming. The application of soft computing theory is
vast in the reasoning literature.

One of such studies was carried out by Straccia (2001) on reasoning within fuzzy description logics. The
paper presents a fuzzyextension of ALC, combining Zadeh’s fuzzylogic with a classical DL. The work
supports the idea of managing structured knowledge with appropriate syntax, semantics and properties
on constraint propagation calculus for reasoning in it. Singer et al. (2000) introduce the backbone
fragility and the local search cost peak.

The authors introduce a temporal model for reasoning on disjunctive metric constraints on intervalsand
time points in temporal contexts. This temporal model is composed of a labeled temporal algebra
anditsreasoningalgorithms.Thecomputationalcostofreasoningalgorithmsisexponentialin

15
accordancewiththeunderlyingproblemcomplexity, althoughsomeimprovementswere proposed.

On diagnosis, Console et al. (2003) extend the approach to deal with temporal information. They
introduce a notion of temporal decision tree, which is designed to make use of relevant information as
long as it is acquired, and they present an algorithm for compiling such trees from a model-based
reasoning system.

A noteworthystudythat considers independence was embarked upon by Lang et al. (2003). Two basic
forms of independence, namely, a syntactic one and a semantic one are treated. They also consider the
problem of forgetting, i.e. distilling from a knowledge base only the part that is relevant to the set of
queries constructed from a subset of the alphabet.

Still on the reasoning literature, Debruyne and Bessiere (2001) focuses on the local consistencies that
are stronger than arc consistency, without changing the structure of the network, i.e., only removing
inconsistent values from the domains. They compared them both theoretically and experimentally,
considering their pruning efficiency and the time required enforcing them.

The fusion concept was treated in Baader et al. (2002). The authors extend the decidability transfer
results from normal modal logics to a large class of description logics. They introduce abstract
description systems, to cover different description logics in a uniform way which can be seen as a
common generalisation of description and modal logics, and show the transfer result in this general
setting.

On the concept of logic in reasoning, Halpern and Pucella (2002) presents a prepositional logic to reason
about the uncertainty of events, where the uncertainty is modeled by a set of probability measures
assigning an interval of probability to each event. They give a sound and complete axiomatisation for
the logic, and show that the satisfiability problem is NP-complete, no harder than satisfiability for
prepositional logic.

15
An important research area in reasoning is on consistency. Wray and Laird (2003) show how the
combination of a hierarchyand persistent assertions of knowledge can lead to difficultyin maintaining
logical consistency in asserted knowledge. They explore the problematic consequence of persistent
assumptions in the reasoning process and introduce novel potential solutions.

On constraint reasoning, Younes and Simmons (2003) present an adaptation of the additive heuristic for
plan space planning, and modify it to account for possible reuse of existing actions in a plan. They also
propose a large set of novel flaw selection strategies, and show how these can help them solve more
problems than previously possible by POCL planners. VHPOP also supports planning with
durativeactionsbyincorporatingstandardtechniquesfortemporalconstraintreasoning.

15
 CHAPTER. 4
RESEARCHMETHODOLOGY

15
 RESEARCHMETHODOLOGY

For our study we used a mix of primary and secondary research. In the initial stage of the study
we collected data regarding main trends of modern management, managers job roles and AI
application in management through the primary research using Delphi method using 3 iterations
with Key Industry Participants (KIPs) which are the representatives of system integrators and
market leading companies in different industry verticals. During the second stage we used
secondaryresearchcollectingthebigmassiveof datafromdifferentcompetentdatasourcessuch as
technical journals, trade magazines, independent studies and paid data sources. In order to reveal
the impact of AI on management we have assigned weight to the following factors:

• Managersjobroles trends

• AIapplicationindustrytrends

• AImarketdrivers

1. TypeofResearch(Exploratory/Descriptive/Causal/Experimental)

applicableto project report-

Inthis projectwewillused DescriptiveMethod forData Analysis.

2. Methodofdatacollection
Primarydatacollectiontools:

The structure of Primary data is formulated on the basis of research

objectives.Objectivessettheguidelinesanddirectionsofresearchplanning
.Formulatingtheobjectivesoffersthebestfeasible meansof solution.

16
Secondarydatacollectionsources:

This study is based on facts and figures for which the sources are also used for
collecting the data and information for this project. Secondary data was gathered from
various documents and articles from AI.
This is data help to different types of Project Manager towards AI. The project is
depend on Secondary data

16
 OBJECTIVESOFTHESTUDY

The main objectives of Present study aimedas:

● ToAnalyzenumberofpublications on AIin PMpublishedbetween 2014to 2023;

● ToAnalyzegeographicalpublicationtrendsintheperiodunder review;

● Toidentifytheproblemsfaced inAIbyTCSCompany.

● Tofindout thecriticalfactors influencinginvarious stagesof AI.

16
 LIMITATION

Thefollowingarethe limitationofthestudy

1. Thestudywaslimitedtoonly10yearspublishedData
2. DataAvailability
3. TimePeriod Covered
4. External Factors
5. FuturePredictions
6. Scope

16
 CHAPTER.5
DATAANALYSIS&INTERPRETATION
DATAANALYSIS&INTERPRETATION

16
 TableNo.1

HowoldyouAre?

Gender NumberOfRespondent %OfRespondent

16-24 23 26%
25-34 40 40%
35-44 18 18%
Above44 16 16%
Total 100 100%

16-24 25-34 35-44 Above44

16%
26%

18%

40%

Interpretation:

This table shows the numbers of age respondents, 26% of the respondents were found to be 16- 24
year,40% oftherespondents were found tobe25-34 year, 18% oftherespondents werefound tobe35-
44 year and 16% of the respondents were 44 and above age.

16
 * TableNo.2

Gender

AgeRange No.of Percentage

Respondent
Male 58 58%
Female 42 42%
100 100%

Male Female

42%

58%

Interpretation:

This table shows the numbers of age respondents, 58%of the respondents were found to be Male
and 42% of the respondents were female.

16
TableNo.3

Occupation Department?

Particular Number Of % of
Respondent Responde
nt
FM 10 10%
HRM 46 46%
MM 4 4%
OM 22 22%
BF 16 16%
100 100%

Business Employed Other SelfEmployed

Student

10
16 %
%

23
%
47
%

4
%

Interpretation:

Fromtheabovetablethemajorityoftherespondentareemployedin humanResource Department

with the percentage of 46%.

16
 TableNo.4

Timespent bymanagersfortheirjob tasks performance.

Timespent
№ Jobtask
(%)
1 Coordination&control 21
2 Decisionmaking 19
3 Reporting 14
4 Scheduling&planning 11
5 Problemsolving 9
6 Strategydevelopment 9
7 Dataanalysis 8
8 Allocatingresources 5
9 Peopledevelopment&coaching 4

Coordination&control Decisionmaking
Reporting
Scheduling&plannin
g
Problemsolving
Strategydevelopmen
t
Data analysis

8% 21
%
9%
9% 19
%
11
% 14
%

Interpretation:

Managers spent 47% of their working time on such routine job tasks as coordination and control,
scheduling,planningandreporting.Figurereflectsthepercentageofmanagerswhoareready to
transfersomeoftheir jobfunctionstoAI. 16
 TableNo.5

Shareofmanagers who arereadyto transfersome oftheirjob functionsto AI

№ Particular (%)

1 Ready 42
2 Not Ready 58
Total 100

42%
Ready
Notready
58%

Interpretation:

FromtheabovetablethemajorityoftherespondentarenotreadytotransfertheirjobtoAI with the

percentage of 58%.

16
TableNo.6

Share ofmanagers whoareready totransfer some of theirjobfunctionstoAI intermsof their job

tasks

№ Jobtask (%)

1 Peopledevelopmentand coaching 8
2 Allocatingresources 67
3 Strategydevelopment 24
4 Dataanalysis 84
5 Problemsolving 26
6 Schedulingandplanning 82
7 Reporting 73
8 Decisionmakingand 32
9 Coordinationandcontrol 56
Total 100

Peopledevelopmentandcoaching Allocatingresources
Strategydevelopment Dataanalysis
Problemsolving
Schedulingandplannin
g
Reporting Decisionmakingand
Coordinationandcontrol
7 12%15%
% 5
%
16 19
% %
18
%
6
%

Interpretation:

Only 8% of managers are ready to delegate people development and coaching to AI. 67% are ready
to transfer to AI allocating resources, 24% - strategy development, 84% - data analysis, 26%-
problemsolving,82%-schedulingandplanning,73%-reporting,32%-decisionmakingand 56%-
coordinationandcontrol.Figure4showstheratioofconditionsunderwhichmanagersare

readyto transfer someoftheir jobfunctions to AI. 17

TableNo.7

Conditionsunderwhichmanagersarereadytotransfersomeoftheirjobfunctions to AI
(prepared by authors)

18% AIdecisionmakingalgorithmis
clear
36% AIprovidesconvincingarguments

AIcanperformBigDataanalysis&i
24% nterpretation
Never

22%

Interpretation:

FromtheabovetablethemajorityoftherespondentareagreewithAIdecisionmaking algorithm is
clear with the percentage of 36%.

17
 TableNo.8

Percentage of managers that selected the given skills as the top 3 skills they will need in the next 10
year.

Digitaltechnologyusag 52
e
Creativethinkin 48
g
Strategydevelopmen 43
t
Leadershi 39
p
Networkin 37
g
Peopledevelopmen 33
t
Timemanagemen 28
t
Dataanalysi 24
s
Leanproductio 18
n
Plannin 16
g
Reportin 12
g
0 10 20 30 40 50 60

17
 TableNo.9

Mainwaysofmanagerial decisionmaking(preparedbyauthors)

26 22
% %
Decisionmakingtechniques
Previousexperienc
e Intuition

52
%

Figure6:

Interpretation:

Main ways of making decision are highlighted on the Figure 6. 52% of managers use their own
previous experience for making managerial decisions, 26% use their intuition and 22% use decision
making techniques.

17
 TableNo.10

Main challenges of business environment which affect the decision making process from the
managers’ point of view.

27% Uncertaintyoftheenvironment

41%
Complexity of the environment

Ambiguityofenvironmental
factors
32%

Interpretation:

Fromtheabovetablethemajorityoftherespondentareagreewithuncertaintyofthe environment with

the percentage of 41%.

17
 CHAPTER.6

FINDING,SUGGESTION
ANDCONCLUSION

17
 FINDING

According to Table 1 managers spent 47% of their working time on routine administrative jobtasks.
Most of these tasks like scheduling, reporting, allocating resources, data analysis could betransferred
toAIinthenearestfuture. AndaccordingtoFigure3managersingeneralsupportthis transfer. In particular,
73% of managers are ready to transfer their reporting functions to AI, 82% are readyto transfer
scheduling and planning and 67% are readyto transfer allocatingresources. 84 % of managers are
readyto transfer data analysis job function to AIwhich seemsvery logical due to the fact that AI can
analyze big amount of data in a relatively short time. Such job functions as people development
andcoaching,strategydevelopmentandproblem solvingmanagersarenotreadytotransfertoAI–92, 76 and
74 percent respectively even though technicallyit can perform them. The reason is that those functions
need not onlyabilityto analyze Big Data, find correlations and choose decision options but
alsosuchskillashumanjudgment which is combination of intelligence, experience and certain level of
expertise in business decision making.
 SUGGESTION

● The world is experiencing a sharp increase in applying new technologies in the industrial
andservices sectors.
● WhilethisstudyhasprovidedanoverviewofAIapplicationsinPM,thereisaneedtoquantitatively
measure the impact of AI application usage on general project success.
● ThisstudyprovidesliteratureontheapplicationofAIinprojectmanagementandan understanding of
the critical relationships between the two fields.
● Our study aimed to stimulate and attract more research interest in AI application in PM.
Thisstudy provides valuable insight for researchers and policymakers in PM and AI
 CONCLUSION

Therearethreetypesofhuman judgment:

● Abstract thinking which could be considered as an abilityto operate with concepts beyond
the usual reality. AI can perfectly function in terms of existing rules but can’t go beyondthe
existing frame in planning, decision making or generating ideas. AI is not able to createcar
sharing service in the society where almost everyone has a personal car.
● Context analysis. In case human does not have enough information for decision making orthis
information is ambiguous he is able to take into account historical, cultural or interpersonal
context. AI can make an accurate assessment of a candidate for the job position in terms of his
competenceand psychological characteristics but the results ofsuchassessment can not take into
account the potential interpersonal incompatibility with other employees or his incompatibility
with the organizational culture. But at least AI could be trained in terms of context analysis.
● Intuition which could be considered as an ability to make decisions without using logic or
rational thinking. This is type of judgment that AI can’t perform.
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