challenges in warehouse operations at pantaloons bhubaneswar

“FINDING CHALLENGES IN WAREHOUSE OPERATION”

IN RETAIL INDUSTRY-A STUDY ON PANTALOONS

A Report Submitted to

Asian School of Business Management

In partial fulfilment of the requirements for award of the degree of

Post Graduate Diploma in Management

By

AMIYA MOHANTY

PGDM/14-16/10

Under the guidance of

MR.SARASWAT SWAIN

ASSISTANT STORE MANAGER

PANTALOONS FASHION AND RETAIL LIMITED,ADITYA BIRLA GROUP,BHUBANESWAR

PROF.M N SAMANTARAY

PGP CHAIRMAN

ASIAN SCHOOL OF BUSINESS MANAGEMENT,BHUBANESWAR

ASIAN SCHOOL OF BUSINESS MANAGEMENT

BHUBANESWAR

July, 2015

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CERTIFICATE

Certified that the project work with the title “FINDING CHALLENGES IN WAREHOUSE OPERATION”IN RETAIL INDUSTRY-A STUDY ON PANTALOONS, undertaken by AMIYA MOHANTY, was conducted under my guidance and supervision. He has designed the research, collected the data, analysed the results, interpreted the findings and observations and prepared the report.

(Name of Faculty Guide)

Faculty Guide

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DECLARATION

I hereby declare that the project report with the title “FINDING CHALLENGES IN WAREHOUSE OPERATION”IN RETAIL INDUSTRY-A STUDY ON PANTALOONS , being submitted to Asian School of Business Management in partial fulfilment of the requirements for award of the degree of Post Graduate Diploma in Management, is an original piece of research work carried out by me. It has not been published/awarded elsewhere, nor has it been submitted in full or part for any other degree or diploma.

AMIYA MOHANTY

(Name of the student) Date

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ACKNOWLEDGEMENT

I would like to express my immense gratitude towards the organization, Pantaloons which had given me a great opportunity to do my Summer Internship Project. I would like to thank Mrs. Mecon Swain, HR, Pantaloons for her constant support during the period of stay at Pantaloons. Also I would like to convey my profound thanks to all the staff members of Pantaloons who were directly and indirectly helped me in completion of the project.

I convey my deepest gratitude to my corporate guide, Mr. Saraswat Swain for extending his cooperation to successfully complete the project. He gave valuable suggestions, information and guidelines from time to time for the preparations of project. And he also enlightened me regarding the tactics related to logistics and supply chain management.

I am also thankful to my faculty guide, Prof. M. N. Samantaray for extending his cooperation and guidance. His constructive criticism, and valuable instruction and suggestions regarding the topic helped me to analyse and interpret the data.

I heartily thank Asian School of Business Management who had given me an opportunity and scope to work practically in Pantaloons and apply all my theoretical knowledge. I extend all my sincere regards to our beloved Director, Prof. (Dr.) Biswajeet Pattanayak who is the constant source of inspiration and support for all of us. I also extend my profound thanks to Prof. RAJ KAMAL VERMA (Assistant Dean Placement) and Mr. K. Chandrasekhar (Placement Officer) who had provided an opportunity to work in an organization and gain experience.

I would like to thank my parents whose blessings, motivation, inspiration and constant support made my effort fruitful.

AMIYA MOHANTY PGDM/14-16/10

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EXECUTIVE SUMMARY ON THE TOPIC

The topic “Finding challenges in warehouse operation on retail industry” this study was conducted at pantaloons fashion and retail limited .The key focus areas of this project are retail warehouse design, and reliable control of warehouse operations. The operations in a warehouse are controlled by a warehouse management and control system (WMCS). For a warehouse to achieve high performance, the responsible WMCS must make use of a warehouse limited resources in an efficient manner. These systems are inherently complex due to the size of modern warehouses, the large variety of warehouse equipment, and the fact that these systems are tailored to fulfill very specific needs of different warehouse customers. The specificity of the delivery requirements drastically reduces the potential of reusing the same warehouse management and control functionality for different warehouses. This implies that the WMCS design process is time consuming. To address this problem, a central distribution center WMCS reference architecture has been adopted. This reference architecture standardizes the warehouse components, their interfaces, and their functionalities. The generic components and the skeleton behaviors defined in the reference architecture ensure reusability, which has a great impact on the WMCS development effort. The implementation focuses on a limited part of the system that contains the most important component behaviors. The goal of this project is to find the different challenges in the warehouse and the measures that can be taken for the warehouse system. To meet this goal, certain techniques has been adopted by the researcher learning various transaction of the warehouse and in warding and out warding techniques. I have found different problems that are faced by the staffs as well as the warehouse manager such as unavailability of manpower, unavailability of space for warehouse, time constraints that are face by the staffs for the operation of the warehouse. Some of the staffs are equipped about the replenishment procedure and those staffs are always engaged in the replenishment process. The other staffs must be also trained about the warehouse operations. Thus, this project analyzes Customer service, the timely flow of goods to market, and value-adding services to partners in the supply chain, all require modern Warehouse Management Systems in order to succeed. The complexity inherent in the performance of these seemingly simple tasks consumes a major portion of the time, labor and cost of the supply chain. As such, the selection of the best possible WMS solution is critical—knowing what the options are and how to rate and evaluate functionality takes skill and an understanding of the business impact of the implementation. Of late, these have been radical changes in the Supply Chain Market especially in the Warehouse and Logistics sector. Mergers & Acquisitions, as well as new exciting capabilities, give the buyer new approaches to implementation as well as enhanced value. Today’s domain leaders in Warehouse management are real partners in your road to value—not just technology providers. Not only

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enriching the business process to extract better performance has to be constantly reviewed, but also in today’s global supply chain, the Orchestration of the chain needs to be managed with 21st Century Supply Chain technology! Today’s choices are better than ever! This report is basically designed considering the implementation of warehouse management systems and different challenges that are faced in the warehouse and provides a blueprint for evaluating and selecting appropriate technology and facilities for the distribution operations at pantaloons Bhubaneswar

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CHAPTERS TOPIC PAGE NO.

CHAPTER-1 INTRODUCTION & REVIEW OF LITERATURE

8-15

CHAPTER-2 METHOD OF STUDY 16-19

CHAPTER-3 RESULTS 20-32

CHAPTER-4 DISCUSSION & CONCLUSION

33-35REFERENCES 36-38

ANNEXURE 39-54

CONTENTS

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CHAPTER-1

INTRODUCTION

&

REVIEW OF LITERATURE

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1.1 Introduction

The retail market in India has been one of the most attractive investment destinations for multinationals and private equities. India is the third-most attractive retail market for global retailers among the 30 largest emerging markets. Favourable demographics, rising disposable incomes, increasing urbanization, relatively low penetration along with increasing industrial investments in manufacturing and IT investments are expected to drive the growth of retailing in India.

Indian industries due to globalization facing lot of competition, in order to protect the business interest, retail industry is trying to improve their process it could make the cheaper product with better quality. The success and credibility of retailers depends on ensuring continuous availability of a wide range of products in optimum quantities across a widely spread operational network. This translates to a high level of control on logistics. The retail segment also demands the highest quality of service from logistics solution providers. Global benchmarks are being increasingly applied to retail operations in India. Not only do logistics service providers require breadth of transportation network but also expertise in storage and value-added services to cater to such a dynamic market.

In the organized retail market in India, the role of supply chain is very important for the Indian customer demands at affordable prices a verity of product mix and it is ensure to the customers in all the various offering that company decides for its customer, be it cost, service, or the quickness in responding to ever changing taste of the customer. One of the most important challenge in organized retail in India is faced by poor supply chain and logistics management. The importance can be understood by the fact that the logistics management cost component in India is as high as 7% - 10% against the global average of 4% - 5% of the total retail price. Therefore, the margins in the retail sector can be improved by 3% to 5% by just improving the supply chain and logistics management.

For that purpose industries are trying to redefine, reorganize and reengineering their traditional processes. More emphasis is given on the effectiveness of the whole supply chain rather than single function of the supply chain. Supply chain management is complex process of different function; involves so many issues at different levels. And many organized retail stores adopted six sigma concepts to reduce the cost, defect, cycle time reduction and to increase the customer relationship management, market growth share, productivity and product and service management.

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The supply chain management is logistics aspect of a value delivery chain. It comprises all of the parties that participate in the retail logistics process: manufacturers, wholesalers, and third party specialists like shippers, order fulfilment house etc. and the retailer. Here, logistics is the total process of planning, implementing and coordinating the physical movement of merchandise from manufacturer to retailer to customer in most timely, effective and cost efficient manner possible. Logistics regards order processing and fulfilment, transportation, warehousing, customer service and inventory management an interdependent functions in the value delivery chain. It oversees inventory management decisions as items travel through a retail supply chain. If a logistics system works well, the retail reduces stock outs, hold down inventories and improve customer service – all at the same time.

Logistics and supply chain enables an organized retailer to move or store products more effectively, efficient logistics management not only prevents needless movement of goods, vehicles transferring products back and forth; but also frees up storage space for more productive use. Retail analysts say on-time order replenishments will become even more critical once the Wal-Mart/Bharati combine begins operations – the American retailer works almost entirely on cross-docking and is likely to demand higher service levels, including potential levies for delays in shipment.

The efficiency and effectiveness of supply chain and logistics management can also be understood by the fact that modern retail stores maintain lower inventories. This has benefitted both the manufacturer well as the retailer. This could be possible because of efficient storage facilities available for retailers. Retailers are having warehouse or distribution centres to keep stock in anticipation of or to react to demand for products. Warehouse operations are considered to be the important aspect of retailers in the modern retailing scenario. It includes inbound operations, receiving goods, maintaining quality, cross docking, storage location and management and outbound operations etc.

Using the storage facilities, Pantaloons is focusing on effective warehouse operations for satisfying customers by delivering goods on time and maintaining quality of the products. In view of the market size and growth potential, the challenge of warehouse operations to retailers like Pantaloons becomes an important area for research. The present study tries to find out the challenges of warehouse operations faced by employees in Pantaloons as the retailer is serving premium customer segments where delivery of goods plays a vital role for the customers.

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1.2 Review of Literature

Tan et al. (1998) state that supply chain management encompasses materials/supply management from the supply of basic raw materials to final product (and possible recycling and re-use). Supply chain management focuses on how firms utilize their suppliers’ processes, technology and capability to enhance competitive advantage. It is a management philosophy that extends traditional intra-enterprise activities by bringing trading partners together with common goal of optimization and efficiency.

Berry et al. (1994) in their study stated that supply chain management aims at building trust, exchanging information on market needs, developing new products, and reducing the supplier base to a particular OEM (original equipment manufacturer) so as to release management resources for developing meaningful, long term relationship. Supply chain management is an integrative approach to deal with the planning and control of the materials flowing from suppliers to end users (Jones and Riley, 1985).

In an another study, Saunders (1995) stated that external chain is the total chain of exchange from original source of raw material, through the various firms involved in extracting and processing raw materials, manufacturing, assembling, distributing and retailing to ultimate end customers. In other words, a network of firms interacts to deliver product or service to the end customer, linking flows from raw material supply to final delivery (Ellram, 1991).

Christopher (1992) describes that network of organizations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services in the hands of the ultimate consumer. In other hand Lee and Billington (1992) says that networks of manufacturing and distribution sites that procure raw materials, transform them into intermediate and finished products, and distribute the finished products to customers.

Kopczak (1997) found that the set of entities, including suppliers, logistics services providers, manufacturers, distributors and resellers, through which materials, products and information flow. In other words, Lee and Ng (1997) stated that a network of entities that starts with the suppliers’ supplier and end with the customers’ customers for the production and delivery of goods and services.

Supply chain management and other similar terms, such as network sourcing, supply pipeline management, value chain management, and value stream management have become subjects of increasing interest in recent years, to academics, consultants and business management (Christopher, 1992; Hines, 1994; Lamming, 1996; Saunders, 1995, 1998). It is recognized in some parts

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of the literature that the supply chain should be seen as the central unit of competitive analysis (Macbeth & Ferguson, 1994; Cox, 1997).

Companies will not seek to achieve cost reductions or profit improvement at the expense of their supply chain partners, but rather seek to make the supply chain as a whole more competitive. The contention in that it is supply chains, and not single firms, that compete is a central tenet in the field of supply chain management. (Christopher, 1992; Macbeth & Ferguson, 1994). Supply chain management has received attention since the early 1980s, yet conceptually the management of supply chains is not particularly well-understood, and many authors have highlighted the necessity of clear definitional constructs and conceptual frameworks on supply chain management (Saunders, 1995, 1998; New, 1995; Cooper, Lambert & Pagh, 1997; Babbar & Prasad, 1998).

Another antecedent can be found in the Total Cost approach to distribution and logistics (Heckert and Miner, 1940; Lewis, 1956). Both these approaches show that focusing on a single element in the chain cannot assure the effectiveness of the whole system. Knowledge necessary for supply chain management is not so clearly or consistently presented. Handfield and Nichols (1999) cite time–base capabilities as a fundamental knowledge necessary for supply chain management.

Chetan Ahya (2006) argues that the rising scale of organized retail distribution network and increasing competition will force players to focus on restructuring the whole supply chain to improve productivity and to provide a better deal to the customers.

Leigh Sparks (2006) gave a detailed account of the evolution of retail supply chain management in his paper. He discussed a number of changes that are taking place in modern retail supply chain in direct response to the changing demands of consumers. He also explained how these changes prompt a number of implications for the management of the retail supply chains. That logistics is an important component of modern supply chain management needs no emphasis. Logistics may be external or internal to the retail outlets.

Kotzab (2005) shows the importance of logistics in (in store) an outlet. That logistics is an important component of modern supply chain management needs no emphasis. Logistics may be external or internal to the retail outlets. Kotzab (2005)34 shows the importance of logistics in (in store) an outlet.

Seyed-Mahmoud Aghazadeh (2004) in his paper explores ways of improving logistics and distribution supply chains of the food retail industry. The paper explains the concepts of logistics and supply chain as well as the new challenges in the food industry.

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Avirat Sonpal (2006) states that retail supply chain efficiency is all about learning what the customer needs and then actively working to fulfil those needs through sourcing, merchandising and product development mechanisms. The author enumerates the benefits of effective supply chain management in retailing.

Steckel (2004) using simulation models shows how the changes in the order and delivery cycles, availability of shared Point-of-sale (PoS) information and the pattern of customer demand affect the supply chain efficiency. Gibson, Brain et al (2009) observe that the retailers are more reliant than ever on supply chain management for organizational success. The focus of SCM is to cut down inventory levels while maintaining high in-stock availability, reducing transportation expenses in the context of fuel price volatility. Efforts are well under way to link SC strategies to organizational plans.

Schonfeld and Sharafeldien, (1985) in their research focused on strategic design planning issues such as the number of births and the size of storage space. According to them, the number of births and size of storage space is the key factor of strategic design planning.

Van Den Berg and Zijm (1999) in their study discussed warehousing systems and present a classification of warehouse management problems. The investigators start with a typology and a brief description of several types of warehousing systems. Next, present hierarchy of decision problems encountered in setting up warehousing systems, including justification, design, planning and control issues. In addition, examples of models supporting decision making at each of these levels are discussed, such as distribution system design, warehouse design, inventory management under space restrictions, storage allocation, and assignment and scheduling of warehouse operations.

Ganeshan (1999) in his model pinpointed that inventories exist throughout the supply chain in various forms for various reasons. Since carrying these inventories can cost anywhere from 20% to 40% of their value a year, managing them in a scientific manner to maintain minimal levels make economic sense. The model is a synthesis of three components: (i) the inventory analysis at the retailers, (ii) the demand process at the warehouse, and (iii) the inventory analysis at the warehouse. The key contribution of the model is the seamless integration of the three components to analyse simple supply chains. The decisions in the model were made through a comprehensive distribution-based cost framework that includes the inventory, transportation, and transit components of the supply chain.

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1.3 Objectives of the Study

To give an overview of challenges faced by retail industry in supply chain

management.

To find the challenges of warehouse operations faced by Pantaloons in

Bhubaneswar.

To analyse the solutions to the problems faced by Pantaloons.

1.4 Hypothesis

There is a difference in frequency of receiving stock at warehouse from various categories (sources) of supplies.

1.5 Scope of the Study

Warehouse operation is becoming more critical activity in the supply chain to gain competitive advantage on customer service, lead time and cost. Therefore, the study was carried out to get a clear picture of warehouse operations and challenges faced by retail outlets.

In recent market scenario, warehouse management system (WMS) plays a vital role, to achieve high performer and efficiency in serving the customer. This study would serve as the basis for understanding challenges faced due to warehouse operations and give a picture of effect of such operations on retailers like Pantaloons.

It will be interesting to investigate challenges of supply chain management faced by other retailers as warehouse management is the essential part to cost efficiency.

1.6 Limitations of the Study

This study was mainly conducted with the aim of understanding challenges of supply chain management with respect to warehouse operations. Despite its contribution, the study had several limitations.

The research was done in one store so it was impossible to take a

comprehensive view of challenges faced by other retail stores.

As only Pantaloons in Bhubaneswar is dealt in the study, it may not

represent the view of the total retail market.

Not all areas of supply chain management were considered for the study.

Therefore, a comprehensive comparison was not possible.

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The sample size of 60 was considered for the study where a larger sample

size is required for future studies.

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CHAPTER-2

Research Methodology

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2.1 Research Methodology

Research methodology is a way to systematically solve the research problem. It may be understood as science of studying how research is done systematically. Research methodology is used to search answers of the research questions. An attempt has been made to describe the behaviour of painters of Jamshedpur city by the study of the samples.

2.1.1 Research Design

It is a framework for conducting the market research on given topic or project. It specifies the details of procedures necessary for collecting the information needed to structure or solve the problems. These are of three types:-

Exploratory: - It is used when much is not known about the situation

and one wants to have some assessment and solve the problem without

having any information about the matter.

Descriptive: - It is a pre-planned and design and focuses on data and

characteristics about the population being studied. It answers questions

who, what, where, when and how.

Sampling: - It is an element or unit containing the element that is

available for selection at some stage of sampling process.

In this project, the model prepared for designing the research is the descriptive method. This method describes market characteristics and functions; it is preplanned and structured design. It mainly focuses on the data characteristics about the painters’ perception. Descriptive research answers the basic queries like who, what, where, when and whom.

Since in this case the researcher has sufficient information available on what data need to be collected and the purpose of the study, the source from where we need to collect the information, so it is appropriate to go for descriptive study.

In review of various marketing literatures, it is found that the various challenges of supply chain management are faced by retailers. Warehouse operation is one of the major challenges faced by the retailers. Hence, this study focused on warehouse operations challenges faced by the staff members of Pantaloons in retailing.

2.1.2 Data Collection

Because of the uniqueness of the research, the researcher collected both secondary and primary sources of data for the study.

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Secondary data were collected from the sources such as periodicals, journals, internet and company websites. These sources were used in order to have a complete knowledge of the concerned topic. Primary sources of data are collected directly by the researcher for some specific purpose. The primary information was collected through means of survey method. The staff members of Pantaloons who are directly involved in warehouse operations were interviewed to find the challenges faced by retail industry as a whole and pantaloons in particular.

The main work of the project was to identify the challenges of warehouse operations in Pantaloons, Bhubaneswar. It was an individual survey carried on employees. The staff members were interviewed individually to know the challenges faced at warehouse of pantaloons. The data was collected as per the purpose of study and research objectives. A structured and standardized questionnaire was used to collect data from the respondents as it is used everywhere to collect primary source of information. The questionnaire method was used to record the information from the respondents and was prepared in such way to motivate the respondents to answer even difficult questions. This method of data collection is quite popular, and is adopted by private individuals, research workers, private and public organization and even by government.

A questionnaire consists of a number of questions printed or typed in a definite order on a form or set of forms. Two types of questions such as closed and open end questions were selected in preparing questionnaire to facilitate easy interpretation and tabulation. The researcher used questionnaire form for collecting information because of maintaining respondents’ anonymity. The researcher has only collected data from 60 respondents due to limitation of time. The questionnaire was having two parts. Part A was having questions related to demographic information. Part B was framed to identify the challenges faced by employees during warehouse operations.

2.1.3 Sampling Unit

A sampling unit is an element or a unit containing the element that is available for selection at some stage of the sampling process. Before selection for survey a sampling unit is taken. Here the sampling unit was the staff members who are ought to be involved in warehouse operations at pantaloons, Bhubaneswar.

2.1.4 Sample Size

It is total size of the units that are used for analysis of data. A method of convenience sampling was adopted to determine the final or net sample size that must be achieved in order to ensure that the parameters are estimated with the desired degree of freedom and given level of confidence. In order to achieve the sample size, a much greater number of potential respondents have

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to be contacted. The study covered 60 employees such as warehouse assistants, warehouse managers and pantaloons Sales Staff.

2.1.5 Data Analysis

Data Analysis is a significant function of the study. After collection of data, the researcher focused his attention on analysis and interpretation. For analysing data, it involves data processing and statistical analysis.

After data collection, the information was processed with the help of computer. The researcher processed with the help of MS-Excel spread sheet. This helped in coding and entering data for all the respondents. Coding was done for all the questions because to convert all the data into numerical forms which can be easily counted for the categorization.

Results were summarized in the form of tables that consists of counting the number of cases that fell into various categories. The study used simple tabulation and cross-tabulation for presenting information. Also graphs and suitable charts were used to present the data graphically. The researcher used simple statistical calculation like average (mean) etc.

2.2 Plan of the Report

The entire report has been divided into four chapters and again each chapter is further divided into various sections and sub-sections.

The First chapter deals with introduction and review of literature. This chapter presents a review of the existing marketing literatures about influencers, highlights objectives of the study, scope of the study and limitations of the study.

The Second chapter is research methodology. It narrates the framework for a study which guides to collect and analyse the information.

The Third chapter covers analysis of the questionnaire, which was administered to respondents for collecting primary information. It states findings of the study after carefully analysing the questionnaire and presents interpretations prior giving suggestions.

The Fourth chapter presents conclusions and recommendations. It discusses and assesses the interpretations of the study and highlights conclusions regarding the topic.

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CHAPTER – 3

RESULT

AND

ANALYSIS OF WORK

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Retailing and logistics are concerned with product availability. Many have

described this as getting the right products to the right place at the right time.

In this regard, warehouse operations plays a vital role in making product

available for the customers. Pantaloons focuses on effective replenishment

process. However, the retailers face challenges in warehouse operations.

The data for this study was collected from 60 respondents who were staff

members of Pantaloons, Bhubaneswar. Vital parameters of importance were

studied to bring to characteristics of respondents.

3.1 Demographic Characteristics

Table 3.1: Respondents designation

Designation Frequency Per centWarehouse Assistant 2 3.3Warehouse Manager 2 3.3Pantaloons Sales Staff 56 93.4T0000000000otal 60 100

Source: Primary Data

The above table showed that 93.4% respondents surveyed were Pantaloons

Sales Staff followed by Warehouse Assistant (3.3%) and Warehouse Managers

(3.3%).

It was found that majority of the respondents were Pantaloons Sales Staff as

they are directly involved in warehouse operations carrying out the activities

like counting of inbound materials, arrangement of stock etc.

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Table 3.2: Frequency by work experience

Duration Frequency Per cent0-6 month 9 156-12 month 18 301-2 years 12 202-4 years 18 304 years & above 3 5Total 60 100


The above table showed that 30% respondents were having work experience of

6-12 months and 2-4 years followed by 1-2 years (20%), 0-6 months (15%)

and more than 4 years (5%).

It was found rom the figure below that majority of the respondents were

having work experience at pantaloons.

Figure 3.1: Frequency by work experience

0-6 month15%

6-12 month30%

1-2 years20%

2-4 years30%

4 years & above5%

WORK EXPERIENCE

0-6 month 6-12 month 1-2 years2-4 years 4 years & above


3.2 Descriptive Statistics

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Table 3.3: Categories of stock received

Categories Frequency Per centCentral distribution centre 8 13Vendor 14 23Both 29 49Can’t say 9 15Total 60 100


The above table showed that 49% respondents opined that the stock received

from both vendor and Central Distribution Centre, 23% received from only

vendor and 13% received from Central Distribution Centre. There were 15%

respondents not knowing the source from where they were receiving stock.

It was found from the figure below that majority of the respondents were

having knowledge that the stock was received from vendor as well as Central

Distribution Centre. It was surprising to figure out that many were not aware

of the source of stock generation.

Figure 3.2: Categories of stock received

13%

23%

48%

15%

CDC VENDOR BOTH CANT SAY

Source: Primary Data *CDC-Central distribution centre

Table 3.4: Frequency of stock received

Duration Frequency Per cent

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Daily 32 53Weekly 13 25Monthly 15 22Quarterly 0 0Total 60 100


The above table showed that 53% respondents gave opinion that the stock was

received at warehouse daily followed by monthly (25%) and weekly (22%).

It was from the figure that the employees receive the products daily as the

stock belongs to in-house product whereas others felt that the stocks weekly

because they belongs to non apps category.25% of the employees receive the

stocks monthly because they belongs to vendor category.

Figure 3.3: Frequency of stock received

53%

22%

25%

DAILY WEEKLY MONTHLY QUATERLY


Accurate inventory management is essential to customer satisfaction and

employee productivity. The first step to having an accurate inventory is

processing receipts accurately. In supply systems, items ordered and received

plays a vital as it is a time consuming process. Based on this discussion, the

following hypothesis is tested to find out differences in frequency of stock

received from the sources of supplies.

Hypothesis 1: There is a difference in frequency of receiving stock at

warehouse from various categories (sources) of supplies.

Table 3.5: Frequency of stock received from sources of supplies

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Sources of supplies Frequency of stock received

Daily Weekly Monthly Total

CDC 29(100%)

0 0 29(100%)

Vendor 3(33.3%)

2(22.2%)

4(44.5%)

9(100%)

Both (CDC & Vendor) 0 5(62.5%)

3(37.5%)

8(100%)

Can’t say 0 6(43%)

8(57%)

14(100%)


The above table revealed that 100% respondents ordered received from CDC

on a daily basis. 44.5% respondents stated that stocks received from vendor on

a monthly basis followed by 33.3% on a daily basis and 22.2% on a weekly

basis. 62.5% respondents stated that ordered received at warehouse from both

the sources (CDC & Vendor) on a weekly basis and 37.5% on a monthly basis.

It was surprising to see that 43% respondents stated that ordered were received

on a weekly basis and 57% on a monthly basis, but could not recalled the

sources of supplies.

To verify the differences in frequency of receiving stock at warehouse from

various sources, single factor ANOVA used to test the hypothesis.

Table 3.6: ANOVA

Source of Variation SS df MS F P-value F crit

Between Groups

193.3333 2 96.66667 1.340111 0.341972 5.786135

Within Groups

360.6667 5 72.13333

Total 554 7 Source: Primary Data

The ANOVA test revealed that there is no significant differences in frequency

of receiving stock at warehouse from various sources r at the 5% level. It

clearly states that the null hypothesis is accepted as F-statistics of 1.34 on (2,

5) degrees of freedom for which p-value is 0.34. In other words, the frequency

of stock received at warehouse in a uniform manner from sources of supplies.

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Table 3.6: Respondent opinion period of discrepancy

Period of Discrepancy Frequency Per centOnce a week 18 30Once a month 12 20Occasionally 30 50Total 60 100


The above table showed that 50% respondents said that discrepancies were

found occasionally, 30% found once in a week and 20% found once in a

month.

It can be interpreted that majority respondents found discrepancies

occasionally whereas the respondents who faces discrepancy once in a week

because they are mainly related to cosmetics apps.

Figure 3.4: Frequency of discrepancy

ONCE A WEEK30%

ONCE A MONTH20%

OCCASIONALLY50%

REGULARLY ONCE A WEEK ONCE A MONTH OCCASIONALLY


Table 3.7: Opinion regarding process of filling discrepancy

Process of filling discrepancy Frequency Per cent

Friendly 35 58Difficult 25 42Total 60 100


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The above table showed that 58% respondents had an opinion that process of

filling discrepancy from warehouse was friendly because they are related to in

house product.

Rest were found process of filling of discrepancy from warehouse to be

difficult (42%) because they were related to vendors and non apps products.

This shows the forwardness of the warehouse.

Figure 3.5: Opinion regarding process of filling discrepancy

58%

42%FRIENDLYDIFFICULT


Table 3.8: Duration of resolution of discrepancy

Duration Frequency Per centOne day 60 100Total 60 100


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The above table showed that 100% respondents were saying they found time

of resolution of discrepancy is one day. This shows the strong responsive of

the warehouse team.

Table 3.9: Opinion regarding infrastructure of the organisation

Opinion Frequency Per centStrongly agree 0 0Agreed 1 2Disagree 32 53Strongly disagree 27 45Total 60 100


The above table showed that 53% of the respondents were not satisfied with

the infrastructure for carrying out their job. 45% of the respondents were

strongly disagree about the infrastructure where they work. Only 2% of the

employee agreed to the available infrastructure. Because they were basically

belonged to billing counter.

This can be interpreted that majority of respondents were not satisfied with the

infrastructure because their work was related to replenishment, counting &

arranging of stocks, tagging & out warding of stocks.

Figure 3.6: Opinion regarding infrastructure of the organisation

2%

53%45%

STRONGLY AGREE AGREED DISAGREESTRONGLY DISAGREE


Table 3.10: Opinion regarding managing their time in warehouse operation

Opinion Frequency Per CentYes 42 70No 14 23Can't say 4 7

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Total 60 100 Source: Primary Data

The above table shows that 70% of the respondents managed their time while

working and 23% felt to be no. Because they were not well trained. Only 7%

of the respondents didn’t know whether they managed their time or not.

Figure 3.7: Opinion regarding managing their time in warehouse operation

70%

23%

7%

YES NO CAN'T SAY


Table 3.11: Opinion regarding using of sap software in warehouse operation

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Opinion Frequency Per centYes 60 100No 0 0Can't say 0 0Total 60 100


The above table shows that 100% of the respondent found SAP was easy for

their operation. Because it saved the time of the employees & work load.

Figure 3.8: Opinion regarding using of sap software in warehouse operation

100%

YESNOCAN' SAY


Table 3.12: Respondent opinion on replenishment

Duration Frequency Per centHourly 27 45

30

Daily 19 32Weekly 0 0Monthly 14 23Total 60 100


The above table shows that 45% of the respondents replenish their stock

hourly and 32% of replenish daily. 23% respondents replenish weekly as per

their need.

It can be interpreted that majority of respondents had an opinion that stock

replenishment was carried out on an hourly basis.

Figure 3.9: Frequency of discrepancy

45%

32%

23%

HOURLYDAILYWEEKLYMONTHLY


Table 3.13: Opinion regarding related issues

Opinion Frequency Per centYes 16 27

31

No 44 73Can't say 0 0Total 60 100


The above table shows that 73% of the respondent didn’t find any issue related

to warehouse operations. Only 27% of the respondent found some problems

like server down, scanner problems and slowdown of the machines.

This can be interpreted that majority of respondents did not find any problem

related to warehouse operations.

Figure 3.10: Opinion regarding it related issue

27%

73%

YESNOCAN'T SAY


32

CHAPTER-4

CONCLUSION&

RECOMMENDATIONS

33

CONCLUSION & RECOMMENDATIONS

Retailing and distribution are concerned with product availability. It has been explained by many experts that retailing and distribution focus on making the right products available at right place at the right time. In this process, warehouse plays a vital role in stocking goods to meet vulnerable demands of consumers.

Pantaloons is having various distribution centers like Central Distribution Centre, Mother Distribution Centre, Regional Distribution Centre etc., where the products are distributed to the retail stores. In this regard, it was found that the stock received from the vendor as well as from the Central Distribution Centre. But it was surprising to observe that maximum number of employees were not aware of sources or categories of the stocks received at the warehouse. Therefore, the organization could have considered implementing IT modules so it may help determine location source and identify various stocks relating to SKU and its quantity.

The researcher observed that Pantaloons in-warding process is different and confusing. Pantaloons have mainly given emphasis to in-warding process of in-house products. Like if they inward in-house products which are coming in big lots, they were not interested to inward small lots of vendor products. Therefore, Pantaloons avoid selling those product even though they have enough stocks in their hand. To serve better, the organization could have opted for different in-warding zones for vendors, non-apps products and CDC/MDC/Madura fashion products so that the process of in-warding would have been easy. This could lead to selling all the categories of products on time.

Proper management of the warehouse manpower is an essential criteria for efficient warehouse operations. In retailing the most important thing is to achieve process cost efficiency. But it was found that due to lack of trained manpower in the warehouse, the organization is facing problems in the whole process of warehouse operations. It was also found that non availability of manpower was leading to incomplete task. Therefore, the organisation would focus on giving proper training to people working in warehouse and also creating awareness among the staff members of Pantaloons.

It has been known that different types of stocks are received at warehouse. Sometimes it was found that stocks are missing or there is a discrepancy in received packets. In most of the cases, it was observed that there is a shrinkage because of vendor fraud. Therefore, the staff members at the warehouse would have taken steps to check efficiency of vendors prior to appoint them as suppliers. The consignee would have taken more responsibility regarding shortage of stock and created a warning systems for the shortage of stock.

In a retail sector, the most important part is replenishment of stock in right time and right place. Surprisingly, it was found that because of lack of knowledge and training, the replenishment has attained a greater lead time. The organisation would look into this case so that the respective departmental managers create the awareness among the

34

staff members for timely replenishment process which will lead to less stockout in the retail floor.

It is a known fact that the warehouse will always having full of packets in terms of cartoons, boxes, racks and many more accessories which is required for carrying out warehouse operations effectively and efficiently. For this to achieve, the warehouse should have enough space to stack appropriate inventories. It was found that in the warehouse of Pantaloons, the space is limited as well as lack ventilation which is creating unhygienic conditions to work. This has demotivated the workers to work in warehouse. Pantaloons may look into this aspect of designing space and creating hygienic condition which will lead to a pleasant work environment.

The implementation of IT in warehouse operations will lead to reduce workload of the workers engaged manually. But it also requires proper maintenance of the IT tools to avoid problems in warehouse operations. But it was found that though the retailer implemented IT tools, many of these tools were giving problems like no proper input from barcode scanner, slowdown of SAP software, frequent server down etc. So the retailer may concentrate of proper maintenance of the equipment in scheduled manner to help smooth completion of the work.

35

REFERENCE

36

BIBLIOGRAPHY

Books

Levy Weitz (2002). Retail Management. Tata McGraw hill

Kothari, C.R (2004). Research Methodology. New Age International

Chopra, S., Meindl, P. & Kalra, D. V. (2007). Supply Chain Management.

Pearson Prentice Hall™

Bajaj, Tuli & Srivastava (2010). Retail Management.Oxford University Press.

Periodicals

Tan, K.C., Kannan, V.R. and Handfield, R.B., 1998. Supply chain

management: supplier performance and firm performance. International

Journal of Purchasing and Material Management, 34 (3), pp. 2-9.

Warehousing Development Regulatory Authority (WDRA)

Berry T., Ahmed A. et al. 1997. The consequences of interfere supply

chains for management accounting. Management Accounting: 75(10) pp.

74-75.

Saunders M. J. 1995. Chains, Pipelines, Networks and Value Stream: The

Role, Nature and Value of Such Metaphors in Forming Perceptions of the

Task of Purchasing and Supply Management, 1st Worldwide Research

Symposium on Purchasing and Supply Chain Management, Tempe,

Arizona: pp. 476-485.

Kopczak L. R. 1997. Logistics Partnership and Supply Chain

Restructuring: Survey Results from the U.S. Computer Industry.

Production and Operations Management, 6(3) pp. 226-247

Christopher, M. 1992, Logistics and Supply chain management, Pitman

Publishing, London.

Lee H. L., Ng S. M. 1997. Introduction to the Special Issue on Global

Supply Chain Management, Production and Operations Management, 6(3)

pp. 191-192. 200.

37

Lee H., Billington C 1992. Managing Supply Chain Inventory: Pitfalls and

Opportunities. Sloan Management Review 33(3) pp. 65-73.

Chetan Ahya, "The Retail Supply Chain Revolution", Economic Times,

7th December 2006.

McKinsey Quarterly – “Transforming India’s Logistics infrastructure”

AT Kearney’s report on retailing

Jones Lang LaSalle Meghraj – “The Transforming Landscape of Indian

Warehousing”

Frost and Sullivan – “Strategic Analysis of Growth Opportunities in Indian

Warehousing Market”

International journal of computer application

WEBLIOGRAPHY

www.indiaretailbiz.com

www.pantaloon.com

http://www.pwc.com/india

www.citeseerx.ist.psu.edu/viewdoc/download

www.projectvendor.com/supplychain/articles

www.researchgate.net

38

ANNEXURES

39

ANNEXURE-I

THE ORGANIZATION PROFILE

ADITYA BIRLA GROUP

Pantaloons is now an integral part of the prestigious Aditya Birla Group, a

USD 40 billion Indian multinational operating in 36 countries across the globe

with over 120,000 employees.

A US $40 billion corporation, Aditya Birla Group is in the League of Fortune

500 companies. In 2011, the Aditya Birla Group was ranked Number 4 in the

Global 'Top Companies of Leaders' survey and ranked Number 1 in Asia

Pacific.

The company is anchored by an extraordinary force of over 120,000

employees belonging to 42 different nationalities and operates in 36 countries

– Australia, Austria, Bangladesh, Brazil, Canada, China, Egypt, France,

Germany, Hungary, India, Indonesia, Italy, Ivory Coast, Japan, Korea, Laos,

Luxembourg, Malaysia, Myanmar, Philippines, Poland, Russia, Singapore,

South Africa, Spain, Sri Lanka, Sweden, Switzerland, Tanzania, Thailand,

Turkey, UAE, UK, USA and Vietnam. Over 50% of the company's revenues

flow from its overseas operations.

ADITY BIRLA: THE GLOBAL SENARIO

ADITYA BIRLA GROUP IS KNOWN IN THE WORLD A metals

powerhouse, among the world's most cost-efficient aluminium and copper

producers. Hindalco-Novelis is the largest aluminium rolling company. It is

one of the three biggest producers of primary aluminium in Asia with the

largest single location copper smelter

No.1 in viscose staple fibre

No.1 in carbon black

The fourth-largest producer of insulators

The fourth-largest producer of acrylic fibre

Among the top 10 cement producers

40

Among the best energy-efficient fertilizer plants

The largest Indian MNC with manufacturing operations in the USA.

ADITYA BIRLA GROUP: THE INDIAN SENARIO

In India Aditya Birla is known for:

The largest fashion (premium branded apparel) and lifestyle player.

The second-largest manufacturer and largest exporter of viscose filament

yarn.

The largest producer in the chlor-alkali sector.

Among the top three mobile telephony companies.

A leading player in life insurance and asset management.

Among the top two supermarket chains in the retail business

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where

success does not come in the way of the need to keep learning afresh, to keep

experimenting.

ADITYA BIRLA BEYOND THE BUSINESS

Works in 3,000 villages

Reaches out to seven million people, annually, through the Aditya Birla

Centre for Community Initiatives and Rural Development spearheaded by

Mrs. Rajashree Birla

Focuses on healthcare, education, sustainable livelihood, infrastructure

and espousing social reform in India, Brazil and Egypt, as well as

Philippines, Thailand, Laos, Indonesia, Korea and other Asian countries

Set up the Aditya Birla India Centre at the London Business School

The Aditya Birla Group runs 42 schools, which provide quality education

to 45,000 children. Of these 18,000 students belong to the underprivileged

segment. Merit scholarships are given to an additional 12,000 children

from the interiors.

The 18 hospitals run by the Aditya Birla Group tend to more than a

million villagers.

41

In line with its commitment to sustainable development, the Aditya Birla

Group has partnered with Columbia University in establishing the

Columbia Global Centre's Earth Institute in Mumbai.

The idea of embedding CSR as a way of life in organizations has led to

the setting up of the FICCI – Aditya Birla CSR Centre for Excellence, in

Delhi. The Aditya Birla Group transcends the conventional barriers of

business because we believe it is our duty to facilitate inclusive growth.

VISION

To be a premium global conglomerate, with a clear focus on each of the

businesses.

MISSION

To deliver superior value to our customers, shareholders, employees and

society at large.

VALUES

Integrity: Acting and taking decisions in a manner that is fair and honest.

Following the highest standards of professionalism and being recognized

for doing so. Integrity for us means not only financial and intellectual

integrity, but encompasses all other forms as are generally understood.

Commitment: On the foundation of Integrity, doing all that is needed to

deliver value to all stakeholders. In the process, being accountable for our

own actions and decisions, those of our team and those in the part of the

organization for which we are responsible.

Passion: An energetic, intuitive zeal that arises from emotional

engagement with the organization that makes work joyful and inspires

each one to give his or her best. A voluntary, spontaneous and relentless

pursuit of goals and objectives with the highest level of energy and

enthusiasm.

Seamlessness: Thinking and working together across functional groups,

hierarchies, businesses and geographies. Leveraging diverse competencies

42

and perspectives to garner the benefits of synergy while promoting

organizational unity through sharing and collaborative efforts.

Speed: Responding to internal and external customers with a sense of

urgency. Continuously striving to finish before deadlines and choosing the

best rhythm to optimize organizational efficiencies.

Pantaloons Story

Pantaloons success and continuous growth in the Indian organized Retail

market can be attributed to a number of factors, some of which have been

derived from the strategies of large retailers in the west, while others are

completely tailor-made for the Indian market. What is evident at the outset is

that Biyani has foreseen and understood the Indian retail roadmap better than

anyone else.

Pantaloons major advantage over its competitors in the retail sector has been

its unique understanding of the Indian organized retail market with all its

quirks, shortcomings and challenges. By creating a retail business from the

ground-up and expanding rapidly, Pantaloon has followed a Wal-Mart-like

pattern of growth. However, unlike Wal-Mart, it decided to experiment with as

many retail formats, product-mixes and brands as was possible in order to gain

maximum knowledge about the uncertain Indian mindset. In fact, newer

entrants in the organized retail market would learn the ways of the unique

Indian organized retail sector as well as find a way to combat Pantaloons

dominant market share in almost all forms of organized retail a daunting task.

PANTALOONS- BHUBANESWAR

Pantaloons was launched amidst much fanfare in Gariahat, Kolkata in 1997.

Over the years, the brand has undergone several transitions therefore re-

inventing itself to bring forth compelling trends and styles for men, women

and kids. It started as a discount format, moving to a family concept store and

finally evolved into a fashion destination with a sharp focus on bringing the

latest in fashion.

43

Pantaloons Fashion & Retail Limited is situated at Sahid Nagar Bhubaneswar,

it is one of the top clothing brands in the world, is India's fastest growing

premium lifestyle company. With innovative designs, concepts and products,

the company brings the latest trends in fashion and clothing styles to the

apparel market.

Pantaloons, previously controlled by the Future Group, has been recently taken

over by Aditya Birla Nuvo Limited, a US $4 billion premium diversified

conglomerate and India's largest manufacturer of linen fabric.

Pantaloons offer multiple accessories and clothing brands across a spectrum of

categories for men, women and kids. The company provides an incredible and

complete one-stop shopping experience to its buyers through its vast collection

of more than 200 prestigious brands for the discerning fashionista. Pantaloons,

with a presence across 49 cities through 104 aesthetically designed large

format stores and 26 factory outlets, displays a range of classy and trendy

merchandise that truly lives up to Pantaloons’ maxim of ‘fresh fashion’.

A typical Pantaloons store comprises a brand portfolio that runs across a

gamut of styles that spell class. The collection includes ready-to-wear western

and ethnic apparel for men, women and kids, complemented by an exhaustive

range of accessories. The variety of products and brands has helped propel

Pantaloons to become one of the best clothing brands in India.

APPARELS & ACCESSORIES

Pantaloons offer its customers a collection of apparels and accessories from

the stables of globally renowned brands. The private labels for men in western

wear include Lombard, Rig, Bare Denim, Bare Leisure, SF Jeans, Byford, F

Factor and JM Sport apart from trendy brands like Urbana, Scullers, John

Miller and Indigo Nation. Akkriti provides a wide selection of ethnic wear.

The women’s section houses the private labels — Bare Denim, Bare Leisure,

Rig, Annabelle, Honey, and Ajile — in western wear, as well as the choicest

ethnic wear from RangManch, Trishaa and Akkriti. Popular brands like Lee

Cooper, Biba and W are also available. The formal wear section offers a range

44

of crisp and well-tailored collection by popular international brands such as

Van Heusen, Allen Solly, Peter England and Louis Philippe.

Kids can choose from private labels like Bare Denim, Bare Leisure, Rig, or

indulge in exclusive brands like Lee Cooper Juniors, Chalk, Poppers, Pink &

Blue, and Sach in addition to international brands like Barbie and Disney. For

the ethnic look, they can opt for traditional wear from Akkriti. The portfolio of

brands also includes infant wear by Chirpie Pie.

Pantaloons offer much more than just apparel. Customers can shop from an

assortment of watches from renowned international brands, including Tommy

Hilfiger, Esprit, Kenneth Cole, Citizen, Timex, Titan and others.

Trendy sunglasses from Polaroid, Guess, Police, Scott, I Dee and Allen Solly

are also available. The accessories and beauty segments display an attractive

collection of ladies handbags from Lavie, Caprese, Fiorelli and Fastrack. Also

available are products from colour cosmetic brands such as Bourjois,

Chambor, Deborah, Faces, Revlon, Maybelline, and Lakme, as well as a wide

collection of exotic fragrances.

In its endeavour to meet the consumer’s ever-changing fashion needs,

Pantaloons has introduced new brands that include Candies, Alto Moda,

Turtle, Spykar, 109F, AND, Chemistry, Global Desi and Giny & Jony.

Pantaloons is an integral part of the prestigious Aditya Birla Group, a USD 40

billion Indian multinational company, operating in 36 countries across the

globe with over 120,000 employees. Voted as ‘India’s Most Trusted Apparel

Retail Brand’ in the prestigious Brand Equity Survey 2014, Pantaloons

continues to nurture consumer trust and confidence.

With its overwhelming repertoire of lifestyle apparel brands, the company is

focused on growth while continuing to create fresh fashion. Among some of

the top clothing brands in India, Pantaloons is recognised by its warm

personalised service that completes the core proposition of this trendy chain.

45

WAREHOUSE OPERATION IN PANTALOONS

A supply chain is a system of organization, people, technology, activities, information, and resources involved in moving a product or services from supplier to customer .supply chain transform natural resources, raw materials and components into a finished product that is delivered to the end customers.

Types of Warehouse & From Where Merchandise Comes In Pantaloons Stores

Central distribution center

Mother distribution center

Regional distribution center

Vendors for non-pantaloons brands

From other pantaloons stores

Job Responsibilities Of A Warehouse Manager

Inward of the merchandise

Outward of the merchandise

Maintaining register

Proper merchandising handling at ware house

Proper segregation of cartons

Brand wise segregation at back storage area

In warding Process At Ware House 1st step-checking of paper whether who sent the product on which address.

Check the waybill & pass the waybill

Check the consignee name is pantaloons or not

Check invoice no ,qty & tally with physical qty

Tally waybill with the invoice no.

Then we receive the stock

2nd step-check the docket no. or l.r no. & cartoon box qty

3rd step-security check point

Security updated the inward register

4th step-placing the cartons at proper places i.e cdc/mdc stock according to

l.r no. & vendor stock brand wise

5th step-warehouse Inwarding process

Open sap software

46

Open z store

Site code

Put p.o no (purchasing document

Put invoice no.

Put irn no.

Press f8

Then scan the product in the box

Then post the scan file in the sap

Generate GRN no & write on the paper

Discrepancy Note

If any shortage arises then we use this type of note

No. of shortage in cartons

Then we write that shortage and and mail to the concern authority

Put IRN no in the sap

Then p.o no.

Then GRN no.

Consignee name

Challan no./invoice & date

Quantity-price-amount

( Ptv no.-security inward no.,p.o no.-it contains 10 digit)

Out warding Process At Ware House

1st step-in every season we replace the old stock to the new one

2nd step-zonal head send the article no through mail

3rd step-then we outward scanning the barcodes of that product

4th step-then we detaches the hard copy.

5th step-scanning in excel brand wise

6th step-we pack it with polythene pack to whole box

7th step-we send it to the as per the instruction.

8th step-after receiving sto we are creating the delivery no.

47

Stock Take

Put location on the racks & boxes

Put G.C in the system

Scanning all the product in the location

If inf then put red color sticker with last 4 digit barcode no.

Wbc without barcode happens then handed over to the respective dm

Register Maintained By Supply Chain Department & Its Purposes

1. CDC/MDC/RDC & Store inward register

2. CDC/MDC/RDC & Store outward register

3. SIS/vendor inward register

4. SIS/vendor outward register

5. Tag inventory register

6. Soft tag/hard tag/string tag issue register

7. Carry bags inventory register

8. Barcode control register

9. Hanger inventory register

There are various purposes for maintaining these registers-

Record that how much merchandise comes from ware house & other pt

stores.

Inventory control

Security purposes

48

Format of Warehouse Registers

Format of Warehouse Inward Register

S.No. Date Security inward reference no.

Security inward reference date

Invoice Detail

Invoice No. Invoice Date Qty Inward

49

P.O.

No.

L.R Detail G.R.N Detail

Discrepancy Detail

Sign. Warehouse In charge

Remark

Trans porterName

L.R No

L.R Date

Date Qty No. Date Qty Amm

Format of Warehouse Outward Register

50

S.No. Outward Date

Security Outward reference no.

Security Outward Date

Receiving Site Code

Description Of Goods

Gate

Pass

No.

Gate

Pass

Date

No.Of Pkgs

(cartons)

Delivery detail

Transporter Name

G.R.N

Date

Sign of warehouse in charge

No. Date Qty Amm.

Sis/Vendor Inward Register

S.No. Date Security inward reference no.

Security inward reference date

Description Of goods

Invoice Detail

Invoice No.

Invoice Date

Qty Inward

P.O.

No.

l.R Detail G.R.N Detail

Discrepancy Detail Sign. Warehouse In charge

Remark

Trans porter

Name

L.R No

L.R Date

Date Qty No. Date Qty Amm

51

Sis/Vendor Outward Register

S.No. Outward

Date

Security

Outward reference no.

Security Outward

Date

Receive

Site

Name

Receive

Site

Code

Description Of

Goods

GatePassNo.

Gate

Pass

Date

Hanger Inventory Register

Date Hanger Type

Opening Stock

Qty Received Inward Qty Closing stock

Staff Name

52

No. Of Pkgs

(cartons)

Delivery detail Transporter Name

G.R.NDate

Sign of warehouse in chargeNo. Date Qty Amm

Carry-Bag Inventory Register

Date Carry-Bag

Type

Opening

Stock

Qty

Received

Inward

Qty

Closing

stock

Staff

Name

Barcode Control Register

S.No Date Name of the Vendor/Staff Item Discription Barcode No.

Receivers

Signature

Manager

Signature

Reason

for

Printing

Printing

Qty

Sign of

Person

Printing

Barcode

Manager

Signature

Soft Tag Issue Register:

Date Opening

Stock

Qty

Qty received

from security

Issued

Qty

Closing stock qty

53

ANNEXURE-II

QUESTIONNAIRE FOR STAFF W/H OPERATIONS

NAME_________________________________________GENDER: M F AGE:__________________

DESIGNATION_______________________________DEPARTMENT________________________________ WORK EXPERIENCE: (A) 0-6 MONTHS (B) 6-12MONTHS (C) 1-2 YR (D) 2-4YR (E) 4YR&ABOVE

1. WHAT ARE THE DIFFERENT CATEGORIES OF STOCK RECIEVED AT WAREHOUSE?

CDC VENDOR BOTH CANT SAY

2. FREQUENCY OF STOCK RECEIVED AT WAREHOUSE?

DAILY WEEKLY MONTHLY QUATERLY

3. HOW OFTEN DO YOU RECEIVE DISCRIPANCY?

REGULARLY ONCE A WEEK ONCE A MONTH OCCASIONALY

4. HOW DO YOU FIND THE PROCESS OF FILLING DISCRIPANCY?

FRINDLY DIFFICULT

5. TIME OF RESOLUTION OF DISCRIPANCY. ONE DAY ONE WEEK ONE MONTH

6. DO YOU FIND THE INFRASTRUCTURE SUFFICIENT FOR CARRYING OUT YOUR JOB?

STRONGLY AGREE AGREED DISAGREE STRONGLY DISAGREE

7. DO YOU MANAGE YOUR TIME? YES NO CAN’T SAY

8. DO YOU FIND SAP EASY FOR OPERATION? YES NO CAN’T SAY

9. HOW DO YOU CARRY OUT REPLENISHMENT?

HOURLY DAILY WEEKLY MONTHLY

10. DO YOU FIND ANY IT RELATED ISSUE? YES NO CAN’T SAY

54

challenges in warehouse operations at pantaloons bhubaneswar

Career