A

SUMMER TRAINING PROJECT REPORT

ON

“Supermarket Implementation at warehouse”

SUBMITTED TO

UTTARAKHAND TECHNICAL UNIVERSITY IN THE PARTIAL FULFILLMENT OF

“MASTER OF BUSINESS ADMINISTRATION”

(TWO YEAR’S REGULAR DEGREE PROGRAMME)

SUBMITTED BY UNDER THE SUPERVISION OFRakesh Pande Mr. Pradeep JoshiM.B.A. 3rd Semester

Batch: 2014-2016

Mandawar (22km milestone), Roorkee-Dehradun Highway

(NH-73), Roorkee Uttarakhand

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CONTENTS

a) Certificate form organization 4

b) Acknowledgement 5-6

c) Executive Summery 7-8

d) Objectives / Sub objective of the study 9-9

1 About Company / Introduction 10-27

2 About Topic 28-43

3 Research Methodology 44-49

4 Analysis & finding 50-59

5 Recommendations 60-61

6 Conclusions 62-63

7 Limitations and scope of the study 64-65

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CONTENTS

Certificate from Organization I

Acknowledgement II

Executive Summery III

Objectives / Sub objectives of the study V

1. About Company/ Introduction

2. About Topic 3. Research Methodology

a. Primary Data : Sampling designa) Sample areab) Sample sizec) Sample unitd) Sampling Techniquee) Sampling instrument

b. Secondary Data

4. Analysis & findings5. Recommendations6. Conclusions7. Limitations and Scope of the Study

Bibliography - will list all the references

Annexure: will list all the graph, tables etc. as

List of graphsList of tablesQuestionnaire, Reports etc.

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QUANTUM SCHOOL OF BUSINESS

Mandawar (22 Km Milestone), Roorkee – Dehradun Highway (NH-73)

Roorkee-247662

Approved by AICTE, Ministry of HRD Govt. of India

Affiliated to Uttarakhand Technical University

CERTIFICATE

This is to certify that the summer training report titled “SUPERMARKET IMPLEMENTATION AT WAREHOUSE” in (Mahindra Logistic Limited) Mahindra and Mahindra Ltd. Sidkul, Haridwar is an original work carried out by RAKESH PANDE a student of MBA 3rd Semester of Quantum School of Business Batch (2014-2016)

This summer training report has been submitted in partial fulfillment of award of MASTER OF BUSINESS ADMINSTRATION.

(Signature) (Signature)

INTERNAL GUIDE H.O.D

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Acknowledgement

It’s a matter of great pride for me to present the project title “SUPERMARKET IMPLEMENTATION AT WAREHOUSE” in (Mahindra logistic limited) Mahindra and Mahindra Ltd. Sidkul, (HARIDWAR) dose a part of the MBA course curriculum Quantum School of Business

I would like to express my gratitude towards Mr. Pradeep Joshi for providing me an opportunity to pursue my project in Mahindra and Mahindra limited SIDKUL (HARIDWAR). This study has given me lots of information of logistic, professional knowledge and great learning experience.

At the end I would like to thanks god who is always my strength and is always the source of inspiration and appreciate MAHINDRA AND MAHINDRA LIMITED for their excellent work environment area.

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Foreword

I am also immensely indebted to my project guide, Mr. Aman Shrivas Mahindra & Mahindra for his illumining observation encouraging suggestion and constructive criticisms which have helped me in completing this research project successfully.

I hereby declare that the project entitled “Supermarket implementation at warehousing” assigned to me for the partial fulfillment of MBA degree for Uttarakhand technical university Dehradun. The work is originally completed bt me and the information provide in the study is originally completed by me and the information provided in the system is authentic to the best of my knowledge.

Mr. Avinash Singh is H.R manager of the centre for HR excellence at the Mahindra & Mahindra Limited SIDKUL,(Haridwar).

Mr. Avinash sings joined the Mahindra & Mahindra Limited to focus on the development of HR capability across the industry. He now helps local, information and global organization to deal with a variety of people and organization issue.

The present project is an amalgamated of various thoughts and experiences. The successful completion of this project report would have not been possible without the help and guidance of number of people and especially to my project guide in the company Mr. Aman Shrivas Mahindra & Mahindra Limited and my project guide in the company Mr. Pradeep Joshi (HOD). I take this opportunity to thank all those who have directly and indirectly inspired, directed and helped me towards successful completion of this project report.

There are several other people who also deserve much more than a mere acknowledgement at their exemplary help. I also acknowledge with deep sense of gratitude and whole hearted help and cooperation to me by them.

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Executive Summary

Logistics is the management of the flow of things between the point of origin and the point of consumption in order to meet requirements of customer or corporation. The resources managed in logistic can include physical item such as food materials animals’ equipment and information. The logistics of physical items usually involves the integration of information flow, material handling production, packaging, inventory, transportation, warehousing and often security.

The complexity of logistic can be modeled, analyzed, visualized and optimized by dedicated simulation software. The minimization of the use of resources is a common motivation in all logistics fields.

According to the council of supply chain management professionals (Previously the council of logistic management) logistic is the process of planning, implementing and controlling procedures for the efficient and effective transportation and storage of good including service and related information for the point of origin to the point of consumption for the purpose of conforming to customer requirement and include inbound and outbound internal and external movement.

A basic distinction in the nature of logistic activities is between inbound and outbound logistic

Inbound logistic is one of the primary processes of logistics concentrating on purchasing and arranging the inbound movement of material parts and or finished inventory form suppliers to manufacturing or assemble plant warehouse or retail stores.

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

The Indian logistics industry was valued at estimated US$ 130 billion in 2012-2013. It has grown at a CAGR of over 16 percent over the last 5 year. The industry comprises the following main segments

Freight and passenger transportation via road rail and water wearhousing and cold storage the contribution from the movement of good including freight transportation and storage is about 90 percent. Aggregate freight traffic is estimated at about 2-2.3 trillion tone kilometers. Road dominated. The mode of freight transport mix and coastal

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shipping account for about 32 per cent and 7 per cent respectively while the share of inland.

Warehousing comprises industrial and agricultural segment constitute about 86 percent and 14 Percent respectively. Government organization include food corporation of India center warehousing corporation and the state warehousing corporation account for about 2-3 of agricultural.

Warehousing segment: warehousing also includes cold storage comprising over unit most of which are concentrated in states of Uttar Pradesh, Punjab and west Bengal. According to the ministry of Agriculture at Present the cold chain capacity is about 9 Million tones.

The finding of project was super market implementation and inventory management as well as warehouse management of Mahindra Logistics.

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Objective/Sub objective of the study

The objectives of the project study are:

Analysis of the data collection in order to:

To study and asses the supermarket implementation

To study the inventory management in Mahindra logistics.

To know the effect of material management.

Sub-Objectives

The main purpose of the study was to conduct a survey on employees and

gathering data to study super market implementation and warehousing in

Mahindra Logistics, to understand the Inventory management system and to

understand the supply chain management.

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CHAPTER – 1

About Company/Introduction

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About Company & Introduction

Mahindra and Mahindra Limited is an Indian multinational automobile manufacturing

corporation headquartered in Mumbai, Maharashtra, India. It is one of the largest

vehicle manufacturers by production in India and the largest manufacturer of tractors

across the world. It is the part of Mahindra Group and Indian conglomerate.

Mahindra and Mahindra was set up as a steel trading company in 1945 in

Ludhiana as Mahindra & Mahindra by brothers K.C Mahindra &J.C Mahindra and Malik

Ghulam Mohammed after India gained independence and Pakistan was formed,

Mohammed emigrated to Pakistan. The company changed its name to Mahindra &

Mahindra in 1948. It eventually saw business opportunity in expanding into

manufacturing and selling larger MUVs, starting with assembly under licence of the

Willy jeep in India soon established as the jeep manufacturers of India. The company

later commenced manufacturing light commercial vehicles (LCVs) and agricultural

tractors. Today Mahindra & Mahindra is a key player in the utility vehicle manufacturing

and branding sectors in the India automobile industry with its flagship Mahindra XUV500

and user India’s growing global market presence in both the automotive and farming

industries to push its products in other countries.

Over the past few years, the company has taken interest in new industries

and in foreign markets. They entered the wheeler industry by taking over Kinetic Motors

in India. M&M also has controlling stake in REVA Electric Car Company and acquired

South Korea's Ssang Yong Motor Company in 2011.  In the 2010-11 M&M entered in

micro drip irrigation with the takeover of EPC Industries Ltd, Nashik.

Mahindra & Mahindra, branded on its products usually as “Mahindra” Produces SUVs,

Saloon Cars, pickups, commercial vehicles, and two wheeled motorcycles and tractors.

It owns assembly in India Mahindra china (PRC). The United Kingdom and has three

assembly plants in the united stated. Mahindra maintains business relation with foreign

companies like France.

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M&M has a global presence and its products are exported to several

countries. Its global subsidiaries include Mahindra Europe S.r.i. based in ltaly, Mahindra

USA Inc. Mahindra South Africa and Mahindra (China) tractor co. Ltd.

Mahindra started making passenger vehicles firstly with the Logan in April

2007 under the Mahindra Renault joint venture.M&M will make its maiden entry into the

heavy trucks segment with the Mahindra Truck and Bus Division, the joint venture

with International Truck, USA.

Mahindra produces a wide range of vehicles including MUVs, LCVs and

three wheelers. It manufactures over 20 models of cars including larger, multi-utility

vehicles like the Scorpio and the Bolero. It formerly had a joint venture

with Ford called Ford India Private Limited to build passenger cars.

At the 2008 Delhi Auto Show, Mahindra executives said the company is

pursuing an aggressive product expansion program that would see the launch of

several new platforms and vehicles over the next three years, including an entry-level

SUV designed to seat five passengers and powered by a small turbodiesel engine.True

to their word, Mahindra & Mahindra launched the Mahindra Xylo in January 2009, and

as of June 2009, the Xylo has sold over 15000 units.

Also in early 2008, Mahindra commenced its first overseas CKD operations with the

launch of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto Group.

This was soon followed by assembly facilities in Brazil.Vehicles assembled at the plant

in Bramont, Manaus, include Scorpio Pik Ups in single and double cab pick-up body

styles as well as SUVs.

Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010

in North America Mahindra planned to sell the diesel SUVs and pickup trucks starting in

late 2010 in North America Mahindra planned to sell the diesel SUVs and pickup trucks

starting in late 2010 in North AmericaCKDs are complete vehicles that will be

assembled in the U.S. from kits of parts shipped in crates.On 18 October 2010,

however, it was reported that Mahindra had indefinitely delayed the launch of vehicles

into the North American market, citing legal issues between it and Global Vehicles after

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Mahindra retracted its contract with Global Vehicles earlier in 2010, due to a decision to

sell the vehicles directly to consumers instead of through Global Vehicles.However, a

November 2010 report quoted John, the CEO of Global Vehicles USA, as estimating

that he expects Mahindra’s small diesel pickups to go on sale in the U.S. by spring

2011, although legal complications remain, and Perez, while hopeful, admits that

arbitration could take more than a year.Later reports suggest that the delays may be

due to a Mahindra scrapping the original model of the truck and replacing it with an

upgraded one before selling them to Americans In June 2012, a mass tort lawsuit was

filed against Mahindra by its American dealers, alleging the company of conspiracy and

fraud.

Mahindra & Mahindra has a controlling stake in Mahindra Reva Electric

Vehicles. In 2011, it also gained a controlling stake in South Korea's SsangYong Motor

Company.

Milestones

1945:- 2nd October, Mahindra & Mohammed established.

1948:- The Company was renamed Mahindra & Mahindra Limited (M&M).

Steel Trading Business commenced, in association with suppliers in

UK.

1949:- Jeep assembly commenced.

1950:- The first business with Mitsubishi corporation commenced and 5000

Tone of wagon-building plates from yawata lron & steel were suppli.

1953:- Otis Elevator Company (India) was established.

1954:- Technical and finance collaboration with willys overland corporation

To assemble jeep-type vehicles.

1956:- shares listed on the Bombay stock exchange. Dr. beck & company

established-a joint venture with Dr. Beck & company, Germany.

1957:- Mahindra Owen established – a joint venture with rubbery Owen &

Company Limited, UK.

1958:- Machine tools division commenced operation.

1960:- Mahindra sintered products Limited established – a joint venture with

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Bir field (GNK Group, UK).

1962:- Mahindra ugine steel Company established – a joint venture with

Ugine Kuhlmann, France.

1963:- International Tractor Company of India established – a joint venture

With International Harvester Company, USA.

1965:- Manufacture of light commercial vehicles. Vickers Sperry of India

Limited established – a joint venture with Sperry Rand Corporation,

USA.

1969:- The Company entered the World market with export of utility

Vehicles and spare parts.

1970:- Mahindra Engineering & Chemical Limited commenced operation.

1971:- International Harvester collaboration ended.

1975:- Mahindra Engines developed an indigenous diesel engine for its

Vehicles to beat the fuel crisis.

1977:- International Tractor Company of India merged with Mahindra &

Mahindra to become its tractor division.

1979:- License from automobile Peugeot, France for manufacture of XDP

4.90 Diesel Engines.

1982:- Mahindra brand of tractors launched. Siro Plast Limited established.

1983:- Mahindra & Mahindra became market leader in the Indian tractor

Market, a position it has retained till date.

1984:- Mahindra Hellenic Auto Industries S.A. established – a joint venture

In Greece to assemble and market utility vehicles in Europe.

1986:- Tech Mahindra (formerly known as Mahindra British Telecom)

 Established – a joint venture with British Telecommunications

Plc (BT), UK, leading the way for the Group's entry into

Information Technology.

1987:- Acquired International Instruments Limited.

1989:- Automotive Pressing Unit (now Mahindra Ugine Steel Company

Limited) acquired from GKN.

1991:- Introduction of Commander Range of vehicles.  Mahindra Financial

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Services Limited established as a wholesale fund provider.

1992:- Merged diverse activities of Steel, Machine Tools and Graphics into

Intergraded Division.

1993:- Incorporation of Mahindra British Telecom International Inc., USA,

A wholly owned subsidiary of Mahindra British Telecom.

Mahindra Steel Service Centre Limited established in association with Mitsubishi

Corporation and Nissho Iwai Corporation of Japan.

Mahindra Acres consulting engineers Limited established – a joint venture

With Acres International Limited (Canada) to provide multidisciplinary

Engineering consultancy service.

Armada range of vehicles launched.

1994:- Reorganization of the Group Creating six strategic Business Unit:

Automotive, Farm Equipment, Infrastructure, Trade & Financial

Service, Information Technology (earlier known as Telecom and

Software) and Systech(earlier known as MSAT).  Mahindra Realty

& Infrastructure Developers Limited established.    Mahindra USA

Inc. established for distribution of tractors in the USA. EAC

Graphics (India) Limited established in collaboration With the East

Asiatic Company Limited A/s, Denmark. Mahindra Allwyn Nissan

Limited merged with the company.

1995:-  Mahindra Holding & Finance Limited became a subsidiary of

Mahindra & Mahindra to carry out business as an investment

Company

Technical collaboration with Mitsubishi / Samcor to manufacture the Mitsubishi

L300

1996:- Mahindra Ford India Limited established – a joint venture with ford

Motor Company, USA, to manufacture passenger cars. 

The Company made a Foreign Currency Convertible Bond (FCCB) issue of US$

115 million.    

Mahindra Holidays & Resorts India Limited established.

Mahindra Consulting (now Bristlecone) established.

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1997:- Inauguration of the Mahindra United World College of India.

Mahindra World city Developers Limited established to set up

Integrated township.

1999:- Launch of Bijlee, a battery–operated, environmental–friendly 3–

Wheeler.

The largest online used vehicle website in India launched by Mahindra

Network Service.

The Company acquired a major stake in Gujarat tractors and renamed and it

Mahindra Gujarat tractor Limited.

Mahindra & Mahindra Financial Limited became a subsidiary of Mahindra

& Mahindra.

Mahindra Log soft Business solution Limited established.

Mahindra Intertrade Limited established as the trading arm of the Group.

2000:- The company adopted a new logo.

2001:- Champion, a 3–wheeler diesel vehicle, launched.

2002:- Scorpio launched, a new generation, world–class sports utility

Vehicle that redefined the SUV market and lived up to its

Positioning: 'Nothing else will do’.

2003:- Invader launched – a sporty open top vehicle.

2004:- Mahindra & Mahindra become the first Indian company to achieve

Sales of one million tractors.

2006:- farm equipment sector launched operation in Australia.

The all new scorpio with 43 new features was launched.

Mahindra & Mahindra launched the scorpio V-series.

2008:- Project Ingenio is now Mahindra XYLO.

Mahindra First Choice Services launches first CarXSpace outlet in Chennai.

Mahindra to enter the two-wheeler Industry.

Mahindra Tractors launch first bio-diesel tractor.

2009:- Golden Peacock award for occupational health & safety – 2009.

Mahindra received five corporate collateral awards.

Mahindra received the green award for the scorpio M2DI.

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2013:- Mahindra reva received CII design Excellence award.

2014:- Keshub Mahindra honoured with ASSOCHAM Lifetime

Achievement Award.s

Product

No 4 Wheeler 3 Wheeler

1 Mahindra Thar Alfa Plus

2 Mahindra e2o Alfa-DX

3 Mahindra Verito Vibe Alfa Cham

4 Mahindra Bolero Alfa - LC

5 Mahindra Quanto Alfa-Without Door

6 Mahindra Verito Alfa-CNG Pass.

7 Mahindra TUV300 Alfa-CNG LC

8 Mahindra Xylo Alfa-Champion CNG

9 Mahindra Scorpio P501 Gio LC

10 Mahindra XUV500 P502 Gio Pass.

11 Mahindra S101

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Mahindra Quanto

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Mahindra Pic-Up

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Mahindra Thar

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Mahindra Scorpio

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Mahindra XUV 500

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Mahindra Bolero

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At Mahindra Logistics Limited (MLL), a subsidiary of the USD 16.5 Billion Mahindra

Group, we provide integrated third party supply chain and people transport solution, to

companies across a diverse cross section of industries.

Our integration supply chain solution to organization incorporation the right technology,

processes people and best practices. This helps us maximize service levels while

minimizing logistical cost.

We are also one of the few logistics service providers who offer people transport

solution, a specialized line of business that provides customized service to organization

for transfer of employees of form home to their place of work and back.

Mahindra logistic was founded as a strategic initiative to enhance focus on logistic

service to both Internal and external customer. We were engaged in taking care of

Mahindra complex supply chain need, including inbound and outbound logistics

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Inter –plan movement, warehousing, linefeed freight forwarding and value added

service amongst other solution. The supply chain expertise was then extended to other

customer spanning various industry verticals. Today we serve over 200 large corporate

across various industries and operation verticals.

Logistic is the art of managing the supply chain science of managing and controlling

the flow of good, information and other resources like energy and people between the

point of origin and the point of consumption in order to meet customers, requirements. It

involves the integration of information, transportation inventory warehousing material

handling and packaging.

Logistics is the management of the flow of things between the point of origin and

the point of consumption in order to meet requirements of customers or corporation.

The resources managed in logistics can include physical item, such as food materials

animals equipment and liquids as well as abstract item such as time information

particles and energy. The logistic of physical item usually invoves the integration of

information flow which is material. Handling, production packaging inventory

transportation warehousing and often security. The minimization of the use of resources

is a common motivation in logistic for import and export.

Core values Consider every customer a partner, evoling to make every customer a coowner.

Be the standard by which competitors service are measured.

Social responsibility and inclusive growth.

Maintain the highest levels of professionalism, ethics and integrity in whatever we

do.

The growth development and dignity of our employees.

Fact and Figure Mahindra logistic today (2015) Revenues in excess of INR 1900Cr.

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More than 13 offices and over 88 operating location across the country.

We deploy over 25,000 vehicles a month across transportation operations. Our operational space is over 5 million square feet for warehousing.

We manage logistic for over 1,000,000 finished vehicles per annum.

Currently we are managing in-plant logistics at different manufacturing plant We serve more than 200 large customer today (2015)

Vision To be India’s leading most preferred integrated logistic service provider.

Mission To serve our customer in global market by providing creating cost technology

enhances solution that continuously meet and exceed our customer expectation thus

enhances stakeholder value. To provide continuous opportunities for growth and

knowledge enhancement to our employees and business associates. Also to serve and

give back to the communication within which we work integrity and responsibility.

People Transport Solution (PTS) People transport Solution is an IT-enabled customized people transport solution

division of Mahindra Logistic Pvt. It support the employee transportation need of

corporate enterprises. PTS has an asset light business model which facilities flexibility

and scalability without diverting focus form its cour competence of integrating resource

and providing one-stop solution to its customer people transport need.

1) Is the only large corporate in this space, nationally

2) Makes more than 20,000 trip per day

3) Deploys more than 5,500 vehicles every day

4) Has completely IT enabled

Supply Chain Management Our focus has always been on providing end to end solution. Our capabilities a

plethora of logistic activities are a reflection of this focus

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Brand Positioning

Logistic is a vital link that holds many processes together. Supply chain

management, people transport management no matter what it is logistic remains a

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basic need for any business to survive. It is the wheel that enables uninterrupted

business activities. A small setback in a single process can hamper the whole process

altogether.

At Mahindra logistic limited we realize this we are determined to create

logistic system that are unique and steadfast, yet flexible enough to fit the need and

demands of any customer.

Understanding that any mistakes on our part can untold losses in man hour

and profits, has made us responsible to many large India and multinational

conglomerates which mean Mahindra logistic is the core of your business.

Social Responsibility

Vision To serve and give to the communication within which we work with integrity

and responsibility.

Mission there is some Mission

1. Every MLL employee will contribute time and effort toward community Building

2. The company shall contribute to the development of communities by providing

support on education, health & insurance

3. Every stakeholder shall contribute to the employability of the communities where

they work by providing support for education, vocational training and job

opportunities.

Initiatives

1. Village Adoption As a part its corporate social responsibility Mahindra logistic

limited has adopted a village called Aavre in shahapur block District thane no NH3. This

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village is deprived of basic infrastructure hygiene and health.MLL aims to work towards

improving the quality of life for the communities living in this village with initiatives like:

Infrastructure development: - School infrastructure, road construction.

Healthcare training: - safe drinking water, Health check-ups etc.

Educational assistance: - Scholarships to school children.

2. Driver Welfare MLL realize that drivers are the backbone of the logistic industry

and hence driver and safety forms an indispensable component of its social and

environmental imperatives.

3. Employee Social options In line with MLL mission that every MLL employee

will contribute time and efforts toward community building, it follows its group initiative

called employee social options.

Competitors of Mahindra

Maruti

Hyundai

Tata Motors

Toyota

Honda

Chevrolet

Ford

Top Car Manufacturers in India:-

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Company Name Market Share Care Sold During 2011-2012

Maruti 40% 10,06,316

Hyundai 13.88% 388,799

Tata Motors 13.12% 312,385

Mahindra And Mahindra 7.89% 210,700

Toyota 6.46% 141,980

Honda 3.91% 54,427

Chevrolet 3.75% 110,048

Ford 3.20% 92,748

Volkswagen 2.95 78,261

Skoda 1.71% 34,089

Renault 0.50 3,969

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CHAPTER – 2

About Topic

“Supermarket Implementation at Warehouse”

Supermarket implementation at Warehouse

Manufacturing Supermarket

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A Manufacturing Supermarket (Or Market location) is for a factory process what a retail supermarket is for the customer. The customers draw products from the ‘shelves’ as needed and this can be detected by the supplier who then initiate a replenishment of that item. It was the observation that this way of working could be transferred from retail to manufacturing that is one of the cornerstones of the Mahindra and Mahindra system.

Implementation

Market locations are appropriate where there is a desire to communication customer pull up the supply chain. The aim of the “Market” is to send signal unit consumption signals back up the supply chain so that a demand leveling effect occurs. Just as in a supermarket it is possible for someone to decide to cater for a party of 300 forms the supermarket so it is possible to decide to suddenly fill the trucks and send massively distorting signal up those same pathway. Thus the “Market location” can be used as a sort of isolator between actual demand and how supply would like demand to be an isolator between batch demand spikes and the up upstream supply process.

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Mahindra and Mahindra Limited Plant at SIDCUL, Haridwar

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Mahindra and Mahindra Limited Plant at SIDCUL, Haridwar

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Lean-Manufacturing Supermarkets

Multipurpose supermarket is essential for lean Manufacturing applying the principle of

manually portable containers makes it possible eliminate heavy stock and replace

forklift trucks trains.

Supermarket is particularly effective at addressing the mud caused by

transport and unnecessary movement. They form the single interface between the

delivery bay and the line side they caused by transport is reduced by moving

supermarket progressively closer to the line-side.

The supermarket principle can also apply to bulk components, as long as the kye

principle of transport by trains and manual. Handlings are still applied.

The direct access to components offered by lean Tek supermarket also

reduces the muda caused by waiting.

As supermarket come closer to the line-Side and reduce the muda caused by

unnecessary movement and transport, so the need for customization increases and the

configuration has to be adapted to the location to ensure that workstation Productivity

remains the priority.

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Multipurpose supermarkets are essential for Lean Manufacturing

The first is that packing components into small container mean that dynamic flow

system can be used. This is achieved through the use of supermarket and line-side flow

racks. The flow of components helps reduce the key source the key source of muda.

Secondly, transporting lighter weights allows the use of small multipurpose trains, which

are much less costly than forklift trucks.

Reducing the various type of muda in turn reduce the need for capital investment and

boosts the return on investment through successive stages of improvement. In this

context the operational introduction of lean manufacturing requires patience, team

stability and the will to accommodate permanent change.

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Lean Tek supermarket is never fixed, but remains free to change and reflect the kaizen

policy of continual improvement. The technical definition evolves in term of storage

capacity. LeanTem supermarket adapts to keep pace with developments in packaging.

It is a good idea to make supermarket Mobile. The lean manufacturing

concept suggests that supermarkets gradually move closer to the production site in

order to eliminate the muda caused by transport.

The configuration of mobile and modular supermarkets means that they can be moved

as the added value production site develops.

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Warehouse

A Warehouse is a commercial Building for storage of good. Warehouse are used by

manufacturers, importers, exporters, wholesalers, Transport businesses, customer etc.

They are usually large plain building in industrial areas of cities, towns and

villages. They usually have loading docks to load and unload good form trucks.

Sometime warehouses are designed of goods directly from railway, airports or seaports.

They often have cranes and forklift for moving good, which are usually placed on ISO

standard pallets loaded into pallet racks. Stored good can include any raw material,

packing materials, spare parts, components or finished good associated with agriculture

manufacturing and production. In Indian English a warehouse may be referred to as a

godown.

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Mahindra Logistic Limited

Mahindra Logistic Limited

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Mahindra Logistic Limited

Warehouse management and controlling

Although there is some overlap in functionality warehouse management system

(WMS) Can differ significantly from warehouse control system (WCS). Simply put a

WMS plan a weekly activity forecast based on such factors as statistic and trends

whereas a WCS acts like a floor supervisor working in real time to get the job done by

the most effective means. For instance a WMS can tell the system that it is going to

need five of stock-keeping unit a and five of SKU b hours in advance but by the time in

acts other consideration may have come into play or there could be a logjam on a

conveyor. A WCS can prevent that problem by working in real time and adapting to the

situation by making a last-minute decision based on current these issues and maximize

efficiency for companies that real on the effective operation of their warehouse or

distribution center.

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Part of firm logistic system that stores products at between point of origin and

point of consumption

Warehousing products, allowing firms to use customer service as a dynamic

adding competitive tool

The Role of the warehouse in the logistic system

Function of Warehousing include

Transportation consolidation

Docking

Service

Protection against contingencies

Objectives of efficient warehouse operation

Provide timely customer service

Keep of items so they can be found readily & correctly

Minimize the total physical effort & thus the cast of moving good into & out of

storage.

Provide communication like with customer

Benefits of warehouse management

Provide a place to store & protect inventory

Reduce transportation costs

Improve customer service levels.

Complexity of warehouse operation depends on the number of SKUs handle &

the number of orders received & filled.

Most activity in a warehouse is material handling

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Cost of Operation a warehouse

Capital cost Cost of space & materials handling equipment

Operating cost Cost of labor

Measure of labor productivity is the number of unit an operator can move

in a day

Warehouse Activities

1) Receive good a. Accepts good form

b. Outside transportation or attached factory & accepts responsibility

i. Check the good against an order & the bill of loading

ii. Check the quantities

iii. Check for damage & fill out damage reports if necessary

2) Identify the gooda. Good are sorted & put away

b. Good are kept in storage & under proper protection unit needed

c. Item required for stock must be selected from storage & brought to a

marshalling area

d. Use in assembling line

3) Dispatch good to storage4) Pick good5) Use in assembling line

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Theories of Mahindra logistic management

5S is the name of a workplace organization method that uses a list of five Japanese

words:-

1) Seiri

2) Seiton

3) Seiso

4) Seiketsu

5) Shitsukes

Transliterated into English they all Start with the letter “S”. the list describe how to

organize a work space for efficiency and effectiveness by identifying and storing the

item used, maintain the area and item and sustaining the new order. The decision-

making process usually come from a dialogue about standardization, which builds

understanding among employees of hoe they should do the work

There are five 5S phases: they can be translated from the Japanese as:-

1) Sort

2) Straighten / Set in order

3) Shine

4) Standard

5) Sustain

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1) Sort

Remove unnecessary items and dispose of them properly

Make work easier by eliminating obstacles

Reduce chance of being disturbed with unnecessary item

Prevent accumulation of unnecessary item

Evaluate necessary item with regard to cost or other factor

Remove all parts not in use

Segregate unwanted material from the workplace

2) Systematic Arrangement Can also be translated as “ set in order”, “Straighten” or “streamline”

Arrange all necessary item so they can be easily selected for use

Prevent loss and waste of time

Make it easy to fine and pick up necessary item

Ensure first-come first –served basis

Make eorkflow smooth and easy

All above work should be done on basis

3) Shine Can also be translated as “Sweep”, “Sanitize”, “shine” or “scrub”

Clean your workplace completely

Use cleaning as inspection

Prevent machinery and equipment deterioration

Keep workplace clean

4) Standardize Standardize the best practice in the work area

Maintain standard of housekeeping and workplace organization at all

times

Maintain orderline in according to its standard

Everything in its right place

Every process has a standard

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5) Sustain

To keep in working order

Perform regular audits

also translates s “do without being told”

perform regular audits

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CHAPTER – 3

Research Methodology

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Research Methodology

A research process consists of stages or steps that guide the project from its conception

through the final analysis, recommendations and ultimate actions. The research process

provides a systematic, planned approach to the research project and ensures that all

aspects of the research project are consistent with each other.

Research studies evolve through a series of steps, each representing the answer to a

key question.

Introduction

This chapter aims to understand the research methodology establishing a framework of

evaluation and revaluation of primary and secondary research. The techniques and

concepts used during primary research in order to arrive at findings; which are also

dealt with and lead to a logical deduction towards the analysis and results.

Research Design

I propose to first conduct a intensive secondary research to understand the full impact

and implication of the industry, to review and critique the industry norms and reports, on

which certain issues shall be selected, which I feel remain unanswered or liable to

change, this shall be further taken up in the next stage of exploratory research. This

stage shall help me to restrict and select only the important question and issue, which

inhabit growth and segmentation in the industry.

The various tasks that I have undertaken in the research design process are:-

Defining the information need

Design the exploratory, descriptive and causal research

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Research Process

The research process has four distinct yet interrelated steps for research analysis it has

a logical and hierarchical Ordering:

Determination of information research problem.

Development of appropriate research design.

Execution of research design.

Communication of results.

Each step is viewed as a separate process that includes a combination of task, step and

specific procedure. The steps undertake are logical, objective, systematic, reliable,

valid, impersonal and ongoing.

Exploratory Research

The method I used for exploratory research was

Primary Data

Secondary Data

Primary Data

New data gathered to help solve the problem at hand. As compared to secondary data

which is previously gathered data. An example is information gathered by a

questionnaire. Qualitative or quantitative data that are newly collected in the course of

research, Consists of original information that comes from people and includes

information gathered from surveys, focus groups, independent observations and test

results. Data

gathered by the researcher in the act of conducting research. This is contrasted to

secondary data, which entails the use of data gathered by someone other than the

researcher information that is obtained directly from first-hand sources by means of

surveys, observation or experimentation.

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Primary data is basically Collected by Getting questionnaire filled by the respondents.

Secondary Data

Information that already exists somewhere, having been collected for another purpose.

Sources include census reports, trade publications, and subscription services. There

are two types of secondary data: internal and external secondary data. Information

compiled inside or outside the organization for some purpose other than the current

investigation Researching information, which has already been published? Market

information compiled for purposes other than the current research effort; it can be

internal data, such as existing sales-tracking information, or it can be research

conducted by someone else, such as a market research company or the U.S.

government.

Secondary source of data used consists of books and websites

My proposal is to first conduct a intensive secondary research to understand the full

impact and implication of the industry, to review and critique the industry norms and

reports, on which certain issues shall be selected, which I feel remain unanswered or

liable to change, this shall be further taken up in the next stage of exploratory research.

Research Design Research design is a conceptual structure within which research was conducted. A

research design is the detailed blueprint used to guide a research study towards its

objective. It is a series of advanced decision taken together comprising a master plan or

a model for conducting the research in consonance with the research objectives.

Research design is needed because it facilitates the smooth sailing of the various

research operations, thereby making research as efficient as possible yielding

maximum information with the minimum effort, time and money.

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Descriptive Research

STEPS in the descriptive research:-

Statement of the problem

Identification of information needed to solve the problem

Selection or development of instruments for gathering the information

Identification of target population and determination of sampling Plan.

Design of procedure for information collection

Collection of information

Analysis of information

Generalizations and/or predictions

Data Collection

Data collection took place with the help of filling of questionnaires. The questionnaire

method has come to the more widely used and economical means of data collection.

The common factor in all varieties of the questionnaire method is this reliance on verbal

responses to questions, written or oral. I found it essential to make sure the

questionnaire was easy to read and understand to all spectrums of people in the

sample. It was also important as researcher to respect the samples time and energy

hence the questionnaire was designed in such a way, that its administration would not

exceed 4-5 mins. These questionnaires were personally administered.

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Sample area

company

Sample Size

The involving figures are out of 100 respondents.

Sample Unit

Employee of the company

Sample Technique

None of this

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CHAPTER – 4

Analysis & Findings

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QUESTIONNAIRE

1. Do you apply FIFO/LIFO system for inventory management?

(a) FIFO (b) LIFO

Particulars Respondent %

FIFO 45 45

LIFO 55 55

45

55

Inventory Management

YesNo

Interpretation:

Out of 100 respondents, 45 respondent said that they apply FIFO system of inventory

management while 55 respondent said they apply LIFO method of inventory depending

upon types of inventory they required.

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2. Do you have separate department store for different-different parts?

(a) Yes (b) No

Particulars Respondents %

Yes 60 60%

No 40 40%

60

40

Department Seperation

YesNo

Interpretation:

Out of 100 Respondent, 60 say they have different department for different stocks while

other 40 say they have same department from where they arrange all the inventory.

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3. Do you follow EOQ for placing orders?

(a) Yes (b) No

Particulars Respondents %

Yes 30 30%

No 70 70%

30

70

Do you follow EOQ for placing orders?

YesNo

Interpretation:

Out of 100 respondent , 30 said that they follow EOQ in placing orders while 70 said

they don’t follow EOQ and place order as per production scheduled.

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4. Do you operate a material location system?

(a) Yes-manual (b) Yes-Computer (c) No

25

65

10

Material Location System

ManualComputersNo

Interpretation:

Out of 100 respondents, 65 say that they use computer for material location while 25

say they manually do material location and 10 say they don’t locate material.

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Particulars Respondent %

Manual 25 25%

Computer 65 65%

No 10 10%

5. Do you store one product more than one location?

(a) Yes (b) No

Particulars Respondent %

Yes 90 90%

No 10 10%

90

10

one product more than one location

Yes No

Interpretation:

After analyzing I found that 90% respondents said that they stored their product more

than one place and 10% said they store their product only at one location.

6. Do you keep extra inventory from requirement?

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(a) Yes (b) No

Particulars Respondent %

Yes 85 85

No 15 15

85

15

Yes No

Interpretation:

85% of total respondents said that the keep extra inventory to full feel the customer

requirement, whereas 15% said that they did not keep extra stocks more than the

requirement

7. The finish product gets free from defect or not?

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(a) Yes (b) No

Particulars Respondent %

Yes 17 17%

No 83 83%

17

83

YesNo

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Interpretation:

After analyzing all the respondents I found that only 17% respondents that they got

defect free finish products where as 83% found defective output i.e. finished product.

8. Do you face inventory damages & loss problems?

(b) Yes (b) No

Particulars Respondent %

Yes 78 78%

No 22 22%

78

22

YesNo

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Interpretation:

78% said that they face inventory damages & loss problem and 22% were not facing

damage and loss problems.

9. Is the warehouse has sufficient space?

(c) Yes (b) No

Particulars Respondent%

Yes 8484%

No 16 16%

84

16

YesNo

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Interpretation:

In my study I found that 84% respondents had sufficient space in their warehouse

where as only 16% respondents were facing problem of space in their warehouse.

CHAPTER – 5

Recommendation

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RECOMMENDATION

Mahindra Company has to implement good supermarket implementation at

warehouse.

The company can for the undertake R&D to improve the existing feature which field

help increase in the supermarket implementation at warehouse.

The company should promote about the entire feature offered by it.

As majority of the customer give opinion that they are satisfied is the factor, services

and design of the product of the company should taken not only maintain the existing

standard but also enhance them.

As majority of the respondents is supermarket implementation at warehouse.

Comfort feature of Mahindra Bolero, the company should maintain the same standard

and it is suggested to come up with suitable measure to reduce the negative opinion

among the consumer who is of the opinion that the fuel consumption is a dissatisfying

factor.

Majority of the respondents are satisfied with the safety and comfort feature of Mahindra

Bolero, the company should maintain the same standard and it is suggested to come up

with suitable measure to reduce the negative opinion among the consumer who are of

the opinion that the fuel consumption is a dissatisfying factor.

As such, Mahindra should focus on the aspects, which will enhance the supermarket

implementation at warehouse.

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CHAPTER – 6

Conclusions

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Conclusions

In the following research of the implementation of super market at ware house I found

the company used the FIFO (First in First Out) system for the Inventory management in

the ware house and Company has sufficient space for the storage of parts and products

with the Material location System. Company keeps proper inventory which are used in

the making finish product

They have proper planning to remove the shortage of inventory with proper allocation

and departments of inventory but sometimes defects and damages also occurs in the

ware house and company face loss and damages so they have to reduce damages

and defect to overcome and for the prevention of loss for better implementation of

supermarket in warehouse.

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CHAPTER – 7

Limitations and scope of the study

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Limitations and scope of the study

It is well known fact that constraint and limitations are bound to be present in any

study and this also has some limitation as:-

1- The survey has been conducted only in few areas of company due to limited time.

2- It is very difficult to make employee understand the significance of conducting survey.

3- Lack of worker interest to answer the questions is also an important limitation.

4- Lack of knowledge of assembling has affected the research.

5- The information given by the worker/ employee may be false and biased

.

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QUESTIONNAIRE

1) Do you apply FIFO system for inventory management?

(a) Yes (b) No

2) Do you apply separate department store for different-different parts?(a) Yes (b) No

3) Do you follow EOQ for placing orders?(a) Yes (b) No

4) Do you operate a material location system?

(a)Yes-manual (b) No-computer (c) No

5) Do you store one product more than one location?

(a) Yes (b) No

6) Do you keep extra inventory from requirement?

(a) Yes (b) No

7) The finish product gets free from defect or not?

(a) Yes (b) No

8) Do you face inventory damages and loss problem?

(a)Yes (b) No

9) Is the warehouse has sufficient space?

(a)Yes (b) No

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Bibliography

www.Google.com

www.Mahindralogistic.com

www.Slideshare.com

https://en.wikipedia.org

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