Project On

PROCESS IMPROVEMENT in
Nokia Siemens Networks Pvt. Lmt.

Master of Business Administration (Marketing)

Submitted in partial fulfillment of the requirements for award of

Master of Business Administration of
Tilak Maharashtra University, Pune.

Submitted By:
Deepak Beniwal

PRN No.

of
Ansal Institute of Technology
Gurgaon

Guided By Prof._____________________

Tilak Maharashtra University

Gultekdi, Pune 411037
Tilak Maharashtra University, Pune
(Deemed Under Section 3 of UGC Act 1956 Vide Notification No. F.9-19/85-U3 dated
24th April 1987 By the Government of India.)
Vidhyapeeth Bhavan, Gultekdi, Pune-411037.

CERTIFICATE

This is to Certify that the project titled

__________________________________ is a bonafide work
carried our by Mr./ Ms. ____________________________ a
student of Master of Business Administration Semester
3rd, Specialization
____________________PRN.__________________ under Tilak
Maharashtra University, in the year 2010.

Head of the Department Examiner Examiner

 Certificate of Internal Guide

This is to certify that the project titled ………………………………………………………………is a

bonafide work carried out by …………………………………. a candidate for the award of Master
of Business Administration of Tilak Maharashtra University, Pune under my guidance and
direction.

Signature of Guide

Date: Name:
Designation:
Place: Institute:
Chapter 1. Rationale for the Study.

Chapter 2. Profile of the Company.

Chapter 3. Theoretical Perspective.

Chapter 4. Research Methodology.

• Research Design

• Data collection methods/sources

• Sampling plan which should include sampling unit, sampling size and sampling methods
viz questionnaire method, interview methods, observation etc.

Chapter 6 Data Analysis and Interpretations (using various charts and graphs).

Chapter 7 Findings and Conclusions

LIMITATIONS OF THE PROJECT:

1. Non co-operation of people during the field survey – People were not willing
to fill the entire questionnaire due to the less time available to them.

2. Small area for field survey mainly parts of NCR (National Capital Region) –
Due to the geographical constrain, most of the respondents to the questionnaire are
from the nearby places only i.e. mainly National Capital Region.

3. Limited time – Due to the less time available in the internship, could not able to
devote much tome to the research part thus able to get the response from 140
respondents only.

4. Misleading information given by the respondents – Sometimes respondents

gave wrong information about their demographic factors like income, age etc.

5. Limited number of respondents – As the target respondents were small

investors mainly people working in corporate, thus had limited number of
respondents to deal with.

NOKIA SIEMENS NETWORKS

An overview

TYPE JOINT VENTURE

FOUNDED 2007

HEAD ESPOO, FINLAND

QUARTERS

KEY PEOPLE Simon Beresford-Wylie, CEO

Simonson CFO

Olli-Pekka Kallasvuo, Chairman

INDUSTRY TELECOMMUNICATIONS

PARENT NOKIA OYJ (50%)

SIEMENS AG (50%)

WEBSITE
nokiasiemensnetworks.com

Nokia Siemens Networks is a telecommunications solutions supplier which was created

as the result of a merger between Siemens AG's COM division (minus its Enterprise
business unit) and Nokia's Network Business Group.
• The new company was announced on 19 June 2006.

• Nokia Siemens Networks then began full operations on 1 April 2007 and has its
headquarters in Espoo, Greater Helsinki, Finland, while the West-South Europe
headquarters and three of its five divisions are based in Munich, Germany. The
Services division is based in India. Nokia Siemens Networks has operations in
some 150 countries.

• IT Telecommunications solutions supplier Nokia Siemens has acquired mobile

network management provider Apertio.
 • Apertio software is currently used by carriers including Orange, T-Mobile, O2
and Vodafone and the company has offices in the United States, Germany,
Thailand, Malaysia and China.

• NSN Munich

• The main Business Units of Nokia Siemens Networks are

1) Radio Access 2) Broadband Access 3) Converged Core 4) IP Transport 5)
OBS Services

• The customer base of NSN includes 1400 Customers in 150 Countries including
Vodafone, Deutch Telekom, Telefonica, China Mobile, AT&T, Bharti &
Idea.
About 1 billion people are connected through its switches. The major
manufacturing sites in China, Finland, Germany and India. It has around 60000
employees.

• Nokia pioneered the development of mobile communications and became the

world leader in this field and others:
Laying ground for modern telecommunications
Expertise in mobile communication
More than 150 years in international business
Nokia and the rise of mobile telecommunications
Building on the legacy of two industry champions

• In India, we currently have the R&D centre in Bangalore, Global HQ

of Services business in Gurgaon, Global network operating centre & a
upcoming manufacturing unit in Chennai.

Company profile

With more than 60,000 people in over 150 countries, Nokia Siemens Networks is one of
the largest telecommunications hardware, software and services companies in the world.
We are committed to innovation and sustainability and offer a complete portfolio of
mobile, fixed and converged network technologies as well as professional services
including consulting and systems integration, network implementation, maintenance and
care, and managed services.
We serve more than 600 customers around the world – Communications Service
Providers (CSPs) who face a multitude of challenges as they focus on capturing greater
value through business model innovation, reducing the complexity within their
businesses and networks, growing their customer base and minimizing subscriber churn.
It is our aim to play the vital role of an enabler, someone who helps CSPs build stronger,
more lasting and ultimately more profitable customer relationships. We aim to do so by
enhancing the efficiency and sustainability of their business practices, and in turn help
them meet pressing challenges.
Our initiatives aim to foster sustainable business practices which increase profitability
and demonstrate the broad impact of the telecommunications industry on other sectors.
One such initiative is our participation in the WWF Climate Savers program under which
we have pledged to undertake a number of steps that reduce our annual CO2 emissions
by approximately two million tons. One of our key commitments is to improve the
energy efficiency of our GSM/EDGE and WCDMA/HSPA base station products by up
to 40 percent by 2012. Our Flexi Base Station has the lowest energy consumption in the
market, and has been recognized as the world’s most progressive mobile network
technology at GSMA Global Mobile Awards 2009. In addition, we recently launched the
industry’s most comprehensive energy solutions offering, which includes the innovative
Green Energy Control. Currently we have more than 390 sites across 25 countries which
run on renewable energy. By 2011, renewable energy will be our preferred source of
power supply for every remote base station site that we install.
Our vast and market-leading portfolio of offerings aptly reflects our emphasis on thought
leadership and innovation. We have pioneered a centralized Global Service Delivery
model by creating integrated multi-technology, multi-vendor Global Network Solutions
Centers which drive the world’s most efficient networks. We also enjoy leadership in
several other areas, including Professional Services where we are the industry’s fastest
growing vendor, voice solutions where we power the conversations of more than one-
fourth of the world’s population, 3G where we have more than 160 3G radio references,
and network deployment where we enjoy the largest market share. As a leader in
technology innovation, we are committed to driving the commercial uptake of LTE
starting in 2010, and offer an end-to-end solution which provides a future-proof, easy and
cost-efficient path to LTE.

Mission and Vision

The road ahead

Until now, development in our industry has mainly been a matter of delivering
connections – more, faster, cheaper, and more efficient. This is still important. The
connectivity explosion continues, and by 2015 we know that 5 billion people and further
billions of devices will be connected. So, we must continue applying our expertise in
order to deliver on the reality of hundred-fold increases in traffic.
Towards an ecosystem of partners
Today, however, we are also focusing like never before on delivering quality – quality
experience. We can see that a more open, collaborative and customer-centric way of
working could bring so much more value to billions of individuals, and to millions of
businesses. We at Nokia Siemens Networks must drive that change by leaving the closed
and proprietary mindset behind, and leading the way in a new spirit of openness and
collaboration.
Our customers’ challenges
Our customers, Communications Service Providers (CSPs), face challenges on all fronts:
the need to increase efficiency keeps pressure on capital and operational costs; the
dramatic rise in traffic due to the proliferation of internet applications demands new
business models for monetization; and an ever fiercer competitive climate is challenging
CSPs to prove they can retain the customers they have and win back any they might have
lost. Nokia Siemens Networks will play a vital role in helping CSPs meet these
challenges. This role is our mission – it’s about building value.
Our mission

…by improving efficiency and experience

We have built value by addressing efficiency, and we continue to do that. But we also
need to address the customer’s need for a better experience, because it’s experience that
builds relationships, and relationships that build value.
Our vision

We believe that CSPs can ultimately enable and deliver a “segment of one” – where they
can define and enhance the service experience for each and every individual. Customers
whose communications experience fits and works for them don’t change operators. And
operators who can devote themselves to enriching the customer’s experience build
stronger, more lasting and profitable customer relationships.
The individual communications experience is the greatest value a communications
service provider can deliver to their customer, and so it’s the greatest value we can
support communications service providers in delivering.
The road ahead
The future of service is largely network-based. Internet applications hosted in the ‘cloud’
(email, social networking sites, corporate service and communication tools, etc.), already
account for a large proportion of the services people access every day. Every day,
therefore, quality of network experience has more and more to do with quality of life.
Ultimately every service is delivered to an individual. And those individuals will benefit
from the services being delivered in a way that fits their personal needs and desires. This
experience cannot be the privilege of the few. It must be as true for customers in
emerging countries with just a dollar to spend, as for businesses in developed countries
with greater resources, and for the trillions of devices that make up the Internet of Things.
Our vision acknowledges that communications service providers need to manage this
complexity wisely, ensuring the necessary security and authentication for users, while
having the ability to profitably deliver a customized experience, based on a person’s
locations, context, device, usage patterns and preferences.
Our vision guides our mission, and our mission is to build more valuable customer
relationships. The individual communications experience builds more valuable customer
relationships.
Mode of operation

Starting January 1, 2010, Nokia Siemens Networks has been realigned around the three
key areas of Business Solutions, Network Systems and Global Services. This re-
organization has been designed to usher in the next phase of our business growth and will
enable us to improve our relationships with customers – engage with them better and
address their existing and emerging needs more effectively.
Today it is imperative for us to extend services and offer comprehensive solutions which
assist our customers’ transformation and help them realize the opportunities presented by
new business models. It is also the call of the day to empower our customers to provide a
unique end-user experience while supporting their drive for efficiency.
Our new organizational structure will help us adapt to this market need and enable us to
become truly customer-oriented, faster, simpler and a more responsive solutions partner.
We have pushed the conventional boundaries of being organized by product areas and are
instead mirroring our customers’ set-up.
The three areas around which the company’s new structure is now aligned are:
Business Solutions: Focused on helping our customers generate new revenue and
differentiate from competition by providing a faster time-to-market for end-user services;
enhance billing and charging capability; automate and simplify processes; address the
challenges of convergence and tap into rich subscriber data to deliver a unique customer
experience.
Network Systems: Aimed at addressing needs at the network layer – both fixed and
mobile network infrastructure, including our innovative Flexi base stations, packet core
products, optical transport systems and broadband access equipment.
Global Services: Focused on helping customers improve operational efficiency through
outsourcing non-core activities; supporting and managing their networks with robust
customer care offerings and ensuring fast and cost-effective implementation of new
networks and network upgrades.
We have established three dedicated sales units covering these areas, with the heads of
those units reporting directly to Bosco Novak, our Chief of Customer Operations, in
order to reflect our renewed focus on customer engagement.
We have also established three new Business Units to reflect this customer-focused
structure: the heads – Jürgen Walter (Business Solutions), Marc Rouanne (Network
Systems) and Ashish Chowdhary (Global Services) – report directly to our CEO,
Rajeev Suri, and are part of our Global Executive Board.
These changes are all geared to restore our market momentum and add value to customer
business. We are steadily working towards achieving this target by ensuring that we work
as ONE organization with empowered teams who are customer-driven, take
responsibility and are accountable for the success of our company
Quality at Nokia Siemens Networks

Quality isn’t an attribute that falls in your lap and stays with you forever. On the contrary,
striving for quality is a continuous journey – for each one of us.
So what then is quality for us?
We believe that quality is about meeting and exceeding customer expectations. It is not
only the quality of our environmentally and socially sustainable products, services and
solutions, but also how we deliver them, and our attitude and relationship with our
customers. Quality is an integral part of business management and embedded in business
strategies, daily decisions, actions and our normal way of working – and it’s everyone’s
responsibility to deliver that value to our customers to ensure their loyalty.
And what are we aiming at?
To becoming the industry’s No.1 in customer loyalty and operational excellence.
Quality at work
At Nokia Siemens Networks, quality is not just a strategy or theory, but is a mindset that
we put in practice every single day – in all our decisions and actions. Quality is part of
our company culture and values.
The extent of emphasis laid on ensuring we all “live” quality is also demonstrated by our
annual Nokia Siemens Networks Quality Award, with over two hundred teams or more
than 1,600 people participating in this year’s competition.
Examples:
• Innovation not just in technology but also in business models in supporting the
setup of a new virtual mobile operator with an advertising revenue model
• Excelling in new product introductions, on time and with virtually zero software
bugs at the customer interface
• Creating true customer delight with a solutions approach to Services projects
leading to repeat business
By making quality a personal mission for each one of us, we are able to deliver
world-class quality to our customers and set industry benchmarks. It is our source
of inspiration, energy and enthusiasm

Corporate responsibility

The scope of Corporate Responsibility has expanded in recent times. Our aim is to stay
current in a fast changing world, a world that demands companies to be responsible and
accountable as well as thought leaders, and as such we aim to make a difference by
playing our part. As a starting point we have chosen to highlight the following areas
below.
Reporting and Policies
Our approach
We want to go further than merely addressing corporate responsibility (CR) risks and
impacts. Our industry has a unique opportunity to contribute to society and our plan aims
to maximize that positive influence.
Read more
Code of conduct
Corporate responsibility report 2009
Environmental sustainability

We aim to connect the world in a way that creates a net positive impact to the
environment. Read more

Social sustainability
3G for emerging markets
Any market is now ready for 3G
The prices of 3G devices are falling sharply. Global demand for broadband and Internet
access is booming. Every market is now ready for 3G. Read more
Connectivity Scorecard

Our approach

In our corporate responsibility activities, we essentially seek to “do the right thing” by
three key stakeholders: our employees, our customers, and the planet. We want to
maintain an active and open dialogue with many more entities to improve our
performance and find new and better ways to serve our key stakeholders.
We want our corporate responsibility actions and our motives for doing them to be honest
and transparent. Our primary responsibility is to target growth and profitability; we need
ensure the future of our operations. To succeed, we must intertwine corporate
responsibility and our business – either to support our existing business objectives, or
even to make new business with it. When we run a successful business, we can extend
our sustainability thinking also outside of our company; to our customers, our industry
and beyond.
This thinking is demonstrated in our three point corporate responsibility plan:

• Mitigate corporate responsibility risks: the foundation of corporate responsibility

is to respect all relevant laws and regulations and international standards, and
create an organization where ethical business practice is a source of pride and
push for high ethical standards in our supply chain.
• Minimize our environmental impact: reduce our footprint and help our customers
reduce theirs.
 • Maximize our positive impact: use our core competencies beyond our industry
sector for environmental benefit, contribute positively in the communities where
we are present and fight corruption to the benefit of all.

Our approach, CR management, memberships and performance are explained in length in

our annual Corporate Responsibility report.
Code of conduct

The Nokia Siemens Networks Code of Conduct outlines our commitment to high ethical
standards.
The Code covers:
Human rights
We will respect the rights laid down by the United Nations’ Universal Declaration of
Human Rights, including:
• Freedom from discrimination on any grounds
• Freedom from arbitrary detention, execution or torture
• Freedom of peaceful assembly and association
• Freedom of thought, conscience and religion
• Freedom of opinion and expression.
Ethical conduct
We are committed to the highest standards of ethical conduct and full compliance with all
applicable national and international laws, including issues such as:
• Labor conditions
• Antitrust and promoting fair competition
• Prevention of bribery and corruption
• Good corporate governance
• Protection and recognition of copyright, company assets and other forms of
intellectual property
• Privacy and data protection.
Environment
We are determined to be environmentally aware in all we do, going beyond compliance
by improving the environmental performance of our operations and throughout the
lifecycle of our products.

People
We are committed to provide a safe and healthy workplace where all employees are
treated with respect and provided with equal opportunities for development.

Anti-corruption
We have strict zero tolerance on corruption. Employees must avoid any activity that can
lead to a conflict of interest, including:
• Gifts and hospitality
• Bribes and facilitation payments
• Political donations.
Partners
We require our business partners and suppliers to comply with all applicable laws and
regulations, and encourage them to go beyond compliance to improve their management
of ethical, environmental and social issues.
Implementation
How the Code is implemented in practice, how potential violations are reported and
investigated.

WHY NOKIA SIEMENS NETWORKS

NSN have one of the world’s largest and most experienced service teams at service,
ready to work with, to help improve your business. NSN have a third of their people
dedicated to customer services. Combine this commitment with both experience and an
innovative approach and we have a world-beating support system in telecommunications
networks.
• understand customers challenges and deliver what it takes to solve
them
• increase their revenues and realize new business models
• seize new business opportunities quickly and with reduced risk
• reduce their OPEX and optimize network performance and user
experience
• keep their network at peak performance at all times
• take care of deployment so that customer can focus on what's key
for them.

Today, telecom service providers most often ask for solutions and services for business
transformation, revenue growth, efficiency and connectivity. From our broad services
portfolio, we have chosen the top items that best match these needs.

MARKET VISION NOKIA

By 2015, Nokia Siemens Networks believes that we will live in a world where five
billion people will be connected, mostly via broadband from virtually any place on the
globe.

Internet Applications will prevail

Broadband Everywhere
Multitude of business models
NSN COMPETITORS

• ERICSSON -SWEDAN
• MOTOROLA-USA
• CIENA CORPORATION-USA
• ALCATEL-USA

INDUSTRY DEFINITION

The management of the efficient ,cost effective flow and storage of materials and
equipment from point of origin to point of consumption based on customer
requirement.
LOGISTICS IN NSN

DEFINITION-
The managed movement, storage and flow of material, equipments and information
flow between strategic partner and supplier to customer in order to fulfill the
customer needs.
LOGISTIC CHARTER
Deliver material/ equipments and value added services in order to fulfill customer
demands .
MATERIAL REQUISITION NOTE(MRN TO PO)

Definition of MRN>
MRN is a list of items containing specific codes(oracles codes )along with the pricing
supplied by NSN to customer.
MRN is duly agreed by both strategic partner.

Benefits of MRN>
Due to unique code against each items,everyone has the same understanding of the items
discussed ,to avoid any confusion.
There are less possibilities of any mistakes during PO generation .All circles use the same
description in PO resulting in efficiency in order management.
Inventory tracking within circlr and also among the circles.Due to common code,its
easier to compare excess and shortage in different circles. More common Inventory
Report can be generated.
If all warehouse activities are based on oracle codes than it is easier to keep a trace of PO
vs.. delivery vs.. Receipt vs ..Dispatch to sites.
CUSTOMERS / BUSINESS PARTNERS OF NSN

1. AIRTEL
2. IDEA
3. BSNL
4. VODAFONE
5. AIRCEL/DISHNET
6. SPICE
7. UNINOR
PROCESS IN BRIEF

Every business moves on the frame lines of process formulated. The efficiency of
services is dependent entirely upon how well the process rules are implemented.
Logistics too survives on customer satisfaction through fast and cost benefiting services.
Thus it becomes necessary to outstand in process techniques. Thus the whole project is
revolving around how to bring improvement in existing process in NSN to make it further
the best company providing with a strong focus on Logistics and Supply Chain
Management.
Let’s look at the theoretical aspect of the process prevailing in NSN in a simpler way.
The first step distribution is- Nokia Siemens Network Pvt. Ltd. gets Purchase Order (PO)
from the customer. They get this PO from its customer i.e. “DISHNET WIRELESS
LIMITED” (The CT (Customer Team). in which I’m doing my project).

After receiving the PO, it is sent to Site Engineering team to provide BOQ i.e. Bill of
Quantity, which describes different Line Items which concludes a single order.
This “BOQ” is sent to CMPRO team as well as to the vendor (for reserving the desired
quantities to be taken into production).

CMPRO team initiates Purchase Orders for different Line Items to different vendors.
These PO’s are routed to vendors through CT Logistics team. Initially, PO is sent as a
soft copy but within one week signed PO is sent to the logistics for record purpose.

One PO is sent to the vendor, it is expected that vendor will revert back with Ready for
Shipment (RFS) date. These dates are captured in a tracker updated online on group
drive.
Upon successful production and packing of material, vendors sends invoice, packing list
& LR (Lorry Receipt) as soft copy to NSN. NSN logistics team books the purchases in
MLS system & creates sales invoice towards DISHNET..
This sales invoice is sent to vendor for him to use this to establish E1 sales before
delivery of material at customer’s warehouse.

For dispatching the material by vendor, following documents are important:-

• NSN Invoice
• Lorry Receipt
• Signed CMPRO PO

Now, vendor will dispatch the material with supporting documents.

Vendor will deliver the material at customer warehouse or direct at the site (as per the
guidelines), and takes POD (Proof of Delivery) on LR (Lorry Receipt) and the same is
submitted to NSN for vendor billing process and same POD will be sent to our customer
for NSN payment.

Now summarizing the whole theory in a diagrammatic view.

The Process which is described above looks very simpler in terms of viewing, but it takes
a lot of work to handle all these things.
Handling of paper work, follow up with vendors for invoices, keeping track of material
dispatched via the date of Proof of Delivery (POD), data entry in Modular Logistic
System (MLS), maintaining different sheets in excel etc. all these are a part of job which
has to be done by a Logistic Coordinator.
The main Key Duties and responsibilities of Logistic Coordinator (the position which I
was also
assigned) are: -

• Coordination with Central Team with regards to dispatches of material

from vender locations to DISHNETWIRELESS LIMITED warehouse.
• Coordination with DISHNET Commercial team with regards to their
requirements of material on day to day basis & sending updates to
central team
• Sharing shipment readiness v/s order issued date with relevant
Project / Commercial team of DISHNET.
• Sending pre - alert of documents for shipments moved from vendor
premises to DISHNET warehouse personnel. These documents to
include NSN invoices, Lorry Receipt & Packing List.
• Tracking shipments in transit & ensuring timely delivery of material to
warehouse.
• Escalating issues in case of delays to relevant Central Logistics
Coordinator.
• Collection of Original Lorry Receipt & NSN Invoice, duly
acknowledged by DISHNET warehouse.
• Updating Central team with documentation of material delivered at
warehouse & sending original documents by courier to NSN
Logistics team in Gurgaon.
• Receiving & checking all documents before submission of the same to
DISHNET Commercial team for payments.
• Submitting clean documents & taking acknowledgment of documents
delivered to DISHNET.
• Reconciling records of order delivered against issued with DISHNET..
• Follow up with Commercial team to prepare Goods Receipt Note
(GRN) & further, forwarding the same to DISHNET Projects /
Networks team for verification & approval.
• Follow up with Projects / Networks team for timely approval of
documentation & clearing all doubts with regards to documentation &
supplies. Follow up for forwarding clean documents to DISHNET
Finance team for Payments.
• Follow up with DISHNET finance team for timely payments.
• Reporting facts & figures to Commercial team with regards to invoices
submitted, processed at different levels, paid & pendency with
reason.
ORGANIZATION CHART
IMPORT
Basics of a telecom network:-
(1)Basically ,the main electronics components in a telecoms are:BTS(BASE
TRANSRECEIVER STATION)
bsc(base station controller)
TCSM(TRANSCORDER AND SUBMULTIPLEXER)
MSC(MAIN SWITCHING CENTER)
MGW(MEDIA GATE WAY)
HLR(HOME LOCATION REGISTER)
(2)COMPONENTS acting as accessories in transmission of radio waves are :Antennas
and hops.
(3)operator specific service parameters are loaded into IN(INTELLIGENT
NETWORKS)
(4)BTS>ULTRA BTS(INDOOR BTS,OUT DOOR BTS)
flexi bts
flexi indoor bts
flexi out door bts
ultra mini bts
metro bts
BTS comprise of cabinet,trx cards and other type of cards.
(5)HOPS AND MW ANTENNAS:
mw antennas categorized according to the frequency spectrum..
ORDER MANAGEMENT AND LOGISTICS PROCESS

 Om process starts with receipt of customer purchase order

 Customer PO comes to central MIS coordinator

 Central MIS coordinator receives the PO and puts a stamp with the received date
mentioned on it.

 He/She copies the annexure to an excel sheet.

 Scanned copy of the PO is sent to the ALM for approval.

 Performa invoices are sent to the customer (for BTS, and shops) by the logistics
coordinator (LC)

 Annexure are sent to solution manager for config files.

 Config files gives the bill of material,i.e the components to be ordered the item
code.

 Specification to be ordered etc.

 Once the config file is received from the solution team, the logistics coordinator a
manual ordering sheet(indicating the customer PO.no quantity to be ordered and
the config file reference) to DMC.(delivery management center)

 DMC purchases in the order to MLS(modular logistics system)

 Plant takes the orders as a committed figure orders only after the orders gets
reflected in SAP.

 DHL sends the MLS and SAP orders nos to be LC along with the RFS dates
(dates on which the shipment would be ready)

 Customer PO can be either a paid PO or a FOC PO.

 If the PO is a paid PO, and the terms of payments is (LC) letter of credit),the
shipment can be effected only after the customer open an LC and we receive a
confirmation of LC from our bank .The LC conformation activity is handled by
DMC.

 All equipments used for TRANSMISSION (like BTS and Antennes) requires a
WPC (wireless planning commission) import customes takes the WPC licence
from dept.of tele communication , customer would require the PO copy and our
performa invoice for applying WPC licence.

 RFS conformation is provided by DMC there open order reports.

 LC updates the MLS PO details and RFS detail ,on a DCS (delivery control
sheet)

 One week prior to the committed RFS state prepares a SR (shipment request)
and the SR is entered in the DCS against the customer PO no.

 one PO can have multiple SRS. all our subsequent shipment tracking would be
based on SR nos.

 LC updates the SR details in MDC (must delivery list) and DCS.

 On the date of RFS, DMC provides the draft invoices and packing MST.

 Draft invoice and packing list is sent to the customer for approval.

 Upon receiving customer approval (for draft invoices), DMC prepares an

SLI(shippers letter of instruction)and advices the hub for handover to customer
designated freight forwarders.
  To freight forwarder accepts the shipment from the hub and does a booking with
the airline.

 Freight forwarder issues an airway bill to DMC.

 DMC does the sales recognition based on the value of the invoice upon receipt
and AWB and updated in mds .

 All handover and dispatch details are updated in dcs.

 DCS is circulated to the customer on every Wednesday/Friday

 Warehouse confirms the receipt of goods in the DCS by mentioning the date of
receipt against the respective SR.
Primary responsibilities of LC

 Updation of DCS (delivery control sheet)

 Release of all SRS (Shipment request)

 Follow up on draft invoices and parking list.

 Checking of parking list with config files.

 Release of SLI (shipper loading instruction) post DI approves (draft

invoice)

 Updating all details in DCS.

 Timely updation of MDL (must delivery list ) and sending the same to
MIS team.

 RFS configuration (ready for shipment)

 To ensure no P and H above limit days

 Contract for all circle related issues.

Primary Responsibilities of ALM

 To provide ordering information to cop in co-ordination with.

 To provide the circle priorities to cop for ordering (common ordering proof)
 To carry out allocation in case of any allocation request from DMC/delivery
manager/PAM.
 To sit with respective circle LCS and do a weekly review of pack and hold
situations and send remarks for all P and H cases above decided days.

 To review the SLI done and sales recognized.

 Will be escalation point for all circle related issues.
 COP stands (common ordering pool)

Cube Complaint Handling

 Circles LC gets the date on missing short/damaged shipment from circles.

 Circle LC would forward the details to COP for handling cube complaints.

 COP would punch in all such cases into cube tool.

 COP would track all cube cases till closure.

 COP would maintain a cube complain tracker ,which would be a database on all
open and closed cube complain.

 Cop would send weekly updates to LC/ALM on the status of the cubes.

FRONT END ACTIVITIES>MLS

 Ordering in MLS.

 SR handling

 Draft creation

 Sent and hand over instruction to hup./

 Follow up with lsp for airways

 Dispatch of documents
  Document presentation in bank

 Mls reporting

Supply end activities>SAP

 Orders to be handled in SAP

 Orders to be confirms in SAP

 Scheduling

 Packing list printing

 Stock transfer note/ invoice etc.

 Interaction with pam.

 Attending meetings

 M.L.S reporting

Lead Time in logistics

Lead time is the period between a customer's order and delivery of the final
product.
A small order of a pre-existing item may only have a few hours lead time, but a larger
order of custom-made parts may have a lead time of weeks, months or even longer. It all
depends on a number of factors, from the time it takes to create the machinery to the
speed of the delivery system. Lead time may change according to seasons or holidays or
overall demand for the product.
Manufacturers are always looking for ways to improve the lead time on their products.
Lead time can mean the difference between making the sale and watching a competitor
sign the contract. If a company can deliver the product weeks ahead of the competition, it
stands a better chance of receiving future orders. Because of this, management and labor
teams routinely hold meetings to discuss lead time improvements.
Reducing Lead Time - THE Most Important Factor in Achieving World-Class
Operations
In the 1960s and 70s, manufacturers competed on the basis of cost efficiency. In the
1980s, quality was the rage and Zero Defects and Six Sigma came into vogue. Cost and
quality are still crucial to world-class operations, but today, the focus is squarely on
speed. Nearly all manufacturers today are under pressure from customers to cut lead
times. And rapid-response manufacturing pays big dividends
Customer lead time
refers to the time span between customer ordering and customer receipt. Manufacturing
lead time refers to the time span from material availability at the first processing
operation to completion at the last operation
Manufacturing lead time
refers to the time span from material availability at the first processing operation to
completion at the last operation
Implementing Lead Time Reduction
The following guidelines will help you to reduce lead times in your organization:
• Measure current lead times and set improvement targets. Lead times, as
important as they are, are not measured in most organizations. People may have a
sense as to the planning horizon, but can't say how long it took for individual
products to cross the value stream. Things that are not measured cannot be
improved.
• Change the organization from a functional orientation to a product
orientation. If possible, all resources required to produce a product should be
located close to each other. These product-focused groups are called work cells or
cellular manufacturing. Include office operations as these functions often account
for half of total customer lead time.
• Cross-train plant personnel within cells in a number of operations for
greater flexibility. Reducing the number of job classifications and maintaining
multiskilled teams on each shift is critical to rapid response manufacturing.
• Empower work cells and teams to take ownership for the entire value
stream. Drive accountability for product cost, quality and delivery down to the
lowest appropriate level (ideally, the operators themselves).
• Continually reduce batch sizes between work centers. With operations in close
proximity, transfer batches can be smaller and WIP inventories can be minimized.
• Institute local scheduling between work cells. Visual shop floor scheduling
tools, like kanban systems, can be used to minimize WIP between cells and to
eliminate queue time throughout the value stream.
By employing these principles, many world-class manufacturers have shrunk lead times
by 50-80%, gained market share, improved profitability and increased employee morale
on the shop floor.
Lead time in Supply Chain Management
A more conventional definition of Lead Time in the Supply Chain Management realms is
the time from the moment the supplier receives an order to the moment it ships it in the
absence of finished goods or intermediate (Work In Progress) inventory--it is the time it
takes to actually manufacture the order without any inventory other than raw materials or
supply parts.
Lead time in Manufacturing
In the manufacturing environment, Lead Time has the same definition as that of Supply
Chain Management, but it includes the time required to ship the product to the purchaser.
The shipping time is included because the manufacturing company needs to know when
the parts will be available for Material requirements planning. It is also possible for lead
time to include the time it takes for a company to process and have the part ready for
manufacturing once it has been received. The time it takes a company to unload a product
from a truck, inspect it, and move it into storage is non-trivial. With tight manufacturing
constraints or when a company is using Just In Time manufacturing it is important for
supply chain to know how long their own internal processes take.
Example
Company A needs a part that can be manufactured in two days once Company B has
received an order. It takes three days for company A to receive the part once shipped, and
one additional day before the part is ready to go into manufacturing.
• If Company A's Supply Chain calls Company B they will be quoted a lead time of
2 days for the part.
• If Company A's Manufacturing division asks the Supply Chain division what the
lead time is, they will be quoted 5 days since shipping will be included.
• If a line worker asks the Manufacturing Division boss what the lead time is before
the part is ready to be used, it will be 6 days because setup time will be included.
TRANSIT TIME>IMPORTED ITEMS
IN NOKIA SIEMENS NETWORKS
ITEMS LEAD TIME
MSC 6-8WEEKS
BSC 5-8WEEKS
BTS 4-5WEEKS
HOPS 6-8WEEKS
LEAD TIME IN LOCAL PURCHASE IN
NOKIA SIEMENS NETWORKS
ITEMS LEAD TIME TRANSIT TIME
POWER PLANT 4 WEEKS 4-7DAYS
BATTERIES 6-8WEEKS 4-8DAYS
REPEATERS 4-10WEEKS 4-6DAYS
FEEDER CABLES 4-6WEEKS 2-12DAYS
ALL POWER CABLES 3WEEKS 4-8DAYS
BTS INST.MATERIALS 4WEEKS 4-8DAYS
SWOT ANALYSIS

STRENGTHS:

1. Our Customer’s i.e. “Bharti” is satisfied with the services provided.

2. So far NSN hasn’t faced any problem of delays during distribution.

3. A competitive strategy to meet customer demand.

4. A process team of specialist working together in purchasing, production,

planning, forecasting, and inventory control, material handling, ware housing,
transportation.

5. Vendor’s satisfaction with NSN Policies e.g. KUEHNE NAGEL is highly

satisfied.

6. NSN is able to maintain its market value through out.

WEAKNESSES:
1. SDR (Site Delivery Request) which has all data regarding site of delivery &
material to be dispatched is not provided/mailed at right time which lead to
inconvenience like efficiency decrease, quality of work and wastage of time too at
vendors end.

2. HAND CARRY: Sometimes NSN’s employees demand for hand carrying of

material on the spot at warehouse. This too hampers the working management of
vendors.

3. NSN’s engineers are sometime not available at the delivery site. This problem is
mainly faced in NCR delivery cases.

4. Vendor finds difficulty in locating address at time of receiving payments as

many places are mentioned for collection of amount.

7. Various details of vendors invoice are mainly not mentioned on PO’s of NSN

OPPORTUNITIES:

• The Canadian & Global Economies run on Logistics i.e. these Canadian Firms
are estimated at $50 billion revenue per year.
 •
Around 4, 80,000 people work as house logisticians and there is another 4,
00,000 people who work directly in logistics – related industries.
• The transportation and logistics industry is evolving to meet the 21st century
global economy
THREATS:

• Competitive pressures, deregulation & Global markets are rapidly

restructuring traditional logistics into more knowledge based.

• 'The market for traditional telephony, whether fixed or mobile, is becoming

increasingly saturated that it can no longer be a viable exclusive source of
growth. On the other hand, convergence of the telecom sector with
traditionally unrelated sectors has brought so many opportunities and threats -
as telecom operators will have to battle with a wide array of new competitors,
including traditional media companies,
information technology players, and even industries such as financial services'

• No Industry is changing as fast as telecom. The winner will be those who

generate revenue and lock up customers through new offerings while
effectively managing cost and risk
 FINDINGS

Going through the project “(process improvement in nokia siemens networks pvt.lmt.)”
during our training programme, we had recorded certain findings, which are as follows:

• MLS software which is used by the company to work as delivery master or for
recording the delivery details suffers from many problems like:

*Date format, which create problem in finding out the average delivery time, ordering
time etc.

*Double Entry of same information that consumes more time.

*Process of recording transaction is quite lengthy.

• Payment process department follow a long chain for payment

• Delivery time is not in line with the set targets, which are set by the company in
delivery precision.

• Forecast accuracy is not in line with the set targets of the company.
 RECOMMENDATION

During our training program, on “process improvement in nokia siemens networks

pvt.lmt. ”, I recommend certain positive measures that should be implemented for making
the supply or delivery process more effective. These recommendations or suggestions are
based on the findings as well as problems that are faced during the project.

• Firstly the business process should be modified to abolish the complexities so that
time can be saved and it can be utilized in a better way. The length of the process
should be shorten which means certain works should be compiled under one head so
that problem of delay in fulfilling the customers order can be sort out.

• The MLS system which is used as delivery master or we can say in which the
delivery instructions are recorded, have certain problems which create several
mistakes in forecasting the delivery time and status of an order. For example there is
problem of date format in the system because of which the average period calculation
regarding order punching and fulfilling is not in line with the actual period. Thus such
type of problems should be take care off so that company’s precision or forecasting
regarding inventory day, lead time, order fulfillment can be in line with the actual
targets.

• In MLS system, recording of delivery transactions or data is a tedious job as it

consume more time because several entries have to be made and there is repetition of
various entries so the MLS system should be reviewed once again so that time that is
consumed in data entry can be utilized fir any other work.

These are certain points, which we feel important regarding effectiveness of supply
process. After making these amendments company can make much accurate precision
which help them to serve their customer in a better way.
RECOMMENDATIONS

1>INTERACTIVE COMMERCE
Interactive commerce should be start in organization .it means that one ID
should make specially for vendors so that vendor can get any information about the
payments ,product feedback and about the address of payments .Because Vendor finds
difficulty in locating address at time of receiving payments as many places are
mentioned for collection of amount.
2>MAINTAIN THE LAST MINUTES REGISTER
BECAUSE PUNCTUALITY IS MUST IN THE
ORGANISATION.RULES AND REGULATION ALWAYS MAINTAIN THE
ORGANISATION CULTURE.
3> BUILD A ONE ORGANISATION CHART
4> HAND CARRY –
Prior intimation to be provided by NSN to warehouse should be provided so
that:-
It saves time of the both the parties.
Better efficiency in collection of material
5> SDR (Site Delivery Request)

SDR should reach the vendor before ….. I.e. vendor prefers that SDR should
reach (via. Mail) before 3 p.m. If it is not done, then it will result in: -

• Late Hour Working.

• Lead to mistakes as work is done in a hurry.
• Quality of work is affected.
All in all, these things would disturb efficient working of warehousing.
SDR should be provided on time to avoid any confusions & delays