4.

3 INTRODUCTION OF LOGISTICS
4.3.1 Definition
Logistics is the management of the flow of goods, information and other resources, including
energy and people, between the point of origin and the point of consumption in order to meet
the requirements of consumers. Logistics involve the integration of information,
transportation, inventory, warehousing, material-handling.
Logistics as a business concept evolved only in the 1950s. This was mainly due to the
increasing complexity of supplying one's business with materials and shipping out products
in an increasingly globalize supply chain, calling for experts in the field who are called
Supply Chain Logisticians. This can be defined as having the right item in the right quantity
at the right time at the right place for the right price and is the science of process and
incorporates all industry sectors. The goal of logistics work is to manage the fruition of
project life cycles, supply chains and resultant efficiencies.
In business, logistics may have either internal focus (inbound logistics), or external focus
(outbound logistics). Inbound logistics is one of the primary processes and it concentrates on
purchasing and arranging inbound movement of materials, parts and/or finished inventory
from suppliers to manufacturing or assembly plants, warehouses or retail stores and
Outbound logistics is the process related to the storage and movement of the final product
and the related information flows from the end of the production line to the end user.
The main functions of a qualified logistician include inventory management, purchasing,
transportation, warehousing, consultation and the organizing and planning of these activities.
Logisticians combine a professional knowledge of each of these functions so that there is a
coordination of resources in an organization. There are two fundamentally different forms of
logistics. One optimizes a steady flow of material through a network of transport links and
storage nodes. The other coordinates a sequence of resources to carry out some project.
Logistics management is the process of planning, implementing and controlling the efficient,
effective flow and storage of goods, services and related information from point of origin to
point of consumption for the purpose of conforming to customer requirements.

Input

Includes Transportation.
Warehouse Management.
Inventory Control.
Purchasing.
Packaging.
Reverse Logistics.
3 PL and 4 PL.
Other concept used in
logistics.

Modes of Transportation Roadway.

Railway.
Waterway.
Airway.
Pipeline

Warehousing is a location with

adequate
facilities
where
volume shipment are from a
production
centre,
broken
down,
reassembled
into
combinations representing a
particular orders and shipped
to customers location or
locations.

WAREHOUSE
MANAGEMENT

WAREHOUSE
MANAGEMENT

Inventory control refers to the process

were by the investment in material and
parts carried in stocks is regulated within
pre-determine limits set in accordance with
the inventory policy established by
management.

Objectives

Study various operations carried out by the company regarding to logistics dept.
Study in details production, spare parts (store) and warehouse logistics function of

company.
Analyze the inventory management needs of the company.
Overall try to increase the labour, technology efficiency, 100% utilization of

warehouse space.
To analyze the data collected, to derive conclusion based on analysis.
To study the various issues in receipts and delivery of vehicles at Warehouses.

2.3 Scope
Logistics involve the integration of transportation, inventory, warehousing, information,
material handling and packaging of an organization. The operating responsibility of logistics
is the geographical positioning of raw materials, work-in-process, and finished inventories
where required at the lowest cost possible. The study is concentrated with above Logistics
activities of the BOMBAY DYEING &MFG. CO. LTD
2.4 Limitations
- Fluctuation in demand of FG.
- Outside transportation facility & transporter responsibility.

Along with the advantages making use of Third Party Logistics Provider
can

cause

some

of

the

issues

as

well.

If services are not managed nicely, they may cause great problems for the
company

reputation,

and

firm's

position.

According to the latest research it has been proven that communication

problems between buyers and suppliers are a major cause of operation
failures.
Supplier failure can cause major interruption to the operations of

company.
The main business goals and objectives of one company should not be
the same as the other company in the strategic alliance between
companies.
The outsourcing company that is using the Third Party Logistics Provider
may end up losing some of the control over the operation.

CONCEPT OF LOGISTICS
The concept of logistics is fairly new in the business world. The
theoretical developmentwas not used until 1966. Since then, many
business practices have evolved and logisticscurrently costs between 10
and 25 percent of the total cost of an international purchase.There are
two main phases that are important in the movement of materials:
materialmanagement and physical distribution;
Materials management is the timely movement of raw materials, parts,
andsupplies.
The physical distribution is the movement of the firm's finished products
to thecustomers.Both phases involve every stage of the process
including storage. The ultimate goal oflogistics is:"To coordinate all
efforts of the company to maintain a cost effective flow of goods."Word,
Logistics
is derived from French word
loger
, which means art of war pertainingto movement and supply of armies.
A military concept
Fighting a war requires:a. Setting of an objective b. Meticulous planning
to achieve the objectivec. Troops properly deployedd. Supply
line consisting weaponry, food, medical assistance, etc. maintained
Plan should be such that there is minimum loss to men & material
Like fighting a war in the battlefield, the marketing managers also need a
suitablelogistics plan that is capable of satisfying the company objective
of meeting profitably the demand of targeted customers.

Inbound logistics + Material Management + Physical Distribution

=
LogisticsNow we will discuss each and every term in this above summation
Inbound logistics
covers the movement of materials received fromsuppliers
Material management
describes the movements of material &components within a firm
Physical distribution
refers to movement of goods outward from the endof the assembly line
to the costumer.
Supply- chain management
is somewhat larger than logistics and it linkslogistics more directly within
the users total communication network &with the firm engineering staff.
It includes manufacturer and suppliers butalso transporters, warehouses,
retailers and customers themselves.

INTRODUCTION

Polyester
From Wikipedia, the free encyclopedia
For the 1981 motion picture, see Polyester (film).

This article needs additional citations for verification. Please

help improve this article by adding citations to reliable sources.
Unsourced material may be challenged and removed. (March 2012)

SEM picture of a bend in a high-surface area polyester fiber with a seven-lobed cross section

Close-up of a polyester shirt

Stretching polyester fabric

Polyester is a category of polymers that contain the ester functional group in their main chain. As
a specific material, it most commonly refers to a type called polyethylene terephthalate (PET).
Polyesters include naturally occurring chemicals, such as in the cutin of plant cuticles, as well as
synthetics through step-growth polymerization such as polybutyrate. Natural polyesters and a
few synthetic ones are biodegradable, but most synthetic polyesters are not.
Depending on the chemical structure, polyester can be a thermoplastic or thermoset. There are
also polyester resins cured by hardeners; however, the most common polyesters are
thermoplastics.[1]
Fabrics woven or knitted from polyester thread or yarn are used extensively in apparel and home
furnishings, from shirts and pants to jackets and hats, bed sheets, blankets, upholstered furniture
and computer mouse mats. Industrial polyester fibers, yarns and ropes are used in tyre
reinforcements, fabrics for conveyor belts, safety belts, coated fabrics and plastic reinforcements
with high-energy absorption. Polyester fiber is used as cushioning and insulating material in
pillows, comforters and upholstery padding. Polyesters are also used to make bottles,
films, tarpaulin, canoes, liquid crystal displays,holograms, filters, dielectric film for capacitors, film
insulation for wire and insulating tapes. Polyesters are widely used as a finish on high-quality
wood products such as guitars, pianos and vehicle/yacht interiors. Thixotropic properties of
spray-applicable polyesters make them ideal for use on open-grain timbers, as they can quickly
fill wood grain, with a high-build film thickness per coat. Cured polyesters can be sanded and
polished to a high-gloss, durable finish.
While synthetic clothing in general is perceived by many as having a less natural feel compared
to fabrics woven from natural fibers (such as cotton and wool)[citation needed], polyester fabrics can
provide specific advantages over natural fabrics, such as improved wrinkle resistance, durability
and high color retention. As a result, polyester fibers are sometimes spun together with natural
fibers to produce a cloth with blended properties. Synthetic fibers also can create materials with
superior water, wind and environmental resistance compared to plant-derived fibers, and are
sometimes renamed so as to suggest their similarity or even superiority to natural fibers (for
example, China silk, which is a term in the textiles industry for a 100% polyester fiber woven to
resemble the sheet and durability of insect-derived silk).
Liquid crystalline polyesters are among the first industrially used liquid crystal polymers. They are
used for their mechanical properties and heat-resistance. These traits are also important in their
application as an abradable seal in jet engines[citation needed].

Basics[edit]
Polyester is a synthetic polymer made of purified terephthalic acid (PTA) or its dimethyl
ester dimethyl terephthalate (DMT) and monoethylene glycol (MEG). With 18% market
share of all plastic materials produced, it ranges third after polyethylene (33.5%)[citation
needed]

and polypropylene (19.5%).

The main raw materials are described as follows:

Purified terephthalic acid PTA CAS-No.: 100-21-0

Synonym: 1,4 benzenedicarboxylic acid,
Sum formula; C6H4(COOH)2 , mol weight: 166.13

Dimethylterephthalate DMT CAS-No: 120-61-6

Synonym: 1,4 benzenedicarboxylic acid dimethyl ester

Sum formula C6H4(COOCH3)2 , mol weight: 194.19

Mono Ethylene Glycol MEG CAS No.: 107-21-1

Synonym: 1,2 ethanediol

Sum formula: C2H6O2 , mol weight: 62,07
To make a polymer of high molecular weight a catalyst is needed.
The most common catalyst is antimony trioxide (or antimony tri
acetate):
Antimony trioxide ATO CAS-No.: 1309-64-4 Molecular
weight: 291.51 Sum formula: Sb2O3
In 2008, about 10,000 tonnes Sb2O3 were used to produce around
49 million tonnes polyethylene terephthalate. [citation needed]
Polyester is described as follows:
Polyethylene Terephthalate CAS-No.: 25038-599 Synonym/abbreviations: polyester, PET, PES Sum Formula: H[C10H8O4]-n=60120 OH, molelcular unit weight: 192.17
There are several reasons for the importance of Polyester:

The relatively easy accessible raw materials PTA or DMT and

MEG

The very well understood and described simple chemical

process of polyester synthesis

The low toxicity level of all raw materials and side products
during polyester production and processing

The possibility to produce PET in a closed loop at low

emissions to the environment

The outstanding mechanical and chemical properties of

polyester

The recyclability

The wide variety of intermediate and final products made of

polyester.

In table 1 the estimated world polyester production is shown. Main

applications are textile polyester, bottle polyester resin, film
polyester mainly for packaging and specialty polyesters for
engineering plastics. According to this table, the world's total
polyester production might exceed 50 million tons per annum
before the year 2010.
Table 1: World polyester production

HISTORY OF PSF INDUSRIES

Establishedin1900,PSFIndustries,Inc.hasgrownintooneofthelargestCustomSteelPlate
FabricatorsandErectorsofitskind.

OurhistorystartsaroundthetimeoftheAlaskanKlondikeGoldRush.Ourfoundingfathers
realizedpotentialopportunitywhenminersheadedtoAlaska.SotheypurchasedSeattle
Manufacturing.SeattleManufacturingmadestovesandrangesandtheminersneededstovesfor
heatandtocookon.Thestovesandrangesweremarketedandsoldthroughfurniturestores.A
strategicmoveforPSFIndustriesandthebeginningofalonghistoryofdiversificationand
growth.Thespanoftimebetween1900and1917isfilledwithpurchasesofbusinessestoadd
andenhancetheoriginalcompany.AllimportanttotheprosperityandgrowthofPSFIndustries
butnonemoresothanparticipatinginthewarefforts.ThewarisapartofAmericanhistoryand
theparticipationofthemenandwomenduringthistimewasinvaluable.We,asacompany,had
averysmallpartbutitwasadefiningpartofourhistoryandwhatultimatelysealedthedirection
wetooktowardsmoreindustrialtypeworkandcontinuedgrowth.

WorldWarI
In1917theUnitedStatesenteredWorldWarI.Ourfoundingfathers,inanefforttosupportthe
war,turnedPSF'sfocusmoreintotheindustrialfield.Thisenabledthecompanytoperformsteel
fabrication,suchasstructuralsteelandplatework,uptooneinchthickandallowedforthe
manufactureoflifeboats,liferaftsandvariouspartsincludingventilationandductequipmentfor
ships.

WorldWarII
In1941WhenWorldWarIIwasdeclaredPSFonceagainelevateditseffortstosupportthewar.
Businessoperationsweredividedintotwoplants,onefortheshipbuildingindustryandtheother
fortheaircraftindustry.PlantNo.1fabricateditemsfromsteelplate,alloysandexoticmetalsup
tothreeinchesthick,supplyingintakes,smokestacks,cowls,hotwatertanksandhatchcovers,
employingupto300.PlantNo.2fabricatedaircraftpartsfromsheetmetalforBoeing'sB17and
B29bombersintheformoffuselagesections,wingsandbulkheadsaswellasotheraircraft
partsandemployed1,200onthreeshifts.80%oftheemployeesduringthistimewerewomen.
LadiesfromhighschooldropoutstoGrandmotherslearnedriveting,welding,metalshearing,
pipefitting,andprintreading,theseladieswereaffectionatelycalled"RosietheRiveters".We
areproudofourhistoryandthisisonlyasamplingofourpast.

Today
Weperformcustomfabricationanderectionofpressurevessels,heatexchangers,stacks,spheres,
digester's,tanks,andeconomizers.WealsoerectHeatRecoverySteamGenerators,Boilersand
performturnaroundsandshutdownsaswellasmaintenancework.We'restilloneoftheoldest
andlargestcustomsteelplatefabricatorsanderectorsofourkind!

After114yearswe'restillknownforourabilitytogetthingsdone,ourexperienceand
knowledgeallowustothinkoutsidetheboxandourwillingnessand'cando'attitudehave
enabledustocontinuetogrow.MaywebeofService?

1. INTRODUCTION OF COMPANY
1.1 Profile of the company
Name of the industry:

BOMBAY DYEING & MANUFACTURING CO. LTD.

Name of the owner:

THE WADIA GROUP.

Type of industry:

PROCESSING INDUSTRY PSF Plant.

Address:

A-1, PATALGANGA INDUSTRIAL AREA, P.O. BOX NO.5

DIST-RAIGAD MAHARASTRA (410220)

Bombay Dyeing is the part of the Wadia group, which is more than 130 years old. Wadia
group initially ventured into the area of ship building, and more than 355 ships were designed
and built by the group. As the industrialization grew in the 19 th century, so did the trading and
new opportunities for the business. In the late 19 th century Bombay was next only to New
Orleans as the worlds largest cotton port. Nowrosjee Wadia sensed an opportunity in Indias

mushrooming textile industry and on august 23,1879,Bombay dyeing was founded in a

humble red brick shed with beginning of a small operation where cotton yarns spun in India
was dip dyed in hand in three colors-turkey red, green and orange and laid out in the sun to
dry. The company started with grey yarns in 1895 and soon after had surplus production,
which it exported to china since then Bombay Dyeing has grown into one of the India's
largest producer of textiles.

1.2 Vision
The HAPPYCUPCAKE will seek to become a well recognized and highly respected coffee
shop that attracts highly...
1.3 Mission
To enable and inspire every customer to enjoy the daily pleasure of HAPPY CUPCAKE by
providing them a distinctive superior products and quality service every day.

LOGO OF BOMBAY DYEING-WEIGHING BALANCE

The logo states the following figuresOne side -

Money given by the customer

Other side -

Fabric bale

On the weighing balance the vessel which contains fabric bale is always heavier than the
vessel containing money.

The logo expresses to its customers that the quality of the fabric is always greater than the
money placed on the other side.
Bombay Dyeing at present is the largest exporter of sophisticated made-up items and also of
products made of cotton and poly cotton. Bombay Dyeing has created a sizable market in the
production of a wide range of fabrics and ready-mades. This includes both formal and casual
wear. The consumer section of Bombay Dyeing comprise of bed linen, towels, furnishings,
suiting and shirting fabrics, and cotton and polyester blended dresses and saris.

1.4 Patalganga unit

BDMC (Polyester division), Patalganga the new PSF plant is of around 452 crores. Total area
of plant is 41 acres. Total no. of employees in 3 shifts is 464.The Patalganga unit of BDMCL
has a maximum throughput capacity of 540 tonnes per day. The normal daily production
however varies depending upon market requirements. It usually operates around 320 tonnes
per day. At patalganga polyester plant, a final product called POLYESTER STAPLE FIBRE,
abbreviated as PSF is produced.
The process is comprised of one major reaction namely continuous polymerization PTA
(purified terephthalic acid) and MEG are polymerized in three steps to produce the polymer.
The polymer is then fed to spinning unit where it converts into spun fibre. From spinning
unit, it is fed to fibre draw line, where it is drawn.

1) Polyester Plant is situated at Patalganga, 70 Km. away from Mumbai & 35 Km. from
JNPT, Maharashtra.
2) It maintains high standards of Safety, concern for Environment and Energy
Conservation measures.
3) It is certified against ISO 9001-2008, ISO 14001-2004, and OHSAS 18001-2007.
4) It has received 5 Star Safety Statuses with Sword of Honor by British Safety Council.
5) It is the earliest signatory to Responsible Care initiative of the ICMA.

1.5 Products:

PSF (Polyester Staple fibre)

Polyester chips

Finished PSF:

160varieties, 0.8-15 denier with various cut length

Main four grades:

CQ, II, OI ( Claimless quality, Second Grade, First Grade )

Organigram:

2. RESEARCH DESIGN
2.1 Statement of study
The title of the project is Logistics management at Bombay Dyeing and Mfg. Co. Ltd.
Logistics has been performed since the beginning of civilization. Logistics involves the
integration of various processes like transportation, inventory, warehousing, material
handling, information and packaging. Implementing best practice of logistics has become
one of the most exciting and challenging operational areas of business and public sector
management. One of the several competencies required to create customer value is efficient
logistics. Cost reduction in transportation plays a major role in the current competitive
market.
Logistics is becoming an important factor of gaining and sustaining competitive advantages. It
has gained recognition in business organizations as one of the important business
functions and a tool for developing competitiveness. The public distribution system in the
country needs logistical support for delivering goods at the right place on time and at the
lowest cost. This in turn benefits on saving the transportation cost and time, cost of inventory
and warehousing. As far as the society is concerned, this will also lead to optimum utilization
of scarce resources of fuel and reduced cost of transportation expenses.

2.5 Research methodology

2.5.1 Data collection
1. Primary data
The researcher used qualitative research data collection method, in which the
following specific methods are used.
- Observation
- Focus group
- Interaction with Key persons of various Departments.
2. Secondary data
The researcher used internal and external sources (methods) of data collection.
- Internal source is fully processed viz. company manuals
- External sources are published viz. books and journals, & electronic database viz.
internet
2.5.2 Sampling
Survey method is used for sampling.
Interview with key personnel.

3. CONCEPTUAL FRAMEWORK
3.1 Types of Inventory

Finished goods

Components

WIP

Raw materials

Other

3.2 Types of Inventory Costs

1) Ordering (purchasing) cost

2) Inventory carrying (holding) costs
a) Capital costs
b) Inventory risk costs
c) Storage space costs
d) Inventory service costs
3) Out of stock
4) Other costs
a) Capacity Costs
b) Set-up Costs
c) Insurance Costs
1) Ordering cost:
It is the cost of ordering the item and securing its supply.
It includes Expenses from raising the indent
Purchase requisition by user department till the execution of order
Receipt and inspection of material
Quotation or tendering
Requisitioning
Order placing
Transportation
Receiving, inspecting and storing
Quality control
Clerical and staff
Cost of procurement and inbound logistics costs form a part of Ordering Cost.
Ordering Cost is dependant and varies based on two factors - The cost of ordering

excess and the Cost of ordering too less. Both these factors move in opposite
directions to each other. Ordering excess quantity will result in carrying cost of
inventory. Where as ordering less will result in increase of replenishment cost and
ordering costs.
These two above costs together are called Total Stocking Cost. If you plot the order
quantity v/s the TSC, you will see the graph declining gradually until a certain point
after which with every increase in quantity the TSC will proportionately show an
increase. This functional analysis and cost implications form the basis of determining
the Inventory Procurement decision by answering the two basic fundamental
questions - How Much to Order and When to Order.
How much to order is determined by arriving at the Economic Order Quantity or
EOQ.
Economic Order Quantity (EOQ)

EOQ or Fixed Order Quantity system is the technique of ordering materials whenever

stock reaches the reorder point.

Economic order quality deals when the cost of procurement and handling of inventory

are at optimum level and total cost is minimum.

In this technique, the order quantity is larger than a single periods ne requirement so
that ordering costs & holding costs balance out.

Assumptions of EOQ

Demand for the product is constant

Lead time is constant

Price per unit is constant

Inventory carrying cost is based on average inventory

Ordering costs are constant per order

All demands for the product will be satisfied (no back orders)

EOQ

TC DC

2 DS
H

Q
D
H
S
2
Q

TC

Total annual cost

Demand

Cost per unit

Order quantity

Cost of placing order/setup cost

Annual holding and storage cost per unit of inventory

2) Inventory carrying (holding) costs

It includes

Warehousing or storage

Handling

Clerical and staff

Insurance

Interest

Deterioration, shrinkage, evaporation and obsolescence

Taxes

Cost of capital

a) Capital costs:
Capital costs can include the interest on the money you invested in your inventory.
Theres also opportunity cost, which is the return you could reasonably expect if you
invested in something other than inventory.
Any company serious about knowing their carrying costs will use the weighted
average cost of capital (WACC) to calculate the inventory capital charge. This is the
opportunity cost for the companys average risk investment.
b) Inventory risk costs:

Risk costs generally include obsolescence, damages, and pilferage. They are the
largest component of non-capital costs.
c) Storage space costs:
Storage space costs include warehouse or factory space, workers, and material
handling equipment. These are variable costs, and they rise as inventory increases. It
takes careful analyses to determine how much of these costs are actually driven by
inventory levels.
d) Inventory service costs:
Service costs include expenses such as insuring your inventory, or even taxes. They
are calculated as a percentage of the average annual inventory value.
Total inventory carrying costs are usually estimated at 25%. Heres how they add up:

Capital cost

Non-capital costs:

15%

Risks costs

6%

Storage space costs

2%

Service costs

2%.

3) Out of stock
It is the loss which occurs or which may occur due to non availability of material.
It includes Break down/delay in production
Back ordering
Lost sales
Loss of service to customers, loss of goodwill, loss due to lagging behind the
competitors, etc.

4) Other costs

Capacity costs
A fixed expense incurred by a company or organization in order to provide for or
increase its ability to conduct business operations. Capacity costs generally do not
vary with production levels and can be reduced or avoided only by shutting down
business locations or outsourcing.
Typical examples of capacity costs are items such as rent or lease payments,
depreciation on equipment or machinery, property taxes, insurance and basic utilities
such as heating. These types of expenses must be incurred in order to provide a
functional office or business location where a company can conduct operations and
are incurred regardless of how much (or how little) business is actually conducted.

Set-up costs:
A price level predetermined as the point of entry into a specific security, stock, or
currency. Once the setup price is broken the trader will enter the position determined
by the setup. This could include shorting a stock because they think the price will
drop or going long because they expect an upward movement.
The setup price can be determined based on technical or fundamental factors as well
as personal opinion on the part of the trader. Usually reaching the setup price is not
enough to make a move. Generally traders wait for a significant break to confirm the
trend will continue. For example, if youre looking for the price of a stock to go above
Rs 25 before buying, the setup price is Rs 25. It might be better for the price to exceed
Rs 25.05 instead of purchasing as soon as Rs 25 is reached. Timing will depend on
volume, volatility and many other factors affecting price movements.

Insurance cost:
Since many inventories require insurance it is necessary to include this cost in the cost
of carrying inventory. Note that this is equally true whether outside insurance is
carried or the inventories are self-insured.

3.3 Ways to lower down inventory costs:

1) Base cycle stock on economics. For purchased products, getting a handle on your
acquisition transaction costs will either reduce average inventory or allow for
reducing purchasing and receiving labor. For manufactured products, if production

equipment changeover costs are in a similar state, getting them in place will either
reduce average inventory through shorter runs or allow for reducing changeover and
receiving labor through longer runs.
2) Control order transaction costs. In the office, use the computer to generate purchase
orders (POs), electronic data interchange (EDI) for PO transmission, advance
shipping notices (ASNs) to reduce expediting, and historical vendor performance to
prioritize expediting to lower purchasing costs. In the manufacturing plant,
preplanning; prestaging of needed parts or materials; use of special tools or
equipment; changeover initiation prior to completion of the previous run; teamwork
and work division; maintaining equipment temperatures; and minimizing quality
assurance/quality control work all reduce cycle stock inventory. In the distribution
center, statistics-based inspection and checking; barcode scanning for data entry;
certifying key vendors to eliminate receiving functions; and stocking forward storage
locations first and reserve locations second can all reduce purchase transaction costs
and cycle stock accordingly.
3) Lower inventory holding costs. Improve space utilization in the DC through narrow
aisle handling equipment, mezzanines, layout modifications, or more appropriate
storage modes.
4) Base safety stock on customer service. Using the appropriate number of product
classes, setting the dividing lines between each class in the best manner, updating
safety stock levels dynamically, and basing the service levels for each class on the
financial goals of the business all serve to reduce safety stock inventory or out-ofstock situations and increase revenue.
5) Use routine demand forecasting. Using manually edited arithmetic forecasting
models to reduce forecast error will reduce overstocking, backorders, and DC returns
from stores, holding inventory levels closer to only what is required to support the
desired customer service level.
6) Forecast events. If one-time demand clutters the sales history, or if one-time demand
events are part of the future, then they need to be taken into account in any
forecasting, both in terms of editing them from history and in terms of incorporating
future events into the routine demand forecast.
7) Think postponement. For parent products from which multiple SKUs can be
manufactured, only partially completing manufacturing, placing semi-finished
product in inventory, and then completing manufacturing of the final SKUs to order
reduces total inventory. In a similar manner, component products from which final
SKUs may be assembled can be purchased to inventory and then the final SKUs

assembled to order, providing that the time for assembly doesn't exceed the customer
lead time.
8) Rationalize SKUs. Removal of inappropriate product from the product line can be a
controversy-ridden process, but it may reduce inventory significantly if handled in a
constructive manner:
Develop consensus on the objective of maximizing profit.
Develop activity-based costs for each SKU and separate them into three
groups:
1.
2.

Those with selling prices that create positive gross margin

Those with selling prices that cover their variable cost but do

not completely cover their fixed cost

3.
Those with selling prices that do not cover their variable cost.
Quantify the sales volume correlations among SKUs, based on the analysis of

both individual orders and aggregate order patterns by customer.

Identify the combination of SKUs that maximizes profit on a fully absorbed
basis.

9) Reduce lead times for product acquisition. For both manufactured and purchased
product, any reduction in lead time, whether supplier lead time, transportation time, or
receiving cycle time, provides a one-time, permanent reduction in cycle stock
inventory proportional to the throughput level of the SKU and the degree of lead-time
reduction. In a similar manner, reducing lead-time variability and increasing inbound
unit, SKU, or order fill rates increases supply reliability and reduces safety stock
inventory for a given customer service level.
10) Implement common supplier joint procurement for purchased products. Joint
procurement of multiple SKUs from a common supplier serves to effectively reduce
unit purchase transaction costs and thereby reduces cycle stock inventory as well as
annual purchase transaction expenses. In a similar manner, joint procurement of
multiple SKUs from different suppliers located in close physical proximity and
consolidation of inbound less-than-truckload (LTL) volume to form full truckloads
serves to reduce the incremental transportation cost portion of purchase transaction
costs and reduce cycle stock inventory.
11) Purchase minimums. Compare the total cost of ownership for purchased products as
quoted prices with no minimums to reduced prices with minimums to determine if the
reduced prices really provide savings.

12) Implement SKU-specific purchase transaction costs. Purchase transaction costs

aren't normally SKU-specific. But reflecting any extraordinarily low receiving costs
associated with specific SKUs will serve to reduce inventory for them. The opposite,
of course, is also true.
13) Get demand plans from downstream. Hard information on upcoming needs from
customers reduces demand variability, thus reducing the safety stock required for a
given customer service level.
14) Send demand plans upstream. Sharing demand forecasts with suppliers is more
indirect, but in the long run it will serve to reduce the suppliers' finished goods
inventory and associated costs and, with effective negotiation, perhaps yield lower
prices.
15) Don't stock it. Manufacturing or purchasing to order when the acquisition and
customer lead time and order quantity relationships allow it is a very direct way to
reduce inventory, providing that the acquisition capacity exceeds the potential shortterm demand rate.
16) Cross-dock customer shipments. With effective use of joint replenishment, the
potential increases in inbound transportation costs associated with purchasing to order
can be mitigated. Cross-docking customer shipments can facilitate purchasing to order
even when the order quantity relationship would have otherwise dictated purchasing
to inventory. In a similar manner, aggregating purchase requirements for multiple DCs
into a single order and cross-docking to multiple DCs effectively reduces purchase
transaction costs and reduces cycle stock inventory.
17) Keep in stock, but not everywhere. In multiple-DC tier environments, stocking
certain SKUs in fewer/upstream facilities as opposed to more/downstream facilities
yields obvious benefits. Likewise, within a single tier of DCs, not every SKU
deserves to be stocked in every DC.
18) Extend payment terms. When negotiating long-term purchase agreements, getting
the best payment terms at a given unit price is the most direct way to increase the
portion of inventory funded by the vendor.
19) Take advantage of price/quantity breaks. Taking price/quantity breaks into account
when purchasing for replenishment seems an obvious way to reduce the inventory
investment, but its frequently overlooked. Often this is a result of not quantifying
breaks at the time of sourcing or negotiation, not having an effortless way to take
them into account, or a lack of understanding of the impact of purchasing larger
quantities at reduced unit cost.

20) Transfer instead of purchase. When inventory of an overstock SKU in one location
needs to be purchased to replenish inventory in another location, transfers are a smart
way to reduce inventory. Be careful that additional warehousing and transportation
expenses aren't unnecessarily incurred, though, so that the reduction in holding cost
does not exceed the cost to transfer.
21) Consider liquidation. Although there will always be a short-term price to pay on the
P&L and the balance sheet, when it is absolutely clear that the value to be gained
through liquidationwhether through sale at reduced price, sale as distressed product,
salvage, or charitable donationis greater than the most optimistic estimate of future
gross margin from conventional product sales, then liquidation is the best decision.
22) Try merge-in-transit. The concept of in-transit product mergingwhere, for
example, two things are shipped from different locations and then married in transit so
that they reach the customer as a single shipmentcan be seen as a technique for
reducing inventory if the need for the customer to simultaneously receive multiple
SKUs is a given. To some extent, merge-in-transit represents an extension of
postponement beyond the distribution center walls.
23) Use vendor-managed Inventory (VMI). With the appropriate incentives, allowing
suppliers to assume the responsibility for replenishment of your inventory, because of
their visibility into both their own inventory and production schedule and your
demand data can almost always reduce your inventory.
24) Implement vendor stocking programs (VSP). Used primarily for maintenance
inventories but applicable to all, VSPs require a supplier to commit to an extremely
high service level for delivery of specific SKUs within a fixed time at a predefined
markup. VSPs can reduce or eliminate inventories for slow-moving products. There
are numerous ways to take better control of inventory and decrease its associated
costs. The key to managing inventory successfully is to continuously measure your
performance and look for new ways to improve.

4. ANALYSIS OF DATA
4.1 PRODUCTION LINE OVERVIEW
4.1.1 Raw materials:

PTA (purified Terephthalic Acid)

MEG (Mono Ethylene Glycol)

PTA (purified Terephthalic Acid):

The PTA used is in solid powder form and is packed in bags to carry over places and is
mainly imported from South Korea and gulf countries.
It is stored in large tanks of the capacity of 1500 metric tonnes each. The PTA used is very
slippery in nature and hence should be handled very carefully, so as to avoid any hazards.
MEG (Mono Ethylene Glycol):
The MEG used is in the liquid form and is stored in a liquid tanker of capacity 2000 tonnes to
carry over places and is imported from gulf countries. It is mainly a sort of liquid alcohol.

STORAGE TANK (MEG)

4.1.2 Additives:

TiO2- Titanium Dioxide

PC catalyst
DEG- Di Ethylene Glycol

4.1.3 Process flow chart:

PTA PACKING

4.1.4 Polyester staple fiber unit:

PSF CAN BE SUBDIVIDED IN THREE DIFFERENT UNITS:
A) CONTINUOUS POLYMERIZATION
B) SPINNING AND
C) FIBRELINE

A) Continuous polymerization unit:

The raw material used in this process is Terephthalic acid (TPA) & Ethylene glycol (EG).The
raw material is brought to the slurry tank of 18 ton capacity & mixed in hot chamber & the
complete agitation takes place.
1 unit (1molecule) of TPA +

Ester

1 unit (2molecule) of Ethylene Glycol

(1unit)

The mixture from the slurry tank is then passed to the preheater chamber where the liquid
heating of about 260 to 270C is given. At around 270C ethylene glycol changes its state
from liquid to vapour.
EG & TPA of (4 to 6 units) 1 molecule forms oligomer.
The oligomer is made to rest in the residence tank where the unreacted oligomer makes its
complete reaction. During this many additives is added in liquid form.
Additives used are: TiO2 powder, Antimony trioxide, DEG (Di-Ethylene glycol), SMEG
(supplementary mono ethylene glycol).
The purpose of using additives is:
DEG is used to give uniform colour to polymer.
TiO2 gives white colour to polymer.
Antimony is used to increase the rate of reaction.
After esterification, UFPP (up flow pre polymerization) takes place. UFPP pre heater has 16
plates (tray) where the mass & heat transfer takes place. Viscosity & density increases
because of release of vapour of water & EG.
The mixture is passed to the finisher chamber which is maintained at 280C where the
complete formation of polymer takes place by long chain reaction.(140 molecules makes 1
unit of polymer).

B) PSF Spinning unit

Molten polymer, in form of thick viscous liquid is pumped to melt spinning machines. These
machines may be single sided or double sided and can have 36/48/64 positions. At each
position, polymer is pumped by a metering pump which discharges an accurate quantity of
polymer per revolution (to control the denier of fibre) through a pack which has sand or
stainless steel particles as filter media and a spinnerets which could be circular or rectangular
and will have specific no. of holes depending on the technology used and the final denier
being produced.
Polymer comes out of each hole of spinnerets and is instantly solidified by the flow of cool
dry air. This process is called as quenching. The filaments from each position are collected in
form of a ribbon, passed through a roller which rotates in the bath of spin finish and then
mixed with ribbons of other positions to form a rope called tow and is collected in cans
(rectangular shaped drums) at can traverse area.
C) PSF Fibreline unit

Undrawn tows from several cans are collected in form of sheet and passed thru a
trough of hot water to raise the temperature of polymer to 70 deg. c Which is a glass
transition temperature of this polymer so that the polymer can be drawn.

The polymer, then in next two zones, is drawn approx. three times.

After the drawing is complete, each filament has required denier and all its sub
microscopic chains are aligned parallel to the fibre axis, thereby improving the
crystallinity of fibre structure and imparting certain strength.

Next step is to set the strength by annealing the filaments by passing them under
tension on several steam heated cylinders at temperatures 180-220 deg. c.

Also the filaments may be shrunk on first zone of annealer by overfeeding and
imparting higher strength by stretching 2% or so on the final zone of annealer.

Next the filaments are quenched in a water bath and spin finish is applied by kiss roll
technique or by a bank of hollow cone sprays mounted on both sides of the tow.

Undrawn tows from several cans are collected in form of sheet and passed thru a
trough of hot water to raise the temperature of polymer to 70 deg. c Which is a glass
transition temperature of this polymer so that the polymer can be drawn.

The polymer, then in next two zones, is drawn approx. three times.

After the drawing is complete, each filament has required denier and all its sub
microscopic chains are aligned parallel to the fibre axis, thereby improving the
crystallinity of fibre structure and imparting certain strength.

The cutter is a reel having slots at intervals equal to cut length desired. Each slot has a
sharp stainless steel or tungsten carbide blade placed in it.

The tow is wound on a cutter reel, at one side of it is a presser wheel which presses
the tow on to the blades and the tow is cut.

The cut fibre falls down by gravity in the baler box for baling.

Balers have a pre weighing arrangement which enables the baler to produce all bales
of a pre determined weight.

The bales are then transferred to the warehouse for further dispatch to the spinning
mills.

4.1.5 Raw materials stock control:

Once MEG is delivered, then it stores in MEG storage tank. This stock continues for 3 days,
according to this the order pattern is fixed. The PTA is purchased or ordered as per
requirement, it mostly imported from South Korea.

4.2 STORE AND WAREHOUSE

4.2.1 Responsibility and authority

MANAGER-MATERIALS:
Responsibility:
a) Ensure that the functions of store and warehouse including dispatch activities are
b)
c)
d)
e)
f)
g)

carried out smoothly.

Meet all the statutory requirement to carry out above operations.
Oversee the administration and safety of the stores and warehouse department.
Utilize resources available with the department to the optimum level.
Co-ordinate and correspond with all the other departments and statutory authorities.
Ensuring safety of plant and equipment and man power.
Purchase responsibilities are covered in purchase procedure manual.

Authority:
a) Signing of RGP/NRGP
b) Signing of material rejection memo/ delivery challan.
c) Prepares/signs amendments to procedures, checklists, formats of quality manual prior
to the approval by manager-Materials.
d) Purchase authorities are covered in purchase procedure manual.
Dy. MANAGER MATERIALS
Responsibility:
a)
b)
c)
d)
e)
f)

Exercise inventory control of stock items.

Oversee the day-to-day transactions.
Ensure that there is adequate co-ordination with other departments.
Take all steps necessary to ensure safety, security and housekeeping.
Generate/send periodical reports to all concerned.
Co-ordinate with internal auditors, statutory auditors.

Authority:
a) Signing of RGO/NRGP and material rejection memo/delivery challan.
b) Issuing of materials against authorized/correct MIV.
c) Exercise authorities of DGM Materials & Logistics during his absence.
Sr. EXECUTIVE-MATERIALS / EXECUTIVE-MATERIALS
Responsibility:
a)
b)
c)
d)

Oversee the day-to-day stores activity.

Ensure that there is adequate co-ordination with other departments.
Scrap disposal.
Ensuring safety of plant.

Authority:
a) Signing of RGO/NRGP and material rejection memo/delivery challan.
b) Issuing of materials against authorized/correct MIV.
c) Receipt and issue of materials.
MATERIALS ASSISTANT
Responsibility:
a) Receive the challan from the transporter / head office and enter the details in control
register.
b) Arrange to unload the goods from the trailer/truck and store in the receiving bay as
designed and acknowledge.
c) Verification of goods and the quantity as per challan to inform short receipt / excess
d)
e)
f)
g)
h)

and arrange for inspection.

Prepare GR based on challan and inspection remarks and distribute to concerned.
Keep all records, duly filed.
Collect the goods from transporters godown and transfer to plant.
Arrange for housekeeping in their respective area.
Ensure that all details are entered in computerized system and reports are taken as per

report requirement.
i) Accept the material returned to store and take into stock.
j) Ensure that materials are properly preserved.

Authority:
a) To issue material against authorized/correct reservation.
b) To receive the materials and give acknowledgment.
c) To open and close stores during the beginning and ending of office hours.
OPERATOR-FORKLIFT
Responsibility:
a) Make sure that the vehicle is in good running conditions with fuel and other requisite
things.
b) Shifting the loaded pallets of chemicals/oil/packing material from stores to C.P. area
and Baler area, Shifting of empty pallets, drum from various locations to stores area.
c) Load, unload, shift, the items as requisitioned by stores personnel
Authority:

To drive the forklift/crane.

4.2.2 Purchasing
A) Definitions
a) Re-order point
This is the level at which the order has to be placed.
b) Fixed lot size
This is the quantity to be ordered whenever re-order level is reached.
c) Stock items
These are to be held always in stock as per re-order level determined earlier as they
are required regularly.
d) Non stock items
These are requisitioned and stored exclusively on specific indent of the user
department.
B) Description
1) Stock item:
The list of stock item with re-order point and fixed lot size is available in the
computer system. The ROP and FLS is changed need based.
2) Cancellation/modification to PR is done directly by final authority as per system.
3) In case the vender requests to return the sample after inspection/testing it is returned
to vender on as is basis.
4) Samples are sent by vender for approval, by users. These samples are handed over to
user and the approval/comments are sent to purchase department through stores.
5) Contract services for carrying out following jobs are arranged by raising contract:
a) Erection/dismantling of monsoon protection shed.
b) Transportation of material to and from plant.
C) Purchasing flow chart

RECEIPT OF MATERIAL

CHECKING OF CHALLANS

OPENING OF PACKAGES

CHECKING OF RECEIPTS

GR GANERATION

TAGGING OF MATERIALS

INSPECTION OF ITEM

ACCEPTED
BINNING

REJECTION

MATERIAL REJECTION

INFORMATION TO SUPPLIER
INFORMATION TO PURCHA
AUTHORISATION OF RGP/DC/GP

RETURING OF Mtl TO SUPPLIER

RETURING OF Mtl TO SUPPLIER

REPLACEMENT ACTION BY SUPPLIER

RECEIPT FLOW CHART

4.2.3 Codification
All the stock items/non stock items are codification plan.
Codification plan:
a) First three digit indicates main group.
b) Fourth, fifth, sixth, seventh, and eight digit indicates items individual code number,
size wise, alphabetically, range wise etc. in ascending order.
c) Valuation category:
CCZER indicates items with zero value.
CCSIMP indicates imported.
CCSLOC indicates Indigenous.
d) The specification of each and every item is held in the computer system.

Main group

items individual serial no.

e) Any new item requires codification; the details of item with are received from user.
They are codified entered in system.
4.2.4 Issue
a) Material issues are carried out through authorized reservation in SAP system by users.
The checklist of all issues transactions are taken at next day morning.
b) In case system is off/not working due to any other reason, material issue is done
through hardcopy of reservation and is subsequently fed into system on getting
computerized reservation.
c) The reservation as appearing in the system is checked for code, material description,
cost Centre, quantity indented, authorization and that all columns are filled with.
d) During silent hours shift engineer issues material to users on behalf of store personal
through hardcopy of reservation. On next working day this reservation is regularized
in computer system by concerned department personal and copy is destroyed.

4.2.5 Returns

a) Materials are returned by the user through an authorized receipt reservation, in

computer system mentioning the code number, description, quantity, cost centre,
reason for returning.
b) As far as possible, the items are returned in the same conditions as it was during the
time of issue so that it can be taken into stock.
c) All the material are duly identified by a tag and kept at assigned location.
4.2.6 Stock verification
Stock verification refers to the process of physically checking the quantities of different items
of material available in stock in a store or warehouse and tallying these physically available
quantities with the quantities shown in stores stock records.
Stock verification is done not only for spare parts, but for all types of material that may be
stocked.
a) Periodic assessment of stock:
Stocks in stores are assessed on a periodic basis to detect deterioration and to verify
quantity. During assessment, if damage or deteriotion is apparent, such items will be
assessed by appropriate internal functions and a follow-up action is taken.
b) Inventory summary ledger is printed for specific group or sub-group. During
perpetual audit physical stock is verified and if deviation is noticed is marked on
inventory summery ledger. In addition following activities are also done:
Proper tagging and making on items,
Preservation,
Ensuring correct location,
Damage /leakage.
c) Details of deviation are entered in computer system by concerned material assistant.
d) List of items with deviation is taken by assistant officer. These items are checked for
location description whenever required help from user is obtained to locate item. Item
found during this process are deleted from system.
e) Stock verification and perpetual audit status is reported in monthly MIS.

4.2.7 Inventory control

a) The inventory control exercise is limited to the stock items only.
b) The stock of item when comes down below the predetermined reorder level, the
material requisition is raised to replenish the stock.

c) The stock of chemicals/catalyst used in main plant/utility and items used in packout
era reviewed in the beginning of the week and action is taken as needed.
d) The non-moving items are listed and stock reviewed within the department and again
with user department to monitor the movement once in year.
4.2.8 Analysis of data
Following data is collected on regular basis:
a) Stock of bale covers, pet straps
b) No. of complaints about store services

4.3 LOGISTICS
4.3.1 Definition

- Weekly.
- Monthly.

Logistics is the management of the flow of goods, information and other resources, including
energy and people, between the point of origin and the point of consumption in order to meet
the requirements of consumers. Logistics involve the integration of information,
transportation, inventory, warehousing, material-handling.
Logistics as a business concept evolved only in the 1950s. This was mainly due to the
increasing complexity of supplying one's business with materials and shipping out products
in an increasingly globalize supply chain, calling for experts in the field who are called
Supply Chain Logisticians. This can be defined as having the right item in the right quantity
at the right time at the right place for the right price and is the science of process and
incorporates all industry sectors. The goal of logistics work is to manage the fruition of
project life cycles, supply chains and resultant efficiencies.
In business, logistics may have either internal focus (inbound logistics), or external focus
(outbound logistics). Inbound logistics is one of the primary processes and it concentrates on
purchasing and arranging inbound movement of materials, parts and/or finished inventory
from suppliers to manufacturing or assembly plants, warehouses or retail stores and
Outbound logistics is the process related to the storage and movement of the final product
and the related information flows from the end of the production line to the end user.
The main functions of a qualified logistician include inventory management, purchasing,
transportation, warehousing, consultation and the organizing and planning of these activities.
Logisticians combine a professional knowledge of each of these functions so that there is a
coordination of resources in an organization. There are two fundamentally different forms of
logistics. One optimizes a steady flow of material through a network of transport links and
storage nodes. The other coordinates a sequence of resources to carry out some project.

ORGANOGRAM OF LOGISTICS

GM - Material &
Logistics

Dy. Manager
Logistics

Asst. Manager
Logistics (1)

Asst.
Executive

Sr.
Executive

Logistic Assistant
(3)

THIRD PARTY LOGISTIC

TEAM OF 69 HEADS

4.3.2 Responsibility and authority

Sr. MANAGER-LOGISTICS
Responsibility / Accountability:
a)

Implementation and maintenance of Quality System in Logistics department and

review its effectiveness.

b)

Improvement projects to realise objectives of business and Quality plans in Logistics

department

c)

Identification of training needs of staff of Logistics department and arranging through

Training Department for the same. Motivate people for active participation in the
continual improvement activity.

d)

Establishing and administration on effective Cost Control in Logistics department

e)

Overview despatch logistics of finished goods and coordination of PTA Receipts

2.2.

f)

Contract Management of all outsourcing directly handled by the department.

g)

Adhere to Safety and Occupational Health related requirements of the Company.

h)

Submit monthly MIS report to CEO through Divisional Manager.

i)

Make budget properly as required and exercise control over the department budget
as approved

j)

Monitor resources requirement and replenish as necessary.

k)

Appraise Divisional Manager of Department performance.

Authority:
Subject to Authorisation by CEO:
a)

Adjudicate grievances disputes / claims of contractors, directly handled by Logistics

department

b)

Commercial Authority as detailed in Apex document No APD 044 and / or as

modified by CEO on need basis.

c)

All authorities of Asst. Manager Logistics.

d)

Signing in Transporters / Logistics bill.

Dy. MANAGER- LOGISTICS

Responsibility / Accountability:

3.2.

a)

Implementation and maintenance of Quality System in Logistics department and

review its effectiveness.

b)

Improvement projects to realise objectives of business and Quality plans in Logistics

department

c)

Identification of training needs of staff of Logistics department and arranging through

Training Department for the same. Motivate people for active participation in the
continual improvement activity.

d)

Establishing and administration on effective Cost Control in Logistics department

e)

Overview despatch logistics of finished goods and coordination of PTA Receipts

f)

Contract Management of all outsourcing directly handled by the department.

g)

Adhere to Safety and Occupational Health related requirements of the Company.

h)

Submit monthly MIS report to CEO through Divisional Manager.

i)

Make budget properly as required and exercise control over the department budget
as approved

j)

Monitor resources requirement and replenish as necessary.

k)

Appraise Divisional Manager of Department performance.

l)

Monitoring Export consignment.

Authority:
Subject to Authorisation by CEO:
a)

Adjudicate grievances disputes / claims of contractors, directly handled by Logistics

department

b)

Commercial Authority as detailed in Apex document No APD 044 and / or as

modified by CEO on need basis.

c)

All authorities of Asst. Manager Logistics.

d)

Signing in Transporters / Logistics bill.

Asst. MANAGER/ SR EXECUTIVE LOGISTICS

Responsibility / Accountability:

4.2.

a)

Receive Sales order from Marketing / Regional Sales Offices duly approved by VP /
CEO

b)

Minimise the turnaround time of transportation.

c)

Ensure that the truck supplied by the transporters are in good condition.

d)

Ensure that the transporters is supplying the trucks with all relevant papers including
TREM card.

e)

Generate report for MIS.

f)

Support to Sr. Manager for evaluation of transporters.

g)

Timely release of agencys bills

h)

Ensure smooth operation of PTA handling and raw material documentation.

i)

Monitoring Export consignment.

j)

Ensure that the functions of Factory Warehouse, Buffer Zone and Offsite W / H
including despatch activities are carried out smoothly & safely. Meet all the statutory
requirements to carry out above operations

Authority
a)

Signing of Purchase Requisition.

b)

Signing of RGP, MIVs, MRVs and GRNs.

c)

Signing of Material Rejection / Shortage / Excess Advice, Delivery Challan cum

Gate Pass.

d)

Prepares / Signs amendments to Procedures, Checklists, formats of Quality Manual

prior to the approval by Sr. Manager Logistics.

e)

Identify the training needs for the department and organise training as appropriate in
consultation with Training Department.

f)

Generate reports for MIS with appropriate authority.

g)

Implementing and maintaining the Quality Policy and Quality System.

h)

Transfer activities (Truck Movement).

i)

In the absence of Sr. Manager Logistics or Asst. Manager - Logistics, take over
the responsibilities with appropriate authority.

j)

Check the transporters / Logistics bill and sign in absence of Sr. Manager
Logistics / Sr. Executive.

k)

All authorities of Sr. Executive and Asst. Executive Logistics.

ASST. EXECUTIVE - LOGISTICS

5.1.

Responsibility / Accountability:
a)

Oversee the administration and safety of the Warehouse.

d)

Utilise resources available with the department to the optimum level.

e)

Co-ordinate and correspond with all the other departments including QC and
Statutory Authorities.

f)

Identify the training needs for the department and organise training as appropriate in
consultation with Training Department.

g)

Implementing and maintaining the Quality Policy and Quality System.

h)

Ensuring safety of warehouse, material handling equipment and manpower.

5.2.

Authority
a)

Signing of Material Requisition.

b)

Signing of RGP, MIVs, MRVs and GRNs.

c)

Signing of Material Rejection / Shortage / Excess Advice, Delivery Challan cum

Gate Pass.

d)

Prepares / Signs amendments to Procedures, Checklists, formats of Quality Manual

prior to the approval by Sr. Manager Logistics.

e)

Identify the training needs for the department and organise. Training as appropriate
in consultation with Training Department.

f)

Generate reports for MIS in absence of Asst. Manager.

g)

In the absence of Sr. Executive / Asst. Manager, take over all the responsibilities
with appropriate authority.

LOGISTICS ASSISTANT
Responsibility / Accountability:

6.2.

a)

Prepare daily dispatch report and stock report.

b)

Take note of sales orders from SAP and check availability of material.

c)

Register truck entry and give SO number to transporter representative on LR for

truck gate in.

d)

On getting the LC & Export DO from the Marketing, Create contract, Export Sales
Order & STO. (Except Nepal)

d)

To note down details of container no, Excise & shipping line seal no, Truck no,
reporting time etc in register, Ensure after container loading, packing list is
forwarded to Accounts Department. For Nepal Export check LR for correctness.

e)

Co-ordinate for dispatches with regional offices.

f)

Keep track of PTA and MEG receipts. Give PTA sample to Quality control and coordinate with PTA handling unit for unloading of trucks/ containers.

g)

Unloading of imported PTA containers.

h)

To ensure PSF waste bagging is done timely to keep waste area free.

i)

Loading of PSF, CHIPS and waste with safe operation.

j)

Prepare returnable gate passes for logistic activity.

Authority
a)

To instruct shop floor people for smooth operation of logistic department.

4.3.3 Recourse management

a) Financial resources:
To meet the expenses for the entire financial year, an annual budget is prepared
considering the previous years actual expenditure, current years continuity of similar
expenditure and the scale of current year activity / plans. The annual budget copy is
submitted to DGM-materials & logistics for compilation and eventual authorization as
per procedure laid out in Apex manual.
b) Capital budget approval:
Whenever the need arises for additional equipment, tool, material handling
equipment, for warehouse, a request letter highlighting details of the item

required, specification, quantity, justification for the item requisitioned is

made to the Sr. Manager-Materials & Logistics.

After reviewing, GM-Materials & Logistics takes the approval from VP.
Works contract/ plan change approval:
When the resource requirement is for plant change/ service oriented,
requisition is raised for works contract. It is sent to GM-Materials &
Logistics /VP (commercial). On receipt of approval, the work is issued by the
engineering services department on specific party for executing the work.

c) Manpower resources:
Any additional manpower requirement arising out of necessity/ vacancies is
informed to Personnel & Administration (P&A) department by Dy. Manager

Logistics through GM-Materials & Logistics/ VP.

Temporary contract labour as and when required to cope with the extra
workload is mobilized by putting up a requisition to the Chief Operating
Officer (PSF) justifying requirement. Once his approval is received, the letter
is forwarded to Personnel & Administration-Department for arranging the
manpower required.

4.3.4 Storage and preservation

The entire layout of buffer zone, warehouse is laid out and identified.
Storage of all products is done as per the location provided.
The storage of products is planned in such a way that safety of items and personnel

during handling is ensured.

Normally the bales are stacked in tier of maximum 6 layers.
Storage area are examined periodically so that deterioration, if any are detected

promptly at the early stage and dealt with suitably.

The packed PSF is delivered to the customer as per detailed.
In case of any emergent situation when product is kept outside the covered area of
ware house, it is properly secured, kept over tarpaulin and covered with polythene
sheets.

4.3.5 Stock verification

Periodic assessment of stock:

Stocks in warehouses are assessed on a periodic basis to detect deterioration and also
to verify quantity. During assessment, if damage or deterioration is apparent, such

product will be assessed by appropriate internal functions and a follow-up action is

taken. The disposition of items will be based on such assessment.

This stock verification is done once in a month.
Perpetual audit:
Logistic Assistant/ Sr. Executive checks the actual stock in comparison with book
stock and any deviation noticed are rectified and repot Asst. /Dy. Manager-Logistics.

4.3.6 Receipt and storage of packed PSF bales

After the production is declared by production department and the quality is checked
and declared by QC lab. The Logistics Assistant physically checks this and arranges
for shifting the QC lab cleared bales from baler area with the help of Forklift operator
to in-plant warehouse. For shifting to offsite warehouse dedicated trucks are used.
Shifting from baler area is 24*7 continuous jobs to create space to accommodate fresh
production of bales. The bales are normally weighting 400 kgs and from one line

same merge no is produced but these may be of different degrees e.g OI,II, CQ.
From SAP, location of the same merge no. and grade, if previously produced, is

identified.
Specific area for particular Denier no. is designated. If space is not available, in that
designated area, then the available vacant rows are identified and this row no. is

allotted for the bales.

If full row is not available for keeping the new merge no production, then
rearrangement of bales is done to get a clear row and shifting of material is done

accordingly.
Bales are loaded from buffer area into flat bottom trucks and transit transport is done
to the identified warehouse location. This movement is done on the strength of Excise
invoice on payment of duty. Similarly loading and in-transit operation is done in 1 st

and 2nd shift only. Operation in 3rd shift is done only in exceptional condition.
Morning shift Logistics Asst. takes over 2nd shift production from PSF production
department, identify location from SAP, enter row no. in SAP and then start
transporting to identify warehouse. If direct loading from buffer area is required then
after taking over production from production department and entering into SAP,

dispatch is done.
One forklift in each shift operates for shifting from buffer zone to loading into trucks.
One Logistics Asst. in each shift takes charge in buffer zone. When plant will run at

full capacity, then two forklifts will be required for shifting and loading into trucks.
Both the loading bays will be used for transit operation all the time.

Warehouse assistant receives bales in flat bottom trucks. Bales are first unloaded and
kept for inspection. The driver handovers the list of bales that was received from
buffer zone Logistic-Asst. to the warehouse Logistics Asst. warehouse Asst. inspect
the bales, confirm the allocation available and put the bales in designed row.

4.3.7 Dispatch

Sales order by Marketing to Logistics based on product code, customer code, shipping

point and weight.

Entry into system by Logistics.
Transporter report at gate with LR copies and sales order number. 3 copies of loading

advice is given to transporter by offsite weighbridge/ gate.

The trucks are surveyed for availability of tarpaulin on the floor and the dryness of the

tarpaulin.
Logistics generate picks list from the system.
Based on pre dispatch list bales are shifted by forklift operator to loading point.

Logistics checks the bales as per pree list & give clearance to load.
Entry of bale no. in done into system as per material loaded in truck, all three loading
advice will be filled up with details of bales one loading advice will be kept at

warehouse.
Care is taken that bales are handled properly without any physical damage. In case

they are damaged/ torn, it is replaced.

Stock register will get updated from system.
Dispatch details are entered in daily report register kept at warehouse.
Checklist is filled by concerned Logistics Asst.

4.3.8 Dispatch procedures

A) Dispatch procedure Logistic Domestic
1. Mrkt. to punch Contract, Sales orders for dispatches.
2. Mrkt. to arrange trucks for dispatches.
3. Logistic to sign LR to allow truck inside for loading by checking SO, material availability,
prorate if any given.
4. Security Dept. makes Gate Entry of truck as per LR given.
5. Accounts Weighing Bridge make weighment & give loading slip to truck driver.

6. Logistic checker/supervisor/SAP operator received loading slip & LR from driver.

7. SAP operator check LR, loading slip in totality, e.g. customer name, order qty., etc. if all is
compiling, prints material list & handed over to logistic supervisor/checker.
8. Checker traces material from given material list.
9. Forklift operator load material in truck under the control of supervisor/checker.
10. Supervisor hand over list of loaded material to SAP operator.
11. SAP operator generate excise invoice & handover document such as excise invoice copy,
LR copy, packing list etc. to driver.
12. Weighing Bridge make weighment of loaded truck.
13. Securities Dept. finally release truck by checking correction for net wt. as per SAP &
weighing slip.
B) Dispatch procedure Logistics Export
1. Mrkt. to mail export DO
2. Logistics to generate contract in SAP.
3. After GM & JMD approval logistic to generate SO & PO in SAP.
4. Commercial Dept./ Mrkt. to arrange containers for dispatches.
5. Logistic to mail PO to Security Dept. for allowing containers for export loading.
6. Security Dept. makes Gate Entry of containers as per PO mailed by logistic & LR given by
transporter.
7. Accounts Weighing Bridge make weighment & give loading slip to truck driver.
6. SAP operator received loading slip & LR from driver.
8. SAP operator check LR, loading slip in totality. e.g. customer name, order qty., etc. if all is
compiling, prints material list & handed over to logistic supervisor/checker.
9. Checker traces material from given material list.

10. Forklift operator load material in container under the control of supervisor/checker.
11. Supervisor hand over list of loaded material to SAP operator.
12. SAP operator generate billing document, packing list & mail it to Accounts Dept. for
further processing.
13. Accounts Dept. to generate excise invoice, ARE Form, commercial invoice, packing list
etc.
14. Accounts to get clearance from excise.
15. Excise to punch excise seal, shipping line seal (account Dept).
16. Account to handover document to container driver.
17. Weighing Bridge make weighment of loaded container.
18. Security Dept. finally releases containers by checking correction for net wt. as per SAP &
weighing slip.
C) Dispatch procedure Logistics NEPAL Export
1. Mrkt. to mail Nepal export DO.
2. Accounts Dept. to generate contract, SO in SAP.
4. Customer/ Mrkt. to arrange vehicle for dispatches.
5. Logistics to mail SO to Security Dept. for allowing trucks for Nepal export loading.
6. Security Dept. makes Gate Entry of trucks as per SO mailed by logistics & LR details
given by transporter.
7. Accounts Weighing Bridge make weighment & give loading slip to truck driver.
8. SAP operator received loading slip.
9. SAP operator checks Gate entry, SO, loading slip in totality. e.g. customer name, order qty.,
etc. if all is compiling, prints material list & handed over to logistic supervisor/checker.
10. Checker traces material from given material list.

11. Forklift operator load material in truck under the control of supervisor/checker.
12. Supervisor hand over list of loaded material to SAP operator.
13. SAP operator generate billing document, packing list & mail it to Accounts Dept. for
further processing.
14. Accounts Dept. to generate excise invoice, Nepal invoice, ARE Form, commercial
invoice, packing list etc.
15. Accounts to get clearance from excise.
16. Excise to punch led seal.
17. Account to handover document to transporter.
18. Transporter to prepare LR.
19. Logistics to check correctness of LR prepared by transporter.
20. Weighing Bridge make weighment of loaded truck.
21. Security Dept. finally releases truck by checking correction for net wt. as per SAP &
weighing slip.

4.3.9 Process flow chart of dispach activity

A) Buffer zone to Customer

4.3.10 Returns

Products are returned by the customer through duly paying documents under cover of

letter citing reason for return.

A returned product is shifted to assigned location.

RETURN OF MATERIAL
4.3.11 Transportation

Region wise transporters are assigned contractually by Marketing Department.

As per sales order, the concerned transporter is contacted, addressing shipping point,

quantity and delivery date.

Number of trucks to report with date and time will be confirmed.
Intimation though mail & telephone will be given.
Follow up will be done with the transporter.
Vehicles will reach plant for loading along with L.R copies & sales order no.

Transportation companies
1)
2)
3)
4)
5)

M/S Surat Goods Transport Pvt. Ltd

M/S Sudhir Roadways Corporation
M/S West Coast Logistics
M/S Balaji Road Carriers
M/S Bal Roadlines

4.3.12 Handling of PSF wastes

PSF waste is considered as finished product for all commercial dealing & sales

contract is finalized by Marketing Department.

Detailed instruction about DOs and DONTs while handling/ loading are explained to

customer by Logistics Department.

The waste material is duly segregated by user at source and is dumped in designated
area.
a) The waste material is decontaminated from the process material by user Dept.
before it is shifted to the designated area.
b) The contractor his personnel and also concerned personnel from BDMC are

trained in handling and transportation of wastes.

The material safety data sheet for the PSF waste and handled by Logistics personnel.
As per sales order PSF waste loaded in customer truck with the help of forklift,
weighment done & Invoice generated.

4.4 INVENTORY CONTROL OF FINISHED GOODS (BALES)

4.4.1 Introduction

The term inventory means the value or amount of materials or resource on hand. It
includes raw material, work-in-process, finished goods & stores & spares.

Inventory Control is the process by which inventory is measured and regulated

according to predetermined norms such as economic lot size for order or production,
safety stock, minimum level, maximum level, order level etc.

Inventory control pertains primarily to the administration of established policies,

systems & procedures in order to reduce the inventory cost.

4.4.2 Objectives of Inventory Control

To meet unforeseen future demand due to variation in forecast figures and actual
figures.

To average out demand fluctuations due to seasonal or cyclic variations.

To meet the customer requirement timely, effectively, efficiently, smoothly and

satisfactorily.

To smoothen the production process.

To facilitate intermittent production of several products on the same facility.

To gain economy of production or purchase in lots.

To reduce loss due to changes in prices of inventory items.

To meet the time lag for transportation of goods.

To meet the technological constraints of production/process.

To balance various costs of inventory such as order cost or set up cost and inventory
carrying cost.

To minimize losses due to deterioration, obsolescence, damage, pilferage etc.

To balance the stock out cost/opportunity cost due to loss of sales against the costs of
inventory.

To stabilize employment and improve lab our relations by inventory of human

resources and machine efforts.

4.4.3 Benefits of Inventory Control

Ensures an adequate supply of materials.

Minimizes inventory costs.

Facilitates purchasing economies.

Eliminates duplication in ordering.

Better utilization of available stocks.

Provides a check against the loss of materials.

Facilitates cost accounting activities.

Enables management in cost comparison.

Locates & disposes inactive & obsolete store items.

Consistent & reliable basis for financial statements.

4.4.4 Factors Affecting Inventory Control

Type of product

Type of manufacture

Volume of production

Finances

Availability of material

4.4.5 Technique of inventory control analysis:

A) ABC Analysis
What is ABC Analysis?
ABC analysis is a type of analysis of material dividing in three groups called A-group items,
B-Group items and C-group items For the purpose of exercising control over materials.
Manufacturing concerns find it useful to divide materials into three categories. An analysis of
the annual consumption of materials of any organisation would indicate that a handful to top
high value items (less than 10 per cent of the total number) will account for a substantial
portion of about 70 per cent of total consumption value.
Remember: 10% of total number of items carries 70% of value. - "A" group items. Similarly,
a large number bottom items (over 70 per cent of the total number of items) account for only
about 10 percent of the consumption value.
Remember: 70% of total number of items accounts for only about 10% of consumption value
- "C"-group items. Between these two extremes will fall those items the percentage number
of which is more or less equal to their consumption value.
Remember: 20% of total number of items account for only about 20% consumption value "B" group items. Items in the top category are treated as "A" items, items in the bottom
category are called as "C" category items and the items that lie between the top and the
bottom are called "B" category items. Such an analysis of materials is known as ABC
analysis or Proportional parts value analysis.
Classification of items into A, B and C categories:

The logic behind this kind of analysis is that the management should study each item of stock
in terms of its usage, lead time, technical or other problems and its relative money value in
the total investment in inventories. Critical items i.e., high value items deserve very close
attention and low value items need to be devoted minimum expense and effort in the task of
controlling inventories.
The Material Manager by concentrating on "A" class items is able to control inventories and
show visible results in a short span of time. By controlling "A" items and doing a proper
inventory analysis, obsolete stocks are automatically pinpointed.
The following steps will explain to you the classification of items into A, B and C categories.
1. Find out the unit cost and and the usage of each material over a given period.
2. Multiply the unit cost by the estimated annual usage to obtain the net value.
3. List out all the items and arrange them in the descending value. (Annual Value)
4. Accumulate value and add up number of items and calculate percentage on total
inventory in value and in number.
5. Draw a curve of percentage items and percentage value.
6. Mark off from the curve the rational limits of A, B and C categories.
B) FSN Analysis
By doing FSN analysis materials can be classified based on their movement from inventory
for a specified period. Items are classified based on consumption and average stay in the
inventory. Higher the stay of item in the inventory, the slower would be the movement of the
material.

F Fast Moving
S- Slow Moving
N- Non moving

Sometimes the terms FNS is also being used, where

F Fast Moving
N- Normal Moving
S- Slow Moving

There following steps in doing the FSN analysis:

Calculation of average stay and the consumption rate of the material in warehouse.
FSN Classification of materials based on average stay in the inventory.
FSN Classification of the material based on consumption rate.
Finally classifying based on above FSN analysis.

C) HML Analysis
H-M-L analysis is similar to ABC analysis except the difference that instead of Annual
Inventory Turnover, cost per unit criterion is used.
The items under this analysis are classified based on their unit prices. They are categorized in
three groups, which are as follows:
H- High price items

M- Medium price items

L- Low price items

Objectives of HML analysis:

Determine the frequency of stock verification.

To keep control over the consumption at the department level.
To evolve buying policy, to control purchase.
To delegate the authority to different buyer.

D) XYZ Analysis
In this inventory categorizes into three bands with each band having a different management
control associated. Although different criteria may be applied to each category the typical
method of scoring an inventory item is that of annual stock value of said item (qty in stock
X cost of item) with the result then ranked and then scored (X, Y or Z).
Bandings may be specific to the industry but typically follow a 70%, 90%, 100% banding in
that X class items represent 70% of the stock value (although they may account for 20%
number wise), Y class items fall between 70% and 90% of the annual stock value with C
class the remaining. In practical terms the complex high cost materials typically fall into the
X class items.
These controls are typically:

X class items which are critically important and require close monitoring and tight control
while this may account for large value these will typically comprise a small percentage of the
overall inventory count. Y class is of lower criticality requiring standard controls and periodic
reviews of usage. Z class require the least controls, are sometimes issues as free stock or
forward holding.

E) VED Analysis
V- Vital

E- Essential

D- Desirable

This classification is applicable only for spare parts.

It based on the price, availability etc.
For V items, a reasonable large volume of stocks might be necessary, while for D items, no
Stocks are, perhaps, required be kept.
For V items of A classification a close control should be kept on stock levels, but if it is a C
items, than large quantities might be stored.
Therefore a V item has to be stocked more and D Items has to be less stocked.
4.4.6 Inventory control analysis technique used:
FNS analysis technique is used for inventory control. In this past data are extraplorated as per
trend (demand) seen in the history. The company BOMBAY DYEING is manufactures PSF
(polyester staple fibre) which is used for producing spun yarns (blends), so the demand of
PSF is totally depend on downstream industries which are in spun yarn making business.
According to the customer requirement company produce PSF of required denier and
cutlengths. The company produces 0.8 to 15 denier PSF fibre. But the demand for all material
is not same.
According to past record:
F - FAST MOVING MATERIALS

0.8D, 1.0D, 1.2D, 1.4D, 2D

N NORMAL MOVING MATERIALS

4D, 6D, 7D

S SLOW MOVING MATERIALS

ALL OTHERS

Sometimes demand varies according to season like, some months before of winter the
demand of high denier and black fibre is more because normally people wears dark colour
cloths in winter season. Specialized fiber made for export.

5. SYSTEM AND COST ORIENTATION

Software is used for logistics automation which helps the supply chain industry in automating
the work flow as well as management of the system. There are very few generalized software
available in the new market in the said topology. This is because there is no rule to generalize
the system as well as work flow even though the practice is more or less the same. Most of
the commercial companies do use one or the other custom solution.
But there are various software that are being used within the departments of logistics. Few
departments in Logistics are namely, Container department, Warehouse, Etc.
All departments are interlinked with SAP.
5.1 SAP (SYSTEM APPICATIONS PRODUCT)
As a product will not give profit unless we properly implement and effectively execute.
Through SAP, an integrated system will help us in faster and effective decision making which
results in cost cutting & profit improvement.
5.2 Benefits
a) Based on actual & updated data, actual margin is available online on real time basis to
help analyze & correct product wise/ order wise profitability.
b) Helps to enable timely cost and process corrections to achieved budgeted margin.
c) Availability of online stocks is lead to reduction in inventory & control on lead times.
Also better control on ageing of stocks. This helps in better working capital
management & reduction of costs.
d) Helping in better planning & provide alerts to avoid losses due to stocks out.
e) Order booking & billing is online enabling On Time In Full (OTIF) measure.

f) Manual data collection is avoided eliminating use of data entry operations.

5.3 Requirements
PRODUCTION:
a)
b)
c)
d)

Capacity planning based on most profitable product mix

Monitoring of grey stocks
Lot wise production tracking for delivery & elimination of overruns.
Control on rejects, waste & reprocess.

SALES & DISTRIBUTION

a)
b)
c)
d)
e)

Demand forecasting.
Contract tracking from order to delivery.
Contract/ product wise profitability.
Credit control.
Quick costing to quotation.

MATERIAL MANAGEMENT
a)
b)
c)
d)

Review of quotation for better price negotiation.

Procurement planning based on sales & production plan.
Stock level monitoring.
Purchase data base for analysis of purchasing efficiency & vendor performance.

QUALITY ASSURANCE
a) Ensuring QA as per company standards of all inputs & finished goods.
b) In process checks for timely corrections.
c) Quality data base for review & correction of recurring problems.
5.4 Pre-requisites for implementation
Commercial closure with SAP and finalization of implementation partners

1 month

Procurement/ upgradation of hardware

2 months

Implementation plan

12 months

5.5 SAP BUDGET

ONE TIME COST

RS

IN

LACS
1

SAP License

75

Implementation charges

125

Servers

100

Data center, back up & disaster recovery

125

V SAT

15

Additional PCs /Printers

20

Administration & others

10

Contingency

10

Total

490

RECURRING COST PER ANNUM

RS

LACS
1

AMC-SAP License @ 17%

13

Hardware

Data center

Connectivity

Total

30

IN

6. OBSERVATIONS AND FINDINGS

The space utilization is good. Total 160 types of product handling and storing is a challenging
work but company employees are expert in managing this entire thing. And the control on the
responsible manpower i.e. contractor, transporters is outstanding. Logistics Dept. is using
Optimum Transportation Policies which are beneficial for company, and has good maintained
relations with transporters.
Problems

Tracing of bales.
Mistakes in sending material or bale by checker.
First In First Out sometimes not possible.
Proper allocation of materials.

7. RECOMMENDATION
1) Implementation of barcode/RFID technique
Use of barcodes and radio-frequency identification(RFID) tags to provide automatic
identification of bales (inventory objects). RFID reduces chances of Out of Stocks; helps in
tracing the location of specific type of material. For recording an inventory transaction, the
system uses a barcode scanner or RFID reader to automatically identify the inventory object,
and then collects additional information from the operators via fixed terminals (workstations),
or mobile computers.
(Real-time inventory control systems may use wireless, mobile terminals to record inventory
transactions at the moment they occur. A wireless LAN transmits the transaction information
to a central database.)
2) Use proper demand forecasting tools to avoid unnecessary stock.

8. CONCLSION
The Logistics Dept. is one of the key Dept. of the Bombay Dyeing and Mfg. Co. Ltd. It has
deep forward and backward linkages with the rest of the Dept. and has a strong multiplier
effect resulting in smooth operation of the company. In todays world cost management and
cost reduction has become a priority for most businesses. Most companies are compelled to
explore and exploit all possible cost reduction and productivity enhancement techniques.
Knowing where and how to save money is what we are all about! In the present study, it has
been established that if the company implement scientific, technological tools for their
Logistic Management, then it ultimately boosts the manpower work efficiency, due to this
company profit will be increased.

9. REFERENCES- FOR EXPERT OPINION

Mr. B. Kar
Vice President
POLYSTER DIVISION
BOMBAY DYEING & MANUFACTURING CO. LTD
PATALGANGA, RAIGAD, MAHARASTRA

Mr. A. M. Kanitkar
GM (Logistics & material)
POLYSTER DIVISION
BOMBAY DYEING & MANUFACTURING CO. LTD
PATALGANGA, RAIGAD, MAHARASTRA

Mr. Hemant Powale

Dy. Manager
POLYSTER DIVISION
BOMBAY DYEING & MANUFACTURING CO. LTD
PATALGANGA, RAIGAD, MAHARASTRA

Mr. S. M. Mokal
Asst. Executive
POLYSTER DIVISION
BOMBAY DYEING & MANUFACTURING CO. LTD
PATALGANGA, RAIGAD, MAHARASTRA

Mr. P. S. Rawat
Asst. Manager
POLYSTER DIVISION
BOMBAY DYEING & MANUFACTURING CO. LTD
PATALGANGA, RAIGAD, MAHARASTRA

Mr. Sajith MC
Sr. Executive
POLYSTER DIVISION
BOMBAY DYEING & MANUFACTURING CO. LTD
PATALGANGA, RAIGAD, MAHARASTRA

Mr. M. M. Pathradkar
Asst Manager - HR
POLYSTER DIVISION
BOMBAY DYEING & MANUFACTURING CO. LTD

PATALGANGA, RAIGAD MAHARASTRA

10. BIBLIOGRAPHY
BOOKS
Pitman publishing Ltd, Second edition 1979, A guide to stock control, A Battersby
Prentice hall of India, Fifth edition 1990, Inventory control (theory & practice), Martin K.
Stirr & David W. Miller
Wheeler publishing, Second edition 1988, Purchasing & Inventory control, K. S. Menon
Tata McGraw-Hill publishing, T M H edition 1978, Cost reduction from A to Z, Higgins &
Stidger
INTERNET
http://www.bombaydyeing.com/
http://www.managementstudyguide.com/operational-challenges-in-inventorymanagement.htm
http://smallbusiness.chron.com/internal-external-factors-affect-inventory-management13392.html
http://www.imsconsulting.ca/?r=26
http://multichannelmerchant.com/opsandfulfillment/advisor/lower_inventory/
http://thesupplychainlab.wordpress.com/2008/10/21/10-ways-to-reduce-inventory-cost/
http://www.investopedia.com
http://iamsam.hubpages.com/hub/ABC-Analysis-Technique-of-Inventory-Control
http://www.managementparadise.com/forums/elements-logistics-logs/200330-hml-analysisxyz-analysis.html
http://www.materialsmanagement.info/inventory/xyz-analysis-of-inventory.htm
http://know scm blogspot.in/2008/04/how-to-do-fsn-analysis.html

ANNEXURE