Summer internship at Indoco Remedies Ltd

7/29/2019 Summer internship at Indoco Remedies Ltd

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Sum

Purchas

er Internship Report

e & Warehouse Management

at

01 July 2013

Submitted to

Prof. Ashwini Awasthi

Submitted By

Ameya Pai Angle

121105

MBA FT 2012-14


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Institute of Management, Nirma University Page 2 of 48

Title Page

Name:Ameya Pai Angle

Organization:Indoco Remedies Limited

Address: Verna Industrial Estate, Goa.

Title of the Project : Purchase and Warehouse Management

Purpose:In Partial fulfillment of requirement of MBA

Prepared for:Indoco Remedies Limited

Submitted to:Institute of Management, Nirma university

Date of Submission: 01/07/2013


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Contents

Acknowledgement ........................................................................................................................................5

Executive Summary ......................................................................................................................................6

Organization History in brief........................................................................................................................7

Vision and Mission of the organization. .....................................................................................................11

Top Management ........................................................................................................................................12

Company Organizational Structure.............................................................................................................15

Size of the organization ..............................................................................................................................16

Turnover..................................................................................................................................................16

Geographical Spread...............................................................................................................................17

McKinseys 7-S Framework.......................................................................................................................19

Porters 5 Forces Model ..............................................................................................................................21

Supplier power....................................................................................................................................22

Future strategy/plans of the company. ........................................................................................................23

Main Products .............................................................................................................................................24

Introduction to the Purchase & Warehouse department ............................................................................25

Purchase Department ..........................................................................................................................25

Warehouse...........................................................................................................................................25

Methodology...............................................................................................................................................27

Ethnographic Study.................................................................................................................................27

Maintenance of Journal / Diary to track various issues ..........................................................................28

Employee satisfaction .........................................................................................................................28

Company culture .................................................................................................................................28

Sources of conflict ..............................................................................................................................30

Sources of opportunities for the company ..........................................................................................30

Issues for future competition...............................................................................................................31

Early warning signals..........................................................................................................................32

Trends / Patterns .................................................................................................................................32

Experience gained in the organization (Self learning) ................................................................................34


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Purchase Department ..............................................................................................................................34

Warehouse...............................................................................................................................................35

HR Department .......................................................................................................................................37

Identification of critical issues or problem areas if any .............................................................................. 40

Purchase Department ..............................................................................................................................40

HR Department .......................................................................................................................................41

IT Department.........................................................................................................................................42

Other Suggestions ...................................................................................................................................43

Conclusion ..................................................................................................................................................44

Summary of feedback given to organization ..........................................................................................44

Summary of self-learning .......................................................................................................................44

Bibliography ...............................................................................................................................................45

Learning from the Summer Training ..........................................................................................................46

Application of concepts, tools, techniques and skills learnt at the IMNU. .............................................46

New knowledge, tools, techniques or skills that I have picked up .........................................................46

Any directions for future learning or career path that you may like to pursue. ......................................47

Certificate of project completion ................................................................................................................48


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Acknowledgement

A summer internship is a golden opportunity for learning and self development. I consider

myself very lucky and honored to have so many wonderful people lead me through in

completion of this summer internship.

I wish to express my indebted gratitude and special thanks to Mr. Sanjay Priolkar (GM-

Operations), who gave me an opportunity to do my Summer Internship at Indoco Remedies Ltd.

I express my deepest thanks to Mr. Umar Sayyed (Head of the Purchase Department) for giving

necessary advices and guidance during my Summer Internship. I choose this moment to

acknowledge their contribution gratefully.

I offer my deepest sense of gratitude to Mr. Amol Shet (Assistant Manager-HR), Mr. Vijay

Keluskar (Head of the Warehouse), Ms. Ranjana Naik, Ms. Niraksha Borkar, and Ms. Khushboo

Sahu for their judicious and precious guidance which were extremely valuable.

I would like to thank entire Warehouse and Purchase Department for their cooperation and

guidance during my Internship. I thank each and every employee of Indoco for their contribution

in enhancing my knowledge and making my Summer Internship a solid learning curve.

Last but not the least; I would also like to extend my sincere thanks and gratitude to my institute

for giving me this learning opportunity and my mentor Prof. Ashwini Awasthi for his support &

guidance.


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Executive Summary

Indoco Remedies is engaged in the manufacturing and marketing of Formulations (Finished

Dosage Forms) and Active Pharmaceutical Ingredients (APIs) in India. The Company is strivingto place itself on a strong promising path by expanding its business strategically, strengthening

its manufacturing facilities and enhancing capabilities across the organization. The Company is

looking at various opportunities in untapped markets and association with business partners in

the global markets to boost its revenues.

During my tenure as Summer Intern at Indoco Remedies, I got chance to work in Purchase

Department & Warehouse. In Purchase department, my work involved from receiving indents

from various departments, asking quotation from various suppliers, negotiating prices, using

ERP system to generate Purchase order and following up with the supplier for the delivery of the

material.

In warehouse department, my work activities included receiving of Packing Material and Raw

Material, .Assisting Quality Control (QC) team member in sampling the material, Updating

Material location, Issuing material for a batch of tablets, Palletization & Dispatch of finished

goods.

I have also submitted a report to the organization in which I have identified certain problems in

the organization and also proposed the solutions for the same.


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Organization History in brief

History

In 1945, a Goan entrepreneur Mr. Govind Ramnath Kare, who was in the business of wholesale

and retail trade of pharmaceuticals, started a firm which he named Indo Continental Trading

Company. The principal business of this firm was to import pharmaceutical formulations from

Europe and distribute them in Western India. However in 1947, after India became independent,

the new Government in its bid to encourage indigenous manufacturing of medicines banned

import of several formulations. Mr. G.R. Kare instead of being discouraged decided to venture

into manufacturing of pharmaceuticals. Accordingly, on 23rd August 1947, a week after India's

independence, a new Company was founded with the intent to manufacture and sell

pharmaceutical formulations. Thus, Indo Continental Trading Company became Indoco

Remedies Limited.

Overview

Indoco Remedies is engaged in the manufacturing and marketing of Formulations (Finished

Dosage Forms) and Active Pharmaceutical Ingredients (APIs) in India. Indoco has a strong

international presence in the Regulated and Emerging markets. The Company is striving to place

itself on a strong promising path by expanding its business strategically, strengthening its

manufacturing facilities and enhancing capabilities across the organization. The Company is

looking at various opportunities in untapped markets and association with business partners in

the global markets to boost its revenues.

As a company, Indoco remains focused on APIs & Formulations business and will be looking to

expand the same, both in the domestic as well as international markets. Indoco today, has a well-

built brand portfolio of 135 products in various therapeutic segments, including high growth life

style segments such as Anti-Diabetics, Cardiovascular, Central Nervous System, Musculo-

Skeletal, Nutrition and Dental care.

Global Footprint

Indoco has built a visible presence across all its markets in Europe, USA, Asia, Africa, Latin

America and other CIS countries. A number of its products have emerged as brand leaders in theIndian and in International markets. Indoco has made significant investments to build capabilities

in API manufacturing and R & D services to enhance its visibility. As of today, the company

operates in over 35 countries globally for Formulations and APIs. With approval of its Finished

Dosage facilities by the US - FDA, Darmstadt Germany, TGA Australia, MCC-South Africa

and UK - MHRA, Indoco has emerged as the most suitable partner and provider of Contract


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Research and Manufacturing Services (CRAMS) to its customers globally. With a sizeable

basket of own Dossiers in CTD format, Indoco is all set to offer the full range of services

including APIs with DMFs/CoS and CTD Dossiers with supply of Finished Dosages.

Milestones Achieved

1993 - R&D recognized by DSIR.

1997 - Commencement of production in Goa Plant I.

1999 - New Corporate Office at Indoco House.

- Acquisition of Warren, Company makes presence in Ophthalmic & Dental

Segments.

2002 - State-of-the-art sterile facility, Plant II commissioned at Verna Goa.

2003 - UK-MHRA approval for the Solid Dosage facility at Plant I.

- Exports to regulated markets commence.

- First contract for Dossier Development with European company.

- Domestic Marketing makes a foray into the lifestyle segment.

2004 - First Contract for Development services with US Company.

- Karvol brand acquisition from Solvay Pharmaceuticals Pvt. Ltd.

- Four Patent applications filed.

- Company jumps five ranks in two yrs in the ORG-IMS Retail Audit.

2005 - First ANDA filed on the basis of Exhibit batches manufactured in sterile facility in

Goa.

- Development Contracts for inject able products signed with a US Company.

- Tablet capacity doubled by commissioning an extended facility in the existing

UK- MHRA approved plant.

- Shares of the Company listed on BSE and NSE.


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2006 - US-FDA approval for Ophthalmic facility, Plant-II in GOA.

- Contract signed for supply of 18 generic products to German Market.

- 2 ANDAs filed with USFDA.

- Commencement of liquid manufacturing facility at Baddi, Himachal Pradesh.

- New R&D Centre at Rabale, near Mumbai becomes functional.

- Solid Dosage facility at Goa Plant I re-inspected & approved by UK-MHRA.

- UK-MHRA approval for Creams & Ointments facility.

- Darmstadt-Germany approves Goa facility for Solid Dosage manufacturing.

- Acquisition of LaNOVA Chem Pvt. Ltd. with its brand new API manufacturing

facility of international standards.

- Launch of Surge - a specialty marketing division.

2007 - ANVISA (Brazil) approval for the Solid Dosage facility at GOA Plant I.

- Commencement of exports to the US markets.

- Launch of Warren-Excel and Spera - two specialty marketing divisions.

2008 - IDMA Quality Excellence Awards 2008 - The Sterile Facility at Goa Plant II

received the Gold Award and the Solid Dosage Forms and Externals Facility at

Goa Plant I received the Silver Award.

- TGA (Australia) approval for the Solid Dosage, Liquid Orals and Creams &

Ointments Dosage forms at GOA Plant I.

- First shipment of Diclofenac Ophthalmic solution shipped to USA against an

approved ANDA.

- Successfully faced Slovenia audit for the Solid Oral Dosage forms at Baddi Plant.

- MCC (South Africa) approval for the Solid Dosage facility at GOA Plant I and for

the Sterile facility at Goa Plant II.

2009 - UK-MHRA approval for the Solid Oral Dosage forms at Baddi Plant.

- Export sales exceeded Rs. 1 Billion in the FY 08-09.


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- Successfully faced Slovenia audit for the Sterile Facility at Goa Plant II for the

Injections Area.

2010 - Indoco Remedies teams up with ASPEN, South Africa by licensing out intellectual

property (dossiers) for marketing its products in emerging markets covering 30

countries, including SA, Brazil, Mexico, Venezuela, Russia & Australia.

- Indoco Remedies licenses out technology to Watson Pharmaceuticals Inc. USA.

Under the terms of profit sharing agreement, Indoco will develop, manufacture

and supply a basket of sterile products to Watson for the US market

2011 - Indoco received the Silver Quality Excellence Award for Sterile Manufacturing

Facility in Goa and Solid Dosages Facility in Baddi (Himachal\Pradesh) at

IDMA's Golden Jubilee celebrations.

2012 - Indoco announced the signing of an agreement with DSM, a 9 billion Company,

for commercial cooperation for Active Pharmaceutical Ingredients (APIs). Indoco

and DSM have formed a strategic alliance, wherein DSM shall be marketing and

selling the APIs manufactured by INDOCO.


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Vision and Mission of the organization.

Company Vision

To improve the quality of life by making available products of highest quality at

affordable prices

To ensure that quality becomes a habit, a commitment that finds expression at every stage

from production testing, marketing to employee relations

To be a research based globally known company present in all 5 continents of the world

Company Mission

To continue to be quality driven, research based, focused pharmaceutical company

To adopt and assimilate CGMP (current good manufacturing practices) with strict

adherence to environment safety

To build on the trust generated by the fraternity.

To share management goals, with employees and also to celebrate corporate success

with them


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Top Management

Mr. Suresh G. Kare : Executive Chairman

He is the Executive Chairman of Indoco Remedies Ltd. He has been at the helm of

the companys affairs for forty-nine years and is responsible for its transformation

from a small sick unit in 1963, to the global, fast growing, profitable organization

that it is today. Suresh G. Kare has a technical background and is recognized for his

leadership and vision.

Ms. Aditi Kare Panandikar : Managing Director

Having worked in various departments in different capacities, Aditi has steadily

climbed the corporate ladder and is now a Managing Director on the board at

Indoco Remedies Limited. She heads Domestic Marketing, Business Development,

Technical, H.R. and the API Business at Indoco. Aditi Kare Panandikar, a

Pharmacist by profession, has earned her basic degree in Pharmaceutical

Administration from the Ohio State University, USA. A third generation

entrepreneur, she joined the family business soon after returning back in 1992

Mr. Sundeep V. Bambolkar : Jt. Managing Director

A Pharma professional with over 25 years experience in the industry, across various

functions such as Finance, Operations, Purchase, Projects and International

Business. As Jt. Managing Director he is overall responsible for all Manufacturing

as well as Supply Chain Operations, the Finance Portfolio and the InternationalFormulation Business at INDOCO. He is a science graduate and holds a Masters

degree in Business Administration from the Mumbai University. He has also trained

in the field of management at the Indian School of Business, Hyderabad and the Kellogg School

of Business, Chicago, USA. Sundeep V. Bambolkar has been with the group since 1982.


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Other Non Executive directors

Mr. D. M. Sukthankar

He holds Master Degree in Commerce from Bombay University. He was selected for IAS

(Indian Administrative Service) in 1956 and served in various capacities in different departments

of the Govt. of Maharashtra and the Govt. of India prior to his retirement. Mr. Sukthankar was

appointed on the Board on September 10, 1994.

Mr. D. M. Gavaskar

He is a Chartered Accountant and Company Secretary. Mr. Gavaskar is a Commerce Graduate

from the University of Bombay and he has also completed from U.K. a course in Strategic

Management and another course for Senior Management from Templeton College, Oxford

University, and Henley College of Management, respectively. Mr. Gavaskar has been inductedas an Additional Director on the Board with effect from April 11, 2005 .

Mr. Sharad P. Upasani

Mr. Upasani joined Indian Administrative Service in 1962. Prior to that he had obtained post-

graduate degree of Master of Commerce and also did Bachelor of Law from University of

Bombay. After joining service in 1968 he did Masters of Business Administration in U.S.A.

After retirement in 1996, Upasani is practicing in the field of Corporate Law and has acted as

Arbitrator in variety of cases including infrastructure projects. In addition to his legal practice

and arbitrations, Shri. Upasani is also Vice-President of M. Visvesvaraya Industrial Research &

Development Centre, (World Trade Centre), Mumbai and President of Consumer Council of

India.

Mr. Rajiv P. Kakodkar

He holds a bachelor of pharmacy degree from Bombay University and an MBA degree from the

prestigous Stuart School of Business, Chicago, USA. He has vast international business

experience in pharmaceutical field. His area of expertise include Indenting and Sourcing for

pharmacetical global and domestic businesses. He is a founder of his own chemical business in

operation for over two decades.


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Dr. Anil M. Naik

Dr. Anil M. Naik graduated in 1966 with Gold Medal from IIM, Kolkatta. He also holds a

doctorate from the Mumbai University. He has to his credit, Rani Tarneja Award of 1992 and is

affiliated to reputed Educational Institutions and Social Service organizations. His business skills

and acumen have been instrumental in turning around a few corporate entities and ManagementDevelopment Programmes, conducted by him, were well received by the top noche companies.

Dr. Naik was appointed on Board on 14th February 2012.


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Company Organizational Structure

Executive Chairman

Managing Director

JT Managing Director

SR.VP -Operations

General Manager Operations

DyM.stores DyM.Prodution DyMEngineering QA Accounts IT Purchase QC HR


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Institute of Management, Nirma Un

S

Turnover

Annual turnover of Indoco Re

figures of past five years.

Mar ' 12 Mar ' 11

Gross

Sales 564.31 485.3

Stock Price as on 23/

Current Stock Price - NSE : 61

Current Stock Price - BSE : 62

iversity

ze of the organization

edies has been rising steadily over the year

( Cr.)

Mar ' 10 Mar ' 09 Mar ' 08

404.05 350.35 262.56

6/2013

.75

.05

Page 16 of 48

. Below are the


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Geographical Spread

Goa Plant I

Indoco Remedies Goa Plant I, is a product manufacturing facility which includes Solid Dosages,

Creams, Ointments and Liquid Dosages and is located in a non-pollutant area, with a verticalflow system, monolithic flooring, fully air-conditioned RM and FG stores. The unique feature is

that it has a separate Pilot Plant. The plant has capability to manufacture Aqueous, Non-aqueous

and Photosensitive products. The plant has been approved by Approved by UK-MHRA, MCC-

South Africa, TGA-Australia, ANVISA-Brazil & German Authorities.

Goa Plant II

This is a state-of-the-art sterile facility for Ophthalmics and Injectables approved by USFDA forOphthalmic preparations. This facility has also been approved by MCC - South Africa and

Ministry of Health - Tanzania. The Plant has been designed with a sophisticated internal

environment monitoring system using PC based system to monitor and control parameters like

temperature, humidity, pressure difference, particulate count and safety aspects. The Design of

the plant is modular.

Goa Plant III

Plant 3 main products are Metformin and Paracetamol and they manufacture products for other

companies all over the world. The Market share is that it caters to a regulated market and is

currently into exports. The company currently carters to the domestic market and some

international companies. The company will soon go international and slowly stop catering to the

domestic market

R&D Center at Rabale

Indoco Remedies Limited has set up a state-of-the-art standalone R&D Centre at Rabale, nearNew Mumbai. The facility is in the forefront of Indocos efforts for a successful entry into the

advanced regulated markets of US and Europe.Occupying an area of 70,000 sq. ft., the R&D

Centre has three divisions viz. Formulations, Active Pharmaceutical Ingredients & Intermediates

and Regulatory & IPR Cell. The Centre is backed by a full spectrum of library and information

management service. The facility has already received approval from the Department of


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Scientific and Industrial Research, Ministry of Science and Technology, Government of India.

The new R&D thrust by Indoco Remedies will accelerate its growth and the company is in talks

with several leading organizations for taking up assignments in the area of contract research and

manufacturing services.

Baddi Plant

Indoco has set up a Greenfield Manufacturing unit in BADDI, Himachal Pradesh at a cost of Rs.

360 mn (9mn US$) to manufacture tablets, creams, ointments, liquid orals and toothpaste. The

new facility will support the Companys growing formulations requirements for the domestic as

well as international business.

The manufacturing facility has been designed for logical flow of men and materials. The plant

has been provided with all necessary arrangements to eliminate the risk of errors, avoid cross

border contamination and mix up.

Waluj Plant

Indoco's Waluj manufacturing facility is located in Aurangabad, over the plot area of 87156 sq.

ft. The total built up area is approximately 4000 sq.mtr. This facility has been designed for

logical flow of men & material and has been provided with all necessary arrangements to

eliminate the risk of errors, avoid cross contamination and mix up. The site is surrounded by non

polluting industries which do not generate any smoke, soot or dust.


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Mc

The 7-S-Model is better known as

model, Tom Peters and Robert

published their 7-S-Model in their

Art of Japanese Management (198

Hard Elements

Strategy

Structure

Systems

The model starts on the premise

elements: Those seven element

Skills

System

iversity

inseys 7-S Framework

McKinsey 7-S. This is because the two persons

aterman were consultants at McKinsey & Co a

rticle Structure Is Not Organization (1980) and i

1) and In Search of Excellence (1982).

Soft Elements

Shared Values

Skills

Style

Staff

that an organization is not just Structure, but

are distinguished in so called hard Ss and s

Strategy

Structure

SharedValues

StyleStaff

Page 19 of 48

ho developed this

t that time. They

their books The

onsists of seven

ft Ss. The hard


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elements are feasible and easy to identify. They can be found in strategy statements, corporate

plans, organizational charts and other documentations. The four soft Ss however, are hardly

feasible. They are difficult to describe since capabilities, values and elements of corporate

culture are continuously developing and changing. They are highly determined by the people at

work in the organization. Therefore it is much more difficult to plan or to influence the

characteristics of the soft elements. Although the soft factors are below the surface, they can

have a great impact of the hard Structures, Strategies and Systems of the organization.

Strategy: On the domestic front, Indoco is planning to have new product launches in all the

marketing divisions, further penetration in the market through extended geographical reach with

intense product promotion campaigns and the launch of Indoco CND, a new marketing division

with products from lifestyle and chronic segments, will ensure the desired growth.In the

international business. Indoco is preparing to launch a few products in US through Watson and

move up the value chain in EU by registering own dossiers.

Structure: Every plant in this organization consists of various departments. Each department has

Department Head. Below Heads, we have officers, senior officers, Executives and Senior

Executive. Every member from department reports to the department Head. Department Head

directly reports to the GM-Operations of the Plant.

Systems: The Company has a HR system to take care of its employees. Various scheme and

cultural events take place to engage the employees. New employees have to stay back after

5.30pm and they are trained by their seniors. Every 6 months, employees are encouraged to

change their section in which they work. This ensures that every employees has been cross

trained and load shedding can be done at crucial time.

Shared Values: Shared Values implies that the employees are driven by some guiding values. Values

provide guidance in times of crisis. Few of the values, which Indoco Remedies follows, are:

Individuals respect

Accountability

Excellence

Operational Efficiency


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Honesty

Consistency

Style: It has been observed that,

follow democratic leadership sty

members are consulted, their opiwelcome.

Staff: Indoco as a company stro

includes a range of initiatives th

creative environment.

Skills: Employees from QC dep

Administration) approved chemi

from other sections of same dep

Porters 5 Forces MMichael Porter provided a fram

that models an industry as bei

competitive intensity and therefo

iversity

many managersa nd department heads at Indoc

le. A department level decision is not taken unl

nions are taken into account and new suggestio

gly believes in Employee diversity. Its commit

t help employees to work in an understanding,

rtment are encouraged to be FDA ( Food and

sts. As mentioned earlier, employees acquire sk

rtment.

delework for industry analysis and business strat

g influenced by five forces. These five forc

re attractiveness of a market.

Page 21 of 48

Remedies

ss all the

s are always

ent to diversity

lexible and

rug

lls of members

gy development

s determine the


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Supplier power

Suppliers are very essential part for the success of the organization. Suppliers can disturb the

production process if material is not supplied. It takes some time to arrange for new material in

Pharma industry. Also prices are controlled by the suppliers. Hence it plays decisive role in the

final price of the product. Switching costs are high. As it takes time to add new supplier in the

approved vendor list. This is because audits are performed and then the vendor is approved by

the organization.

Buyer power

Buyers can control and exert influence over an industry in many of the cases. In Pharma

industry, there are lot of substitutes and cost of switching for the customers is also very low.

Also competitive margins needs to be provided to stockist and independent distributers.

Intensity of rivalry

Indoco is facing stiff competition for its rivals such as Cipla,Sanofi,Zydus,Lupin etc. Pharma

industry is very competitive and there exists substitutes for most of the products. For example

tablet Glychek-M produced by Indoco Remedies has substitute in Metformin produced by

Zydus. Similarly Paracetamol tablets produced by Indoco remedies has competition with

Paracetamol (Same Name and Similar contents) produced by Cipla or Zydus. Every firm is

trying to increase their market share for their individual products.

Threat of substitute

As I mentioned above, there exists substitutes for most of the Pharma Products and also at lowercosts. Also cost of switching is also very low in most of the cases.

Threat of new entrants

The threat of a new organization entering the industry is high when it is easy for an organization

to enter the industry i.e. entry barriers are low. Here it would take time for any organization to

get settled into the business and establish market share which is enough to sustain in the long

run.

A new entrant may be faced with various hurdles erected by established businesses, such as:

economies of scale - manufacturing, R&D, marketing, sales, distribution.

product differentiation - established products, brands and relationships

capital requirements and financial resources


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access to distribution channels: preferred arrangements

regulatory policy: patents, regulatory standards

switching costs - employee retraining, new equipment, technical assistance

Future strategy/plans of the company.

The company is progressing well in domestic as well as international business.

On the domestic front, Indoco is planning for new product launches in all the marketing

divisions, further penetration in the market through extended geographical reach with intense

product promotion campaigns and the launch of Indoco CND, a new marketing division withproducts from lifestyle and chronic segments, will ensure the desired growth.

In the international business, Indoco is preparing to launch a few products in US through Watson

and move up the value chain in EU by registering own dossiers. The company is expanding its

base in EU by adding new customers with special focus on new ophthalmic range. The company

is progressing well on the in-house development for new products slated to go off patent in the

near future and has an impressive product pipeline for servicing generic companies across the

globe.

The potential in emerging markets will be exploited by adopting two pronged approach, i.e.,

partnership with Aspen A plot of land adjacent to the existing facility has already been acquired.

There has been a significant rise in the number of development projects the R&D is handling.

Hence the R&D facility now needs an expansion. The Company has taken a step in this direction

by acquiring a plot of land next to the existing R&D facility. Overall, the Company is on track to

achieve the intended growth in all the business segments that it operates in.


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Main Products Dicyclomine Hydrochloride Injection

Ciprofloxacin Eye drops

Tobramycin Eye/Ear drops

Lignocaine Hydrochloride Injection (Lignox)

Cyclopam

Cital

Tuspel Plus

Febrex

Paracetamol

Metformin

Ropinorole

Tradazone

Indometformin

Albendazola


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Introduction to the Purchase & Warehouse department

Purchase Department

Department Head: Mr. Umar Sayyed

Mentor: Ms. Niraksha Borkar (Senior team member)

Office Timings: 9am to 5.30pm

Scope of the department

To follow Standard Operating Procedures (SOP) while performing the duties.

To procure the material and items required by various departments in all three plants,

located in the industrial estate.

To take care of the means by which the material and items would reach the required

location i,e logistics.

Warehouse

Department Head: Mr. Vijay Keluskar

Mentor: My mentor did not change in the entire course of Summer Internship. My point of

contact was still Ms. Niraksha Borkar even when I was in Warehouse.

Activities carried out in the department

Coordinating and receiving the Raw material and Packing material required for

various products.

Issuing of Raw Material and Material samples to the QC department for various

analysis.


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Storage of Raw Material , Packing material and Finished goods in the inventory.

Dispatch of Finished goods.

Issuing Raw Material to Granulation Section under Production department and

issuing Packing Material to Packing section under Production department.

Maintaining the required information related to Material receipt, Storage locations,

Finished goods dispatched and generating Goods receipt note (GRN) in the ERP

system.


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Methodology

Ethnographic Study

Ethnography is a qualitative research design aimed at exploring cultural phenomena. As an

observer I noticed various practices in the organization.

Office timings were fixed in the administration and purchase department. Timings were 9am

to 5.30 pm. Employees had option of doing 1st shift i.e 7.30am to 4pm. But suppliers office

were open only aftr 9am in most cases, there was no use of doing first shift in Purchase

department. In warehouse, there was only one shift i.e 9am to 5.30pm .

The employees at the Managerial level were addressed as Sir or Madam. This was opposite

to the organization in which I worked previously. In my previous organization the all otheremployees were addressed by their first name. If any problem was arrived, it was solved in a

collective manner, rather than onus being laid upon only one employee.

Most of the employees communicated orally in local language i.e Konkani in this case. This

even included the conversation between Manager and subordinate. Those who did not

understand Konkani, Hindi was the language for oral communication for them.

Every year, Navaratri is celebrated with great pomp and joy. Production is stopped in those

days. Pooja is performed daily in those days. On each day, different department gets the

chance to perform the pooja. On those days, Sports events are held and also various othercompetitions are organized. Other days that are celebrated are founders day and womens day.

It was also observed that on birthdays, employees distributed sweets or snacks to the

members of his or her own department. If any employee from any department stays up late

for work, he is provided with food and Cab facility.


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Maintenance of Journal / Diary to track various issues

Employee satisfaction

Tthere is a high amount of dissatisfaction expressed by the employees on salary. It has been

learned that the salary cannot be increased since the salary are structured as per market research

done on pharmaceutical companies on the salary they provide and there is no much difference in

the salary component. As the standard of living is increasing, people find the salary they get is

not as per their expectation since it might not fulfill their certain needs so the dissatisfaction on

the salary is known to the company and to make it better they should provide some benefits.

They benefits the employee receives is not satisfying since there are no extra benefits other than

loan facilities, medical facilities, DA, PF festival offers etc. Only 10 holidays are there for the

employees. Canteen facilities is another dissatisfaction issue since there is no food provided tothem and it is difficult for the employees to get food and come. However, there are restrictions

by the rules of Food and Drugs Administration in this area.

However employees are very much satisfied with working hours and physical working

environment. As per general discussion with the employees, they are neutrally satisfied with the

job security Employees are also not satisfied with the reward and recognition system, as they do

not get any kind of appreciation or reward for outstanding contribution.

The employees are very much satisfied with their personal growth. This is because indoco

encourages cross training. Employees are encouraged to work in different section, every six

months.

Company culture

Employee Diversity: Indoco as a company strongly believes in Employee diversity. Their

commitment to diversity includes a range of initiatives that help their employees to work in an

understanding, flexible and creative environment.

Employee Networks: Indoco supports associations that represent the common interests of their

employees. These provide support and development possibilities that help them to keep and


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retain the best people.

Flexible shift Options: Indocos flexible working policy enables their people to maintain a

positive work-life balance and address personal and professional needs.

Mentoring: Indoco uses mentoring to give their employees the opportunity to learn from a moreexperienced colleague. Again, this is part of their plan to keep the best people.

Recruitment of Female and Minority Employees: Indoco is committed to equal opportunities

through recruitment of employees that represent all people within society, including women and

ethnic minorities.

Talent Review and Succession Planning: Indoco places a high priority on their ability to develop

talent and enthusiasm in their employees. Through succession planning they can identify and

encourage their high-potential employees and ensure that they have a career path that meets their

and companies needs.

Training and Development: By providing their employees with an environment that encourages

learning and development, they allow people to realize their potential. Activities such as on-the-

job training, web-based learning and self-study are part of their training and development

programme.

Management Trainee Programme: Management Trainee Programme is a perfect example of their

commitment towards developing and nurturing young talent. Indoco recruits the best minds from

Business Schools and prepares them for the challenges of business. Each of the ManagementTrainee, irrespective of their discipline, gets an opportunity to work and get exposed in sales,

R&D, HRD and manufacturing.

Salary and Benefits: Salaries and other benefits in Indoco can be comparable to the best in the

industry and one can expect to be rewarded highly if your performance is very good and

consistent. Additionally, one will receive a wide range of benefits like the Group Life Insurance,

Pension plan are a few examples of their focus to provide their employees and their dependents

with adequate financial protection on solid and long term care basis.


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Sources of conflictConflict could occur Intra Department or Inter Department. The possible conflicts that would

occur which I noticed were between supplier and Purchase department, Warehouse and logistics,

Accounts and Suppliers, Purchase and other department and Accounts and Purchase Department.

The conflict I usually noticed was between Purchase and Other department. Other departments

always treated their Indents (request for material) on high priority but purchase department

would usually require at least a week to procure this material. Hence other departments would

inquire again and again.

Another source of conflict is the payment, which is to be done by accounts department. But

accounts department usually delay the payment. Suppliers catch hold of Purchase department,

which is the point of contact for Suppliers. Due to this possible conflict can arise between

Accounts, Purchase and Suppliers.

Both of these problems are mentioned in detail, in the section Identification of critical issues

or problem areas if any.

Sources of opportunities for the company

Indoco remedies have 3 plants in Goa. But these plants do not operate at full capacity. They

operate and manufacture products as per the market demand. The opportunity is that, Indoco

Remedies has the necessary infrastructure and can operate at full capacity as and when required.

So if any unexpected demand has occurred in the market, company is ready to fulfill it.

Sub contracting is very common is Pharmaceutical Industry. It often happens that a company has

huge demand for its product in domestic as well as foreign markets, but it does not have

necessary infrastructure i.e Capacity to manufacture. In such cases, they subcontract the order to

other pharmaceutical companies. In such cases, various audits and inspections are carried out.

Once the facilities of the sub contracted company are approved, the production at client side

starts. Time period for which the sub contracted order to be given varies and it depends on the

audits that are performed. After the time period is over, audits are performed again if order needsto be repeated after the time period is over. The time period varies anything between 6 months to

3 years. Time period also depends on the reputation of the company in the market. Indoco

remedies takes such kind of sub contracting orders in their plants. During my summer internship,

Tablet Metformin was manufactured butIt was marketed by Dexcel Pharma. In future , Indoco

remedies can take up such sub contracting to generate safe revenues.


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Advantage of taking sub contracting order is that

1. Only production cost needs to be taken care and wastage needs to be reduced

2. Packing material and raw material are procured by the company who has done the sub

contracting

3. Fixed revenues are earned

4. No risk of product being failed in the market and losses occurred.

Dis-Advantage is that

1. If product fails in the market due to manufacturing deformities, future orders are at risk.

2. Also every company would like to manufacture its own product and market it by itself and

utilize its entire capacity.

Other sources of opportunities can be setting up of plants in foreign countries or setting up

of marketing division in foreign countries. Currently Indoco Remedies has its operations

only in India and it also exports its products. The products they manufacture, which areexported are either subcontracted or to only those few countries, whose regulatory bodies

have performed the audits.

Issues for future competitionAs time progresses, old molecules are discarded and new products are formed. R&D is the area

which faces a stiff competition. Therefore if any similar products are developed by competitors,challenge lies with R&D team to either improve the product or discover new products. Also its a

challenge for the marketing team as well to maintain the existing market share in such cases.

Gaining more margin domestically can be an issue for future competition. There exist price wars

in Pharma industry. The prices are regulated by DPCO (Drug Price Control order), due to this

margins gained on products is very less. Hence there would be competition to manufacture

products at lesser costs. Due to this processes need to be improved.

I have also understood from the senior officers that Pharma Industry never faced any recession.

Also there was no effect on the exports of the products. Hence recession is not an issue for future

competition.


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Early warning signals

In Goa, Plant I commenced its operations in 1997. This plant has an employee union. In the past,

management had faced some problems due to this. They sensed this warning in the past and

decided to improve upon the issue. In the new plants that are set up, Unions are discouraged. Butany issues and problems are solved after careful discussions with the workers. Management has

also been maintaining good relations with the employees at all level.

Organizational Training

A new employee has to undergo, two day induction program. In these two days, every employee

has to visit each and every department, and understand the basic operations of that department.

They have to write its description in the form provided by the HR department. Once the

induction is over, employee joins the respective department.

Every department has its own set of SOPs. SOPs are standard operating procedures followed

by every department. A new joinee has to go through each and every SOP of the respective

department. New employee than has to wait for extra hours after the regular office time, to

complete his training. For these he is also paid over time charges, if his name is included in the

overtime (OT) sheet by the respective department head.

Indoco Remedies also believe in cross training. There are various sections in every department.

Each employee has to work in different department after every 6 months. This not only makes

them all rounders but benefits organization in case any situation has arrived where moreemployees are needed in a particular section. I have also noticed that, in competitors firms,

employees are working in a section for many years. Due to this they not able to explore the other

opportunities. His knowledge is corroded by the time; he decides to switch the organization.

Trends / Patterns

1. Employees at the Managerial level were addressed as Sir/Madam.2. There is 30 minutes lunch break for employees at all level. There is no canteen in any

of the 3 plants in Goa. But there exists dining area and washing area for plates. One

can also go out of premises to eat food. Food is also delivered by contractors and

hotels. This is mainly a precaution for micro organisms from entering the premises.


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3. Birthdays were celebrated on the last working day of the month. Cost for the cake

was contributed by all the employees and every employee has a chance to showcase

his talent on this occasion.


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Experience gained in the organization (Self learning)

Purchase DepartmentOn first day, a mentor was assigned to me and I was required to read the Standard OperatingProcedures (SOP). SOPs are the guidelines on which the department functions. Every team

member requires to follow the guideline mentioned and are not allowed perform anything apart

from it unless permission has been taken from the supervisor or higher authority. Also I was

required to go through the files containing old Purchase Orders (PO). This was done to get

myself familiar with the names of various suppliers, items and material that we purchase, various

fields on Purchase Order and the format of the order itself.

On next day I was thought to ask for quotations from various suppliers and raise the purchase

orders depending on the Items and materials mentioned in the Indent. Indent is a standard slip

which is produced to the purchase department by other department. The indent mentions thename of the person who has raised it, his department, name of items or material needed ,

quantity, current inventory and if required there would be item number from the catalogue.

On subsequent days I requested for quotation from various suppliers, than compared those

quotations for the best prices. The order for particular item was given to the supplier who offered

the lowest price (For same type and same make). The PO was raised in ERP system.

While raising a PO, one has to be very careful while filling various fields and even small mistake

can lead to the inconvenience to the suppliers as well as to the department which has raised the

Indent. Ultimately it can affect the business.

The fields in ERP that we need to take care are

Name and address of supplier

Name of the employee who is raising the PO

Select the appropriate Item name and Code ( From the ERP system)

The plant location where it will be delivered

Types of taxes ( eg.Vat, CST, Excise, octroi as mentioned by the supplier )

Delivery schedule

Payment terms

Packing charges if applicable


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Transport: Whether it will be taken care by the supplier or by the company.

Date of the Indent, Name of the person who has raised the indent and the department

which needs those items or the material.

Once the PO is raised, I need to calculate the total cost manually along with the applicable taxes.And cross check it with the total specified in the system. If the total is above certain amount, the

PO is sent to the Head Office in Mumbai for the processing. Else it is approved in the same

office. After PO is raised and amount is verified, the PO is sent to the supplier and copy of the

PO along with the indent and other quotations were documented in the file by me. Status is than

changed for that PO in the ERP system which would indicate that PO is raised but material is not

yet received.

Once the Items and materials are received, a Goods Receipt Note (GRN) is generated by the

respective department and sent to the Purchase department, and then the status of the PO is again

changed to the goods received.

WarehouseThe responsibilities that were given to me in warehouse were

1. Receiving packing material

I had to receive the different kinds of packing materials such as shippers, PVC, foils, cartons,

labels, leaflets, tapes. For this I had to verify the batch numbers, expiry dates, Address of the

manufacturer (Plant) , and the vehicle through which it has come. Once this was done, I had toinstruct the casual workers to receive it and keep the material on pallets and put it on the racks in

the quarantine area. Mostly there were 3 casual workers.1 knew to operate the stacker vehicle

And other two would be the helpers.

2. Assisting Quality Control (QC) team member in sampling the material

Once the material was put into quarantine area, I had to ensure that each and every box or set of

material had labels on it. I.e. had to instruct the casual workers to stick the labels and verify them

individually whether they match or not. After this QC team member would take the sample

material and I had to ensure that QC team member has put under test label on the boxes or sets

and same for Approved or rejected label

3. Updating Material location

. Once Approved label was put on the boxes or sets. I had to instruct the casual workers to shift

the material to Approved material area and update the location of the material in a book which in


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turn was updated in the ERP system by the senior officer. During this process sometimes I had to

arrange for pallets from other sections and also had to combine small quantities and keep on the

same location using divider. I had to ensure that no same location on racks, would contain

material with same Analytical Receipt Number (AR Number), A unique numbers used to

identify same batch of material. And if it exists, there was a divider between two and locations

are properly updated in the system.

4. Issuing material for a batch of tablets

A paper would be given to me by the warehouse officers. On that paper they would write the

materials they would need for a particular batch. And also they would write the quantity,

Location of that material (Which was previously updated), and AR number. Hence I had to

remove those materials from the mentioned locations and put them in a cage with help of casual

workers. Also update the cage label with the name of the batch and the date. Than officer would

verify the material and give his signal to send the cage to the packing hall ( Production

department ). During this process I also had to take into account the excess material that wasreturned to the warehouse by the packing department. Hence I had to issue and direct to use

material on First In First Out (FIFO) basis.

5. Palletization

(Sample image taken from www.indiamart.com )

I had to instruct casual workers to make pallets for the finished goods. Also had to supervise the

process and had to achieve certain target for that day. I had to ensure they did not waste the

packing material and pallets were made as per the prescribed standards.

6. Dispatch of finished goods.

I had to ensure that right batch of finished goods was dispatched. Also check the interior of the

vehicle i.e to check if the Air condition was on inside the containers that came to receive the


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finished goods. Also I had to note down or tick mark the pallet identification numbers that were

dispatched and report it to the office.

HR Department

When I started my summer Internship, there were only 2 employees in the HR department. It was

learnt that, third employee had resigned recently and decision to hire the replacement was not yet

approved by the higher authority. Due to this there was significant work load on the remaining

two employees. After I completed 15 days in Purchase department, Senior Officer from HR

department directed me to do some HR related work. This was done in coordination with my

Mentor. For next 2-3 days, I was given to work on the email Id of the resigned employee. I had

to download all the resumes from the email Id of that employee. This resumes were sent by

1. Employees from other department, either from same plant or other plants.

2. Forwarded by senior HR officers and managers , resumes to be included in database

of that plant.

3. Resumes sent by candidates themselves, enquiring about any vacancy and offering

their candidature.

My work was to download all the resumes, so that email Id of that employee , who had left the

organization, can be deleted permanently. After downloading I had to put this resumes under two

categories:

1. Qualification2. Department in which they intend to work

Both the categories had same resumes, but under them, they were further divided into more sub-

categories.

Under qualification they were sorted on the basis on their latest qualification. Some of the

qualification that they included were Msc, Bsc, Bcom, Bpharm, Mpharm, BTech/BE, Dip in

Mechanical Engg , PDGM-HR, SSC,HSSC. Resume with MBA degree was a rare site.

Under department they were sub categorized into Quality Assurance (QA), Qaulity Control

(QC), QC-Micro ( for Microbiology lab), Production, Maintenance, Warehouse, Accounts,

House Keeping, HR. Under Production they were more categorized into 3 sub categories i.e

Granulation, Compression and Packing as per the 3 sections which existed under production.

In Total there were around 750 to 800 resumes that I had to go through. Before taking up this

work, I was briefed about all the departments in the organization, what are the various sections


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existed under each department, which qualification is considered for which department and for

further sections. This was the first time I learnt about various department existed in a

Pharmaceutical plant, from HR point of view. I downloaded those resumes, scanned them for a

while, and it was left to me as to under which department I had to categorize. I.e. I had to take

decision on my own as to under which folder I had to put the candidate.

For example, A person has worked in Packing department for 3 yrs, but he is working in

Granulation department for last 6 months and aspires to work in Granulation department. 6

month experience is very less for a person to work at Senior Officer Level in Granulation, but his

total work experience qualifies him to be so. So now it as up to me to decide whether to consider

him as candidate for Granulation department or Packing department. This was one of the best

experiences as I was given independence to take my own decision and it would contribute to the

organization significantly.

In my entire duration at Indoco Remedies, on three occasions, I was told to shortlist resumes

from the database which I had created, for vacancy that our plant had. Than I had to speak to thecandidates and verify certain information. And I had to decide if they were suitable or not and

then had to call them for personal interview. During the entire period I have spoken to more

than 50 candidates over telephone. Apart from the database I had created, they also gave me

some files with the hard copies of the resumes. These copies were dropped at the organisation by

the candidates themselves. Usually they drop the resumes at the security office along with a

cover letter.

Other work that was given to me was verifying of OT (Overtime) sheets for the month of May.

OT sheets were submitted by every department to the HR department over the period of 30 days.

I had to manually verify if the OT hours were calculated correctly by respective department. Ifnot, I had to make the necessary changes. If there was any confusion I had to verify the timings

myself by checking the attendance and punching time. Also I had to take decisions whether Half

Hour OT is supposed to be given or not if the employee has completed 15 or more minutes. For

this I was supposed to check their other timings also if they have 0 to 15 min of recorded time on

any other day. After the manual verification, I had to enter the details in the official worksheet in

the MIS system, which was later sent to the Head Office for releasing the payment for OT.

I have also given a report to the firm, in which I have mentioned some of the problems that I

have identified and the solutions that I have proposed. I have copy of it with the stamp and sign

of the Asst Manager (HR) of the organization. The report was discussed personally with theHead of Purchase department, for all the plants existed in the industrial estate. The report was

submitted to the General Manager of the Plant III, where I did my Internship. He also discussed

each point with me. During this discussion it was understood that, control of operations did not

lie entirely in the hands of managers at plant level. The proposals for any decision or action are

sent to Head Office. If it is approved, than only it was implemented. Head of the Purchase


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Department informed me that he would highlight the Identified problems and their solutions at

the next meeting ( At plant level) .


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Identification of critical issues or problem areas if any

A report was submitted to the organization with below mentioned problems. Solutions to those

problems were also proposed. The report was accepted by the General Manager (Operations) of

the plant and feedback on the report was also given to me.

Purchase Department

1. Problem Identified:

Whenever indent is made by any department, it has been observed that field STOCK ON

HAND is left blank most of the time. Also the indent is made when there is no stock left. Hence

respective department considers the indent as high priority and they follow up with purchase

department next day onwards. Due to this purchase department has to order at high cost in order

to fulfill urgent requirement and save time.

Proposed Solution

The normal time to process the indent and procure the material is around 10-15 days. Hence it

would be advisable to fill the STOCK ON HAND (actual stock and not faking the shortage)

field so that purchase department can treat the indents as per the priority. Apart from this eachdepartment would raise indents in advance i.e. they would raise the indents 15 days in advance

for the materials they would need after 15 days.

2. Problem identified

Purchase department raises Purchase Order (PO) as per the details mentioned in the indent. Once

PO is raised, Vendors supply the necessary material/equipments. In the PO as well as the

quotation, payments terms are specified. If the vendors are not paid as per the payment terms,

they contact Purchase department or the department which had ordered the material/equipment.They keep on following with purchase or respective department. Due to this some vendors are

reluctant to supply next time or they supply at high price.


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Proposed Solution

We know that procurement is initial process and very critical for production. In competitive

environment, procurement cost plays very important role in the final cost of the product.Company will be able to get best prices if payment terms of the vendors are respected and

followed. This will in turn help in reducing the final cost of the product. Market reputation will

also be enhanced. Suppliers would be eager to supply material of good quality at better prices.

While making the payment to the vendors, we can keep a grace period of 15 to 20 days after the

payment terms are over. For example if vendor has specified payment term of 30 days from the

delivery of the material, we can keep grace period of 20 days. Hence payment should be made

within 50 days from the delivery of the material. No outstanding payment of the vendor should

be seen in the system whose grace period is crossed i.e. after 50 days in this case. This would

facilitate in fetching the best rate from the vendors and also timely payment would be made to

the vendors, who are also one of the stakeholders of our organization.

HR Department

1. Problem Identified

There is no award or recognitions given to the employees for their outstanding contributions or

dedication for a particular month or quarter.

Proposed Solution

We can give a certificate and a gift to such employees. Only certificate can also be given. Head

of the department can identify such employees and nominate them. Out of these, 2 or 3

employees can be selected by Jury and they can be given recognition on the same day as we

celebrate birthdays in Plant III. Gift can be given in the form of Wrist Watches, Wall clocks,

Wallets, Purses, Mugs etc with Indoco logo on them. This can also be mentioned on Indonet and

on notice boards. This would promote Internal Marketing too.



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There is no online employee database with details of the employees. This would facilitate in

fetching any kind of details (eg. Telephone extension, immediate supervisor) about any

employee very quickly.

Proposed Solution

Indonet can have a section of employee database. A record in the database would contain Photo

of the employee, name of the department and section, designation, work email, Telephone

extension, global dialing number if any, Plant address at which he/she is working and name of

the supervisor. Whenever an employee joins the organization, it would be his/her responsibility

to provide the details to the IT team and create his/her record. Also it would be employees

responsibility to inform the IT department whenever he/she resigns from the job.

Also we can have search options. A search can be made by entering certain keywords. For

example, by entering or selecting certain options, we can view all the employees of Plant II from

Production Department.

IT Department


It has been observed that employees from all departments leave their desks without locking their

desktops. Other employees can take advantage of this by stealing data, sending any kind of email

or by performing any other undesirable action.

Proposed Solution

IT department can implement a policy in which it would be compulsory for the employee to lock

their desktops while leaving the desks. Along with this they would have to turn off their

monitors only. This can also save some amount of power too. An employee or two from each

department can be given responsibility of reminding the employees in case someone forgets to

lock his/her desk and turn off the monitor.


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Other Suggestions

1. Case studies can be developed by every department for any important events or incidents that

has happened in the respective department. By doing this we would have record of that particular

incident and action taken at that time. Also there would be proposed solution to it. Precautionscan also be mentioned, which should be taken so as to not to repeat such incidents and how to act

during re occurrence of such incidents. This is necessary because many employees leave the

organization and they take knowledge and experience along with them. Hence to spread

awareness and impart knowledge to the new employees, each department can maintain a book

for case studies.


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Conclusion

Summary of feedback given to organization

Some of the key problems in the organizations were identified and solutions have also been

proposed for them. Purchase Indents need to be more specific. Outstanding amount of the

vendors needs to be cleared within specified dates. IT department should ensure that all PCs are

locked when an employee leaves the desk. HR department needs to motivate employees in better

way. And lastly a file of case studies need to be maintained in the each department to keep

written record of any important incidents that happen in the department.

Summary of self-learning

Summer internship was a best learning experience for me at this point in my student life. I not

only applied the concepts that I learnt at IMNU but gained valuable experience in Purchase and

Warehouse department. In Purchase department, I learned to use ERP system to generate

purchase order. In ware I learnt to issue the packing material for the Packing department as well

updating material location in the ERP system. Apart from this I gained valuable knowledge of

functions of various other departments too.


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Bibliography

(n.d.). Retrieved from http://www.bseindia.com/stock-share-price/indoco-remedies-ltd/indoco-

remedies/532612/

(n.d.). Retrieved from http://money.rediff.com/companies/Indoco-Remedies-

Ltd/12540545/profit-and-loss

(n.d.). Retrieved from

http://www.nseindia.com/live_market/dynaContent/live_watch/get_quote/GetQuote.jsp?s

ymbol=INDOCO

Indoco, R. (2012, May 28). 65th annual report. Retrieved from http://www.indoco.com/annual-

reports/65annualreport.pdf


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Learning from the Summer Training

Application of concepts, tools, techniques and skills learnt at the IMNU.

1. I had no problem in calling candidates and having conversation with them. I had already

experienced this in OB as well as WAC, where I had to call unknown persons for data

collection. I could communicate swiftly and could fetch the right candidate for the

interview.

2. In warehouse, while calculating the material to be issued, I used my scientific calculator

and could calculate without any error. I could also verify the end value without re

counting. This was because of the Techniques learned in Quantitative Techniques class.

Prof. Chetan Jhaveri had thought us to use our scientific calculator for performing

regression analysis where we could store the values and can even recheck or modify them

and perform various functions on them. Also some techniques were used while

calculating total amount manually to verify the value generated by the ERP system in

raising Purchase Order (PO).

3. I had learnt theoretical working of ERP system in the Operations Management subjects.

Hence I could grasp the concepts and understand the working very quickly. Further I

learnt to use ERP system in the organization.

4. Arriving on time for work. I was never late at work despite being an Intern. Company had

strict policies for office hours. Employees had to apply for half day leave if they were

late. I could reach the office always on time. These are the disciplinary guidelines that we

regularly follow at IMNU.

New knowledge, tools, techniques or skills that I have picked up1. I learnt to use Purchase module in the ERP system. At IMNU, I had only learnt

theoretical concepts on ERP , which helped me in grasping the practical functionality of

the ERP system. At Indoco Remedies, I could practically use Purchase Module in the

ERP system regularly and could generate the Purchase Order.

2. I also learnt the functions of various departments in a Pharmaceutical firm. The

departments were Pharmaceutical Warehouse, Purchase, Quality Assurance, QualityControl and Production.

3. I learnt the processes and procedures that are followed in Pharmaceutical warehouse and

Purchase department in detail. I also learnt to do Palletization on my own and also learnt

to operate small size stacker ( Fork Lift).


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4. Doing work by yourself is easy. But it is difficult to motivate others and make them

work. Not only make them work, but finish the work within prescribed deadlines.

5. One day, I was doing work which casual workers were supposed to do. I.e transferring of

raw material using trolleys. Warehouse manager saw me. He advised me to not to do this

work as I am suppose to make others do it. He also advised me that, a manager shouldknow the limits of his work. Beyond that, just knowledge of other processes and

procedures if enough.

Any directions for future learning or career path that you may like to

pursue.I would like to pursue a career in Supply Chain Management. Also I am planning to do

Six Sigma Green Belt certification this year.


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Certificate of project completion

Documents

Summer internship at Indoco Remedies Ltd