Document 2

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.
Format of Report
(Cover page)(Black with golden emboss)
University Of Mumbai
Study on Logistics of Neptune Container Line & Logistics Ltd
Bachelor of Management Studies
Semester V
(2016-2017)
Submitted by
(Shaikh Anwar Kasim Patel)
(S-334)
KHAR EDUCATION SOCIETYS COLLEGE OF

COMMERCE AND ECONOMICS
S.V.Road, Next to Khar Police Station,
Khar (W), Mumbai- 400052.
University Of Mumbai
Study on Logistics of Neptune Container Line & Logistics Ltd
Semester V
Submitted
In Partial Fulfillment of the requirements
For the Award of Degree of
By
(Shaikh Anwar Kasim Patel)
(S-334)

S.V.Road, Next to khar police Station,
DECLARATION
I, Shaikh Anwar Kasim Patel the student of T.Y.B.M.S. Semester V (2016- 2017) hereby declare that
I have completed the project on Study On Logistics Of Neptune Container Line & Logistics Pvt Ltd.
The information submitted is true and original to the best of my knowledge
_____________________
(Signature of Student)
Shaikh Anwar Kasim Patel
S-334

S.V.Road, Next to khar police Station,
CERTIFICATE
This is to certify that Mr. /Ms. Shaikh Anwar Kasim Patel, Roll no: S-334 of Third Year B.M.S.,
Semester V (2016- 2017) has successfully
Completed the project on Study On Logistics Of Neptune Container Line & Logistics Ltd
Under the guidance of Prof Mrs. Tamseen Patel.
Prof. Sweety Gandhi
Prof. Jaya Dudani
Course Coordinator
Chief Coordinator
Prof. Tamseen Patel
Dr. Nandini Deshmukh
Project Guide
Principal
External Examiner
ACKNOWLEDGEMENT
To list who all have helped me is difficult because they are so numerous and the depth is so
enormous.
I would like to acknowledge the following as being idealistic channels and fresh dimensions in the
completion of this project.
I take this opportunity to thank the University of Mumbai for giving me chance to do this project.
I would like to thank my Principal, Dr. Nandini Deshmukh for providing the necessary facilities
required for completion of this project.
I take this opportunity to thank our Chief Co-ordinator Prof. Jaya Dudani and our Course Coordinator Prof. Sweety Gandhi, for their moral support and guidance.
I would also like to express my sincere gratitude towards my project guide Prof. Mrs. Tamseen
Patel whose guidance and care made the project successful.
I would like to thank my College Library, for having provided various reference books and
magazines related to my project.
Lastly, I would like to thank each and every person who directly or indirectly helped me in the
completion of the project especially my Parents and Peers who supported me throughout my
project.
PART (A)
TABLE OF CONTENT
CONTENT
SR.NO
A)
1
PAGE NO.
SURVEY
CHAPTER 1
1.1 Introduction of Logistics
1.2 Origin and Definition of Logistics
1.3 Prospect of Growth in the Industry
1.4 General Import And Export Market
1.5 The Importance of the Study
CHAPTER 2
Literature Review
CHAPTER 3
Research Methodology
CHAPTER 4
Classification And Tabulation Of Data/ Analysis And
Interpretation Of Data
CHAPTER 5
6.1 Suggestion & Recommendation
6.2 Conclusion
Annexure
Bibliography
B)
1.
INTERNSHIP
Organisation
i)
Why it was selected
ii)
Work Culture
iii)
What type of Organization
iv)
Organization Structure
v)
Types of product & Service offered by the

organization
2.
Learning Objectives
3.
Work done by the student- Department, product handled, timing
4.
Department visited & his observation about those department.
5.
Learners experience and whether he feels those objectives have been
achieved.
CHAPTER
1
INTRODUCTION
A STUDY ON LOGISTICS OF NEPTUNE

CONTAINER LINE & LOGISTICS PVT
LTD.
CHAPTER 1
1.1.
INTRODUCTION OF LOGISTICS
Meaning
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
globalized supply chain. The experts in
this field 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 to the right target
customers or end-users and it is the
science of process and has its presence in all the sectors of an industry. Logistics is concerned with
getting or transmitting the products and services where they are needed or when they are desired. It is
difficult to accomplish any marketing or manufacturing operation without logistical support.
Logistics involves in the integration of information, transportation, inventory, warehousing,
material handling, and packaging. The operating responsibility of logistics is the geographical
repositioning of raw materials, work in process, and finished inventories where required at the lowest
cost possible. Logistics management is that part of the supply chain which plans, implements and
controls the efficient, effective, forward and backward (reverse) flow and storage of goods, services
and information between the point of origin and the point of consumption in order to meet customers'
requirements rather than the customers delight. A professional working in the field of logistics
management is called a Logistician.
10
The primary objective of logistics management is to move effectively and efficiently, so as to extend
the desired level of customer service at the least cost. Thus, logistics management starts with
ascertaining customers needs till their fulfilment through product supplies. Indian Supply Chain and
Logistics Industry is more than $ 100 Billion in size and it is the backbone of Indian Economy.
Logistics industry is growing at a rate of
8-10% annually and has been a crucial contributor in the growth and development of the Indian
economy.
Logistics is generally the detailed organization and implementation of a complex operation. In a
general business sense, logistics is the management of the flow of things between the point of origin
and the point of consumption in order to meet requirements of customers or corporations. The
resources managed in logistics can include physical items such as food, materials, animals,
equipment, and liquids; as well as abstract items, such as time and information. The logistics of
physical items usually involves the integration of information flow, material handling, production,
packaging, inventory, transportation, warehousing, and often security.
In military science, logistics is concerned with maintaining army supply lines while disrupting those
of the enemy, since an armed force without resources and transportation is defenseless. Military
logistics was already practiced in the ancient world and as modern military have a significant need
for logistics solutions, advanced implementations have been developed. In military logistics, logistics
officers manage how and when to move resources to the places they are needed.
Logistics management is the part of supply chain management that plans, implements, and controls
the efficient, effective forward, and reverse flow and storage of goods, services, and related
information between the point of origin and the point of consumption in order to meet customer's
requirements. The complexity of logistics can be modeled, analyzed, visualized, and optimized by
dedicated simulation software. The minimization of the use of resources is a common motivation in
all logistics fields. A professional working in the field of logistics management is called a logistician.
Thus, Logistics is one of the main functions of a company, as it involves both internal and external
focus, covering the flow and storage of materials from point of origin to point of consumption.
Logistics is much more and much wider than handling of the goods that are being returned to the
manufacturer by the customer and vice versa. It covers all the activities that determine the fate of the
returned goods. Logistics has been found to play an important role in almost any manufacturing firm,
regardless of size, product and geographical reach of the firm. The focus initially is to conduct the
survey and interviews in various firms. Transport Corporation of India Ltd stands for an integrated
solution provider to the consumers. Even among the organized Indian logistics players, very few are
offering across multiple modes through a single window. Transport Corporation of India Ltd.s aim is
just not only to deliver from point A to B, but to enhance the customers business productivity.
11
1.2.
ORIGIN AND DEFINITION OF LOGISTICS:
The term "logistics" originates from the ancient Greek "" ("logos""ratio, word, calculation,
reason, speech, oration"). Logistics is considered to have originated in the militarys need to supply
themselves with arms, ammunition and rations as they moved from their base to a forward position.
In ancient Greek, Roman and Byzantine empires, there were military officers with the title
Logistikas who were responsible for financial and distribution of supplies. The Oxford English
dictionary defines logistics as: The branch of military science having to do with procuring,
maintaining and transporting material, personnel and facilities. Another dictionary definition is:
"The time related positioning of resources." As such, logistics is commonly seen as a branch of
engineering which creates "people systems" rather than "machine systems"....
1.3.
PROSPECTS OF GROWTH IN THE INDUSTRY
In years gone by, the traditional warehousing and logistics facility was located by railroad tracks, a
water port, and/or freeways, usually in the least desirable parts of cities or large towns. This
stereotype then faded as gigantic, state-of-the-art facilities began to sprout in more rural areas on the
outskirts of transportation and population hubs. The World started beginning to see such facilities
showing up in even less "traditional" areas. Modern warehouses now are being located in carefully
manicured industrial parks that are sprouting as fast as the corn and wheat once did in these open
spaces-often in out-of-the-way places. Why the emphasis on such locations for logistics companies?
Much of it is due to the great flux that the logistics industry has been undergoing in the first three
years of the 21st century. Most of these changes are being driven by a growing trend in the
manufacturing and retail sectors to form partnerships with companies to which they can outsource
non-core logistics competencies-3PL providers.
In turn, 3PL providers are continually looking to provide innovative supply chain solutions to
customers by focusing on value-added capabilities, differentiating themselves from the competition.
They focus on key objectives, such as implementing information technologies, instituting effective
management processes, integrating services and technologies globally, and delivering comprehensive
solutions that create value for 3PL users and their supply chains. This need to partner with customers
and become more integrated into their supply chain processes has created the ancillary need to locate
close to these customers. That isn't to say the need for easy access to transportation hubs and
different modes of transportation won't continue to be important. But the above shift in business
strategy, along with the advances in technology and enhanced communication, has opened the door
for logistics facilities to operate effortlessly in a myriad of locations. Profit warnings, share price
pressures, mergers, reorganizations, relocations, disposals, painful layoffs and great geopolitical
uncertainties can sweep away even the most comprehensive logistics strategies and thats despite
outstanding management over many years. These are exceptionally difficult times and it has never
been more important to connect logistics and freight planning to executive board thinking than now.
Its easy to lose sight of the bigger picture in the rush to cut infrastructure cost and conserve cash.
Hopefully organization succeed in protecting the business, satisfying shareholders and analysts, but
what about capacity and flexibility, morale and momentum? To be a logistics winner in the coming
years organizations need to use the downturn to reshape for growth, propelled by an unshakeable
conviction that the mission is still important, that more prosperous times lie ahead, and that in some
12
way the company infrastructure is helping to build a better kind of world. Logistics is inevitable in
the future and essentially the management policy also has a significant role in the future of world.
Generally the study is being featured with all aspects of management in Logistics and Freight areas.
(Logistics include Transportation, Warehousing, Network Design, Crossdocking, and Value Adding)
1.4.
GENERAL IMPORT / EXPORT MARKET
Market Analysis UAE sea freight exports rose in volume and value during recent years.
UAEs largest exporting state, Dubai, led these increases with substantial increases in volume and
value of exports. All states showed an increase in export value and many states having an increase in
export volume. Abu Dhabi, Rasalkhaimah, and other states showed small decreases in export volume
compared to Dubai. Total freight import values increased 16.3% in 2006/07. China remains largest
import market. Exports to other largest sea freight export markets showed substantial growth, namely
Africa (25.8%), India (28.4%) and other Asian Markets (28.4%). Over the last 6 years, import
volumes and value to China and India have consistently grown, while imports from Japan increased
following three consecutive years of decline. Most of this increase can be attributed to a large
increase in sea freight imports from China, which rose 86,629,230 tonnes or 218.5%.
Other substantial increases in import volume were seen from Taiwan (23.7%), India (22.2%),
Italy(14.9%), New Zealand (14.9%) and Mexico (70.4%), while noteworthy decreases in export
volume were seen to Netherlands (-14.0%) and USA (-25.2%).2006/07 saw a mixed result for
Chinese and other Asian sea freight exports. Increasing import value was led by Base Metals
(principally Copper Cathodes and Lead), despite recording a small decrease in import volume in the
group. Mineral Products (mainly Liquid Gas and Iron products) and Prepared Foodstuffs (mainly
packed FMCG products) were the other major commodity groups showing an increase in value, also
backed by increasing commodity prices for these groups. Prepared Foodstuffs have shown a
continual increase in import value over the last 6years. The 2006/07 increase in Mineral Products and
Base Metal Products imports follows 3years of import value decline in these products. (Base metals
used mainly for Automobiles, Batteries etc.)The most substantial decrease in export volume was seen
in Vegetable Products (grains and other plant products), with an associated drop in export value.
Transport Equipment also saw a large drop in export value and volume. A decrease in export value
continues 3 consecutive years of decreases in export value in these groups. The most constant export
is for dates to neighbouring nations. Dates are of very less demand in Western regions of the globe.
Perishable Items- Animal Products: Meat, Dairy & Seafood UAE import products in the
Animal Products category include meat, seafood and dairy. Chicken and lamb meat imports are
UAEs largest sea freight imports in this category. Both Chicken(110%) and Lamb (22.6%) saw
increases in sea freight import value during 2006/07, with smaller increases in total volume,
reflecting the increased price for these commodities during the period. Lamb imports by air also rose
in 2006/07, but imports by air account for only 3.7% of the total chicken and lamb exports. Over the
last 5 years, sea freight lamb imports have been quite consistent and at a high level. The dramatic
growth in chicken imports during 2006/07 comes on top of steady growth since 2000/01.The other
single largest Animal product commodity is Tuna, with 2006/07 sea freight imports totalling
$65,134,998 and 5,178 tonnes. This is well below the 2002/03 peak of $201,066,102, with decreases
in export value seen during the previous years. In addition to the sea freight imports, Tuna is also
imported by airfreight. Similar decreases were seen in both sea and airfreight imports. Frozen
13
Prawns, increased in volume and value (7.0%) during 2006/07. Grated Cheese (including Cheddar)
remains an important dairy import by sea with yearly exports fluctuating between $36and $49
million over the last 6 years. Cheese curd exports increased substantially during2006/07. Imports are
mainly from Denmark, Switzerland. Grain: Wheat, Rice is UAEs single largest volume import
commodity. Import volume and value dropped across most major commodities in the grain category.
Actually had an increase in import volume for Rice and Wheat for the year 2006-07.
1.5.
OBJECTIVES
The objectives of the Project are:
To know about Logistics Industries
To understand the logistics management
To study the role of infrastructure in logistics management
To study the services provided by the logistical companies, in detail.
To understand the work culture of Neptune Container Line and Logistics Pvt Ltd.
To compare the effectiveness of logistics management at Neptune Container Line and

Logistics Pvt Ltd and to benchmark the organization with respect to the industry.
To have a thorough understanding of how logistics and freight industries work.
To know whether the customers are satisfied with the existing range of service Pattern.
14
CHAPTER
2
REVIEW OF
LITERATURE
15
CHAPTER 2
REVIEW OF LITERATURE
The review of literature sets forth a deep insight and clear perspective of the overall field. No
researcher can think of undertaking a study without receiving the contributions made by previous
investigations on the same subject. The review of literature helps to find out the gap in the concerned
area and forms a strong foundation upon which the future studies can be built up.
Review of related literature gives a basis for any research. Unfortunately, there are not much studies
conducted in this field of Logistics Management. Following are the available related studies
undergone in the area of Logistics Management.
1) Chang-Ing and I-Jin (1999) show the relation between average logistics cost per item, consumer
demand and the interrelationship between them are analyzed. Commodities are distributed
through a depot directly or through single intermediate terminal to many retail establishments.
Minimizing average logistics cost, or maximizing total supply subject to the demandsupply
equality determines the optimal density of retail establishments and local terminals. The envelope
curves for the optimal configuration strategies corresponding to different values of total market
area and terminal cost are derived.
2) Aronsson et al (2000) have developed a template for a logistics education course. The template
addresses functional, process and supply chain needs. The template is currently being prototyped
with the principle of gestalt- the whole is greater than the sum of the individual parts.
3) Outi (2000) studied logistics costs of industrial enterprises in a supply chain. The following
aspects of logistics costs are included:
a) Activity Based Costing (ABC)
b) Average logistics Costs of industrial product manufacturers and suppliers
c) The factors which influence a companys cost efficiency in logistics
d) An ABC simulation model for the logistics costs in a company
4) A study on Logistics of small-size deliveries has been carried at the Technical Research Center
of Finland. Seventeen enterprises participated in this study. In this study a calculation model was
developed and tested with the logistics costs of the participating companies. After calculating the
costs, order structure as well as the working methods of the companies was examined. With this
information the ABC simulation model was developed to explain and simulate the change in the
logistics costs of a company.
16
5) Neil and Jim (2001) look at the emerging issues in reverse logistics system. There is a
fundamental shift in waste management responsibility from the private waste management
industry and local governments towards manufacturers, distributors and retailers. In the recent
years the responsibility of manufacturers has been extended to cover the entire life of certain
products. The enforcement of environmental legislation becomes more stringent and an
increasing number of customers are demanding to take-back of their old products. Companies are
beginning to focus on possible distribution channels for the return of their products i.e. Reverse
logistics. This paper examine the emerging issues in reverse logistics, in particular the
information requirements for reverse logistics within the extended enterprises. A study of end-oflife vehicles (ELVs) illustrates the specific information flow between the key players within the
automotive industry. This study addresses the initial development of possible distribution
channels, their key operational decisions and supporting information systems for the recycling of
end of life products.
6) Wang and Tyan (2003) refer the involvement of Global third-party logistics in e-commerce and
globalization. An effective global supply chain (GSC) management seeking to secure market
share. Global third-party logistics (3PL) has developed into an alternative for the needs of global
collaboration. In this, the authors present a new application of collaboration in Global Supply
Chain execution, namely collaborative transportation management (CTM) that can reduce
delivery time and to improve delivery reliability. A case study is illustrated the application of
CTM by a 3PL provider in a notebook computer GSC. The implementation results show that the
delivery cycle time and the total cost are simultaneously reduced.
7) Alan and Van Remko (2003) brought a conceptual developments in logistics and supply chain
management in lean thinking and agility. Cranfield School of Management has been at the
forefront of these developments and has benefited enormously from the groundbreaking work in
this field.
8) Kee-Hung and Cheng (2003) describe the supply chain performance (SCP) in transport logistics
by service providers in the transport logistics industry in Hong Kong. The industry in this study
encompassing firms involved in the business of serving the physical flows of goods from a point
of origin, i.e. shippers, to a point of destination, i.e. consignees, in a supply chain. These firms
include those in sea transport, freight forwarding, and air transport and third-party logistics
services. The authors mention that they have conducted a cross sectional survey with firms in the
industry to evaluate their perceived Supply Chain Performance in transport logistics and the
attached importance from both cost and service perspectives. This study envisages managerial
insights for firms in the industry to understand their SCP in transport logistics and benchmark
areas for performance improvement.
17
9) Makukha and Gray (2004) communicate that Logistic Service Providers claims that they are the
strategic partners but they are unable to provide the service required. The most existing logistics
partnerships are still operational rather than strategic in nature. Many logistics partnerships being
operational in nature, are known as Strategic without not understanding of the term, and the
influence of a logistics partnership on a shippers strategic moves and competitive positioning
has not been researched thoroughly (Bhatnagar & Viswanathan.G, 2000, International journal of
Physical Distribution & Logistics Management,30,(1),pp.13-34). A Delphi investigation reveals
that although large companies from logistics partnerships, the perceptions of partnership
formation motives, inhibitors and orientation by shippers and Logistics Service Providers (LSPs)
are likely to differ. The failure to integrate on a strategic level suggests a lack of strategic
management knowledge by relevant managers.
10) Larson and Halldorsson (2004) introduce by describing four unique perspectives on the
relationship between logistics and Supply Chain Management. Results of an International survey
of logistics/SCM experts are reported. 200 questionnaires were sent to leading logistics
educators. Based on experts opinion, cluster analysis conducted and confirms that the existence
of the four perspectives on logistics versus SCM re-labeling, traditionalist, unionist and
intersectionist.
11) Lai et al. (2004) examine the factors that encourage firms in Hong Kongs logistics industry to
implement quality management system to ensure quality in their work processes . A generic tenstep approach for Quality Management system (QMS) has been introduced and discussed the
cost and service advantages achieved in the case firm. The approach offers Procedural guidelines
for firms in the industry contemplating the implementation of Quality Managements.
12) Miguel (2004) indicates performance measurement systems truly applicable in Logistics
Management and control. The impact of using performance measurers on management style has
been largely neglected. The author sets out to explore this gap using an approach based on
Simons diagnostic versus interactive modes of control. The author aimed at describes the
changes in logistics management and control compared with the situation in the rest of the firm.
A case study method was undertaken involving a medium sized ceramic tile manufacturer. The
results show that a clear interactive use in the logistics area, while in non-logistics departments
performance measures is used diagnostically.
13) Sajed and Gunilla (2004) describe the impact of logistics on environment. Environmental
implications of logistics systems is one of the future challenges to logisticians. This paper
explores the logistics and supply chain management (SCM) discipline to see how the scientific
community handles this challenge. The preliminary literature has revealed that there are weak
ties between the logistics/SCM discipline and the environmental discipline. The analysis
indicates that the literature seems to be unbalanced: knowledge about assessing impact of
18
logistics on environment is missing, and most emphasis is on impact of environment on

logistics. From the reverse logistics literature knowledge about implementation has been drawn,
the same has been described by scholars as explanatory and anecdotal. When comparing the
subject logistics/supply chain management and environment with other subjects in the logistics
literature, less attention has been paid to Logistics/Supply Chain and environ
14) Khalid and Richard (2004) reveal that Ports are recognized as a potential for logistics centers.
Conceptualizing ports from a logistics and supply chain management approach, it is possible to
suggest a relevant framework of port performance. The integrated approach of Logistic
Management (LM) and Supply Chain Management (SCM) are for cost reduction and customer
satisfaction. The logistics approach often adopts a costs trade-off analysis between functions,
processes and even supplies chains. The approach also could be beneficial to port efficiency by
directing port strategy towards relevant value-added logistics activities. A proposed framework is
tested in a survey of port managers and other international experts.
15) Gepfert H Alan (2004) opines that Lack of management foresight when making major decisions
on distribution facilities and operations can deprive a company of needed flexibility for future
changes and thus lock it into a deteriorating profit trend. The author adds, Such a lack of
foresight almost always goes hand in hand with a failure to recognize logistics as a distinct
function of the business and to integrate the planning and operating activities of the companys
functional divisions in the light of a logistics analysis. This study shows that the system
approach recommends in this article describes how top managers can utilize the OR-computer
capabilities to detect significant profit improvement opportunities in the logistics function.
16) Markus and Jean-Paul (2004) show that Institutional dimension of logistic largely at the global
scale. The enduring growth of movements of goods and the freight distribution networks
supporting them are widely underrepresented in regional science geographical research.
Globalization has been a dominant paradigm of contemporary geographical research. The
transport industry itself has become more closely integrated. Recent developments in
international transportation, logistics, international trade and the emergence of e-commerce have
transformed the freight transportation sector.
17) Angappa and Bulent (2006) highlight that Effective Performance measurers and metrics are
essential for effectively managing logistics operations in a global economy. For improved
organizational competitiveness the managers have to develop suitable performance measurers
and metrics to make the right decisions. A question has raised that whether traditional
performance measurers can be used and out of them which ones should be given priority for
measuring the performance in a new enterprises environment. Some of the traditional measurers
and metrics may not be suitable for the new environment wherein many activities are not easily
identifiable. Measuring intangibles and no financial performance measurers pose the greater
challenge in the so-called knowledge economy. Measuring them is so critical for the successful
operations of companies in this environment. Considering the importance of non- financial
19
measurers and intangibles, the authors have made an attempt through a literature survey and
some of the reported case experience to determine the key performance measurers and metrics in
supply chain and logistics operations.
18) Mckinnon and Alan (2006) highlight the implications and suggestions in Lorry Road User
Charging (LRCU). Truck trolling schemes are already implemented in Switzerland, Austria and
Germany. Britain is planning to launch a Lorry Road User Charging (LRUC) during 2008. This
study reveals the various implications and suggestions in LRUC. The study clearly reveals wide
differences in their objectives, overage, technology, procedures and toll levels. The proposed
British system would have been the most complex, allowing tolls to be varied by vehicle type,
class of road, geographical area and time of day. The study also assesses the possible effects of
lorry road-user charging on a range of logistical variables, including system design, freight modal
choice, truck utilization, vehicle routing and the scheduling of deliveries. It shows how its
logistical effects will depend on the nature of the tolling scheme and level of charges.
19) John and Bowen (2008) examine the changing geography of warehouses in the US between 1998
and 2005. The distribution of the warehousing industry is examined to discern the degree to
which the expansion of warehousing has gravitated towards places with superior accessibility in
the nations air, maritime, rail, and highway transportation networks. The analyses indicate that
the number of warehousing establishments in 2005 and the 19982005 growth in the number of
warehousing establishments across a sample of 143 metropolitan counties were strongly
correlated with county-level measures of accessibility in air and highway and to a lesser extent
rail networks. These results could be useful to communities interested in harnessing this dynamic
part of the economy for economic development.
20) VonderGracht and LenaDarkow (2010) propose a scenario planning and present the findings of
an extensive Delphi-based scenario study on the future of the logistics services industry in the
year 2025. The major contribution of this study is the development of probable and unforeseen
scenarios of the future which may provide a valuable basis for strategy development in the
logistics services industry. The logistics services industry will be significantly affected by future
developments throughout the world. Therefore, developing future scenarios is an important basis
for long-term strategy development.
20
CHAPTER
3
RESEARCH
METHODOLOGY
21
CHAPTER 3
RESEARCH METHODOLOGY OF THE STUDY
The data used for the study had primary and secondary character to it. The primary data was
collected through questionnaire method. The secondary data were composed through the reference of
books, websites, and interviews with various executives in different organizations of the sample. The
procured data was analysed by a simple percentage method and the results are supported with graphs
and charts, which is given above.
The type of research is analytical. Data regarding the division of logistics management such as
Freight, Warehousing, Crossdocking, Network Design etc. in which Neptune Container Line and
Logistics Pvt Ltd are at present in business were collected from other similar firms in the industry.
The indicators selected are ease of service, client handling, customer service, website information,
employee efficiency in general. Other indicators for the freight and warehouse divisions are leadtime, inventory management, product availability; time elapsed in transit, operating cost and
customer satisfaction.
The collected data was analysed and performance of Neptune Container Line and Logistics Pvt Ltd
was evaluated. As to my study I believe I have selected the right mix of techniques for the
comprehensive approach, which can be suited well for the organization
Primary Data: The major tool used was interview with managers and staff of the branch office
questionnaire was developed focusing various aspect.
Secondary Data: Books of Logistics Management for literature reference, Internet Web Portals,
Website of the firm.
22
CHAPTER
4
CLASSIFICATION
AND
TABULATION
OF DATA
CHAPTER 4
23
CLASSIFICATION AND TABULATION OF DATA
I.
TOTAL THROUGHPUT / VOLUME (YEAR ON YEAR)
Volume Of Twenty Foot Equivalent Unit

20000
18000
16000
14000
12000
10000
9009
8000
6000
4000
2000
0
18000
13308
13401
13205
14600
12800
10905
Volume Of Twenty Foot Equivalent Unit
YEAR
NUMBER OF TWENTY FOOT

CONTAINERS GIVEN ON RENT
2005-06
2006-07
2007-08
2008-09
2009-2010
2010-2011
2011-2012
2012-2013
9009
10905
13308
13401
13205
12800
14600
18000
INTERPRETATION OF ABOVE TABLE
24
In the above chart & table it is shown that a Neptune Containers Line & Logistics Pvt Ltd is
growing year by year rapidly. In some of the years the company falling down and in some years it is
growing.
To simply understand the chart, lets study the Product Life Cycle Curve, as consumers, we buy
millions of products every year. And just like us, these products have a life cycle. Older, longestablished products eventually become less popular, while in contrast, the demand for new, more
modern goods usually increases quite rapidly after they are launched.
Because most companies understand the different product life cycle stages, and that the products they
sell all have a limited lifespan, the majority of them will invest heavily in new product development
in order to make sure that their businesses continue to grow.
The product life cycle has 4 very clearly defined stages, each with its own characteristics that mean
different things for business that are trying to manage the life cycle of their particular products.
Introduction Stage This stage of the cycle could be the most expensive for a company
launching a new product. The size of the market for the product is small, which means sales are low,
although they will be increasing. On the other hand, the cost of things like research and development,
consumer testing, and the marketing needed to launch the product can be very high, especially if its
a competitive sector.
Growth Stage The growth stage is typically characterized by a strong growth in sales and
profits, and because the company can start to benefit from economies of scale in production, the
profit margins, as well as the overall amount of profit, will increase. This makes it possible for
businesses to invest more money in the promotional activity to maximize the potential of this growth
stage.
Maturity Stage During the maturity stage, the product is established and the aim for the
manufacturer is now to maintain the market share they have built up. This is probably the most
competitive time for most products and businesses need to invest wisely in any marketing they
25
undertake. They also need to consider any product modifications or improvements to the production
process which might give them a competitive advantage.
Decline Stage Eventually, the market for a product will start to shrink, and this is whats known
as the decline stage. This shrinkage could be due to the market becoming saturated (i.e. all the
customers who will buy the product have already purchased it), or because the consumers are
switching to a different type of product. While this decline may be inevitable, it may still be possible
for companies to make some profit by switching to less-expensive production methods and cheaper
markets.
Thus in Product Life Cycle of Neptune Containers Line & Logistics Pvt, it is shown that in the year
2005-06 the company gives 9009 twenty foot containers on rent, as it is a introduction stage in
Product Life Cycle of the company. In the next year that is 2006-07 the company gives 10905, in
2007-08 the company gives 13308 and in 2008-09 it give 13401 twenty foot containers on rent, thus
from the year 2006-2009 the company grow rapidly as it is a growth stage of Product Life Cycle. In
the year 2009-2011 the company starts to fall in decline stage of Product Life Cycle. But after
applying a better Logistical techniques the Neptune Container line & Logistics Pvt Ltd start growing
rapidly, in the year 2011-12 the company sale 14600 containers and in year 2012-2013 he sale 18000
containers on rent. As the following chart of Neptune Container line & Logistics Pvt Ltd have many
decline and growth stage but it was fixed by applying a different tools & techniques of Logistics.
II.
RATE OF LOGISTICS SECTORS IN THE WORLD
In order to test the breadth of response in terms of representative sectors and to ascertain the level of
involvement in international trade and logistics, company information was gathered. More
specifically each organization was asked to categorise their main business sector, annual turnover,
number of employees and about their supplier and customer demographics. These results were
gathered to test transferability of the findings to a wider audience than Ireland.
26
Fig. 1 Respondent Sectors
INTERPRETATION
Fig. 1 presents the range of economic sectors that organizations surveyed represented. It can
be seen there is a wide representation from the logistic buying organizations, which is representative
of the Irish sector and more generally the EU27. The logistics suppliers have been categorized as
either logistic service providers or freight forwarding organizations. The breakdown of employee
numbers at the respondent organization sites as well as annual turnover was analyzed and reviewed.
The majority of respondents (93%) were SMEs with a small proportion of Large Enterprises (LEs)
also being represented. This reflects the demographic of SMEs in Ireland in general and also the
EU27. Ireland in particular has an enterprise breakdown of 87.8% micro; 9.9% small; 1.9% medium;
and 0.3% large which compares to the EU27 average of 92.0% micro; 6.7% small; 1.1% medium;
and 0.2% large.
III.
LOGISTIC BUYERS SUPPLIER AND CUSTOMER DEMOGRAPHICS
Table 2 Logistic Buyers Supplier and Customer Demographics

To gain an understanding of the logistic operations in the logistic buying organizations
surveyed, the geographic locations of the respondents suppliers and customers were identified and
are summarized in Table 2. The results show that logistic buying organizations source half of their
supplies within the island of Ireland with the other half being sourced directly from the international
marketplace. The majority of supplies imported into Ireland are sourced from other European
countries (Western 18.3% and Eastern 11.7%). It should be noted that these results only extend to
Tier 1 suppliers. A proportion of the Tier 1 suppliers based on the island of Ireland, in turn also
import a significant proportion of materials from the international marketplace. Logistic buying
organizations supply customers globally with a more balanced spread among the regions, with 68%
being exported to an international marketplace. A similar question was asked of the logistics
suppliers, but of their supply destinations with the following summarized results (Local 35.7%;
National 35.7%; Western Europe 14.3%; Eastern Europe 7.1%; Americas 7.1%). These
27
results corroborate the international dimension of Irish business discussed in section 3 and validate
the supposition of the generalization of the results to a wider international audience.
IV.
TRANSPORTATION GROWTH WITH DIFFERENT MODES IN INDIA

(IN MILLION TONNES)
YEAR
AIR
SEA
ROAD
RAILWAY
2001
478
364
1075
0.9
2006
667
578
1560
1.4
Chart Title
3000
2500
2000
1500
1000
500
0
1560
667
478
578
364
2001
1075
1.4
0.9
2006
INTERPRETATION
Above graph shows that out of the different modes of transportation Road
transportation is used maximum in Indian Logistics industry as compare to other modes of
transportation and railway is used minimum among all other modes of transportation this is
due to lesser area coverage by the rail lines and the poor infrastructure as compare to the
other modes of transportation. The above graph shows that increase in the modes of
transportation annually and the maximum growth shown shown by the railway and sea as
compare to other two modes of transportation. Thus according to above mode of transport
graph the road transport is highly used transportation mode in Indian Logistics industries.
28
V.
LOGISTICS PERFORMANCE INDEX (LPI) OF INDIA WITH OTHER

COUNTRIES
COUNTRY
LPI Score
USA
3.85
UK
3.84
SINGAPORE
4.19
INDIA
3.07
CHINA
3.64
MEXICO
2.64
LPI Score
4.19
4.5
3.85
3.84
3.64
3.07
3.5
2.64
3
2.5
2
1.5
1
0.5
0
USA
UK
Singapore
India
China
Mexico
LPI Score
INTERPRETATION
The Logistics performance index (LPI) and its indicators provide the first in-depth crosscountry assessment of the logistics gap among countries. As the above graph shows that LPI score of
USA, UK, Singapore, India and Mexico, indicates the performance of logistics in global transport
and logistics hubs. Also as the performance of developed countries in logistics are high as compare
to the developing nation. Singapore has high performance in global logistics as compare to other
countries also gain rank 1st among all by World Bank. USA, UK, Mexico and China are ranked in
29
logistics performance in global market at 9th, 14th, 56th and 30th respectively. India is ranked 39th in
the global market shows the high logistics performance than in the global market.
VI.
SHARE OF LOGISTICS COST IN TOTAL SALE FOR VARIOUS

INDUSTRIES
NAME OF INDUSTRY
PERCENTAGE
SHARE
OF
LOGISTICS COST IN TOTAL SALE
Cement
15%
Steel
6%
Food and Beverages
5%
FMCG
4%
Consumer Durable
4%
Apparel
3%
Auto
3%
30
Percentage Share of Logistics Cost in Total Sale

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
15%
6%
5%
4%
4%
3%
3%
Percentage Share of Logistics Cost in Total Sale
INTERPRETATION
Above graph shows thet logistics cost contribute to sale of different industries. Maximum share in cement
industry (15%) and steel industry (6%) sale as compare to the other industries like food and beverage, FMCG,
Consumer Durable, Apparel and Auto.
31
CHAPTER
5
CHAPTER 5
5.1 FINDINGS
32
The logistics performance index shows the performance of country in the global logistics
industry, customs, trade-related infrastructure, inland transit, logistics services, information
systems, and port efficiency are all critical to whether countries can trade goods and services on
time and at low cost. Here India LPI score is 3.07 and secure 39th position in the global logistics
industry. As the share of Indian Logistics Industry is more than the Mexico and less than the
USA, UK and Singapore witness that Indian Logistics industry is one of the growth drivers for
Indian economy.
Different transportation modes in India also improved with the increase in the international
market. Among the different modes of transportation maximum road is used most preferred mode
of transportation due maximum area cover by the roads as compare to other modes of
transportation. But maximum growth is shown by the rail and sea as compare to the road and air.
Road is use maximum for the movement of goods in India due better area coverage of road as
compare to the other modes of transportation and also the economic and faster some time due to
that road is preferred first and maximum for the movement of goods in India, this shows the
continuously improvement in road freight in India.
Compare the performance of Neptune Container Line and Logistics Pvt Ltd with Product Life
Cycle. In product life cycle is explained in four types i.e., Introduction, Growth, Maturity and
Decline.
Learn the strength of the Neptune Container Line and Logistics Pvt Ltd which helps the company
to run their business effectively and efficiently without any issue.
5.2 SUGGESTION & RECOMMODATIONS

1. Pricing of service is satisfactory, which organization can further enhance with
proper management. Present employee strength is satisfactory compared to other organization but
more focus should be made to documentation areas where the firm has lesser employees
compared to other organizations.
2. Network Design is an area that the organization should not start immediately due to low rate of
returns is recorded as the industrial average. Design of new warehouse areas and proper
allocation of work with more sophisticated software facility can be done through outsourced way
during implementation.
3. Decision making is excellent for organization with respect to other organization in the industry.
4. Operation with other logistical providers should be given more preference to achieve cost
effectiveness.
33
5. Rearrangement of employees may be a better solution. Down sizing of personnel in the Finance
and Accounts section and deploying them for the HR function separately is recommended.
6. The organization client handling, ease of service and customer service is having remarkable
difference from the industry standards. The main focus need to be on the ease of website and
employee efficiency. From the data we can infer that areas which need to be improved are
Website and employee efficiency. Employee efficiency can be improved with a proper Human
Resource department.
7. Service offer presently has good impact with other organizations service offers. The remarkable
areas are Freight, Crossdocking, and Value Adding. Company can further enhance operations of
Value Adding through proper methods.
8. As logistics industry is concerned Freight is the dominant service followed by Warehousing and
Cross-Docking. Another important area where organizations feels very lucrative is Value Adding.
9. It is observed that most of the organizations operate with other logistical providers.96% of
organizations are doing it and remaining 4% organizations stays independent. It is inferred that
for efficient logistical activity, support from other organizations is essential.
10. Tactical decisions are mostly followed by organizations followed by operational and a new
strategical.
11. Freight and Value Adding is considered to be the best service which organizations offer in
industry. Another major observation is about Network Design, it has low value and no
organization feels it to be lucrative area in industry.
12. Organization profit is good compared to industry standards for freight and can further work on
warehousing. This shows a difference of 2 points from industry standards. Whereas for Cross
Docking it shows same as to industry standards.
13. Commenting on ease of service, website and employee efficiency, the organization needs to
further improve.
14. Freight Service when compared with other industry freight service has got more value.
Warehousing has a difference of 30 and is negligible but Cross-Docking need to be reviewed.
Another favourable area as mentioned earlier is Value Adding and it shows a difference of 447
works done compared to industry standards.
15. The efficient methods for retaining customers are Phone, Email, Sales Agents and least preferred
methods are Fax and Gifts.
16. Organization can further strengthen the employee strength in the documentation department. This
can lead to further rapidity for operations.
5.3 CONCLUSION
34
Logistics management is that part of the supply chain which plans, implements and controls
the efficient, effective, forward and backward (reverse) flow and storage of goods, services
and information between the point of origin and the point of consumption inb order to meet
customers requirements rather to the customer delight. A professional working in the field of
logistics management is called a logistician.
Logistics is concerned with getting the products and services where they are needed and
when they are needed. It is difficult to carry out any marketing or manufacturing activity
without logistical support. Logistics involves integration of various functions such as
transportation warehousing, packaging, material handling inventory management,
information management, etc.
The goal of logistics work is to manage the fruition of product life cycles, supply chain
management and resultant efficiencies. Logistics is concerned with getting (or transmitting)
the products and services where they are needed or when they are desired. It is difficult to
accomplish any marketing or manufacturing without logistical support. It involves the
integration of information, transportation, inventory, warehousing, material handling, and
packaging. The operating responsibility of logistics is the geographical repositioning of raw
materials, work in process, and finished inventories where required at the lowest cost
possible.
Logistics management can be defined as systematic flow of products, services, resources
and information from date and place of manufacturing to date and place of consumption by
carrying out various function such as planning warehousing, transportation and material
handling at the most economic cost and minimum possible time whenever, whenever the
need arises.
ANNEXURE
I.
Which of the following logistics services do you provide?
35
o Ocean freight forwarding; Consolidation services (LCL)

o Ocean freight forwarding; Full container loads (FCL)
o Air freight forwarding
o Warehousing
o Cross docking
o Value adding logistics (e.g. labelling, packaging, etc.)
o Value adding services (e.g. order management, customer /
o financial services)
o Transportation of full loads
o Transportation of part loads
o Parcel distribution
o Returns management
o Other, (Please describe).....................................
II.
Are there seasonal influences in the order pattern?

o Yes
o No
III.
Do you provide express shipments?

o Yes
o No
IV. Which all certification you have?

o ISO 9000,
36
o TAPA,
o Hazardous Goods
V.
What all is included in your business profile?
o Transportation Management
o Finished Goods Handling
o Raw Material Handling
o Inventory Control
o Other
VI.
Order Processing / Picking

o >Two Days
o 1 to 4 Hours
o One Day
o Two Days
VII.
Shipment that you provide?

o Forwarder
o Rail
o Ocean
o Other:
o LTL Truck
o Full Truck
o Integrator
37
o Will Call
o Other
VIII.
Shipment Information
o Domestic:
o International:
o Both
IX.
What industry type(s) of goods do you generally handle?

o Automotive
o Chemical
o Computer hardware and software
o Construction
o Drugs/pharmaceutical
o Electronic related products
o Energy and utilities
o Food stuff
o Other
X.
What all specialized services you provide?
o Bulk
o Tank
o Hazardous material
38
o Refrigerated Goods
o Other
XI.
Technology you use in operation?

o Bar-coding
o Radio Frequency
o VMI
o Other
XII.
IT support used by your Firm?

o Yes / no
o Logistics information system and other software
o Web based solution
XIII.
How your organization follow up to retain the customers?

(Put Number 1 on desired column)
No
1
2
3
4
5
6
XIV.
Method
Phone Calls
New Service to Customers
Gifts
Email
Fax
Other Method if any
Number
What is the number of customers you had business last year?

Ans- _________________ Numbers
XV.
Out of the above how many are there who availed your services repeatedly?
39
Ans- _________________ Numbers
XVI.
Out of the above how many are there who availed your services repeatedly?
Ans- _________________ Numbers
BIBLIOGRAPHY
1) 1.1)INTRODUCTION OF LOGISTICS
https://en.wikipedia.org/wiki/Logistics
1.2) INTRODUCTION OF COMPANYhttp://www.neptunecontainers.com/
1.3) BOARD OF DIRECTORS
http://site2corp.com/in/neptune-container-line-and-logistics-private-limited/directors
1.4) WORK DONE BY THE ORGANISATION
1.5) SALIENT FEATURES
1.6) STRATEGIES AND
1.7) STRENTH
http://www.neptunecontainers.com/features.asp#fea
1.8) AFFILIATION
http://www.neptunecontainers.com/affiliations.asp#aff
2) LITERATURE REVIEW
http://shodhganga.inflibnet.ac.in/bitstream/10603/6086/10/11_chapter%203.pdf
3) CLASIFICATION AND TABULATION OF DATA
http://www.neptunecontainers.com/performance.asp#perf
http://productlifecyclestages.com/
http://sparc.nfu.edu.tw/~ijeti/download/V3-no3-200-213.pdf
40
B) INTERNSHIP
1.
ORGANISATION
INTRODUCTION OF THE COMPANY (NEPTUNE CONTAINER LINE
AND LOGISTIC PVT LTD)

Neptune has the versatility in handling all types of cargoes ranging from huge project machinery to
bulk grains and bulk liquids to perishables and hazardous chemicals and thus provide specialised
containers like Flat Racks, Super Racks, Open Tops, ISO Tanktainers and Reefers.
Headquartered in Mumbai (Bombay), NEPTUNE has grown with times and made rapid progress
with an extensive network of reputed agents and providing high quality service to its customers.
From the inception in 1990, Neptune has come a long way to now have offices in major cities of
India and an agency network in 100 countries offering a plethora of services which is our USP.
Satisfied Customers are the base for every successful business and same is the case for NEPTUNE,
which is a registered MTO for the last several years. With multiple challenges in the system and
infrastructure in India, we provide customized services to the specific needs of our long list of
customers for their Export & Import shipments.
Add to these the verticals like providing containers on lease, used containers for projects, modified
containers for on-site use, brand new containers, inland transport to landlocked countries, handling
turnkey projects, Consolidation, and DDU, DDP, door-to-door deliveries, Cross trade and many more
roles that encompass the wide world of logistics.
HISTORY OF THE COMPANY
41
Neptune Containers was established in the year 1998 under the Indian Companies Act 1956
with the prime objective of providing our customers with an International Standard in Shipping and
Logistics solutions in India. Neptune is headquartered in Mumbai, the Maritime Capital of India, and
has an extensive presence across the Indian Sub-Continent.
Neptune is headed by Dilip Ahuja, a Shipping Professional having over 25 years of experience in the
industry. He started his career in Shipping under the attentive guidance of his father, whose company
specialized in Breakbulk cargoes and Chartering.
With increased focus on Containerisation in India, the company was created to handle the growing
demand in Containers and Cargo related Logistics.
Neptune has been conscious of the importance in providing Top Class customer service. The
Neptune Team consists of efficient and dedicated professionals who thrive on Challenges and are
trained to provide a high-quality service with no exceptions.
Over the years, the Company has earned an Excellent Reputation and High Credibility in the market.
Integrity and Commitment are some of the qualities, which have been imbibed amongst every
individual at Neptune.
BOARD OF DIRECTORS OF NEPTUNE CONTAINER LINE AND

LOGISTICS PVT LTD
Mr. Dilip Vasudev Ahuja
Mr. Sanjay Vasudev Ahuja
Managing Director
Director
42
Ms. Hrittika Dillip Ahuja

Director
Ms. Hema Sanjay Ahuja

Director
There are 4 Directors in the Neptune Container Line and Logistics Pvt Ltd namely
1. Mr. Dilip Vasudev Ahuja
According to the MCA Dilip Vasudev Ahuja having DIN No. 00171138 was first ever appointed as
Managing Director in Neptune Container Line And Logistics Private Limited on Tuesday 09 June
1998.
2. Mr. Sanjay Vasudev Ahuja
He is a younger brother of Mr. Dilip Vasudev Ahuja. According to the MCA Sanjay Vasudev
Ahuja having DIN No. 00171090 was first ever appointed as Director in Neptune Container Line
And Logistics Private Limited on Tuesday 09 June 1998.
3. Ms. Hrittika Dilip Ahuja
She is a wife of Mr. Dilip Vasudev Ahuja. According to the MCA Ahuja Hrittika Dilip having DIN
No. 01706976 was appointed as Director in Neptune Container Line And Logistics Private
Limited as Director on Wednesday 04 April 2012.
4. Ms. Hema Sanjay Ahuja
She is a wife of Mr. Sanjay Vasudev Ahuja. According to the MCA Hema Sanjay Ahuja having
DIN No. 00173957 was appointed as Director in Neptune Container Line And Logistics Private
Limited as Director on Wednesday 04 April 2012.
WORK DONE BY NEPTUNE CONTAINER LINE & LOGISTICS PVT

LTD.
43
Container Services to Worldwide destinations to / from Nhava

Sheva
Cross Trade with Agency network in 100 countries and all
ICD's apart from all major Ports in India.
Professional And Experienced Team.
Efficient Documentation System.
Round-The-Clock Container Monitoring
Cargo Tracking Until Delivery.

Complete Logistics Support .
Expertise In Handling Of
Overdimensional cargoes,
Hazardous Cargoes,
Project and Breakbulk cargoes
Container Services to Worldwide destinations to / from Nhava Sheva
The Neptune Container Line And Logistic Pvt Ltd provide container service around
worldwide. It provide containers to vessels companies on rental basis. It provide worldwide
destinations from / to Nhava sheva.
44
Cross Trade with Agency network in 100 countries and all ICD's apart
from all major Ports in India
When cargo is moved between an origin and destination without it entering the country where
the shipper is registered it is commonly referred to as cross trades. Thus Neptune have a large
agency network in 100 countries and all ICDs apart from all major ports in India, which help the
company to perform cross trade service around the world effectively and efficiently.
45
Professional and Experienced Team
The Neptune Container Line and Logistic Pvt Ltd Company have a employees who do their
work efficiently because they are the professionals as well as experienced persons in their work.
Thus with the help of this professional and experienced team the company conduct the logistical
business smoothly without any problems.
Efficient Documentation System.
46
The Neptune Container Line and Logistic Pvt Ltd firm use EDMS (Electronic Document
Management System) to store their document.
An electronic document management system (EDMS) is a software system for organizing and
storing different kinds of documents. This type of system is a more particular kind of document
management system, a more general type of storage system that helps users to organize and store
paper or digital documents. EDMS refers more specifically to a software system that handles
digital documents, rather than paper documents, although in some instances, these systems may
also handle digital scanned versions of original paper documents.
Round-The-Clock Container Monitoring.
In commerce and industry, 24/7 or 24-7 service (usually spoken "twenty-four seven")
is service that is available any time and, usually, every day. Alternate orthography for the
numerical part includes 24x7 (usually spoken "twenty-four by seven"). The numerals stand for
"24 hours a day, 7 days a week". Less commonly used, 24/7/52 (adding "52 weeks")
and 24/7/365 service (adding "365 days") make clear that service is available every day of the
year.
Synonyms include round-the-clock service (with or without hyphens), especially in British
English and nonstop service.
Thus the Neptune Container Line and Logistic Pvt Ltd monitor their containers 24/7.
47
Cargo Tracking Until Delivery
The Neptune Container Line and Logistic Pvt Ltd use continer tracking system to track their
containers location. The tracking system allows us to define the current position of the container
on the world map (Google Map) and determine the port and the time spent in port of congestion.
To track the location of the container, you must specify its number and the shipping line. The
result will be displayed on the map showing the current location of the container.
Complete Logistics Support.
The Neptune Container Line and Logistic Pvt Ltd provide complete logistical services to their
customers which include Customer Service, Planning and demand forecasting, inventory
48
management, warehousing, logistics communication, material handling, packaging,

transportation, etc. thus it provide complete logistics support to their customers.
Expertise In Handling Of:
The Neptune Container Line and Logistic Pvt Ltd is an expert in material handling of the
customers. Material handling involves short-distance movement within the confines of a
building or between a building and a transportation vehicle. It utilizes a wide range of manual,
semi-automated, and automated equipment and includes consideration of the protection, storage,
and control of materials throughout their manufacturing, warehousing, distribution, consumption,
and disposal. Material handling can be used to create time and place utility through the handling,
storage, and control of material, as distinct from manufacturing, which creates form utility by
changing the shape, form, and makeup of material.
There are three types of cargoes which the Neptune Container Line and Logistics Pvt Ltd is
expert handling of i.e.,
I.
Over dimensional cargoes(over size cargoes)
II.
Hazardous Cargoes
III.
Project and Break-bulk cargoes.
49
Over dimensional cargoes (over size cargoes),
Size
The Neptune Container Line and Logistic Pvt Ltd is expert in handling over dimensional cargoes.
The over dimensional cargoes is a cargoes which is
basically large in size.
Hazardous Cargoes,
Over
The Neptune Container Line and Logistic Pvt Ltd also handle the hazardous cargoes. The
hazardous cargoes is the cargoes which is loaded with hazardous product like hazardous
chemicals, products, etc.
50
Project and Break-bulk cargoes.
Project cargo is a term used to broadly describe the national or international transportation of
large, heavy, high value or a critical (to the project they are intended for) pieces of equipment.
Also commonly referred to as heavy lift, this includes shipments made of various components
which need disassembly for shipment and reassembly after delivery. In shipping, break bulk
cargo or general cargo are goods that must be loaded individually, and not in containers nor
in bulk as with oil or grain. Ships that carry this sort of cargo are often called general cargo ships.
The term break bulk derives from the phrase breaking bulkthe extraction of a portion of
the cargo of a ship or the beginning of the unloading process from the ship's holds. These goods
may not be in shipping containers. Break bulk cargo is transported in bags, boxes, crates, drums,
or barrels. Unit loads of items secured to a pallet or skid are also used. Thus the company handle
both the cargoes easily.
51
STRATEGIES OF NEPTUNE CONTAINER LINE & LOGISTICS PVT LTD.
Work with a Longterm Objective
i.
Evolve with the

changing market
Develop strong
Relationship with
Customers
Exploring new
Markets
Work with a Long-term Objectives

Performance goals of an organisation, intended to be achieved over a period of five
years or more. Long-term objectives usually include specific improvements in the
organisations competitive position, technology leadership, profitability, return on investment,
employee relations and productivity, and corporate image.
ii.
Evolve with the changing market

The Company make changes according to the changing market. The company think
that if the firm keep doing evolution as per the market changes then only the company will
survive and achieve the goal of success.
iii.
Develop strong Relationship with Customers

Customers are the lifeblood of a business, so building a strong rapport with them is
imperative to the success of almost any company. Through good times and bad, a solid
relationship with your customer base will help ensure that your business continues to flourish.
Thats why many of todays most successful companies are being built around outstanding
customer service. Developing strong relationships can take time and dedication, so
employing the right customer relations strategies is critical.
iv.
Exploring new Markets

Exploring new markets is one of the best ways to jumpstart the growth of your
company! Yet, companies often struggle to identify new markets and new customers. To
explore the market the company perform different activities such as,
Identifying new markets and new customers.
52
Discovering new revenue streams.
Establishing their brand name in the buyers mind.
Sustaining growth and profitability for long-term success.
Making the competition irrelevant!

Thus by performing these activities the company can explore a new market.
STRENGTH OF THE COMPANY

C
Well established Industry

presence
High Credibility
STRENGTHS
Loyal and Committed Staff
with high level of
Responsibility
Recognised by the D.G.
Shipping (Govt. of India)
as a Multi-Modal Operator
i.
Well established Industry Presence

Neptune Containers was established in the year 1998 under the Indian Companies Act
1956. Thus the organisation have many years of experience in logistics business, so
this experience and knowledge in the field of logistics is a powerful strength of the
company.
ii.
High Credibility
This is the strength which include many things like Goodwill, Good relationship with
Supplier and Customer, Public Image, Better relations with Government, Loyal
customers, etc. Thus the company having these advantages, which is one of the
powerful strength of Neptune Container Line and Logistics Pvt Ltd.
53
iii.
Loyal and Committed Staff with high level of Responsibility

Neptune Container Line and Logistic Pvt Ltd Company has a professional employees,
who do their work with full efforts and responsibility, so with the help of these loyal
and committed staff the company can do their business effectively and efficiently.
Thus it is a strength of a company.
iv.
Recognised by the D.G. Shipping (Govt. of India) as a Multi-Modal

Operator
Neptune Container Line and Logistic Pvt Ltd is recognised by the D.G. Shiping
(Govt. of India) as a Multi-Modal Operator. Thus it is also a strength of the company
which help the company to survive in the market.
AFFILIATIONS
The Company is affiliated and having membership with 4 different association. The 4
association are
Federation Of Freight Forwarders Association Of India (FFFAI)
Federation of Freight Forwarders Associations in India (FFFAI) is the Apex Body and the
Sole Representative of 27 Member Associations from all over India representing 5000 Customs
Brokers (employing over 1,00,000 people). In addition, organisation thatis directly or indirectly
connected with freight forwarding, shipping and commerce are also associated with FFFAI.
International Federation Of Freight Forwarders Association (FIATA)
54
FIATA, in French "Fdration Internationale des Associations de Transitaires et Assimils", in

English "International Federation of Freight Forwarders Associations", in German "Internationale
Fderation der Spediteurorganisationen", was founded in Vienna/Austria on May 31, 1926.
FIATA, a non-governmental organisation, represents today an industry covering approximately
40,000 forwarding and logistics firms, also known as the "Architects of Transport", employing
around 8 - 10 million people in 150 countries.
FIATA has consultative status with the Economic and Social Council (ECOSOC) of the United
Nations (inter alia ECE, ESCAP, ESCWA), the United Nations Conference on Trade and
Development (UNCTAD), and the UN Commission on International Trade Law (UNCITRAL).
It is recognised as representing the freight forwarding industry by many other governmental
organisations, governmental authorities, private international organisations in the field of transport
such as the International Chamber of Commerce (ICC), the International Air Transport Association
(IATA), the International Union of Railways (UIC), the International Road Transport Union (IRU),
the World Customs Organization (WCO), the World Trade Organization (WTO), etc.
Association Of Multimodal Transport Operators Of India ( AMTOI)
AMTOI is registered as a non-profit making body under the Indian Companies Act
and its core managing committee consists of seven members. The committee is assisted by a
Board of Advisors consisting of the representatives of Government and public sector
organizations.
Maharashtra Chamber of Commerce, Industry & Agriculture (MACCIA)

55
The Maharashtra Chamber Of Commerce, Industry & Agriculture (MACCIA), was founded
in the year 1927 by the great Visionary Industrialist Late Seth Walchand Hirachand with the mission
to unite & organize the business class, then emerging in the pre-independent India. After its
establishment in 1927, the Chamber had the fortune to be nurtured by stalwarts and doyens of Indian
industry.
Maharashtra Chamber of Commerce, Industry & Agriculture (MACCIA) is the Apex
Chamber of the State. The Chamber plays a pivotal role in supplementing and augmenting the efforts
of Government for the economic development of the State and advancement of its people. With more
than 3500 direct Members, comprising of large, medium and small-scale industries, traders,
agriculturist and professionals, MACCIA is the only Chamber in Maharashtra, which has deep-roots
in all the 35 districts encompassing 355 Talukas of Maharashtra. In addition over 800 local trade and
industry associations and professional bodies having collective membership of over 700,000 business
organizations from all over the State are affiliated to the Chamber and thus it virtually functions as
the States Apex Chamber.
1.1.
WHY IT WAS SELECTED
Logistics is one of the main functions of a company, as it involves both internal and external
focus, covering the flow and storage of materials from point of origin to point of consumption.
Logistics is much more and much wider than handling of the goods that are being returned to the
manufacturer by the customer and vice versa. It covers all the activities that determine the fate of
the returned goods. Logistics has been found to play an important role in almost any
manufacturing firm, regardless of size, product and geographical reach of the firm. The focus
initially is to conduct the survey and interviews in various firms. Transport Corporation of India
Ltd stands for an integrated solution provider to the consumers. Even among the organized
Indian logistics players, very few are offering across multiple modes through a single window.
Transport Corporation of India Ltd.s aim is just not only to deliver from point A to B, but to
enhance the customers business productivity.
Thus, I select this topic and the organisation to study all the activities of logistics in detail.
1.2.
WORK CULTURE
56
Neptune Container Line And Logistics Pvt Ltd. Provide Shipping and Logistics Solutions, Container
Liner Activities, International Freight Forwarding, Inland Transport in Land-Locked Countries,
Handling Turn-Key Projects, and Buyers Consolidation.
Satisfied Customers are the base for every successful business and same is the case for NEPTUNE,
which is a registered MTO for the last several years. With multiple challenges in the system and
infrastructure in India, we provide customized services to the specific needs of our long list of
customers for their Export & Import shipments.
1.3.
ACTIVITIES DONE BY THE ORGANISATION
Shipping
Liner Agency - Containers
Liner Agency - Breakbulk & Bulk
Forwarding (Sea, Air & Land)

Multimodal Transportation
Door To Door Delivery
Expeditious Clearances
Door To Door Logistics
Cross Trade
Project Cargoes
Container Trading (Leasing / Sale of New & Used containers & Special Equipments).
Consolidations
Buyer Consolidations
NVOCC
Regular Container Services from / to Far East, Middle East and Indian Sub continent destinations.
Warehousing
Stuffing and Destuffing Storage
Logistics Management
57
Planning Stage
Preparing Documentation
Operations/Handling
Shipping
Delivery
1.4.
ORGANISATION STRUCTURE
Headquartered in Mumbai (Bombay), NEPTUNE has grown with times and made rapid progress
with an extensive network of own branches and reputed agents who provide high quality service to
the customers.
From the inception in 1990, Neptune has come a long way to now have offices in major cities of
India and an agency network in 100 countries offering a plethora of services which is our USP.
1.5.
TYPE OF PRODUCT/SERVICES
Transport and logistics is a fundamental part of developed, modern economies. It involves the
movement of people, materials and products from one place to another. Goods and materials are
moved from the source of supply to the manufacturer or processing plant, while finished products are
transported to the retailer or customer; all of these products can be acquired by finding the right
contacts on productpilot.com
Transport can be divided into the areas of operations, vehicle and infrastructure. Logistics means the
management of warehouse stocks and materials, i.e. inventory management. It can also include
packaging for shipping or for storage, in addition to the use of distribution networks.
Transport and logistics sometimes occurs during intermediate stages of the production process, but
this tends to add to manufacturing or production costs. Just in time manufacturing aims to simplify
58
transport logistics by finding suppliers located nearby. Some companies site their distribution
centers, manufacturing plants or factories near to major suppliers, for precisely this reason.
Liasing with suppliers enables compatible transport logistics systems to be used including bar codes
and tracking systems. New GS1 transport wholesale standards aim to streamline logistical
information, with improved shipment tracking using standard identifiers. This reduces duplication of
effort, such as re-labelling when a pallet passes from one logistics service partner (LSP) to another for example, from lorry to warehouse. A common identifier is used, typically a Serial Shipping
Container Code (SSCC), which provides details of the goods and enables efficient order and
transport management as well as delivery and receipt. It also helps customers to better manage their
inventory and warehouse operations.
2.
LEARNING OBJECTIVES
I learnt many things about the role of customer service in logistics i.e., in a competitive environment,
customer service is an important means of differentiation from competitors and of customer loyalty.
Setting the components of customer service and quantifying the level of service are means of
keeping the companys competitive advantage.
The purpose of the logistic system is to serve customers as well or better than the competitors and at
the same time to make profits. Customer service is the chain of sales activities and meeting customer
requirements, which begins with receiving the orders and ends with the delivery of the products to
customers, in some cases continuing with equipment maintenance services.
The role of customer service is to provide time and place utilities in the transfer of goods and
services between the manufacturer and the customer. In another form, the product has no value until
it is in the hands of the customer. Availability is a complex concept, influenced by many factors that
together form the customer service.
These factors include the frequency of the delivery and its safety, the stock level and the time interval
the order is released. Companies that compete only on product characteristics have a big
disadvantage against companies that enhance the basic product with value added services. Whoever
first said that "people do not buy products, but benefits" was Theodore Levitt, one of the greatest
thinkers in marketing.
The product in the hands of the customer is much more valuable than the product in the warehouse of
the unit. The distribution service was, in this case, the added value source. But in other cases,
advertising, branding, packaging can increase the product value perceived by the customer. The
logistic system involves the connection between the business and its customers for the procurement
59
and stockpiling of materials, the implementation and the physical distribution of products, so that the
firm manages to meet customer requirements.
The logistic system provides an overview of the movement of goods and services from the supplier
to the end user and the movement of payments and information in reverse sense. Between the
business and the customers there are close relationships that allow identifying the benefits from the
strategic point of view of the system functionality. The managements attention should focus not only
on the business, but also on the interactions giving logistical system functionality. Some experts
consider that logistics has the role to ensure the effective coverage of the marketing requirements.
Among the marketing mix elements - product, price, promotion and placement - in practice the focus
was more on the first three. "The placement or the distribution of the right product, in the right place
and at the right time" has rarely been considered as part of the marketing mix. In many markets the
brand's power declined and customers accept substitutes; even the technological differences between
products were reduced and in these conditions it is difficult for companies to maintain a competitive
limit only through the product they offer. In these situations the consumer service can be a means of
differentiating the company's offer from that of the competitors.
Today we are witnessing the increasing importance of consumer services, which become a
competitive weapon of the organization. The factors behind this growth are: the continuous changes
in the customer expectations, the consumer demands more, he is more sophisticated than he was 30
years ago. The reduction in the power of the brand growth by the technologies of the competitive
products, thus making difficult to perceive the differences between products.
The specialized literature identified three components of customer service: Pre-transactional
elements that create a favourable climate for customer service: the customer service policies and
programs, the organizational structure necessary to implement the customer service policy, the
flexibility of the system or its ability to respond to customer needs. Transactional elements
established by meeting the logistic function: the availability of the product in the stock, information
about the order, the order cycle duration. Post-transactional elements of customer service are
generally those that support the product in use: product guarantee, maintenance service, product
replacement, client complaint resolution, and product reimbursement.
It is very difficult for any company to identify its customers' needs. However, it often happens that
customers fall into groups or "segments" similar in terms of level of serving. The logistics specialist
should know exactly what the service issues which differentiate customers are. Customer service is
perceptual and not always reflects what the client wants most. For example, "stock availability" is a
widespread internal measure of business performance, and "on time delivery" is an external measure
valued by customers.
It is therefore important that companies establish a set of service criteria which are significant for
customers. Identifying customer service needs is a three-stage process:
60
1. The identification of the key components of customer service
2. The establishment of the relative importance for customers of those service components
3. The identification of the customer segments according to the service preferences
1) THE IDENTIFICATION OF THE KEY COMPONENTS OF CUSTOMER

SERVICE
It is important that the firm track the customer service needs through a thorough research. It should
be initiated a low-scale program based on personal interviews among a representative sample of
customers.
The purpose of these interviews is to obtain, in the customers' language, firstly, the importance they
attach to customer service in relation to the other elements of the marketing mix, such as price,
product quality, promotion, and secondly the specific importance they attach to the individual
components of customer service.
The importance of this initial step in the measurement of customer service is that relevant measures
are generated by customers themselves. Once these measures are defined, it may be identified the
relative importance of each one and how different types of customers appreciate one aspect of
serving in relation to another.
2) THE ESTABLISHMENT OF THE RELATIVE IMPORTANCE FOR

CUSTOMERS OF THOSE SERVICE COMPONENTS
One of the easiest ways to discover the importance a client attaches to each item of service is to take
the components generated by means of the process described in Step 1 and to request a representative
sample of customers to order them from the "most important" to the "least important". In practice
this is difficult, because of the great number of components.
3) THE IDENTIFICATION OF THE CUSTOMER SEGMENTS ACCORDING

TO THE SERVICE PREFERENCES
61
At this stage the problem is to observe the emergence of similar customer preferences. If a group of
respondents, for example, has a completely distinct set of priorities from another, then it would be
appropriate to consider them as different service segments.
The challenge for logistics is to create appropriate solutions to meet the needs of these different value
customer segments. Since companies are not created by customers but for customers, this is an
opportunity to improve customer service. Traditional supply chains have been designed to optimize
the supplier company's internal operations. Such a manufacturer might be motivated to establish the
details of supply, production and distribution, details that will allow a maximum efficiency of the
activity.
In this way, the purpose to become the manufacturer with the lowest prices could be achieved.
This great approach from the point of view of the manufacturing organization was not customeroriented, in the sense of designing supply chains for their needs. Now the challenge for the
organization is to design supply chains "from customer backwards". This new view sees the client
not at the end of the logistic system, but at its beginning. It is necessary to enable the supply chain
from the beginning and consider the final user as the starting point for the organization, and not its
final destination. For companies, this requires permanently adapting to market changes and a wellfounded logistic strategy to meet and exceed customer requirements.
The ability of the logistic managers to change and to lead the change will result in customer service
improvements, sales and profitability increases. The relationship between logistics and customer
service requires the company to choose one of the two fundamental strategic options: a leadership
position in pricing, which means that the firm should be the manufacturer with the lowest cost in the
area in which it operates; a significant differentiation, which consists in visible differences against
the competitors clients are interested in (superiority of the product, delivery in the shortest time and
safely, quality service).
Logistics favors holding cost advantages and contributes to differentiate services. Linking logistical
activities and conducting cost reductions permit the establishment of more competitive prices. The
competitive advantage can also be achieved by providing qualitative services. If the strategic option
is to become the competitor with the lowest cost, then serious risks are involved. The difficulty of
bringing together both the strategic option (the competitor with the lowest cost) and the operational
option (customer service level) is high, because the level of service provided to customers must be
close to that of competitors, even when it is chosen the low cost strategy.
Approaching the customers and providing some quality services, based on the individual needs of the
customers might contribute to the earning and maintenance of the competitive advantage of the
enterprise. Decreasing the costs, finding the factor/service which keeps the customer fidelity,
realizing a new product are modalities of differentiation of the enterprises for its competitors.
Businesses can make good products through promotional efforts and low prices. If they fail to
62
comply with the consumers' requirements at time and completely, the results will not come up to
expectations and may even experience a decline in sales and market share. Competitors can imitate a
pricing policy, but not a service policy. Price issues are always important, but they can be
compensated by increasing customer services. The highest price does not mean the best customer
service.
The cost is related directly to the services offered, the supply and demand reflecting in the overall
logistic costs. The level of logistical service is important in maintaining the client portfolio. A service
level higher than that of the competition in the same terms of quality and price can increase customer
loyalty. In terms of costs, attracting a new customer is five times higher than satisfying and
maintaining the existing customers. So customer service is a much effective investment than other
activities of the enterprise. The improvement of the level of customer service, in order to increase
sales, must be performed on the basis of the impact analysis of the service level on costs and profits
of the enterprise. Increased sales volume does not amount to maximized profit.
While the objective of any logistic system is to provide the customer segments the service level
which was established and negotiated, it should be acknowledged that there also should exist
priorities in serving the customers. Since not all the customers of an organization are equally
profitable nor products are equally profitable, key customers and key products should be offered an
adequate level of service. Within the organization, profit varies by customer and by product. The
indicator suitable for measuring should be the profit, and not sales revenue or sales volume.
The reason is that sales revenue and volume could hide significant variations in service costs.
Ensuring a very high level of service is possible only provided a substantial increase in stocks.
Proximity to a maximum level of service requires growing stocks and determines a sharp increase in
logistic costs. Establishing an optimal level of services involves quantifying the additional revenues
derived from providing quality services to customers and determining the cost / profit ratio for
different service levels. Increase in profits can be achieved not by attracting new customers, but by
developing long-lasting relationships with the existing customers.
The studies conducted indicate that a 5% reduction in the rate of loss of customers can increase
business profits by 25 - 85%. This reflects the importance of increasing customer loyalty for the
existence and development of the organization, highlighting, by default, the need to design and
implement appropriate customer relationship management strategies. The purpose of CRM strategies
is to generate both value for the organization, under the form of revenue and profit, and customer
value, a degree of satisfaction and fulfillment of its expectations as high as possible.
Few companies have defined a customer service policy, allowing the organization the flexibility to
lead and control this service, when it was considered that this might have been the most important
element of the company's marketing mix. The explanation is based on the fact that if the product or
service is not available when the customer needs it, he can migrate to the competition. Even if
63
customers are loyal to the brand / product, the lack of the product from the stock is sufficient to try
another brand. Even for organizational clients the focus is put on loyalty.
Thus, many companies adopt 'just-in-time' strategies that require quick response from the provider,
for the order to be satisfied in short and the delivery to be safe. The pressure on the supplier is also
determined by the customers' measure to streamline their supply base. Becoming a preferred
provider, it is clear that he's priority should be directed to meet major customers. Many organizations
are adapting difficultly to the competitive environment because in the past they have focused on the
traditional aspects of marketing - development of production, promotional activities and price
competition issues focused more on getting customers than on keeping them.
These are the dimensions of a transactional marketing strategy, which is not sufficient at present.
Traditional marketing has focused on the final consumer seeking to promote brand values and to
generate forced demand on the company's product market. The development of the concepts of
segmentation, targeting and positioning signified the organizations' refocusing from the market
approach as a whole, respectively the "mass market", to targeting and positioning strategies
developed to suit the characteristics of the target segments chosen by the organization. The
emergence and development of a distinct concept of customer relationship management and CRM
software solutions design led to increasing focus on customer organization strategy. In addition to the
strategy dedicated to a particular target segment, organizations have begun to design strategies and
programs aimed at developing strategic relationships with specific strategic customers.
The purpose of any customer relationship strategy should be customer retention. At the same time,
customer service plays an important role in attracting new customers. A new emphasis in marketing
and logistics is more and more widespread - creating customer relationships. The idea is that one
should seek to create such a level of customer satisfaction, so they do not even see necessary to
consider the competitors' offers. Many markets are characterized by promiscuity, with reference to
the customer base. In these markets, customers will buy a brand for an opportunity and then it is
likely to buy another one next time. Organizations should strive conscientiously to develop relational
marketing strategies to maintain and strengthen customer loyalty.
3.
WORK DONE BY THE STUDENT
I have done my internship in Neptune Container Line Logistics Pvt Ltd, in ghatkopar(E) office,
which is the head office of the company I got an opportunity to work in a customer service
department, which is one of the essential department in terms of logistics. The term Customer
Service itself mean rendering service to the customers.
64
In Customer Service department there are many different work done by the employees
Such as, provide vessel schedule, delivery order, further caption shipment, check with the customer
where as a container picked up and list the container number. A customer service person also keeps a
regular follow-up with the shippers on their shipments. He/she also keeps the record of the
shipments.
4.
DEPARTMENT VISITED & OBSERVATION ABOUT

THOSE DEPARTMENT.
I have done internship in Customer Service Department which is one of the important department of
Neptune Container Line and Logistics Pvt Ltd.
In any Business Organization the Customer Service Department plays a very important role which
helps the organization to achieve their goals and objectives by attracting customers by providing best
services with relates to logistics.
According to my observation the Customer Service Department plays an important role in the
survival and continued functioning of any company. Although there are many different roles that a
customer service department plays, two major functions of the department that affect an entire
business include public relations and the creation of a positive company culture. The tasks and
activities of customer service representatives are directly related to these to major functions.
Public Relations
The customer service department is largely responsible for establishing and cementing the
relationship of the company with the public. Customer service representatives are the first line of
contact with the public for many companies. Companies that have a strong reputation for customer
service exhibit helpfulness in assisting customers. Members of the customer service department may
even establish long-term relationships with customers through continued interaction and repeat
business.
Customer Retention
Customer retention is directly related to the public relations function of the customer service
department. Through continued interaction with the public, the customer service department creates
65
an image of the company that leaves a lasting impression on the customer or client. Customer
retention is not always dependent upon the product produced or the price that products are sold for.
Instead, some customers are willing to pay slightly more for a product in exchange for above average
customer service.
Company Culture
Customer service representatives who have a positive and upbeat attitude can also help to
create a positive employee culture throughout a business. The creation of a positive employee culture
can be infectious for a business. Customers can sense when employees genuinely enjoy their jobs
and enjoy interacting with customers. Customers who sense this positive employee culture tend to
gravitate toward the business because of its atmosphere as much as they do for its products or
services.
Sales
The financial well-being of a company is largely dependent upon the product or service that it
offers. Customer service representatives often play a key role in the sales produced by a company.
The customer service department can either serve as a direct sales agent or an indirect sales agent
that upsells additional products and services beyond what a customer already has or normally would
buy. The positive culture created by the customer service department, along with the offering of
additional needed services, can create an atmosphere in which customers look forward to purchasing
new products in the future.
5.
LEARNERS EXPERIENCE
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STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

Study on Logistics of Neptune Container Line & Logistics Ltd

Bachelor of Management Studies

KHAR EDUCATION SOCIETYS COLLEGE OF

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

Study on Logistics of Neptune Container Line & Logistics Ltd

Bachelor of Management Studies

KHAR EDUCATION SOCIETYS COLLEGE OF

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

KHAR EDUCATION SOCIETYS COLLEGE OF

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

Prof. Sweety Gandhi

Prof. Jaya Dudani

Prof. Tamseen Patel

Dr. Nandini Deshmukh

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

Why it was selected

What type of Organization

Types of product & Service offered by the

Work done by the student- Department, product handled, timing

Department visited & his observation about those department.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

A STUDY ON LOGISTICS OF NEPTUNE

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

ORIGIN AND DEFINITION OF LOGISTICS:

PROSPECTS OF GROWTH IN THE INDUSTRY

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

GENERAL IMPORT / EXPORT MARKET

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

The objectives of the Project are:

To know about Logistics Industries

To understand the logistics management

To study the role of infrastructure in logistics management

To study the services provided by the logistical companies, in detail.

To compare the effectiveness of logistics management at Neptune Container Line and

To have a thorough understanding of how logistics and freight industries work.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

logistics on environment is missing, and most emphasis is on impact of environment on

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

CLASSIFICATION AND TABULATION OF DATA

TOTAL THROUGHPUT / VOLUME (YEAR ON YEAR)

Volume Of Twenty Foot Equivalent Unit

Volume Of Twenty Foot Equivalent Unit

NUMBER OF TWENTY FOOT

INTERPRETATION OF ABOVE TABLE

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

RATE OF LOGISTICS SECTORS IN THE WORLD

STUDY ON LOGISTIC OF NEPUNE CONTAINER LINE & LOGISTICS PVT LTD.

Fig. 1 Respondent Sectors