1.

1 INTRODUCTION

Sulfex Mattress, a leading manufacturer in the bedding industry, exemplifies the importance
of a well-orchestrated logistics framework. As customer expectations for quick and reliable
delivery rise, Sulfex Mattress has made significant strides in optimizing its logistics
operations to maintain a competitive edge and enhance customer satisfaction.

The logistics system is the foundation of Sulfex Mattress's business operations, guaranteeing
the effective sourcing of raw materials, the streamlining of manufacturing procedures, and the
timely delivery of completed goods to retailers and consumers. An efficient logistics plan is
essential in an industry where large product dimensions and often complex shipping are
common. Aspects of the business that are impacted by the logistics system include customer
satisfaction, inventory control, cost management, and production efficiency.

Sulfex Mattress's supply chain management and logistics system are examples of the
business's dedication to both operational excellence and client pleasure. Sulfex makes sure
that its premium mattresses reach clients in a timely and economical manner by concentrating
on supply chain optimization, production efficiency, warehouse management, transportation,
and technological integration. Sulfex's proactive logistics strategy will surely be essential to
the company's long-term success and expansion as the industry changes.

Logistics encompasses the entire process of managing the flow of goods, from raw material
acquisition to the delivery of finished products. For Sulfex Mattress, effective logistics are
essential due to the bulky nature of their products and the need for timely delivery. The
logistics system supports the company's manufacturing operations, inventory management,
and distribution channels.

1.2 INDUSTRY PROFILE

In Sanskrit, the forerunner of the modern languages Hindi and Urdu, the coconut palm was
called "the three that provide all the necessities of life." In fact, it is one of the most useful
trees in the world, providing food, drink, fiber, fuel and building materials. Coconuts are very
durable; they can even float in the ocean for great distances and remain viable. Originally
from Southeast Asia, the coconut palm spread throughout Asia. Around 60 AD, a Greek
wrote of a coconut-growing country in East Africa, probably off the coast of present-day
Tanzania, whose

boats were made of planks sewn together with fiber. In the 11th century, Arab traders (whose
route stretches from China to Madagascar on the southeast coast of Africa) taught people in
what is now Sri Lanka and India how to extract and process coconut fibers. During the 13th
century, the macropoles visited the area of Hormuz with their ships without nails, sewing
them with coconut fiber. In China, Polo discovered that the Chinese have been using coconut
fiber for 500 years. For example, the Carly settlers of Hawaii arrived from the Marquesas
Islands around the fifth century in a large double helmet covered with coconut fiber. In fact,
sennit fasteners were the main mechanism for connecting pieces to build boats, buildings,
weapons and tools until European explorers brought iron nails to the region in the late 18th
century. Wheat production changed little until mechanization efforts began in the mid-20th
century. In India, the defiber machine was invented in 1950. Coir processing is an important
economic activity in India, providing employment to more than 500,000 people. Since
mechanization is likely to eliminate a significant number of these jobs, it was introduced
gradually. In the 1980s, the main producing countries, India and Sri Lanka, began a
sustained effort to identify and correct technological limitations in wheat production.

MATTRESS: A BRIEF HISTORY

A bed is a piece of furniture on which a person can stand or sleep. In many cultures and for
many centuries, the bed was considered the most important piece of furniture in the house
and a kind of status symbol. Beds were used in ancient Egypt as more than a place to sleep,
beds were used as a place to eat food and social entertainment. According to a brief history of
the beds, "the first beds were superficial tricks on which the beds were placed. The first
attempt at a soft base consisted of ropes stretched over a wooden structure."

HISTORY OF THE MATTRESS MAKING

Our parents used to tell us that having children was not surprising because they were always
in bed when they were little, didn't always have access to the Internet, and struggled to walk
on their own. Fortunately, the younger generation has robots to die for you, leaves-eating
matriarchs, mothers dressed in matte fabrics, and animal pelts. Most schools generally don't
teach you about the history of mattresses because they're usually associated with revolutions
and conflicts rather than restful nights. However, the mattress has a past, present, and future
just like anything else. In its most basic form, a 17th-century bed consisted of a wooden
frame or leather support. The mattress had a "bag" of farming maneuvers. Although the basic
fabric used to cover the mattress changed into a much better material during the Renaissance,
the basic design of the bed remained mostly unchanged. The mattress might be slatted or
boxed, the cover was made of fine linen or cotton, and there was an abundance of natural
materials, such as cotton and wool. In addition, the stops' edges are chopped and they are
formed into bunches or buttons to hold handles and fabrics. Expensive beds were essentially
the same, but for added comfort, horse hair and feathers were layered on top of one another in
two or more layers of straw. These are the mattresses that are manufactured and rebuilt every
year.
In the late 19th century, iron and steel frames took the place of earlier timber ones, and
mattresses were made with superior fabric and filling. Eric has also produced replicas of
these. The beds were either above divans in the 1990s, which were constructed from separate
springs that were tipped into a wooden frame and transported. The mattresses were nearly
identical. These kinds of mattresses and beds were created at the time by Eric and Frank. In
1929, the most costly beds were crafted from latex rubber produced by the well-known and
ethical Dunlop corporation, along with the introduction of the impoverished spurnassi. These
were individual springs stitched into cotton bags that were joined. Frank was operating his
company and producing boxes with fixed units connected during the 1950s.
Additionally, springs were affixed to the wooden frames of the mattress. Additionally, the
mattresses had the press machine or machine installed. With the exception of the hood and
cover, every work was completed by hand prior to this. In the 1960s, Frank substituted the
natural fibers with Springs and Forms, which became the key components. Foam invaded and
the waterbed was invented in the 1970s. This material was used to make most mattresses, but
springs were a common but pricey addition. Frank and Goff were working on this kind of bed
at the moment. In the 1980s, mechanization gradually grew as automated production lines
were used to make box springs and mattresses.

EVOLUTION OF THE MATTRESS

History has repeatedly demonstrated that the type of sleep we pick will have an impact on our
quality of life. We don't sleep on mattresses out of confidence—rather, we sleep soundly
because it's a basic human need. During the Neolithic era, thousands of years ago, humans
slept on animal skin but had stone beds. As the Roman Empire started to fall, mattresses first
appeared. The Renaissance saw extensive usage of lattice-worked rope beds, velvet, and silk.
The 19th century saw the introduction of iron cast beds; springs weren't added until 1864.

12,000 years ago, before the appearance of mattresses, people slept in caves, on the ground,
on rocks and in beds covered with animal skins, dreaming of touching the stars. In Scotland,
the first stone beds can be found in the Neolithic village of Scare Brae, with its advanced
stone astronomical calendar. In the eastern civilization of China and Japan, the function
continued to be included, in addition to tatmi, but the western culture seemed to be more
interested in dry needs, high wool, fathers and around 1432 AD .-C Joan of Arc. He
sacrificed himself in a "fortress" in the city of Rome, not only surrounded by the royal courts
of France, but carried in the cries of an age of reason throughout the known world. The
Renaissance passion for dream and illumination survives into the 19th century in works of
art, such as the hand-upholstered beds in the fantastic Neveshcwanse Castle in Bavaria. The
need for hygiene and comfort led to the invention of fountains. NASA invented memory
foam mattresses, which have proven once again to be more effective than the conventional
cotton springs inherited from the industrial revolution. In a world of rapid globalization,
much can be learned from being well rested. In the fall of civilization, man first learned to
enjoy his sleep and look at the stars. During the MiddleAges, Western civilization slowly
began to revive its dreams, until 1968, when the first man landed on the moon, and they
became a reality. Today, in a rational world of glass and plastic towers, the race for comfort
and a good night's sleep depends on the mattress we use to meet these basic needs.

RUBBERISED COIR INDUSTRY IN INDIA

Other units were established in 1964, the automobile industry was the first user of rubberized
wheat fiber in the world market. Before the 1960s, two famous manufacturers, Dr. Ferber and
Dr. OHO Angelither (DOA), competed to provide modern machinery for the production of
rubber products. The design and construction materials were so excellent that some of their
factories are still functioning well after a period of four decades. Early producers, several
entrepreneurs began manufacturing locally. According to currently available statistics, the
growth is expected to increase further in the coming years. Before 1960, Indian citizens had
no idea about this new and very useful product. Companies born in India in the 1960s were:
Relax-on; Calcutta, Bengal

Kurl-on; Bangalore, Karnataka

Duroflex; Alappuzha, Kerala

Agreenco Fiber Foam (P) Ltd; Kannur, Kerala

Bangalore, Karnataka's Restoflex Even yet, in the 1960s, there weren't many mattresses
available. Kerala contributes majority of the mattresses, manufacturing facilities, and seats in
this field, which helps the state make money. With rare exceptions, the majority of the coir
sector is a cottage industry focused on exports. 5 lakh people are directly employed by the
industry, which produces an estimated 1.3 lakh tonnes of yarn annually. Due to its high labor
intensity, this industry makes up more than 70% of Kerala's continued existence. As a result,
the workforce will be displaced by any modernization effort. The industry's workforce is
divided into ten operators

The government helps to maintain a stable price through the coir board (1954) and the
government helps the industry from 1973 to 1974.

The different types of mattresses are:

1. RUBBERIZED COIR MATTRESS

After only one year of its introduction, the Indian government recognized the rubber mattress
as a healthy and hygienic product, and many governments recognized "wealth from waste"
and encouraged the use of rubber mattresses in hospitals, clinics of health etc. Today, rubber
tires are a very competitive market. This segment holds more than 74% of the market in the
mattress industry. The rubber mattress industry has a large market potential with an annual
turnover of 800 cores.

2. COTTON MATTRESS

Cotton gins are small scale industrial units. Cotton mattresses of popular brands are difficult
to distinguish. Since there are no major players in the segment and branding efforts are
negligible. The main raw material used is cotton.

a) Spring mattress

Innerspring mattresses only account for 9% of the mattress industry's market share. It is made
of spring rubberized coconut foam, which offers a lot of comfort and support. The main
players in this segment are Spring and Recon.

b) Foam mattresses

Foam mattresses come in four. This segment has a market share of 5%, the raw material used
is that which has a density of 30 kg/meter. The main players in foam mattresses are Euro
Foam, Good Sleep and Coconut Foam.

COCONUT RUBBER MATTRESSES IN KERALA

In Kerala, the mattress industry was supplemented by cotton mattress. Later, he moved on to
spring mattresses, then to foam mattresses, and finally to chocolate rubber, brown fiber and
latex mattresses. Both materials are available in Kerala. Seeds section has seen a significant
growth which has directly led to the development of agriculture and small scale industrial
units.

BUSINESS INDUSTRY
Recent years have seen a great deal of change in the mattress industry due to shifting
consumer demands, technology advancements, and sustainability concerns. This is a synopsis
of the current situation:

1. Market Growth and Trends

 Rising Demand: The global mattress markets are predicted to continue growing,
driven by increasing knowledge of sleep health and comfort. Online sales channels
have also contributed to this growth.
 Diverse Offerings: To accommodate a range of customer preferences, manufacturers
are expanding the range of mattresses they offer with their goods to include hybrid,
latex, memory foam, and innerspring models.

2. Technological Innovations

 Smart Mattresses: The integration of technology into mattresses, such as adjustable

firmness, temperature control, and sleep tracking features, is gaining popularity.
 Manufacturing Advancements: Innovations in manufacturing processes, like 3D
printing and advanced materials, have enhanced the durability and comfort of
mattresses.

3. Sustainability Concerns
 Eco-Friendly Products: The market for environmentally friendly and sustainable
mattresses is expanding, prompting manufacturers to look into recyclable materials,
organic certifications, and natural materials.
 Carbon Footprint Reduction: Companies strive to lessen their influence on the
environment by using sustainable production and sourcing methods.

4. Changing consumer preferences

 • Prioritize health and well-being: Consumers place more and more importance on
health and well-being. well-being, leading to increased demand for mattresses that
promote a better quality of sleep and ergonomic support.

 Direct-to-Consumer Models: Many companies are adopting direct-to-consumer

(DTC) sales models, allowing for lower prices and enhanced customer engagement.

5. Competitive Landscape
 Market Fragmentation: There is a lot of competition in the mattress market, with
both well-known names and recent arrivals. Novel marketing tactics and promotional
incentives have resulted from this competition.

 E-commerce Growth: Online retailers have gained significant market share,

especially during and after the COVID-19 pandemic, prompting traditional brick-and-
mortar stores to enhance their online presence.

6. Challenges

 Supply Chain Issues: The mattress industry has faced challenges related to supply
chain problems, affecting the availability of materials and increasing costs.
 Consumer Price Sensitivity: Economic fluctuations and inflation may impact
consumer spending, leading to price sensitivity.

INDIAN SCENARIO

India's mattress market is expanding quickly due to shifting consumer tastes, more disposable
income, and developments in technology. An outline of the state of the Indian mattress
market is provided below:

1. Market Growth

 Expanding Market: The Indian mattress market has shown substantial growth,
projected to reach around ₹25,000 crores (approximately $3.5 billion) by 2025. This
growth is driven by rising awareness about sleep health and comfort.
 Urbanization and Income Growth: Urbanization and increasing disposable incomes
are leading to increase in demand for quality mattresses, especially in urban areas.
2. Consumer Preferences

 Shift to Online Shopping: There is a noticeable trend towards online shopping,

especially post-COVID-19. Consumers prefer the convenience and variety available
through e-commerce platforms.
 Focus on health and well-being: Indian consumers are increasingly health-
conscious, leading them to prefer mattresses with better support, comfort and features
such as temperature regulation and hypoallergenic materials.

3. Diverse Product Offerings

 Variety of Products: The market providing a huge range of mattresses, including

memory foam, latex, innerspring, and hybrid models, catering to diverse consumer
preferences and budgets.
 Customizable Options: Brands are increasingly offering customizable mattresses to
meet individual comfort needs, enhancing consumer satisfaction.

4. Technological Advancements

 Smart Mattresses: The introduction of smart mattresses equipped with technology

for sleep tracking and adjustable features is gaining traction among tech-savvy
consumers.
 Innovative Manufacturing: Advances in manufacturing processes are improving the
quality and durability of mattresses, allowing brands to offer better warranties and
guarantees.

5. Sustainability Initiatives

 Eco-Friendly Products: There is a growing demand for sustainable and eco-friendly

mattresses, prompting companies to explore natural and organic materials.
 Government Initiatives: The Indian government’s push for sustainability and
environmental awareness is influencing manufacturing practices in the mattress
industry.

6. Competitive Landscape

 Market Fragmentation: The Indian mattress market is highly fragmented, with

numerous local and international players. Brands like Sleepwell, Kurlon, and
 Duroflex are well-established, while newer entrants are leveraging online platforms to
capture market share.
 Promotional Strategies: Intense competition has led to innovative marketing
strategies, promotional offers, and collaborations with e-commerce platforms to reach
a broader audience.

7. Challenges

 Supply Chain Issues: Like many industries, the mattress sector has faced supply
chain disruptions due to the pandemic, affecting material availability and costs.
 Price Sensitivity: Many consumers remain price-sensitive, which can impact the
purchasing decisions, especially in a price-competitive market.

1.3 THE STUDY'S THEORICAL UNDERUNDERSIGHT

Supply chain operations and logistics systems theory incorporates a number of important
ideas that center on responsiveness, efficiency, and coordination throughout the supply chain.
According to systems theory, the supply chain is a linked network, and optimizing any one of
its parts without taking the system as a whole into account can result in inefficiencies. In
order to optimize operations, cut expenses, and raise consumer happiness, this all-
encompassing strategy places a strong emphasis on collaboration between distributors,
manufacturers, suppliers, and retailers. Furthermore, transaction cost economics recommends
using efficient contracts and governance frameworks to reduce the costs of transactions
between supply chain participants. This strategy aids businesses in finding a middle ground
between internalizing and outsourcing logistics tasks in order to save money overall and
boost output.

Furthermore, theories about supply chains like the agile and lean models emphasize how
crucial it is to strike a balance between flexibility and efficiency. Just-in-Time (JIT)
techniques and waste reduction are the main goals of lean supply chains, which also aim to
maximize output and inventory levels. Agile supply chains, on the other hand, place a strong
emphasis on responsiveness and adaptation to market changes, enabling businesses to
respond swiftly to interruptions or changes in demand. When combined, these theories offer
businesses a foundation for creating logistics systems that guarantee robustness and
responsiveness in a world market that is becoming more dynamic and complicated while also
minimizing costs.
1. Core Theories in Logistics Systems and Supply Chain Operations

1.1. Systems Theory

 Idea: According to systems theory, the supply chain is a network of interrelated parts
that have to cooperate in order to function at its best. Suppliers, manufacturers,
distributors, and retailers all have an impact on the system as a whole.

 Key Elements:
o Feedback Loops: Mechanisms to monitor and adjust processes based on
performance.
o Holistic Approach: Considering the entire supply chain to optimize
performance rather than focusing on individual components.
 Application: Design supply chains that optimize the flow of goods and information
across all stages, minimizing bottlenecks and inefficiencies.

1.2. Resource-Based View (RBV)

 Concept: The RBV emphasizes that competitive advantage is achieved through the
unique resources and capabilities that an organization possesses. In supply chains,
these can include advanced technologies, skilled personnel, and strong supplier
relationships.
 Key Elements:
o Unique Resources: Assets that provide a competitive edge, such as
proprietary technologies or exclusive supplier contracts.
o Capabilities: Organizational skills and processes that enhance performance,
such as efficient logistics management or advanced forecasting.
 Application: Invest in and leverage unique resources and capabilities to enhance
supply chain performance and create value.

1.3. Transaction Cost Economics (TCE)

 Concept: TCE focuses on decreasing the costs related with transactions between
organizations, such as negotiating and enforcing contracts. It examines how supply
chain structures can be designed to reduce these costs.
  Key Elements:
o Transaction Costs: Costs related to the exchange of goods and services,
including negotiating, monitoring, and enforcing agreements.
o Governance Structures: Mechanisms to manage and control transactions,
such as contracts, joint ventures, or vertical integration.
 Application: Design supply chain relationships and governance structures to
minimize transaction costs and improve efficiency.

1.4. Lean Supply Chain Theory

 Concept: Lean theory focuses on reducing waste and improving efficiency in supply
chain operations. It focus to streamline processes and reduce non-value-added
activities.
 Key Elements:
o Waste Reduction: Identify and eliminate activities that do not add value to
the customer.
o Just-in-time (JIT): closely align production and inventory levels with
demand to minimize excess inventory.
o Continuous improvement: implement practices such as Kaizen to
continuously improve processes.
o Implementation: apply lean principles to improve efficiency, reduce costs
and improve the overall operation.

1.5. Theory of Agile Supply Chain

Concept: Agile theory emphasizes flexibility and responsiveness to market changes and
customer demands. It specifically focus on adapting quickly to disruptions and fluctuations in
demand.

 Key Elements:
o Flexibility: Ability to adjust production and inventory levels in response to
changing conditions.
o Customer Responsiveness: Quickly adapting to customer needs and
preferences.
 o Risk Management: Developing strategies to handle disruptions and
uncertainties.

Application: Build a flexible supply chain that can react rapidly to shifts in market
conditions, supply disruptions, and demand.

1.6. Supply Chain Network Theory

 Concept: This theory views supply chains as complex networks of interdependent

organizations. It studies how network structures and relationships affect supply chain
performance.
 Key Elements:
o Relationships: Managing interactions and collaborations among supply chain
partners.
o Information Flow: Ensuring effective communication and data sharing within
the network.
 Application: Design and manage supply chain networks to enhance collaboration,
efficiency, and performance.

1.7. Bullwhip Effect Theory

Concept: Small variations in customer demand can result in progressively bigger swings in
orders put up the supply chain, as explained by the bullwhip effect. Inefficiencies and surplus
inventory will result from this.

 Key Elements:
o Demand Amplification: Small variations in consumer demand leading to
larger fluctuations in order quantities.
o Information Delay: Lag in information flow leading to distorted demand
signals.
 Application: Implement strategies to reduce demand variability and improve
forecasting accuracy to mitigate the bullwhip effect.

LOGISTICS SYSTEMS AND SUPPLY CHAIN OPERATIONS ADVANTAGES

1. Improved delivery performance

  Timely deliveries: Product delivery on time is guaranteed by effective logistics
systems, which raises customer satisfaction and loyalty.
• Order accuracy: Advanced tracking and inventory management reduces errors in
order fulfillment, leading to greater customer satisfaction.

2. Improving customer satisfaction

• Responsive service: An efficient logistics system allows companies to quickly

respond to customer needs and preferences, thus improving overall service levels.

3. Increased flexibility and scalability

• Adaptability: A well-designed logistics system can quickly adapt to changing

market demands and customer preferences, allowing companies to remain
competitive.
• Scalability: As businesses grow, a flexible supply chain can easily scale operations
up or down depending on demand.

4. Improved inventory management

• Optimized inventory levels: Advanced inventory forecasting and management

techniques minimize excess inventory and stockouts, leading to better cash flows.
• Real-time visibility: Modern logistics systems provide real-time visibility of stock
levels, allowing better decision-making.

5. Risk Management

• Reduced Vulnerability: Effective supply chain operations help identify potential

risks and vulnerabilities, allowing businesses to develop mitigation strategies.
• Disaster Recovery: A robust logistics system can facilitate quicker recovery from
disruptions caused by natural disasters, pandemics, or other unforeseen events.

6. Sustainability and Environmental Responsibility

 • Reduced Carbon Footprint: Optimized logistics operations can lead to more
efficient transportation routes and reduced fuel consumption, contributing to
sustainability goals.
• Eco-Friendly Practices: Many logistics systems now incorporate sustainable
practices, such as using biodegradable packaging and promoting green transportation
methods.

Features of Logistics Systems and Supply Chain Operations

1. Integration of Technology
o Automation: Use of automated systems for warehousing, order processing,
and inventory management to enhance efficiency.

2. Advanced Inventory Management

o Just-In-Time (JIT): JIT inventory systems minimize holding costs by
ensuring that materials arrive only when needed.
o Inventory Tracking: Use of barcoding and RFID technology to track
inventory in real-time.

3. Transportation Management
o Route Optimization: Algorithms to determine the most efficient routes for
transportation, reducing costs and delivery times.
o Multi-Modal Transport: Integration of various transportation methods (air,
sea, road) to optimize logistics operations.

4. Supply Chain Collaboration

o Partnerships: Building relationships with suppliers and logistics providers to
enhance collaboration and information sharing.
o Cross-Docking: Minimizing storage time by directly transferring goods from
incoming to outgoing transportation without storing them in between.

5. Real-Time Tracking and Visibility

o GPS Tracking: Utilization of GPS technology for real-time tracking of
shipments and deliveries.
 6. Performance Measurement
o Key Performance Indicators (KPIs): Establishing metrics to measure supply
chain performance, including order accuracy, delivery times, and inventory
turnover.
o Continuous Improvement: Regular assessments and adjustments to logistics
processes based on performance data.

7. Customer Relationship Management (CRM)

o Customer Engagement: Integration of CRM systems to enhance
communication and engagement with customers regarding their orders.
o Feedback Mechanisms: Systems to gather customer feedback for continuous
improvement of logistics services.

1.4 ESSENTIALITY OF THE TOPIC

Supply chain management and logistics are crucial components that define a competitive
company's performance. Furthermore, because these factors influence cost management,
customer happiness, operational efficiency, and overall business performance, they demand
particular consideration. Global markets are still changing how modern organizations look,
making it harder for them to handle problems that are becoming more complex. As a result,
companies concentrate on supply chain and logistics process optimization for long-term
sustainability and competitive advantage.

1.5 NEED FOR THE STUDY

Supply chain management and logistical systems provide an insight into the gears that drive
corporate performance. In order to boost operational performance and boost efficiency,
organizations must grasp and implement best practices, take use of cutting-edge technology,
and overcome obstacles in order to improve customer satisfaction and accomplish strategic
objectives. The primary objectives of this research are to enhance the existing knowledge
base in this domain and offer practical suggestions to companies seeking to enhance their
supply chain and logistics efficiency.

2.1 REVIEW OF LITERATURE

Ketzenberg et al. investigate data with regards to a firm that confronts vulnerability as for
interest, item return, and item remanufacturing yield by first dissecting a straightforward
single-period model and afterward demonstrating that the outcomes persist multiperiod
setting. C¸ orbaciogˇlu and van der Laan dissect a two-item framework with finished item
stock con-taining both fabricated and remanufactured items while the remanufacturable stock
may contain results of various quality.

WANG and TYAN(2003) In reference to the role that global third-party logistics plays in
globalization and e-commerce, an efficient global supply chain GSC management strategy
aimed at gaining market share. Global third-party logistics (3PL) has emerged as a substitute
to meet the demands of international cooperation. Simultaneously, the authors introduce a
novel use of cooperation in the implementation of global supply chains: collaborative
transportation management (CTM). This approach has the potential to reduce delivery times
and increase delivery reliability. In order to more clearly illustrate this point, a case study
about a 3PL provider's use of CTM on a laptop GSC is provided. The implementation's
outcomes show that there is a simultaneous drop in the delivery cycle time and overall cost.
Markus and Jean-Paul (2004) have largely demonstrated the institutional character of
logistics on a global basis. In regional science geographical research, the long-term growth of
commodities movements and the freight distribution networks supporting them are rarely
studied. One of the prevailing themes in geography studies today is globalization. The
transportation sector has experienced unprecedented levels of integration. The freight
transportation industry has changed as a result of recent advancements in international trade,
logistics, international transportation, and e-commerce.

(Daugherty et al., 1998; Bowersox et al., 1999; Lynch et al., 2000; Zhao et al, 2001;
Mentzer et al., 2004; Esper et al, 2007; Gligor and Holcomb, 2012). According to Morash
et al. (1996), Mentzer et al. (2004), and Gligor and Holcomb (2012), a company's logistics
capabilities are the exceptional abilities, skills, and knowledge that enable a company to
manage all of its logistics activities, such as the distribution and transportation of finished
goods and raw materials, in an efficient and effective manner. Despite the fact that supply
chain and logistics are sometimes used synonymously, this study makes a distinction between
the two and makes the case that logistics is a component of supply chain management
(Mentzer et al, 2004; Gligor and Holcomb, 2012). Furthermore, a lot of research in this area
classifies logistical capabilities using different methods (e.g., Mentzer et al., 2004; Stank et
al., 2005; Esper et al., 2007 etc.).

Chopra, S., & Meindl, P. (2020). Supply Chain Management: Strategy, Planning, and
Operation. The strategic framework of the authors in the supply chain management is
discussed in the updated edition of this book. Much attention is paid to the process integration
of the supply chains by the authors and suggest that such strategy must be aligned
appropriately with the business objectives. According to the authors, supply chain networks
well-known for a firm to enhance risk and performance. Their work must bring out the need
for agility and responsiveness on supply chain operations-the shifting markets.

Christopher, M. (2016). In this edition, Christopher addresses the critical role logistics plays
in achieving an effective supply chain. This book introduces the reader to the term "supply
chain resilience" as the capacity of supply chains to prepare for disruptions, respond
effectively to disruptions, and recover from disruptions.

Simchi-Levi, D., et al. (2021). Designing and Managing the Supply Chain: Concepts,
Strategies, and Case Studies. They also explore the challenges of managing supply chains in a
digital era, emphasizing the necessity for firms to invest in advanced technologies to improve
forecasting and inventory management.
Kumar, S., & Singh, R. (2021). "Sustainable Supply Chain Management: An Emerging
Trend" . Investigating the intersection of sustainability is emphasized by Kumar and Singh.
After giving it some thought, they concluded that companies are now embracing sustainable
practices as a CSR endeavor and as a magic bullet for environmental issues. The authors'
flexible "sustainable supply chain management" framework would start the process of
greening logistical procedures in order to have a lower environmental impact and increase
operational effectiveness.

Ivanov, D. (2020). "Challenges and Opportunities in Supply Chain Management in the

COVID-19 Era." Ivanov investigates the COVID-19 pandemic's significant effects on global
supply systems. The report highlights potential for digital transformation while also
identifying significant difficulties, such as shifting customer patterns and supply
interruptions. Ivanov highlights the necessity of supply chain flexibility and resilience,
advising businesses to make technological and innovative investments in order to
successfully manage upcoming challenges.

Harrison, A., & Van Hoek, R. (2018) Harrison and Van Hoek discuss the strategic
importance of logistics in creating value for customers. They introduce the concept of the
"logistics value proposition," which emphasizes the role of logistics in delivering superior
customer service at competitive costs. The authors provide insights into leveraging
technology for optimizing logistics processes, such as transportation management systems
(TMS) and warehouse management systems (WMS). Their work underscores the necessity
for organizations to continuously evaluate and enhance their logistics strategies to meet
evolving customer demands. They also explore the significance of integrating logistics with
overall business strategies to achieve competitive advantage.

Ivanov, D. (2020). Ivanov's study critically examines the impact of the COVID-19 pandemic
on supply chains worldwide. He identifies key challenges, including supply disruptions, shifts
in consumer behavior, and increased demand for online services. Ivanov emphasizes the
importance of supply chain resilience and adaptability in navigating such crises. The study
serves as a call to action for supply chain professionals to prioritize resilience in their
strategic planning, advocating for the development of flexible supply chain networks capable
of withstanding shocks.
Gunasekaran, A., & Ngai, E. W. T. (2019Gunasekaran and Ngai examine the revolutionary
possibilities of big data in supply chain management in this survey of the literature. They list
a number of uses for big data analytics, including as risk management, inventory
optimization, and demand forecasting. The authors come to the conclusion that although big
data can greatly enhance supply chain performance, businesses still need to deal with issues
including data privacy, integration, and skill shortages. Their analysis emphasizes how
important it is for companies to make investments in the skills necessary to enable efficient
data exploitation in their supply chains. The authors also stress how big data may improve
decision-making and supply chain visibility.

Dubey, R., et al. (2020). “Big Data Analytics and Organizational Culture as Complements to
Swift Trust and Collaborative Performance in the Humanitarian Supply Chain”.This study
investigates the role of big data analytics and organizational culture in enhancing
collaborative performance within humanitarian supply chains. Dubey et al. argue that the
integration of data analytics fosters transparency and swift trust among stakeholders, leading
to improved collaborative outcomes. The authors also explore the importance of leadership in
fostering an organizational culture that embraces data-driven decision-making.

Taj and Berrocal provides a comprehensive review of supply chain resilience, emphasizing
adaptability in uncertain environments as a relevant dimension. They broke down resilience
into several dimensions, with these being robustness, redundancy, flexibility, and visibility.
This lends credence to the notion that a proactive approach to resilience has to be adopted by
organizations such that investments in technology take place alongside good relationships
between suppliers and even a culture of continuous improvement.

Mena, C., et al. (2021). This article explores how supply chain collaboration impacts the
activities of sustainable logistics practices. According to Mena et al., cooperation between the
parties engaged in a supply chain will be the right practice to boost better environmental
performance and decreased operational costs. Mena et al. Above all, the authors stress the
need to generate confidence and communicate to ensure partnership working toward mutual
sustainability goals.

Zhang, Y., et al. (2022). This is a summary of Zhang et al.'s research on the use of
blockchain technology in supply chain management. In this study, the authors explore how
blockchain technology might improve supply chain security, traceability, and transparency.
Numerous blockchain-based logistics applications, including shipment tracking and product
authenticity verification, have been evaluated. The results suggest that while using
blockchain technology greatly improves supply chain efficiency, there are important
integration, standardization, and regulatory compliance challenges that firms must overcome.

Fahimnia, B. & Sarkis, J. (2020). With an emphasis on integrating sustainability into

supply chain decision-making, Fahimnia and Sarkis provide a comprehensive approach to
sustainable supply chain operations. The sustainability performance supply chains analysis
was conducted by the authors using multiple models and frameworks. The authors came to
the conclusion that businesses that embrace sustainability will help both the environment and
their bottom line. The research highlights the necessity of embedding the notion of
sustainability at the core of supply chain operations.

Rao, P. and Goldsby, T. J. (2020) "Logistics Systems in the Mattress Industry: A

Comprehensive Review".: This review examines the unique logistics challenges faced by the
mattress industry, such as handling bulky products and optimizing delivery routes. The
authors emphasize the need for efficient warehousing and distribution strategies tailored to
mattress specifications.

Christopher, M. (2021) "Supply Chain Management in the Bedding Industry" .

Justification: Christopher talks about the nuances of supply chain management that are
unique to the bedding industry, stressing current developments such direct-to-consumer sales.
The significance of matching supply chain strategy to customer demands is emphasized in the
study.

Wang, Y., Gunasekaran, A., and Ngai, E. W. T. (2021): "Intelligent Logistics Systems for
the Mattress Sector.This paper reviews the application of intelligent logistics systems in the
mattress industry, focusing on technologies like AI and IoT. The authors explore how these
technologies improve inventory management and customer service.

Kumar, A. and Singh, R. (2020) "Recent Trends in Supply Chain Operations for
Mattresses": This literature review identifies recent trends in supply chain operations for the
mattress industry, including sustainability initiatives and the rise of online sales platforms.
The authors highlight the challenges of balancing cost and service levels.

Zhao, X., Huo, B., and Yan, H. (2020) "Supply Chain Management Practices in the
Mattress Industry. supply chain management in the mattress industry, discussing best
practices and performance metrics. The authors emphasize the role of collaboration among
supply chain partners.
Tan, K. C. (2020) "Logistics and Supply Chain Strategies for the Mattress Industry". The
author explores various logistics strategies that mattress manufacturers can adopt to enhance
operational efficiency. The paper discusses factors influencing logistics performance, such as
inventory turnover and order fulfillment rates.

Dubey, R. et al. (2021) "Big Data Analytics in the Mattress Supply Chain". This paper
examines the impact of big data analytics on the mattress supply chain, focusing on demand
forecasting and inventory optimization. The authors discuss how data-driven decisions can
enhance supply chain agility.

Omar, N. and Makhdoom, I. (2020) "Digital Transformation in the Mattress Industry". The
authors explore the digital transformation of the mattress industry, emphasizing the role of e-
commerce and online marketing strategies. The paper discusses challenges faced during the
digital shift and recommendations for successful implementation.

Ngai, E. W. T. and Chan, H. K. (2021) "Collaboration in the Mattress Supply Chain".

Explanation: This literature review examines collaboration strategies among mattress
manufacturers and suppliers. The authors highlight the benefits of joint planning and
information sharing for enhancing supply chain performance.

Subramanian, N. and Gunasekaran, A. (2021) "Risk Management in Mattress Supply

Chains": The authors analyze risk management strategies specific to the mattress industry,
discussing potential risks such as supply disruptions and regulatory changes. The review
suggests frameworks for effective risk mitigation.

Choi, T. M. (2021): "E-commerce and Its Impact on Mattress Supply Chains". This paper
discusses the significant impact of e-commerce on mattress supply chains, exploring changes
in consumer behavior and logistics requirements. The author highlights strategies for
optimizing e-commerce logistics.

González-Benito, J., and González-Benito, O. (2020) "Performance Measurement in the

Mattress Industry" The authors provide a framework for performance measurement in the
mattress supply chain, focusing on key performance indicators such as delivery accuracy and
customer satisfaction. The review emphasizes the importance of continuous improvement.

Marchet, G. et al. (2020) "Logistics Performance in the Mattress Sector": This literature
review examines logistics performance metrics specifically within the mattress sector,
analyzing factors that contribute to successful logistics operations. The authors provide
insights into enhancing logistics efficiency.
 Kumar, A. and Shankar, R. (2021)"Technology Adoption in Mattress Supply Chains":
This review discusses the challenges and benefits of adopting new technologies in the
mattress supply chain, including automation and robotics. The authors suggest strategies for
overcoming barriers to technology adoption.

Fahim, M. and Ranjan, J. (2021)"Supply Chain Innovations in the Mattress Industry" The
authors explore innovative practices in the mattress supply chain, focusing on advancements
in logistics technologies and processes. The review highlights case studies of successful
innovations.

Tseng, M. L., Chiu, A. S. F., and Chiu, C. H. (2020) "Circular Economy Practices in the
Mattress Sector": This study reviews circular economy practices within the mattress industry,
discussing strategies for reducing waste and promoting recycling. The authors emphasize the
importance of sustainable business models.

Y. et al. (2020): "Resilience in the Mattress Supply Chain" This review explores the concept
of resilience in the mattress supply chain, analyzing strategies for managing disruptions. The
authors highlight the importance of flexibility and adaptability in logistics operations.

Luthra and Mangla (2021) "Green Logistics in the Mattress Industry" The use of
environmentally friendly packaging and delivery methods is covered by the writers as they
offer insights into green logistics practices in the mattress industry. The advantages of
sustainable logistics for brand image are emphasized in the review.

Dubey, R., Bryde, D. J., and Fynes, B. (2021). This essay explores how leadership affects
the performance of supply chains in the mattress business, highlighting the critical role that
visionary leadership plays in encouraging creativity and teamwork.

A. Gupta and R. Verma (2021) "The Future of Mattress Supply Chains Post-COVID-19"
The authors examine how the COVID-19 epidemic has affected mattress supply chains,
talking about how consumer behavior has changed and how resilient supply chains have
become.

2.2 RESEARCH GAPS

Finding research gaps in supply chain management and logistics systems is essential to
advancing the profession and solving current issues with the systems that are currently in
place. The following are some of the major research gaps that are pertinent to this field:
1. Integration of Emerging Technologies

• Gap: Lack of knowledge about how the current logistics and supply chain systems
can function efficiently with current advanced technologies like blockchains, artificial
intelligence, and Internet of Things.
• Opportunity: Some research can be targeted towards finding the practical usage,
advantages, and disadvantages these technologies carry. Some specific studies can be
done on how this technology enhances transparency and efficiency and makes well-
informed decisions about a supply chain.
2. Sustainability and Environmental Impact

• Gap: There is less intense exploration on sustainable practices in equilibrium of

environmental impact against efficiency in operation.
• Opportunity: Identify how a logistics system can reduce carbon footprints, initiate
green logistics practices, and maximize sustainability. Perhaps the study could be on
the practicality of the practices and applied technologies in minimizing negative
environmental impact.
3. Supply Chain Resilience and Risk Management

• Gap: There is little advanced work done on building supply chain resilience and risk
management to counter global shocks-the result of pandemics, geopolitical factors, or
natural disaster.
• Opportunity: Research will build frameworks and strategies to upgrade the resilience
of supply chain, such as models on risk assessment and contingency plan building.
There should be some case study analysis on the relevant topics about supply chain
disruption.
4. Data Analytics and Big Data

• Gap: Limited research on how to effectively utilize big data and data analytics for
optimizing logistics and supply chain operations.
• Opportunity: Explore methods for leveraging big data to improve demand
forecasting, inventory management, and supply chain visibility. Research could
investigate the role of data analytics in enhancing decision-making and operational
efficiency.
5. Human Factors and Workforce Management

 Gap: Underexplored area of how human factors, including labor management and
skill development, impact logistics and supply chain performance.
 Opportunity: Examine how skill development, training, and workforce management
are implemented. The effects of automation on labor dynamics and the ways in which
businesses might adjust to technology advancements could also be studied.

6. Global and Cross-Border Supply Chain Management

 Gap: A lack of knowledge about the difficulties and complexities of managing

international supply chains, especially in light of cultural, trade, and regulatory
variations.
 Opportunity: Look into methods for overseeing supply chain operations and cross-
border logistics, including adhering to global laws and managing various market
demands. The effect of international trade laws on supply chain efficiency may also
be the subject of research.
8. Customer Conduct and Supply Chain Flexibility
 Gap: Very little study has been done to ascertain how shifts in customer behavior
affect supply chain operations or how supply chains might adapt successfully.
 Opportunity: Pay close attention to how shifts in demand, purchasing patterns, and
customer preferences affect supply chain performance. One area of focus for research
might be how supply networks can be made more flexible and responsive to the ever-
changing consumer market.

8. Supply Chain Function Integration

 Gap: More study is required to integrate manufacturing, distribution, and procurement

into supply chains in order to create more streamlined and effective supply chain
operations.
 Opportunity: Examine how various supply chain operations could be more effectively
merged to boost efficiency. Research may be centered on creating models and tactics
to achieve supply chain coordination.

9. Circular Supply Chains

  Gap: Although it's becoming more and more important, a circular supply chain should
guarantee that recycling and reuse are prioritized. However, very little has been done
to actually execute and reap the benefits thus far.
 Opportunity: Look into practical ways that businesses might set up and run circular
supply networks. Case studies of businesses embracing the circular economy will
shed further light on how they may guarantee increased sustainability and reduced
expenses.

10. Blockchain and Supply Chain Transparency

 Gap: More research is required to fully comprehend how blockchain technology can
be used to improve supply chain traceability and transparency.
 Opportunity: Learn how blockchain technology may be applied to various fraud
levels, including supply chain visibility and transaction tracking and verification. The
study may look at the impact and viability of such implementations in various supply
chain contexts.

2.3 STATEMENT OF THE PROBLEM

Logistics system plays a crucial role in ensuring operational efficiency and customer
satisfaction. Sulfex Mattress, a significant player in this market, has developed an
extensive logistics framework to manage its supply chain, manufacturing, warehousing,
and distribution processes. Addressing these issues is essential for enhancing the
company's operational performance and maintaining its competitive edge.

2.5. RANGE OF THE STUDY

The study analyzing and improving the logistics system at Sulfex Mattress, a leading
manufacturer in the mattress industry. The aim is to identify and address the key
challenges within the logistics framework to enhance operational efficiency, reduce
costs, and improve customer satisfaction.

2.6 OBJECTIVES OF THE STUDY

 To assessing the current supply chain and inventory management practices.

 To evaluating warehouse management processes and identifying areas for
improvement.
  To reviewing transportation and distribution strategies, including route optimization
and cost management.
 To analyzing the integration and utilization of technology within the logistics system.
 To measuring the impact of logistics challenges on customer satisfaction and overall
performance.

2.6 SAMPLING

SAMPLE SIZE

Total number of respondents is 103.

SAMPLING PROCEDURE:
Data collection has been done using convenience sampling.

DATA COLLECTION TOOLS

The process of gathering, calculating, and evaluating data from many sources in order to
obtain insights is known as data collection. The most important first stage in any statistical
inquiry is data collection. Primary and secondary data gathering methods are the two
categories into which data collection techniques can be separated.

Principal technique for gathering data

Primary data is gathered by conducting in-person interviews and via direct observation.
Original information gathered straight from sources for a particular study or analytical goal is
referred to as primary data.

Secondary technique for gathering data

The data that has already been gathered from primary sources and made easily accessible for
academics to use for their own research is known as secondary data. This particular kind of
data has already been gathered in the past. For this study, secondary data was gathered from a
variety of publishers, including books, newspapers, periodicals, journals, online portals, and
business websites.

INSTRUMENTS FOR GATHERING INFORMATION

Questionnaires are one of the data gathering tools utilized in this study. A questionnaire is a
type of research tool that asks respondents a series of questions in order to gather data. There
are typically several open-ended and closed-ended questions in it. It is the instrument used to
gather data in surveys. The questionnaire is created with the study's goals in mind.

Instruments for analysis: The percentage approach

Basic analysis techniques are used to analyze data. The "percentage" approach is the data
tool.

EXAMINATION OF DATA

The percentage approach will be used to tabulate and portray the data that are gathered from
multiple sources. Pie charts, bar graphs, and other graphic tools will be utilized to visually
represent the tabular data. The basis for drawing conclusions and interpreting the data will be
tabulated data.

2.7 LIMITATION OF THE STUDY

• A few respondents were reluctant to give the exact information.

• Due to shortage or less availability of time it may be possible that all the
related and concerned aspects may not be covered in the project.
• Analysis done is purely based

3.1 COMPANY PROFILE

To be in business is to be occupied or engaged in business. However, in a certain sense, any

jobs where individuals consistently do tasks with the intention of making a profit are included
in the category of business.

The Sulfex group was founded in 1994 by Mr. M. T. P. Muhammad Kunhi, a learned non-
resident Indian businessman with a broad range of interests in rubberized coir, plywood,
building in India, and commerce in the Middle East. The organization is quickly growing to
become a significant participant on many fronts. Driven by an unwavering desire to achieve
excellence on all fronts, Sulfex offers a great deal of value to customers today everywhere.

From modest beginnings as small producers of premium rubberized coir mattresses, the
Sulfex group has advanced significantly in the present. Sulfex Fibre Products and Sulfex
Mattress Company are two cutting-edge manufacturing facilities strategically located in
Parassini Kadavu and Thaliparamba, Kannur, in the northern part of Kerala State. Together,
they have an enormous 8000 M.Tonne annual production capacity, which, incidentally,
translates to over 2000 mattresses per day. Known for having the second-largest and most
advanced plant capacity in India, it produces rubberized coir mattresses in addition to linked
goods like air conditioner filters, packing pads, carpet underlays, and pillows. It also
produces companion goods including bolsters, pillows, and a variety of door and bath mats.
Worldwide recommendations are made for the usage of high-density rubberized coir bare
blocks as the top layer. There are 2000 indirect jobs at the plants in addition to the 400 highly
skilled workers that are employed directly. The plants were recognized for their ISO 9001
and BIS certifications as well as for adhering to all globally recognized rules, which range
from environmental protection to HACCP standards to the practice of never using child labor.

The primary ingredients are rubber latex and 100% natural coir fiber that are obtained
entirely renewable. Utilizing its technological advantage, leadership in product development,
and environmental consciousness, it has produced one of the best rubberized coir mattress
brands with a scientific design.Sulfide.

A brand that is in motion. And it's not just about the Indian markets; it's also about the
meticulous, value-conscious international markets.

The company and its brand are remarkably well-positioned to rise further, with a revenue that
has surpassed 400 million in Indian currency. The organization is strengthening its strengths
outside of its stronghold of the state of Kerala by broadening its core skills in order to fully
capitalize on the opportunities that lie ahead.

Through a vast network of more than 2000 dealers, the company expands its market
throughout the South Indian area, Goa, Maharashtra, Madhyapradesh, Chattisgarh, Jharkand,
Orissa, and West Bengal. Sulfex is gaining ground on competitors in all three domains thanks
to its massive manufacturing capacity and proactive logistical capabilities. In addition to
having a completely devoted marketing division and a base in Bangalore, a software
stronghold, the company is strategically entering other possible markets. While utilizing the
export market potential is a fully functional foreign marketing division headquartered in
Kannur.

The Directorate General of Supplies and Disposals, Ministry of Commerce and Industry,
Government of India, Directorate General of Quality Assurance, Ministry of Defense,
Government of India, high-end hotels, internationally renowned pilgrimage sites, and similar
organizations are examples of quality-conscious clients. Sulfex mattresses are in reality
preferred by a large number of quality-conscious customers. Sulfex has received multiple
awards for product excellence, which is a testament to its superiority.

Perspective

• Excellent and dependable;

• Effective and good client service

• To cut expenses and set a fair price for the good.

Mission

•Introduction of new technology

•Superior quality product at a competitive price.

•Enrich quality of Community

Technology of dimensionally oriented fibre

Dr. Angleitner, an Austrian who has been a leading global manufacturer and supplier of
rubberized fiber machinery, is the patent holder of the fiber manufacturing technique. The
DOA sheet forming machine uses this technology to produce random sheets while operating
on aerodynamic principles. Such a sheet enables good mechanical qualities and an even
distribution of fibers in all directions. Apart from that, it is also possible to have the
orientation in the third dimension if a specific density is required. This is important because
sheets with unique characteristics like volume and higher compression elasticity need to have
this orientation.
The technology favours a wide range of adjustment possibilities in the Plant apart from new
computer control of the weighing device.

Information of factory

1) Production capacity : 1500 nos. 1day

2) Total employees : 210 persons

3) Working schedule : 24 hrs(3 shift)

The only mattresses with this unique feature—side blanketing—avoids drooping and actually
aids in maintaining dimensional stability over extended use. The company relies on
experienced labor and imported machinery for the crucial cap edging procedure. Sulfex
manufactures three distinct grade mattresses. Constant quality control and meticulous
attention to detail guarantee that every mattress offers optimal sleeping comfort and extra-
long life, the two essential benchmarks for every mattress. Through the Sulfex Mattress
Company and its cutting-edge manufacturing facility, Sulfex fiber goods have established
themselves and grown. A mat of coconut coir fibers joined together by vulcanized rubber
latex or interlocking is the basis of rubberized coir fleeces. The coir mat will be suitable and
sufficiently robust.
The different subsidiaries formed by Sulfex include,

Sulfex India (Pvt.)Ltd

Sulfex Fiber products
Sulfex Mattress company.

The company's primary goals are always to satisfy customers and deliver high-quality
products. Sulfex has an extensive marketing network including Goa, Maharashtra, Madhya
Pradesh, Chhattisgarh, Haryana, Orissa, and West Bengal in southern India. Bangalore's
marketing division

Honors and accomplishments

• The business has BIS certification ISO-9001-2008.

 •It is Kerala's first company to achieve. A corporation certified by the ISO and ISI
certification management systems

• A corporation with BIS certification

• Sulfex is the only and first rubberized coir unit to be certified by the Director
General and Quality Assurance, or DGQA.

Investment opportunity

Sulfex is extending an invitation to potential investors to become partners in order to pursue

various forms of expansion and utilize the underutilized production capacity of the current
plants. Sulfex is seeking investors with the ability to contribute a minimum of Rs. 5 lakh and
more.
Turn over

18 crore was the company's turnover in the prior year. They project a target of 30 crore in the
future.

SULFEX MOTTO

 The most valuable individual on our property is our consumer.

 Our workers and employees are our assets.
 We handle our well-wishers with consideration, decency, and respect.

 We are threatened by our customers' needs and requirements and do our best to fulfill
their expectations every single time.
 We support encouraging employees to participate in the process of improvements and
to have a sense of teamwork.

MAJOR COMPETITORS
One of the biggest producers of rubberized coir mattresses in India is Sulfex Mattress
Company. There aren't many competitors in this market in the start of the company.
However, there are currently a number of rivals in India, particularly in Kerala, that make
rubberized coir mattresses. The following are the main rivals of Sulfex Mattresses:

 Kohinoor
 Rubco
 Curl on
 Agreenco
 Sunidra

SULFEX MATTRESS PVT.LTD. DEPARTMENTAL PROFILE - MARKETING

DEPARTMENT

Marketing surrounds us. In some way or other, it keeps pace with every person on the face of
this earth. It touches most aspects of our life. A big and also fairly diverse variety of
marketing activities constantly influences our whole life, styles of life and, in general,
existence. A market is a group of potential customers for a particular product who are willing
and able to spend money are or exchange other resources to satisfy their wants. A market is
the battlefield where the marketing battle takes place. In the market there are customers who
are willing and able to spend money to satisfy their needs. There are competitors as well as
restrictions at every turn like rocks in a stormy sea.

A mathematical definition of the term "market" is as follows: Market = People + Purchasing

Power + Persuasion People who have the means to buy things and the will to use those means
make up the market.

MARKETING FUNCTION

In order to move the products from their production location to their consumption location,
marketing services are required. "An act, operation, or service by which the originators of
products and the final consumers are brought together" is the definition of a marketing
function.
The marketing role of Sulfex India Pvt. Ltd. is taken up by the fully functional marketing
department located in Bangalore. In addition to monitoring, obtaining marketing data, and
maintaining first-rate client interactions, Sulfex has an overseas marketing section situated in
Kannur to capitalize on export market opportunities.

THE PRICING OBJECTIVES OF SULFEX INDIA PVT LTD

Making the pricing decision,the management determines the objectives. The major
objectives of pricing are stated below.

• Profit maximization

• Stability or enhancement of market share

• Attainment of the level of return on investment

• Meeting to counter competition

• Stable Product prices

SALES PROMOTION

The instruments and methods for promoting sales are called sales promotion. Sulfex is often
using short-term strategies to encourage a surge in demand right away. Sales promotion refers
to marketing initiatives, such as exhibitions, shows, and numerous non-recurring sales efforts
in daily life, that, aside from personal selling, publicity, and advertisements, encourage
consumer purchase and dealer effectiveness. Sales promotion's primary goal is prompt
purchase.
The following sales promotion goal is offered by Sulfex.

• To convince the clients to buy the merchandise

• To increase the effectiveness of dealers' and salespeople's efforts

• To draw in new clients

• To inform them of the product's features

• To capture a sizable portion of the market

THE SULFEX MATTRESS PVT LTD PRODUCT PROFILE

The innovative manufacturing technique combined with a special blend of 100% natural coir
and latex is what makes up the new rubberized mattresses that Sulfex is offering. These
mattresses provide acceptable durability in addition to compliance with international
requirements. The Indian sleep company, which has a keen understanding of the needs and
demands of its country, is responsible for making it feasible. The many product categories
that Sulfex offers are as follows:

I. Sulfex mattresses
II. Pillows, bolsters, and sulfex cushions
III. Quick-dry Sulfex mats

Rubberized coir fleeces consist of a coconut coir fiber mat that has been vulcanized rubber
latex and interlocked to form a mat. Because of its relative durability, coir mats can be used
for beds, pillows, and other items.

The goods take full advantage of the high porosity of the matrix, which allows for improved
air circulation and a cushioning effect that is neither too soft nor too hard. Hospitals are even
advised to use mattresses made of rubberized coir. Standards for the coir mattresses have
been prepared by I.S.I.

Our firm uses a controlled production method whose orientation is mostly in the vertical
direction. This kind of orientation reduces the need for raw materials and provides a greater
cushioning effect. The individual fibers would have greater resilience if they behaved like
coir springs.

President

Sulfex President was created particularly for the ultimate in opulence. boasting lavishness
and grace at every turn. Extremely thick, with a lush rubber layer that gently sinks in. robust
inner support to maintain the natural contours of your body. a large selection to choose the
ideal President.

Calm
The ideal hospital mattress was meticulously created, keeping in mind the rigorous
requirements of operating rooms and hospital wards. Patients can unwind in comfort thanks
to the special blend of latex and coir. Superior rexine coating adds a velvety feel and keeps
moisture from escaping to the interior. foldable, washable, untreatable, and portable

Cushions, Pillows & Bolsters

Pillows & Bolsters has an excellent selection of cushions, bolsters, and pillows. offered in
coordinating hues and patterns. Choose the greatest Sulfex pillows, cushions, and bolsters to
go with your chosen mattress.
Excelsior

The puff mattress is shaped by the exquisite elegance of Sulfex Excelsior! Majesty quilting,
together with the best colors and designs and the finest fabric quality, will be appreciated. In
terms of comfort, you'll definitely give up! A large selection gives you enough to enjoy.
Fantasy Plus

Plus Sulfex Fantasy provides cosy but solid support for your enjoyable indulgences. Indeed,
it's the ideal coziness that newlyweds long for. Additionally, it is the mattress of choice for
tellers to reward their most discerning visitors. There is a large variety here to suit any palate.
Heritage

The Super Plush is a premium economy mattress that combines firm support with soft
softness. With its elegant finishing, excellent tape edging, and cutting-edge cover design, it
has all the necessary appearances. a wide assortment of flowery and pastel motifs.

DEPARTMENT STUDIES

FINANCE DEPARTMENT

Information for the company's production and other operations is gathered, categorized, and
presented by the finance department. In order to control and reduce costs, it analyzes the
costs associated with manufacturing, marketing, and administration and gives control reports
and other decision-making data to all levels of management. Therefore, effective
coordination between the account department and other organizational departments is
essential. To attain the goal of the lowest possible cost, all departments should support one
another. In this manner, the accounting or finance department makes recommendations for
ways to cut expenses associated with hiring staff members for the company. The Finance or
Accounts Department at Sulfex India Pvt.Ltd is led by the Accounts Manager. Seven account
managers report to him.

FINANCE DEPARTMENT FUNCTION

• Creating a budget and goals to be met; • End of year accounting

• Preparing the wage sheet.

• Upkeep of tax deductions, deposits with revenue authorities, and investment records.

• Giving the management access to various accounting and financial data.

• Creating cost documentation.

BUYING DEPARTMENT

Buying something for a price is referred to as purchasing. A managerial function, purchasing

involves planning, policy-making, and other complimentary and related tasks that are
involved in the purchasing process at various levels. Activities include developing
appropriate procedures, methods, and forms; following up to guarantee proper delivery; and
conducting the research and development strategy necessary for the appropriate selection of
material and sources from which those materials may be purchased. Purchasing products of
the appropriate quality, in the appropriate amount, at the appropriate location, and from the
appropriate source is the primary goal of purchasing at Sulfex.

This is a broad generalization that describes the scope of the buying function, which includes
policy decisions and the examination of several alternatives before making a purchase. The
leader of the purchasing department is the purchasing officer. At Sulfex India Pvt.Ltd., Mr.
Rajeevan Panneri is in charge of the purchasing department. No corporation can ever buy raw
materials or other products required for production. The storekeeper and shop assistant store
and maintain these purchased goods. The purchasing officer makes all of the purchasing
decisions and maintains effective communication with all of the vendors. in order to promote
efficient operations and the creation of a strategy for productive communication with the
company's upper management. The people that carry out the purchase role are known as
purchasing officers.
INDIVIDUAL SUPPLIES DEPARTMENT

Since people are necessary for an organization to function, human resources might be
considered its most significant asset.An organization's ability to succeed is solely dependent
on its people resources. The immediate consequence of the joint efforts of land, capital, labor,
and commercial enterprises is the product of production. The most crucial element in it is
labor, above all other factors. It even manages how human resources are applied, which
results in useless and wasteful applications of human resources. Thus, human resource
management has a big part to play in an organization's overall growth.

CORPORATE SOCIAL RESPONSIVITY

As an organization, Sulfex Mattress might engage in different forms of Corporate Social

Responsibility to show its interest in the realm of ethical considerations, welfare of the
community and environmental sustainability. Although the exact types of CSR different from
instance to another, common ones that a mattress manufacturer such as Sulfex could be
interested in:

1. Environmental Sustainability

 Recyclable Materials: Manufacturing eco-friendly mattresses from

recyclable materials.
 Energy-Efficient Manufacturing Processes: Promoting efficient usage of
energy and reducing carbon footprint.
 Waste Reduction: Source reduction, reuse, and recycling of waste produced
during production.

2. Society
 Philanthropy: Giving back to society by giving mattresses to needy
institutions, shelters, and disaster sites.
 Local Economy: contribution to the local economy through collaboration and
employment.
3. Employee Welfare
 Fair Labor Standards: Equitable wages, healthy working conditions, and a
good working atmosphere.
  Training and Human Resource Development: providing an incentive for
employee growth and skill building.
 Safe Products: Products shall meet safety requirements and consumers shall
have clear and accurate information about ingredients and benefits.
 Environmental-Friendly Choices: Educate clients on the benefits of
environment-friendly products.

5. Ethical Business Matters

 Transparency: Transparent business practices and supply chain

 Ethical sourcing: Responsible sourcing and compliance with a code of ethics
for suppliers

6. Social Responsibility

 Encourage Local Initiatives: Get involved in and lend support to neighborhood

improvement initiatives.
 Diversity and Inclusion: Enhancing the organization's and its practices'
diversity and inclusion

SWOT ANALYSIS

Strengths

• Quality Products: High-quality, comfortable, and durable mattresses can clearly build a
significant brand name.

• Innovation: The company uses the latest technologies or innovative features, like materials
friendly to the environment, high-level sleep technology, etc. This helps differentiate the
company from the competition.

• Customer Loyalty: If a company establishes strong relationships with customers and gains
excellent reviews, it is pretty sure to enjoy repeat business as well as gain more referrals.

• Good Manufacturing: If a company is efficient in its manufacturing methods due to a well-

designed and efficiently structured supply chain, cost efficiency would increase along with a
higher availability of products.
• Brand Recognition: A known brand would attract more customers and gain trust.

• High Costs: Production of quality products may be costly, and such production may weigh
on the price of the products.

• Niche Market Presence: A company confined to a niche or with limited territorial presence
may often fail to seize the opportunity to get into the big market.

• Supply Chain Risks: Being reliant on specific suppliers of any raw material may pose risks
if it suffers from some sort of interference.

Opportunities

• Increasing Eco-Friendly Products Demand: Increasing customer awareness about problem

issues concerning environmental protection would be focused as opportunities for eco-
friendly and sustainable mattress products.

• e-commerce Market: This online shopping trend will offer to connect with a broader
spectrum of customers through digital platforms.

• International Markets: The company will have opportunities to reach more revenue
generation and opportunities in international markets.

• Technological Innovation: New technologies in mattress design and production might

attract the tech-astute customer and provide additional depth in what is provided.

Threats

• Intense Competition: There is intense competition among mattress manufacturers and

brands, and consumer choices are diversified.

• Economic Downturns: Economic factors weigh down consumer expenditures on

discretionary goods such as luxury mattresses.

• Price fluctuations: for raw materials could have an effect on a company's cost of production,
as well as judgments on markups and pricing.
 Table No.3.1
GENDER-SPECIFIC ORGANIZATION

SECTION NO. OF RESPONDENTS PERCENTAGE

Male 57 55.34

Female 46 44.66

TOTAL 103 100.00

Source: Primary Dat
Chart No.3.1
 GENDER-SPECIFIC ORGANIZATION

44.66

55.34

INTERPRETATION
Table No.3.1 reveals that men make up 55.34% of the respondents. Women make up 44.66%
of the responders.

Table No. 3.2

AGE WISE CLASSIFICATION
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Below 25 years 13 12.62
25-35 years 20 19.41
35-45 years 41 39.80
45-55 years 15 14.56
Above 55 years 14 13.59
TOTAL 103 100.00
Source: Primary Data
 Chart No.3.2
AGE WISE CLASSIFICATION

13.59 12.62

14.56
19.41

39.8

Below 25 years 25-35 years 35-45 years 45-55 years Above 55 years

INTERPRETATION
According to Table No. 3.2, 39.80% of the respondents are between the ages of 35 and 45.
Among the responders, 19.41% fall within the 25–35 age range. 14.56% of the population is
between 45 and 55 years old, and 13.59% is older than 55.

Table No. 3.3

WORK EXPERIENCE
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Less than 1 year 14 13.59
1-3 years 30 29.13
3-5 years 45 43.69
5-7 years 10 9.71
More than 7 years 4 3.88
TOTAL 103 100.00
Source: Primary Data
 Chart No.3.3
WORK EXPERIENCE
3.88
13.59
9.71

29.13

43.69

Less than 1 year 1-3 years 3-5 years 5-7 years More than 7 years

INTERPRETATION
43.69% of the respondents have three to five years of job experience, according to Table No.
3.3. Of these, 29.13% have one to three years of work experience. 13.59% of those surveyed
have worked for less than a year. 9.71% of respondents have worked for five to seven years,
while 3.88% have worked for more than seven years.

Table No. 4.1

RATE THE EFFICIENCY OF YOUR CURRENT LOGISTICS SYSTEM
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Very efficient 103 100.00
Efficient 0 0.00
Neutral 0 0.00
Inefficient 0 0.00
Very inefficient 0 0.00
 TOTAL 103 100.00
Source: Primary Data
Chart No. 4.1
RATE THE EFFICIENCY OF YOUR CURRENT LOGISTICS SYSTEM

100

INTERPRETATION
Table No.4.1 shows that the entire respondents said that th current logistics system is very
efficient.

Table No. 4.2

PRIMARY CHALLENGES YOU FACE IN YOUR SUPPLY CHAIN OPERATIONS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Lack of real-time visibility 13 12.62
Inventory management issues 18 17.47
Supplier reliability 24 23.30
Transportation delays 28 27.18
High operational costs 20 19.41
TOTAL 103 100.00
Source: Primary Data
 Chart No. 4.2
PRIMARY CHALLENGES YOU FACE IN YOUR SUPPLY CHAIN OPERATIONS
12.62
19.41

17.47

27.18

23.3

Lack of real-time visibility Inventory management issues Supplier reliability

Transportation delays High operational costs

INTERPRETATION
According to Table No.4.2, 27.18% of the respondents said that the biggest issue affecting
their supply chain operations is transportation delays. Supplier reliability was cited by
23.30% of respondents, high operational expenses by 19.41%, and inventory management
problems by 17.47% of respondents as the main supply chain operations obstacles. According
to 12.62% of the respondents, their main supply chain operations issues are caused by a lack
of real-time visibility.

Table No. 4.3

CURRENT INVENTORY MANAGEMENT SYSTEM

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Very effective 30 29.13
Effective 36 34.95
Neutral 32 31.07
Ineffective 3 2.91
Very ineffective 2 1.94
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.3
 CURRENT INVENTORY MANAGEMENT SYSTEM
2.91 1.94

29.13

31.07

34.95

Very effective Effective Neutral Ineffective Very ineffective

INTERPRETATION
Table No.4.3 Status: Number of Respondents in Percentage for the Current Inventory
Management System According to the above table, 34.95% of respondents said their
inventory management system was working well at the moment. 31.07% of those surveyed
have no opinion. According to 29.13% of respondents, their inventory management system is
working really well right now.

Table No. 4.4

ENCOUNTER DELAYS IN YOUR SUPPLY CHAIN

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Never 58 56.31
Rarely 32 31.07
Sometimes 10 9.71
Often 1 0.97
Always 2 1.94
TOTAL 103 100.00
Source: Primary Data
 Chart No. 4.4
ENCOUNTER DELAYS IN YOUR SUPPLY CHAIN
0.97 1.94

9.71

31.07 56.31

INTERPRETATION
Table No.4.4 Illustrates that never face the delay supply chain of 56.31% of respondents, only
rarely and sometimes face delays, and sometimes and never face a delay supply chain,
respectively.

Table No. 4.5

PLEASANT WITH THE ORGANIZATION'S AND SUPPLIERS'
COMMUNICATION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Incredibly happy 30 29.13

Happy 55 53.39
Neutral 10 9.70
Dissatisfied 6 5.82
 Very dissatisfied 2 1.94
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.5
SATISFIED WITH THE COMMUNICATION BETWEEN ORGANIZATION AND
SUPPLIERS
1.94
5.82

9.7
29.13

53.39

INTERPRETATION
Table No. 4.5 makes it clear that 53.39% of respondents were happy with the way the
organization and suppliers communicated. 9.70% of them have a neutral attitude, while
29.13% are extremely satisfied. 1.94% of the respondents were extremely displeased with it,
while 5.82% were dissatisfied.

Table No. 4.6

METHODS USED TO FORECAST DEMAND
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Historical data analysis 23 22.33
Market research 28 27.18
Predictive analytics 24 23.30
Customer feedback 18 17.47
Expert judgment 10 9.71
TOTAL 103 100.00
 Source: Primary Data
Chart No. 4.6
METHODS USED TO FORECAST DEMAND

22.33

27.18

99.71

23.3

17.47

Historical data analysis Market research Predictive analytics

Customer feedback Expert judgment

INTERPRETATION
According to Table No. 4.6, 27.18% of respondents claimed that demand forecasting is done
via market research. Predictive analytics was mentioned by 23.30% of respondents, while
historical data analysis was mentioned by 22.33%. 9.71% of them stated that expert
judgement is used to estimate demand, and 17.47% said customer feedback.

Table No. 4.7

RATE THE FLEXIBILITY OF YOUR LOGISTICS OPERATIONS TO ADAPT TO
CHANGES
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Very flexible 86 83.49
Flexible 13 12.62
Neutral 4 3.88
Inflexible 0 0.00
Very inflexible 0 0.00
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.7
RATE THE FLEXIBILITY OF YOUR LOGISTICS OPERATIONS TO ADAPT TO
CHANGES

3.88

12.62

83.49

Very flexible Flexible Neutral Inflexible Very inflexible

INTERPRETATION
Table No.4.7 shows 83.49% of the respondents opined that their logistics operation are very
flexible to adapt to changes. 12.62% said it is flexible and 3.88% of them have neutral
opinion.

Table No. 4.8

HOW FREQUENTLY DO YOU REVIEW AND UPDATE YOUR SUPPLY CHAIN
STRATEGIES
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Monthly 46 44.66
Quarterly 38 36.89
Every Year 10 9.71
Every few years 6 5.82
 Infrequently 3 2.91
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.8
HOW FREQUENTLY DO YOU REVIEW AND UPDATE YOUR SUPPLY CHAIN
STRATEGIES

5.82 2.91
9.71

44.66

36.89

INTERPRETATION
Table 4.8 According to the preceding table, 36.89 percent of respondents indicated quarterly,
9.71 percent indicated annual, and 5.82 percent indicated every few years. Subsequently, 2.91
percent of the participants reported infrequent reviews and updates of their supply chain.

Table No. 4.9

MOST SIGNIFICANT PROBLEM FACED IN YOUR LOGISTICS SYSTEM
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Inefficient transportation 17 16.50
Poor inventory control 27 26.21
Supplier issues 23 22.33
Technology limitations 18 17.47
High costs 18 17.47
TOTAL 103 100.00
 Source: Primary Data
Chart No. 4.9
MOST SIGNIFICANT PROBLEM FACED IN YOUR LOGISTICS SYSTEM

17.47 16.5

17.47

26.21

22.33

Inefficient transportation Poor inventory control Supplier issues

Technology limitations High costs

INTERPRETATION
Table No.4.9. There is still an indication from the table that poor inventory control is the
most significant problem which occurs in their logistics system, said by respondents, 26.21%.
Suppliers issue was said by 22.33%, technology limitations and high costs each by 17.47%,
and inefficient transportation were said by 16.50% of respondents that the most significant
problem is confronted in their logistics system.

Table No. 4.10

WHAT IS THE EFFICACY OF YOUR SUPPLY CHAIN RISK MANAGEMENT
STRATEGIES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Very effective 40 38.83
Effective 26 25.24
Neutral 28 27.18
Ineffective 8 7.76
 Very ineffective 1 0.97
TOTAL 103 100.00
Source: Primary Data

Chart No. 4.10

WHAT IS THE EFFICACY OF YOUR SUPPLY CHAIN RISK MANAGEMENT
STRATEGIES

0.97

7.76

38.83
27.18

25.24

INTERPRETATION
According to Table No. 4.10, 25.24% of the respondents stated that their supply chain risk
management is effective. Furthermore, 27.18% of respondents have a neutral opinion. In the
meantime, 7.76% of those surveyed said that their supply chain risk management is
insufficient.

Table No. 4.11

ASSESSING PERFORMANCE OF LOGISTICS PARTNERS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

On-time delivery 38 36.89

Cost efficiency 12 11.65

Quality of service 32 31.06

Customer support 14 13.59

Reliability 7 6.79
 TOTAL 103 100.00
Source: Primary Data
Chart No. 4.11
ASSESSING PERFORMANCE OF LOGISTICS PARTNERS

6.79

13.59

36.89

31.06

11.65

On-time delivery Cost efficiency Quality of service Customer support Reliability

INTERPRETATION
Table No.4.11 shows that 36.89% of the respondents evaluate the performance of their
logistics partners on-time delivery. 31.06% said quality of services helps to evaluate the
performance of logistics partners. 13.59% said customer support, 11.65% said cost efficiency.

Table No. 4.12

SATISFIED WITH YOUR CURRENT LOGISTICS TECHNOLOGY SOLUTIONS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Very satisfied 50 48.54
Satisfied 30 29.12
Neutral 20 19.42
Dissatisfied 3 2.92
Very dissatisfied 0 0.00
TOTAL 100 100.00
Source: Primary Data
 Chart No. 4.12
SATISFIED WITH YOUR CURRENT LOGISTICS TECHNOLOGY SOLUTIONS

2.92

19.42

48.54

29.12

INTERPRETATION
According to Table 4.12, 48.54% of the participants expressed high levels of satisfaction with
their existing logistics technology solutions. Of them, 19.42% hold a neutral opinion, and
29.12% express satisfaction. Of them, 2.92% were not happy with it.

Table No. 4.13

HANDLE DISRUPTIONS IN YOUR SUPPLY CHAIN
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Contingency planning 23 22.33
Alternative suppliers 20 19.42
Real-time monitoring 31 30.09
Process adjustments 14 13.59
Communication with
stakeholders 15 14.56
 TOTAL 103 100.00
Source: Primary Data
Chart No. 4.13
HANDLE DISRUPTIONS IN YOUR SUPPLY CHAIN

14.56
22.33

13.59

19.42

30.09

Contingency planning Alternative suppliers Real-time monitoring

Process adjustments Communication with stakeholders

INTERPRETATION
Table No.4.13 shows that Contingency planning follows closely at 22.33%. Alternative
suppliers (19.42%) and communication with stakeholders (14.56%) also play significant
roles. Meanwhile, process adjustments (13.59%) seem to be the least favoured method.

Table No. 4.14

BIGGEST AREA FOR IMPROVEMENT IN YOUR SUPPLY CHAIN OPERATIONS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Technology integration 24 23.30
Process optimization 36 34.95
Supplier relationships 20 19.42
Cost management 16 15.53

Inventory control 7 6.79

 TOTAL 103 100.00
Source: Primary Data
Chart No. 4.14
BIGGEST AREA FOR IMPROVEMENT IN YOUR SUPPLY CHAIN OPERATIONS

6.79

23.3
15.53

19.42

34.95

Technology integration Process optimization Supplier relationships

Cost management Inventory control

INTERPRETATION
Table No.4.14 shows that 34.95% of people agree process optimization is the biggest area for
improvement in their supply chain operations. 23.30% said technology integration and
19.42% said that company has to increase their supplier relationships. 15.53% said cost
management and 6.79% of them said that inventory control is the biggest area for
improvement in their supply chain operations.

Table No. 4.15

RATE THE OVERALL LEVEL OF COORDINATION BETWEEN THE VARIOUS
SUPPLY CHAIN DEPARTMENTS.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Excellent 24 23.30
Good 53 51.45
Average 20 19.41
Poor 4 3.88
 Very poor 2 1.94
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.15
RATE THE OVERALL LEVEL OF COORDINATION BETWEEN THE VARIOUS
SUPPLY CHAIN DEPARTMENTS.

1.94

3.88

23.3

19.41

51.45

INTERPRETATION
According to Table No. 4.15, 51.45% of respondents think that the overall coordination
between the various supply chain departments is satisfactory. Regarding the overall
coordination between the various departments involved in the supply chain, 23.30% of
respondents rank it good, 19.41% rate it average, 3.88% rate it poor, and 1.94% rate it
extremely poor.

Table No. 4.16

PERFORM SUPPLIER PERFORMANCE EVALUATIONS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Monthly 21 20.38
Quarterly 46 44.66
Annually 20 19.41
Every few years 16 15.53
 rarely 0 0.00

TOTAL 103 100.00

Source: Primary Data
Chart No. 4.16
PERFORM SUPPLIER PERFORMANCE EVALUATIONS

15.53
20.38

19.41

44.66

INTERPRETATION
Table No.4.16 shows that 44.66% of people agree that suppliers quarterly perform
evaluations. 20.38% said monthly, 19.41% said annually and 15.53% said that it happens in
every few years.

Table No. 4.17

WHAT APPS OR SYSTEMS DO YOU USE FOR MANAGEMENT OF THE SUPPLY
CHAIN

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

ERP systems 32 31.07
WMS (Warehouse
Management Systems) 30 29.12
 TMS (Transportation
Management Systems) 38 36.89

SCM software 3 2.91

TOTAL 103 100.00

Source: Primary Data
Chart No. 4.17
WHAT APPS OR SYSTEMS DO YOU USE FOR MANAGEMENT OF THE SUPPLY
CHAIN
2.91

31.07

36.89

29.12

ERP systems WMS (Warehouse Management Systems)

TMS (Transportation Management Systems) SCM software

INTERPRETATION
Table No.4.17 depicts that 36.89% of respondents say that they apply TMS for the
management of supply chain. ERP systems were offered by 31.07% and 2.91% of people
agree that they have SCM application.

Table No. 4.18

PRIORITIZE COST REDUCTION IN YOUR LOGISTICS OPERATIONS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Process optimization 10 9.71
Supplier negotiations 14 13.59
Technology upgrades 38 36.89
Outsourcing 14 13.59
Reducing inventory levels 27 26.21
 TOTAL 103 100.00
Source: Primary Data
Chart No. 4.18
PRIORITIZE COST REDUCTION IN YOUR LOGISTICS OPERATIONS

9.71

26.21
13.59

13.59

36.89

Process optimization Supplier negotiations Technology upgrades

Outsourcing Reducing inventory levels

INTERPRETATION
Table No.4.18 shows that 36.89% of people stated that technology upgrades prioritize cost
reduction in their logistics operations. 26.21% said reducing inventory levels, 13.59% each
said supplier negotiations and outsourcing and 9.71% of them said that process optimization
prioritize cost reduction in their logistics operations.

Table No. 4.19

GLAD WITH THE RELIABILITY OF YOUR DEMAND PROJECTS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Very satisfied 42 40.77
Satisfied 30 29.12
Neutral 18 17.47
Dissatisfied 10 9.70
 Very dissatisfied 3 2.91
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.19
GLAD WITH THE RELIABILITY OF YOUR DEMAND PROJECTS

2.91

9.7

40.77
17.47

29.12

Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied

INTERPRETATION
According to Table 4.19, 40.77% of the participants expressed high satisfaction with the
precision of their demand predictions. 17.47% of them are neutral, while 29.12% of them are
satisfied. There were 9.70% unsatisfied respondents and 2.91% very dissatisfied respondents
with it.

Table No. 4.20

LINKING LOGISTICS SYSTEMS TO OTHER BUSINESS SYSTEMS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Very well 30 29.13
Well 38 36.89
Neutral 24 23.30
Poorly 8 7.76
 Very poorly 3 2.91
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.20
LINKING LOGISTICS SYSTEMS TO OTHER BUSINESS SYSTEMS

2.91
7.76

29.13

23.3

36.89

INTERPRETATION
Table No. 4.20 above makes it evident that 36.89% of respondents found that there is good
integration between the logistics system and other business systems. The logistics system
interfaces very well with other corporate systems, according to 29.13% of respondents. Of
these, 23.30% said they had neutral opinions. The logistics system connects with other
business systems extremely poorly, according to 2.91% of respondents, while 7.76% of them
said poorly.

Table No. 4.21

STRATEGIES USE TO IMPROVE SUPPLY CHAIN VISIBILITY
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Real-time tracking systems 48 46.60
Data analytics 15 14.56
Automated reporting 10 9.71
 Enhanced communication
22 21.36
channels
Regular audits 8 7.76
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.21
STRATEGIES USE TO IMPROVE SUPPLY CHAIN VISIBILITY

7.76

21.36

46.6

9.71

14.56

Real-time tracking systems Data analytics Automated reporting

Enhanced communication channels Regular audits

INTERPRETATION
Table 4.21 Table No. 4.21 makes clear that 46.60% of respondents said that the approach of
real-time tracking technologies is being used to improve supply chain visibility. Improved
communication channels were cited by 21.36% of respondents, data analytics by 14.56%,
automated reporting by 9.71%, and frequent audits by 7.76% as ways to improve supply
chain visibility.

Table No. 4.22

IMPROVEMENTS WOULD MOST ENHANCE YOUR SUPPLY CHAIN
OPERATIONS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Technology upgrades 31 30.09
Better supplier relationships 24 23.30
Improved process efficiency 15 14.56
 Enhanced employee training 16 15.53
Increased budget for supply
17 16.50
chain activities
TOTAL 103 100.00
Source: Primary Data
Chart No. 4.22
IMPROVEMENTS WOULD MOST ENHANCE YOUR SUPPLY CHAIN
OPERATIONS

16.5

30.09

15.53

14.56
23.3

Technology upgrades Better supplier relationships

Improved process efficiency Enhanced employee training
Increased budget for supply chain activities

INTERPRETATION
Table No.4.22 shows that 30.09% people agree, technology upgrades help to enhances their
supply chain operations. 23.30% said better supplier relationships, 16.50% said increased
budget for supply chain activities, 15.53% said enhanced employee training and 14.56% of
them said that Improved process efficiency help to enhances their supply chain operations.

5.1 FINDINGS
• 55.34 percent are male.

• 39.80 percent of the respondents falls within the age of 35 to 45 years.

• 43.69 percent of the respondents have 3 to 5 years of work experience.

• All the respondents agreed with the fact that their present logistics system is very efficient.

• 27.18 percent of the respondents opined that transportation delays are the primary
challenges they face in their supply chain operations.

• Of the respondents, 34.95 percent thought their current inventory management system was
effective.

• Of the respondents, 56.31 percent said they never had a supply chain delay.

• Of the respondents, 53.39 percent are happy with the way the organization and suppliers
communicate.

• In response, 27.18% of participants stated that demand forecasting is done by market

research.

• According to 83.49 percent of respondents, their logistics operations are very adaptable to
changes.

• Of those surveyed, 44.66% said they update and analyze their supply chain plans on a
monthly basis.

• According to 26.21% of respondents, inadequate inventory control is the main problem with
their logistics system.

• Of those surveyed, 38.83% said their supply chain risk management is highly successful.

• 36.89% of respondents said they assess the logistics partners' performance based on their
timely delivery of goods.

• 48.54% express great satisfaction with the logistics technology solutions provided.
• The most popular method for managing and mitigating supply chain interruptions is real-
time monitoring. It represented 30.09% of those surveyed.
• The largest area for improvement in respondents' supply chain operations, according to
34.95% of them, is process optimization.

• 51.45% of the respondents regarded the overall coordination across the supply chain's
departments as good.

• Of those surveyed, 44.66% stated that suppliers do evaluations on a quarterly basis.

• Of those surveyed, 36.89% claimed to utilize transportation management systems (TMS)

for supply chain management.

• 36.89% of respondents stated that while technology is being used to modernize logistics
operations, cost reduction is considered the primary goal.

• Based on demand forecasts, 40.77% of respondents are extremely satisfied with its
accuracy.

• 36.89% of respondents said logistics systems interoperate well with other business systems.

• 46.60% felt that systems strategy on real-time tracking increases supply chain visibility.

• 30.09% believed technology upgrade helps enhance supply chain operations.

5.2 CONCLUSION

Such management practices become very significant in enhancing the overall logistic
efficiency, customer satisfaction, and competitive advantage. Case studies regarding the
existing logistics framework of Sulfex brought out several important findings that changed
the general perception about the company's supply chain dynamics.

It illustrates strategic management, technology integration, and the relevance of collaboration

in driving operational success for the study of the logistics system and supply chain
operations at Sulfex Mattress. This means that Sulfex is constantly improving the practice of
logistics to remain competitive in a shifting market while providing a response to variable
customer requirements

5.3 SUGGESTIONS

• Advanced integration of technologies like IoT, AI, and blockchain in logistics systems with
efficiency, transparency, and responsiveness will be investigated to see how these can
efficiently support supply chains.

• By identifying best practices for creating strong supply chain frameworks, pandemics can
be researched.
• Examine how sustainable practices are being implemented in the context of supply chains
and logistics, paying particular attention to how these practices affect costs and
environmental performance.
•Analyze the character of partners engaged in the supply chain, from suppliers to producers
and retailers, and the implications it has on operations' efficiency and customer satisfaction.

•Investigate the modern techniques used in the inventory management of just-in-time and
demand-driven MRP in cost reduction and the enhancement of service levels within a
logistics system.

• People training, motivation, and management practices that shape an overall outcome on the
logistics system and supply chain operations
• Centric Approaches. Explore how knowledge of customer preferences and behavior leads to
better logistics planning and improved service delivery in supply chains

• Risk management in logistics systems: Examine how organizations should proactively

identify, assess, and mitigate risks in their supply chain operations.

• Explore various performance measures (for example, delivery time, cost per shipment,
inventory turns) to the measurement and improvement of a supply chain's performance.

• Discuss the particular problems of global supply chains (geopolitics, trade policies, cultural
differences) and their effects on logistics functions.