TVS Logistics Services Ltd (TVS Logistics) one of the top supply chain management

companies in India, is a flagship company of the $7 billion TVS Group. It is among the best
3rd party logistics companies in India and provides integrated supply chain solutions across
the world directly and/or through joint ventures and subsidiaries.

The company established in 2004, has grown exponentially organically and inorganically to a
turnover of more than INR 5600 crores in 2016. Headquartered in India and with offices also
in 12 other nations USA, UK, Germany, Singapore, Thailand, China (Including Hong
Kong), Spain, Australia, New Zealand, Mexico, Italy, and France; TVS Logistics serves
customers in over 50 countries through its 15000 plus skilled work force.

TVS Logistics services include contract logistics, warehousing, transportation, freight

forwarding, packaging design and solutions, in-plant and aftermarket solutions, material
handling, material management, free trade warehousing, infrastructure solutions and
technology logistics. As a one stop solution for end to end logistics services and supply chain
management companies in India, TVS Logistics works with multiple industries including
automotive, defence, electronics, discrete component manufacturing, engineering, FMCG,
retail, FMCG, utilities, energy and chemicals.

TVS Logistics is one of the largest integrated logistics service providers and a top 3PL
company in India, operating more than 10 million square feet area of warehousing space
across 29 states. An ISO 9001:2008 Certified company, with a string focus on quality and
business excellence, its operations are backed by robust technology for transportation, last
mile, warehousing, accounts and billing, manpower management, etc. TVS Logistics
seamlessly connects with customers ERP to provide them with real time visibility and
transparency in operations. The company has been repeatedly recognised among the best 3rd
party logistics companies in India by industry and customers through awards for its
operations, technology, end to end services and human resource practices.

Quality Policy
We are committed to add value to our customers operations by providing quality logistics
services through adoption of good management practices in the entire supply chain. We will
enhance customer satisfaction levels by:
Partnering with customers as well as service providers
Understanding and responding to customers needs and expectation
Furthering customer relationship practices, and
Continually improving our internal processes as well as end-to-end supply chain
processes
Warehouse Amway Sonipat
It is a dedicated warehouse. The products come from Coimbatore and Chennai. Nutrilite is
from Madurai. There are two broad sections. National Distribution Centre (NDC) and RMN
exclusively for the Northern Region only. The Material uploaded at dock is undergoes a
checking process. A Quantity & Sample checking is done in the dock area. The Document
comes to office and a GRM Goods Receipt Note is then generated.
They provide Courier Facilities to home delivery (wave) orders. The Couriers are: Paras,
Holisol, A-one.
Utilization of space was 50,000 out of 80,000 Sq. feet. Height for inventory is as per stacking
norms 9 slack height
While picking materials, they have stands named by the places to which the product has to be
sent
No NDC inside cool room because products have been sent from Madurai for the Northern
region
Goods damaged during transit is not possible because of the packaging
Transportation costs will be incurred if tampered or torn
Everyday 10-15 trucks come at warehouse. Gate No. 1 inbound: receiving dock products
come inside through this they tape the lock and sign over it for security reasons. Trucks are
not of the same size, they have iron devices to lift. It depended upon climate, the choice of
the dock
Invoice copies: customer, transporter, office supplier
The rules they follow strictly:
1. SOP Standard Operating Procedure
2. FSSAI Certificate (Amway)
3. Shop & Establishment Certificate
4. Contract labor regulation & Abolition (CLRA)
5. High vision /Jugnoo compliances
6. CST & LST Certificate (Amway)
7. Additional place of Business (Amway)
8. Service tax regulation (DIESEL)
9. Calibration Certificate (DIESEL)
10. PF & EFI Certificate
11. FSSAI Certificate (DIESEL)
12. PAN (DIESEL)
13. Authorization (For documents)
14. Service tax regulation (Amway)
15. Fireball compliances

Safety:
Incident record
Collective & Preventive Action (CAPA)
AERT team

Stacking Norms Description Stack Height

5 ltr 6
1 ltr 8
500 ml 10
Soaps 9
Shaving cream 10
Literature 10

Warehouse Management System (WMS)

1) Use of Bin Cards- Bin Card used for inventory position: Inward, outward through
ledgers
2) Location Mapping - Bifurcations are like NA13A36, NA13A37 where N implies
NDA, A implies Ambient dry area and 1 implies the position, 3 implies the row,
A01 is the serial no.
3) Cold Storage- Cosmetics, Utilities, Nutrition and Wellness
4) Dock System- Everyday 10-15 trucks come at warehouse. Gate No. 1 inbound:
receiving dock products come inside through this they tape the lock and sign
over it for security reasons. Trucks are not of the same size, they have iron devices
to lift. It depended upon climate, the choice of the dock
5) Use of RFID- Software to pick item now they are upgrading the software to Red
Prairie Software from US, technology based, everything will be scanned
6) Sorting, Assortment and Relocation were the steps followed by the warehouse.
7) Display inventory for easy picking, visual and system tracker
8) Pallet System - Pallet wise movement of products hard pallet

Quality Control / Management

1) Use of different colour tape for inspection- White tape factory tape indicated that
the products are received from factories and are yet to be inspected. The products that
have already been checked are depicted by Red tape to show that it has been checked
(warehouse tape)
2) Sampling of 10% items- Sample size for quality check 10%, Quality checkers check
contents, quantity 0.001% defects, negligible amount
3) Thermograph device for checking the room temperature

Warehouse Eureka Forbes Alipur
Warehouse Management System (WMS)
1) Rack System
2)

Comparative Analysis

Warehouse 1 Warehouse 2
Client Amway Eureka Forbes
Utilisation of space Underutilisation Overutilization
Capital-Labour intensive Mix of Capital - Labour Labour Intensive
Technology More tech savvy Less tech savvy
Product type Consumer durables mainly Spare parts mainly
Warehouse/ D.C Dedicated D.C
Area Available 80000 sq. feet 40000 sq. feet
Docks multiple single
Material Handling Through machinery Through labour
Dead Stock No Dead Stock 30% dead stock
Sampling 10% 100%

Eureka Forbes
This warehouse was dedicated for Filter spare parts. All the activities were performed
manually that is there was no automation facilities in the warehouse.
There was only 1 electronic system available named as EFL (Eureka Forbes List) pick list. It
was a System Generated process.
The warehouse operates in Delhi NCR and also delivers product PAN India
Eureka Forbes has 28 warehouses across India. The process is first Orders comes from
offices and then it goes through 100% quality check manually. It is purely a men-driven
process. The identification of the Spare parts is completely dependent on the workforce. They
have recently enabled software usage and a strong Wi-Fi system for efficient management.
There is a chance of damage or misplacement of products because of improper packaging. No
sealed packaging is done in spare parts.
There is no part codes for each product. They generate codes, they give the part code/product
code manually.
The first step is segregation wherein the products are separated and sorted according to their
specifications.
The second step is a 100% checking process which takes 2 days and is time consuming
because of the personnel involved to complete this task. Import & domestic shipment of
around 4-5 consignments of spare parts take place every day.
The quality check is only on quantity. The quality check is not done here.
The maximum labor is 23 employees including security personnel. The defective goods are
returned to business partners.
The warehouse was more of a godown because of the over-utilization of space and dumping
of products in the warehouse.
The products were identified through a code which is found through a bin list.
One evident factor in the warehouse was over-utilization which created ineffective
management of resources. The code in the carton had the part/product code which helped in
the easy identification of the product. The code in the rack had the bin code. Bin card is not
functional over here because of the nature of business and the vast movement of the products.
The code FG was given to finished goods. The top row was for defectives only.
There was only 1 dock in the warehouse which was used for both inward and outward
movement of products.
It takes 1 hours for each vehicle to move products. There are around 10 vehicles that come
every day. There are a total of 8-10 business partners. For each business partner around 50
items are sent. An average of 300-350 transactions takes place every day. The safety process
of TVS is the same everywhere. They operate in the Northern region only.
There is a specialized HPT section called the Handed pallet truck as a storage area and PPE
section called the Personal protective equipment which are not utilized for their respective
purposes rather used as a dumping area.
The Product Placement is divided into verticals such as, Consumer vertical for air purifiers,
direct vertical for machine parts, Forks pro for vacuum cleaner, etc.
There were Ventilation Issues in the warehouse caused primarily because of the over-
utilization of space.