SUMMER INTERNSHIP PROJECT REPORT ON

“ DESIGN OF STANDARD OPERATING PROCEDURE

FOR SMOOTH OPERATIONAL FLOW AND
STANDARDIZATION OF PROCESSES BETWEEN
VDELIVER AND CALL HEALTH ”

Submitted by

P.S. NIKHITHA MUDULIAR

16MBMA04

Name of Organization : KARTHA TECHNO LOGISTICS PRIVATE

LIMITED (VDELIVER)

SCHOOL OF MANAGEMENT STUDIES

UNIVERSITY OF HYDERABAD
(2016-2018 BATCH)

Page 1 of 71
 SUMMER INTERNSHIP PROJECT REPORT ON

“ DESIGN OF STANDARD OPERATING PROCEDURE

FOR SMOOTH OPERATIONAL FLOW AND
STANDARDIZATION OF PROCESSES BETWEEN
VDELIVER AND CALL HEALTH ”

SCHOOL OF MANAGEMENT STUDIES

UNIVERSITY OF HYDERABAD
Submitted by
P.S. NIKHITHA MUDULIAR
16MBMA04

Name of Organization : KARTHA TECHNO LOGISTICS PRIVATE LIMITED

(VDELIVER)

A report submitted in the partial fulfillment of the requirements of MBA program of

University of Hyderabad
To be submitted to

Company Mentor: Faculty Mentor:

Mr. A.S.K. Chaitanya Reddy Dr. Pramod Kumar Mishra

Chief Operating Officer(COO) Assistant Professor
VDELIVER University of Hyderabad

Page 2 of 71
 DECLARATION

This is to certify that the project titled ―Design of Standard Operating Procedure for smooth
Operational flow and standardization of processes between Vdeliver and CallHealth‖ is a bonafide
work done and submitted by Ms. P.S.Nikhitha Muduliar , Enrolment No.16MBMA04 , and Batch
2016-18 in partial fulfillment of the requirement of MBA Program of School of Management
Studies, University of Hyderabad.

The report is formally submitted to Mr. Srinivas Madhavam, Chief Executive Officer(CEO),
VDeliver Logistics Solution, Mr. A.S.K. Chaitanya Reddy, Chief Operating Officer(COO) and Dr.
Pramod Kumar Mishra, faculty guide , School of Management Studies, University of Hyderabad.

The work done has not been submitted earlier at any other University or Institute for the award of
the degree.

This Report has been Authenticated and Verified by:-

Company Mentor:
Faculty Mentor:

Mr. A.S.K. Chaitanya Reddy Dr. Pramod Kumar Mishra

Chief Operating Officer(COO) Assistant Professor
VDELIVER University of Hyderabad

Page 3 of 71
 Acknowledgement

I would like to take this opportunity to thank all those who helped me in the successful
completion of my Summer Internship Program (SIP). The Summer Internship Program at
Kartha Techno Logistics Private Limited (Vdeliver), has been a gratifying experience. The project
undertaken during the internship was : ―Design of Standard Operating Procedure for smooth
operational implementation and for standardization of processes between Vdeliver and CallHealth‖

First of all, I would like to thank Mr. Srinivas Madhavam, Director, Kartha Techno Logistics
Private Limited (Vdeliver) for giving me an opportunity to work in the company, and for providing
his valuable guidance and support throughout the course of the internship program.

I am obliged to Mr. A.S.K. Chaitanya Reddy , Chief Operating Officer (COO), Kartha Techno
Logistics Private Limited (Vdeliver) who was my mentor and company guide. He has been a
constant source of inspiration at each and every step of my work and took me through every
aspects of the company engagements. Furthermore, I would also like to thank the operations team
for the incessant support.

I am gratified to Ms Sravanthi, Chief Technology Officer (CTO) and the technology team for their
constant support and help throughout my term as an intern, who are largely responsible for all the
knowledge that I have assimilated during the past twelve weeks. Their contribution to my endeavor
cannot be overlooked. They helped me to make my work productive as well as enjoyable.

I am immensely thankful to Dr. Pramod Kumar Mishra, faculty guide at School of Management
Studies, University of Hyderabad, for his valuable comments, feedback and support throughout the
internship

Page 4 of 71
 CONTENTS

Executive Summary 8

Chapter 1: Introduction 9 - 15

Chapter 2: Organization Profile 16 – 21

Chapter 3: Objectives of Internship 22

Chapter 4: Findings and Analysis 23 – 67

Suggestions 68

Conclusion 69

References 70

Page 5 of 71
 LIST OF TABLES
Table 2.1: Vdeliver Management 16

Table 4.1: Behaviour analysis of field executive – Balgangadhar 25

Table 4.2: Behaviour analysis of field executive – Akram 26

Table 4.3: Behaviour analysis of field executive – Prashanth 27

Table 4.4: Behaviour analysis of field executive – G. Srinivas 28

Table 4.5: Table describing the questionnaire for field executives and responses 29

Table 4.6: Number of orders for the Month of April per Route 37

Table 4.6.1: Number of orders for the Month of April per Hub 37

Table 4.7: Number of orders for the Month of May per Route 38

Table 4.7.1: Number of orders for the Month of May per Hub 39

Table 4.8: Number of orders per Route in June 40

Table 4.9: Number of orders per Hub in June 40

 LIST OF FIGURES
Fig 1.1: Operations as Transformation Process 9

Fig 1.2: Simple Supply Chain 11

Fig 1.3: Figure showing Forward and Reverse Logistics 13
Fig 4.1.1: No. of Fes‗ who received complete information from office 30
Fig 4.1.2: Understanding the complete Pickup/Delivery Information 30
Fig 4.1.3: Action when information is incomplete 31
Fig 4.1.4: Ease of use of application 31

Fig 4.1.5: Updation of information to office 32

Fig 4.1.6: Constant change in the Information 32
Fig 4.2.1: Pie chart distribution of number of orders per hub 37
Fig 4.2.2: Bar graph distribution of number of orders based on routes 38
Fig 4.3.1: Pie chart distribution of number of orders in May taken per hub 39
Fig 4.3.2: Bar chart distribution of number of orders per route in May 39

Fig 4.4.1: Pie chart distribution of number of orders per hub in June 40
Fig 4.4.2: Bar graph distribution of number of orders per route in June 41

Page 7 of 71
 EXECUTIVE SUMMARY

Kartha Techno Logistics Private Limited or simply VDELIVER is a hyperlogistics

startup that was started in April 2011. It was initially started as a food delivery
company but later diversified its operations and delivers anything that is legal.

Being Intern I used to observe how the orders are received from the clients or how
are they be manually created , how the orders are processed and how the orders
are delivered .

The primary goal here is to see that the orders are picked up and are delivered on
time to customers. There are cases where we need to pick up the orders from
different business and individual clients simultaneously and deliver them, so then
the orders are prioritized based on the delivery Service Level Agreements and the
distances. Planning plays a very important role in designing the routes and allotting
the resources to the various orders

My main work involved around observing the operations with major client of
Vdeliver which is Call Health. Right from the beginning there have been some
glitches in the free flow of operations between the companies. So I was assigned
the task of designing a Standard Operating Procedure for that client which acts as a
strong base for all the employees and field executives in their daily execution of
operations.

The designing of SOP for Call health required basic understanding of initial work
processes and the issues arised , faced by the workforce or due to internal oprations.
After the issues are understood, they are discussed with the higher authorities of
VDeliver, come up with a resolution to that problem and it is documented . Along
with documentation , these procedures are parallely executed and so the output is
checked to know if the operational practices are smoothened .
Our ultimate objective is to see that efficiency is reached by inducing some
quality standards in the daily operational practices.

Page 8 of 71
 CHAPTER-1

INTRODUCTION

Operations is a function or system that transforms inputs into outputs of greater value. Operations
is more than planning and controlling: its doing. Whether it is superior quality, speed-to-market,
customization or low cost, excellence in operations is critical to firm‘s success. Thus the role of
operations is to create value. It is often defined as a transformation process that can be viewed as a
series of activities along a value chain extending from supplier to customer.

INPUT Transform
Material ation OUTPUT
Machines process Goods
Labour Feedback Services
Managem
ent

requirements

Fig:1.1 : Operations as a Transformation process

As shown in the above figure, inputs are transformed into outputs. Requirements and feedback
from the customers are used to adjust the factors in the transformation process, which may in turn
alter inputs. Operations can take many different forms.
The transformation process can be

a) physical - as in manufacturing process

b) locational - as in transportation and warehouse operations
c) exchange - as in retail operations
d) physiological - as in health care
e) psychological - as in entertainment
f) informational - as in communication

As a field of study, operations brings together many disciplines and provides an integrated view of
business organizations.

Page 9 of 71
1.1. Operations Management:

Operations management refers to the administration of business practices to create the highest
level of efficiency possible within an organization. It is concerned with converting materials and
labour into goods and services as efficiently as possible to maximize the profit of the organization
It is a business function responsible for managing the process of creation of goods and services. It
involves planning, organizing, coordinating and controlling all the resources needed to produce a
company‘s goods and services. It involves managing people, equipment, technology, information .
It is the central core function of every company, which is true regardless of the size of the company
, the industry it is in, whether it is manufacturing or service or is for profit or non-profit.

Operations management designs, operates and improves productive systems. In this, it is ensured
that transformation process is done efficiently and that output is of greater value, than the sum of
the inputs. Activities in Operations Management include organizing work , selecting processes,
arranging layouts, locating facilities, designing jobs, measuring performance, controlling quality,
scheduling work, managing inventory and planning production.

Operation management functions differ depending upon the purpose of the organization. In a
manufacturing setting such as a factory, it would include designing efficient processes to produce
the product, timely acquisition of raw materials, insuring adequate numbers of properly trained
workers and proper maintenance of equipment. Where as in an service setting, it focuses on
ensuring that workers are adequately trained, that customer service locations are equipped as
needed and are safe for employees and the public, that services are revised as dictated by customer
input or competitive forces.

Overtime, operations management has grown in scope and increased in importance. Today it has
elements that are strategic, it relies on behavioral and engineering concepts and it utilizes
management science or operations research tools and techniques for systematic decision making
and problem-solving. As it continues to develop, it will increasingly interact with other functional
areas within the organization to develop integrated answers to complex interdisciplinary problems.
Indeed such wide interaction is widely regarded as essential to long term business success for small
business establishments and multinational corporations alike.

Supply Chain Management and Logistics Management form an important modules of

Operations Management. A Supply Chain is the sequence of organizations –their facilities ,
functions and activities that are involved in producing and delivering a product or a service. The
sequence begins with basic suppliers of raw materials and extends all the way to the final
customer .

Page 10 of 71
 A simple supply chain is as shown as below:

Supplier’s Direct Producer Distribut Final

supplier Suppliers or Customers

Fig: 1.2 : Simple Supply Chain

Facilities might include warehouses, factories, processing centers, offices, distribution centers and
retail outlets. Functions and activities include forecasting, purchasing, inventory management,
information management, quality assurance, scheduling, production, distribution, delivery and
customer service. The value of the product increases as t goes through the supply chain. The supply
chains are both external and internal to the organization. The internal parts are supplying
operations with parts and materials, performing work on products and services. External parts are
to provide raw materials, parts, equipment, supplies and other inputs to the organization and that
deliver the outputs that are goods to the organization‘s customer.

The field of supply chain management was born to manage the flow of information, products and
services across a network of customers, enterprises, and supply chain partners . The term Supply
Chain Management was first coined by consultant Kieth Oliver of Strategy Consulting Firm and
puts it forward as ― It is the process of planning, implementing and controlling the operations of
the supply chain with the purpose to satisfy customer requirements, as efficiently as possible‖. It
spans all movement and storage of raw materials, work in process inventory and finished goods
from point-to-origin to point-of-consumption. It also includes coordination and collaboration
with channel partners, which can be suppliers , intermediaries, third party service providers and
customers. In essence, Supply Chain Management integrates supply and demand management
within and across companies.

1.3.LOGISTICS:

The word Logistics is derived from the Greek adjective ‗logistikos‘ meaning ―skill in
calculating‖.Logistics is a part of supply chain management that encompasses distribution,
transportation and inventory management. It is used to meet customer demands, through the
planning, control, and implementation of the effective movement and storage of related
information, goods and services from origin to destination. Logistics management helps
companies reduce expenses and enhance customer service. The process begins with raw material
accumulation to the final stage of delivering goods to the destination. By adhering to customer
needs and industry standards,,logistics management facilitates process strategy, planning and
implementation.Logistics management involves numerous elements, including:

a) Selecting appropriate vendors with the ability to provide transportation facilities.

b) Choosing the most effective routes for transportation

Page 11 of 71
 c) Discovering the most competitive delivery method.

d) Using Software and I.T services to proficiently handle related processes.

In logistics management, unwise decisions create multiple issues. For example, deliveries
that fail or are delayed lead to buyer dissatisfaction. Damage due to careless transportation is
another potential issue. Poor logistics planning gradually increases expenses and issues many
arise from the implementation of ineffective logistics software. Most of these problems occur
due to improper decisions related to outsourcing, such as selecting the wrong vendor or
carrying out the delivery tasks without sufficient resources.
To resolve these issues, organizations must implement best logistic management practices.
Companies should focus on collaboration rather than competition. Good collaboration among
transportation providers, buyers and vendors helps reduce expenses. An efficient and safe
transportation provider is also vital to business success.

  Third Party Logistics (3PL):

Third party logistics describes businesses that provide one or many of a variety of logistics
called services. Types of services would include public warehousing, contract warehousing,
transportation management, distribution management. A 3PL provider may take over all
receiving, storage, value added, shipping, and transportation responsibilities for a client and
conduct them in the 3PL‘s warehouse using the 3PLs equipment and employees or may
manage one or all of these functions in the clients facility using the clients equipment, or
anything combination of the above. 3PL can be defined as the ―Business of proposing
physical distribution reforms to a client and undertaking comprehensive physical
 distribution services.‖
 Fourth party Logistics:
A Fourth Party Logistics provider is a supply chain integrator that assembles and manages
the resources, capabilities and technology of its own organization with those of
complementary service provider to deliver a comprehensive supply chain solution. It
leverages the competencies of third party logistics providers and business process managers
to deliver a supply chain solution through a centralized point of contact. The fourth party
logistics organization will own physical assets through freeing up the client organization to
invest in core competencies.Emergence of fourth party logistics is a new concept in supply
chain outsourcing . With the rapid advancements of technologies, it will be easier to reap
the benefits of fourth party logistics concept.
  Inbound Logistics :
The transportation, storage and delivery of incoming goods into a business is referred to as
inbound logistics. It includes essential processes like receiving of materials, storage and
distribution of raw materials and final goods, thus forming an integral part of the operations
for a firm.Inbound logistics have potential avenues for reducing systems costs.Delivery
time, size of shipment, method of transport and value of products involved are different
from those of physical distribution cycles. Normally delivery is large as a low cost
transportation mode is chosen. As the value of inventory is low, size of shipment is large &
transit inventory costs are low

Page 12 of 71
  Outbound Logistics:
Outbound logistics refers to the processes involved in the movement and storage of
products and how related information flows from the end of the production line to the
firm‘s customer. Value added goods are to be made available in the market for customers to
perceive value. Finished goods are to be distributed through the network of warehouses and
supply lines to reach the consumer through retailers‘s shops in the market. During
conversion value is added to the raw materials and as a result value of the inventory in this
case is very high unlike inputs. Now the size of shipment, modes , of transport and delivery
time are different as compared to inputs. Activities of shipment, distribution performance
 cycle come under the scope of Outbound Logistics.
  Reverse Logistics:
―The process of planning, implementing, and controlling the efficient, cost effective flow
of raw materials, in-process inventory, finished goods (in the humanitarian context) and
related information from the point of customer receipt to the point of origin to recapture
value or appropriate disposal. Reverse logistics covers a broad range of items and activities
and can include:
a) Movement of capital items and equipment to the next emergency response.
b) Removal of containers and packaging from response area.
c) Destruction of spoiled food commodities and out of date pharmaceuticals.
d) Return of rejected goods to the suppliers.
e) Movement of excess or over-supplied goods to other programs or organisations.

Fig : 1.3 Figure showing forward and Reverse Logistics

 Lastmile Logistics:

Last mile delivery is defined as the movement of goods from a transportation hub to
the final delivery destination. The final delivery destination is typically a personal residence.
The focus of last mile logistics is to deliver items to the end user as fast as possible. Last mile
logistics has become a popular area of interest for retailers due to the growing demand for
fully integrated omnichannel retailing. This is a crucial part of logistics, used in the
telecommunication and technology industries to describe the

Page 13 of 71
technologies and processes used to connect the end customer to a communication network.

1.4.Technology Adoption in Logistics:

Technology is a means to enhance business competitiveness and performance.It place a

major role in success of supply chain by enhancing the overall effectiveness and efficiency
of the logistics system. Hence choosing the right technology for various logistics activities
or sub-processes is very crucial to any business to gain competitive advantage in today‘s
competitive market. Big Data and predictive analytics has far greater role to play in saving
costs and optimizing operations. The data can be generated from multiple mediums; it
could be through GPS Trackers, RF sensors, Mobile devices and it becomes very important
to collect this data and store it.Petabytes of data is going to be processed daily, so we need
to make sure that all the data is being crunched properly to produce useful insights which
can help companies to take required actions.
This is where the smart technology comes into picture. The cutting edge technology has
enabled the industry players to come up with products which could help us to cater to all
the legs of logistics ranging from First Mile, line haul or last mile. For example the delivery
scheduler helps to schedule the deliveries keeping in mind the no of deliveries, availability,
capacity and the time slots in the best possible manner. It is integrated with Warehouse
Management System (WMS) for schedule based loading/unloading. While companies
which are driven by people with operational or non-IT background are going to partner
with SaaS companies to leverage the power of technology.For example: The Last Mile
Delivery Solution supports multiple flavors of deliveries for example, single pick up with
multiple delivery, multiple pick-up with single delivery, single pick up with single delivery
and multiple pick-up with multiple deliveries. Having seen promising results and believing
that complete automation is possible to reduce operational cost by a huge extent, many
companies have decided to launch their own automated operations. The new products that
are being introduced is targeted specifically to those entities who could focus on their core
business and outsource last mile delivery part to the experts.

1.5.Order Management System:

An Order Management System, helps companies organize and streamline the order
fulfillment process across omnichannel supply chain. This means order processing, call
center management, customer service, inventory and warehouse management, marketing
and accounting processes and accounting processes are combined into one resource. This
level of integration brings all disparate systems together, creating a flexible, continuing
system that helps companies compete with the Big Box giants of the industry.The main
objectives of using OMS are:
a) It streamlines the order processing by providing timely invoice and payment,
preventing errors, and removing manual bottlenecks.
b) It eliminates the errors made in keeping track of billing and payment.
c) Tracking of orders becomes very easy.
d) Inventory updates help in knowing if the product is available or not

Page 14 of 71
 e) Access to the information about orders and customers become easy.

f) It also reduces the cost.

Choosing the right Order management system will result in a significant improvement
in the work flow and efficiency and decrease in the order costs, inventory costs and
fulfillment errors.

1.6.Standard Operating Procedure:

A Standard Operating Procedure or SOP, is a set of step by step instructions

compiled by organizations to help employees and workers to carry out routine operations.
SOPs aim to achieve efficiency, quality output and uniformity of performance, while
reducing miscommunication and failure to comply with industry regulations.

SOPs are written steps to explain good manufacturing practices (GMP), plant safety
routines, financial controls to secure assets, or IT security measures that employees are to
follow. SOPs are procedures on how to do something that is critical to quality, critical to
safe operations, or critical to security. Workers who are following established procedures
have more confidence that their actions are supported by management, the underlying
statutes or regulations, and that they are following industry best practices. Using standard
operating procedures regularly leads to fewer corrective actions. If there are legal
ramifications to work, then following procedures reduces liabilities.

Customers are entitled to dependable product or service delivery based on

established and accepted measures — not on any one worker‘s personal values, and not
varying from one geographic area to another. Some SOPs may have a two-tiered system
that includes both procedures and Work Instructions. Procedures provide a general view of
the higher level steps, whereas Work Instructions are significantly more detailed.One
advantage of a two-tiered system is that SOPs change less often, whereas work
instructions may need to be changed or updated more frequently due to changes in
organizational structure, equipment, or application software.

Procedures provide a description of who does what, when. An SOP characterizes

relationships and control measures. It defines the roles and responsibilities to help workers
―find themselves‖•in the business process. Procedures clarify different decision points
and provide the necessary guidance on criteria to make a decision.

Page 15 of 71
 CHAPTER-2
ORGANIZATION PROFILE
2.1.VDELIVER (KARTHA TECHNO LOGISTICS PRIVATE LIMITED)
 Vdeliver , a hyperlogistics ecommerce enterprise was started in April 2011, by Mr.
Srinivas Madhavaram and Mr.Hema Chandra Reddy initially as a food delivery start up,
 later expanded its business operations to other deliveries which are legal.
 Later Mr A S K Chaitanya Reddy joined this startup in 2014 and today is heading
 operations.
 Mrs. Sravanthi is leading the technology team, the backbone of entire Vdeliver.

VDELIVER MANAGEMENT
NAME POSITION HELD
Mr.Srinivas Madhavaram Chief Executive Officer (C.E.O)
Mr.A.S.K .Chaithanya Reddy Chief Operations Officer (C.O.O)
Mrs.Sravanthi Chief Technology Officer (C.T.O)

Table :2.1. Vdeliver Management

 VDeliver is an intra-city logistics company which caters to B2C, B2B and also
 B2B2C.
 VDeliver is one among the top start-ups that has been among the first in the industry to
 built technology focused logistic business from the ground up in 2011.
 It delivers anything that is not restricted by the government anytime between 11:00am to
11:00pm anywhere across Hyderabad.

2.2. BASIC OPERATION IN V DELIVER

The company accepts the orders from the Business Customers and individual Customers
through various modes and processes , executes them and performs the last mile logistic deliveries
through the field executives in stipulated time periods and slots Vdeliver offers the following kinds
of delivery Services:
VD - Supersonic: The order has to be picked within 30 minutes of placing the orders and it will
be delivered to the customers at the earliest without holding the orders in the hub.
VD - 04: The order is fulfilled within 4 hours of delivery service time.
VD -06: The order is fulfilled within 6 hours of delivery service time.
VD - 12 : The order is fulfilled within 12 hours of delivery service time.
VD - Fragile: It is generally for the delicate and handle with care items such as cakes

Page 16 of 71
 All the orders are created and serviced within the stipulated service timings and accordingly
pick up timings are fixed for each client to get their services done as per the type of deliveries
chosen and accordingly the charges are levied as per distance, weight and others.
In VDELIVER, the areas under Hyderabad are divided under three hubs
a) Gandhi nagar hub
b) Punjagutta hub
c) Madhapur hub

Under each of these hubs, there will be certain number of field executives executes the
deliveries in those areas confined to those hubs.

2.3.MISSION AND VISION:

 To be a unique, one stop micro-logistic service provider for all individuals, SMEs and
Corporates.
  To provide best quality service and on time delivery.
 To see that clear information is maintained and updated and communicated regarding
each and every order.
 To provide excellence to every customer at a happy price, leveraging technology.

2.4. SCOPE AND OBJECTIVES OF VDELIVER TOWARDS CALL HEALTH:

The main objective of VDELIVER towards CALL HEALTH is

a. To see that all the medicines which are to be picked and delivered to customers are first
received as an order on the backend.
b. To see that the field executives reach 15min before the pick up timings and take the
parcels as received in the list in each slot.
c. To ensure that field executives execute the deliveries within delivery SLA time and ensure
that they take the payment of product charge either through COD method or EZYTAP
card swiping machines provided by Call Health and proper order proofs are taken during
pick up and deliveries.
d. To see that the employees from the Operations team monitor and track every order after
correct assignments of orders to the field executives.
e. To see that the reports per slot are sent on time with clear information and monthly
invoice is generated and sent to them periodically with correct statuses of each order.

2.5. ADDITIONAL SCOPE:

a. To facilitate the partial deliveries and take the correct product charge and update the
information.
b. To facilitate the deliveries in the Extended Service Areas as provided specifically to
CALLHEALTH.

Page 17 of 71
 2.6. Understanding Technology at VDELIVER

VDeliver was built with the core idea of integrating technology with logistics. Using technology
in today‘s fast moving era is essential to stay in the race and ultimately fall on the path of
success, but in order to achieve success developing technology which is smart is the primary
thumb rule. VDeliver has craftily designed technology with four primary users in mind:
1. Business Clients.
2. Individual Clients
3. Field executive
4. Operations Team

1. Business Clients: Any firm which looks for assistance in last mile logistics solutions,
especially when there deliveries are time bound, Vdeliver is the right solution, Every
client who patterns with Vdeliver as their logistic partner, is given a business login
Credential. Upon Login, they are requested to place orders as per their requirement,
given mandatory inputs such as order type, weight, pickup location and delivery location.
All orders placed have a default status of unassigned-meaning FE isn‘t assigned yet.
Once the order is assigned to the field executive, the order status updates automatically
upon completion of every stage from pickup to delivery.

2. Individual Clients: Every order placed by an individual falls under this bucket. All
orders which are placed on Ad-hoc basis by individuals are processed through this
window. Individuals looking to transport or get goods delivered from one location to the
other fall under this category. Every individual has the feasibility to place an order
through website or mobile application as per convenience which will ask for few
mandatory details such as the type of package which has to be carried, the weight of the
package and the type of delivery i.e. the priority and timeframe in which the delivery has
to happen, the pickup location and the delivery location and above all the product charge,
i.e. the amount which a FE has to pay in order to purchase the product on behalf of the
customer and delivery the same at the desired location.

3. Field Executive: Every Field Executive (FE) is given an application with login
credentials.Once the FE is logged in, the home screen will render the number of orders in
his bucket, the kilometers travelled, the amount collected by him which is due/to be paid
to the company. The applications also allows to navigate through the entire list of orders
assigned to the FE with the order ID. Also upon pickup of every delivery, the order color
code is changes which gives the progress a FE has made with respect to each order and
also as to how many order he has picked at a particular time.

Page 18 of 71
4. Operations Team: The most important and critical part required to run the entire delivery
system, operations team uses a portal to receive, process, navigate and execute orders in a
systematic fashion making sure every order is delivered to its respective location in the best
possible time. Every order placed goes through a series of steps which fall as follows.

a. Order Processing: Every order placed is checked for, as to if the delivery location
falls under the service area. Once the pickup/Delivery location is confirmed the
order is approved and there by processed based on the type of order placed. The
timeline for delivery is based an integrated algorithm called as “Service Level
Agreement”.Service Level Agreement is the estimated timeline for a delivery which
is calculated integrating the type of order placed, the distance from pickup location
and delivery location, the average speed of field executive as 6kmph and other
potential time frames required in the entire process layout for deliveries.

b. Order Assignment: Every order placed is assigned to a Field executive for delivery.
All deliveries are first processed with regards to individual hubs- i.e. deliveries are
separated based the service area of each hubs. On segregation, the parcels are
dispatched for deliveries based on various routes which cover the entire service area
under its respective hub.

c. Order Picked-up: Every order placed has to be picked up from a particular location
irrespective of the type of order and the order placed by business client or individual
client. Pickup locations are predetermined for business clients whereas individual
orders are taken care on Adhoc basis.

d. Order Delivery: Every order placed is either delivered or cancelled based on the
scenario. Every order placed is delivered at its respective location, however orders which are
th
cancelled at the 11 hour, deliveries which are not required by customers are also taken care of
under the umbrella of ―Cancelled‖.

2.7. Operations at VDELIVER

The Operations team is the core area of work at the firm. Operations team has to handle deliveries
on daily basis, lookout for the number of order to be delivered in the given timeline and allocate
resource i.e. delivery boys for the orders placed and reach delivery targets on a daily basis.
Operations Teams handle everyday operations in 4 primary stages.
1. Order Management: All operations received have to be identified with regards to their
SLAs. Orders received from clients in the form of excel are to be processed and all orders are to
be created using excel upload option with a single go.

Page 19 of 71
2. Order Creation: All orders placed by individual clients are to be approved and further
processed into the system giving intricate details of the order placed such as weight, delivery type,
pickup/delivery location and product charge.

Legs in Orders created: All orders which have a travel distance of more than 20kms i.e. travel
distance from pickup location to delivery location will be created with two Sub-orders called leg
orders. The first leg order with the suffix ―L1‖ is an order from pickup location to the respective
hub in that particular route. The second sub order with the suffix ―L2‖ is an order from hub to
delivery location.

3. Order Assignment: All orders created are assigned to field executives by the operations
team. Each order is tagged under a particular route under a particular service of a hub, and all
orders under one particular route are assigned to a single field executive and are assigned for
dispatch.

4. Dispatch: All order places are dispatched in slots based on the time of order placement.Once
an order is placed the SLA and the distance from pickup to delivery location is taken and thereby
prioritized for dispatched.Orders are dispatched in there varied slots at 10AM, 2PM and 5PM with
2PM dispatch being the biggest dispatch for all orders of all type.

5. Tracking & Report Generation: All orders placed are tracked in timely intervals to check
for deliveries and breach in SLAs. Every order routed is dispatched based on the order type and
estimated SLA.

2.8. Day wise Procedures followed by operations Team:

1. Orders which are created by business clients/individuals will have leg orders by default.
However all legs orders are merged from the backend in order to assign to a single field executive
who will deliver it at the last mile i.e. at the delivery location.
2. Orders which are received from Excel are created using a standard excel format and are
created through an excel upload format.
3. Field executives are sent for pickup locations for orders placed by business clients at their
respective pickup locations with a designated time slot.
4. All orders/parcels from client pickup locations are brought to hubs and are segregated with
respective to their hubs and the service areas of their respective hubs.

5. All orders which have to be transported from one hub to the other are with a routine timetable
followed on a daily basis

Page 20 of 71
 2.9.CLIENT ORGANIZATION PROFILE

CALL HEALTH :
 Call Health ,incorporated in November 2013 is the brainchild of Mrs. Sandhya Raju, a
 young entrepreneur and Kuchipudi exponent.
 Call Health is a technology powered health care company that brings healthcare
services to the door step of the company as per the convenience of customer.

CALL HEALTH MANAGEMENT

NAME POSITION HELD
Mr. Hari Thallapalli Chief Executive Officer (C.E.O)
Mr. Sudhakar Nookala Chief Operating Officer ( C.O.O)

BASIC OPERATION OF CALL HEALTH

Call health provides the flexibility of health care check up and diagnostics at the door step of
customer with a three dimensional platform as

1. The Virtual Dimension - anything that can be delivered virtually should be done
virtually: All healthcare services that can be accessed virtually on one single platform give
the customers the access to a wider spectrum of healthcare ecosystem irrespective of time .
2. The Physical Dimension; anything that can be physically delivered at home, should be
delivered to the customer’s doorstep like e-commerce. Services such as pathology, nursing,
physio, health supplements, medicines, crutches, beds, and others fall within this dimension.
3. The Informational Dimension is unique as it involves integrating the data from both
virtual and physical dimensions such as lab reports, imaging across the entire healthcare
spectrum – Prevention, Cure and Wellness, all on one platform. The data includes health
regimen, medicinal prescription, diagnostics and lab reports. This will significantly help in
improving the efficacy of healthcare outcomes as it will allow customers and their
physicians anytime, anywhere access to their own personalized healthcare record.

2.10. MISSION AND VISION:

 To ensure service excellence, track every transaction and view each transaction as a digital
moment,to proactively monitor potential service failures and issues and find ways to
address them in a manner that the customer is not impacted.

 To built a value exchange platform that allows every stakeholder of the CallHealth eco-
system to interact with other members in a seamless and transparent manner enabling to
monitor the performance of each officer, associate and business.

Page 21 of 71
 Chapter-3
Objective of the Internship

The objective of the internship is to design a Standard Operating Procedure for standardization of
Operations with call health so as to

1) Improve the delivery rate by decreasing the cancelled rates by studying the issues that are
influencing them.
2) Get to know about areas of interest from where the issues are arised so that proper
solutions can be suggested in order to improve efficiency of the deliveries.
3) Making this document as a strong base of reference for all employees , work force or the
clients to follow any procedure as to what can be done if they face any issue in the future.
3.1. Value addition from Internship:
1) To get insights into how a logistics company operates and how deliveries are
performed.
2) To know how the planning about various orders received, their segregation to various
hubs, planning of routes for delivery and scheduling work are done .
3) To know how technology in logistics would help in decreasing manual work and
improve efficiency and save time.
4) To find what parameters are influencing the operations internally and for deliveries.

3.2. Value Addition to the firm:

1) The document enables employees or any work force, newly joined to know the
procedures and time limits and SLAs that have been agreed and being implemented
for call health.
2) The firm gets to know the problems faced internally or from the client side that form
the barriers to on time deliveries, so accordingly it takes these standardized steps or
directs the employees to perform to avoid them.
3) Apart from the above, the firm gets to know to what extent the field executives
follows the delivery procedure laid out, the number of orders that comes to each hub
and the delivery rate of call health for months of april, may and june.

3.3. Methodology used:

The Preparation of SOP requires prior knowledge on how the past operations are
performed, what are the problems persisted, what factors are affecting or influencing delivery
procedures, what issues are firm facing- is it internally from employees/workforce or from the
client side, or from the customers. All the information is collected through visiting hubs, interacted
with hub incharges who gave information about field executives, knowledge about internal
operations are extracted from the inputs provided by operations team and also personally by
involving in the works from order processing to order assignments and monitoring and tracking the
orders. By doing so, the issues that are frequently faced on daily basis are noted, proper
alternatives are looked and are suggested. As they are frequently faced, the need to document the
standardized procedures arised and aftermath of standardizing the procedures have also been
analyzed in terms of delivery rate.

Page 22 of 71
FINDINGS AND ANALYSIS:

An important factor for the purpose of designing a Standard Operating Procedure is to maintain
consistency. It reduces variation within a given process. Clearly stating the procedures helps to
gain employee cooperation or compliance and instills in employees a sense of direction and
urgency. However designing of a standard operating procedure takes into account all those past
underlying procedures, the issues that were responsible for late deliveries, or lack of
communication into consideration and attempt is made to resolve them by possible suggestions and
are implemented.

Basic Operations that are conducted by Vdeliver to Call Health:

Vdeliver has been the logistics partner to Call Health, where medicines will be collected by the
field executives and from there, the field executives would deliver them to the customers. In
Vdeliver the orders are received , managed, tracked and updated through Order Management
System. The client is given the flexibility to place the order through BIZ-API and once the order is
placed , the operations team would get the notifications of the received order through a mail on
orders@karthas.com. The orders for Call Health are serviced under three slot timings per day one
in the morning, one in the afternoon and other in the evening.

In each slot two or three hub incharges would go for the pick up of medicines, to the store of the
client stationed at Secunderabad and from there the medicines are taken to each of three hubs from
where the medicines are dispatched to the delivery locations by field executives of that particular
hub. The medicines are to be delivered to the customers within 4 hours from the start of the pick up
time of medicines.

During all of these processes, technology plays an important role. The Technology team at
Vdeliver has designed a customized mobile application for all field executives which acts as a
bridge between them and operations staff in the office. Once the orders are allocated or assigned to
the field executive through the backend, a notification is popped in the mobile kartha app of FE.
Then FE accepts the order through app stating that he has picked his order and he sets out to
delivery. Once the FE accepts, all his movements can be tracked through the backend and for each
step, the status of a particular order is automatically updated in the backend. After the medicine is
delivered, the FE would update the same in his mobile app, automatically status in the backend
would be changed to delivered which can be accessed by the operations team in the office. The
client also have the access to check the status of each order. The Delivery of a particular medicines
marks the completion of that order.

ANALYZING ISSUES :
When most of the orders are delivered, there are some orders which are postponed and cancelled.
The orders that get postponed are attempted one more time, if then even the attempt is a failure and
that particular order will be cancelled and order is returned back. But some orders are seen
cancelled where the issues are either due to issues arrived from client, or delivery boys. So the
main objective is to address those issues by examining each of the issues and also their sources so

Page 23 of 71
that they can be controlled. By addressing these issues we not only we will be able to improve the
efficiency for Call health drugs but also for other clients.

So the standard Operating Procedure that I have designed consists of all those operations starting
from order receiving from Call health drugs to the end delivery , invoice generation and what must
be done when the procedures are deviated as what is documented before.
PROBLEM STATEMENTS AND PROPOSED IMPLEMENTATIONS:
From the tracking of the daily order status, it has been observed that :
1) NO PROPER UPDATION OF STATUS:The order status of many of the orders of call
health have not been updated in the backend , so the clients even cannot know what is the
status of that particular order. Each of the order status have to be found from the delivery
boys by the operations team from Vdeliver office through calls. As these orders are to be
updated after their delivery SLAs, the delivery status of the orders are to be updated by the
operations staff manually.
a. This resulted in more wastage of time.
b. This increased more work load on the operations staff since they need to plan ,
manage the deliveries of other clients too.
c. The generation of invoices became a herculean task since the charges are levied as
per order status.
d. Regarding this, the call health management also calls to the office or send a mail
multiple times asking for the order status. So much of the time is invested in
updating manually so instead if it is updated in the backend as per time, that could
be accessed by both call health and Vdeliver.
e. It has been observed that the field executives update in a single go when all the
deliveries are done , by that the above problems of manually updations persist.
From these, we can see that there is no proper flow of information between field executives and
operations team who is monitoring them at the other side.
So, I wanted to explore why and where is this gap forming that is resulting in the information flow
dely. The updating of the statuses happens from the end of field executive. So an analysis has been
done on field executives on various perspectives. In order to enhance strong communication and
set a standardized procedure of communication where there is less human interference and more
accurate information, a view of the On field scenario is very much required to estimate and
understand the procedure So the behavior of the random field executives picked were analyzed
through some parameters with the help of hub incharges who went with them while deliveries. This
behavior analysis could give other insights even. The following parameters are captured.
1. Order status Updating.
2. Usage of Application
3. Receiving/Understanding of complete information.
4. Route planning
5. Customer interaction.

Page 24 of 71
Table 4.1: Behaviour analysis of field executive -Balagangadhar
1) FE Name: Balagandhar
Total No of Orders: 16

Route covered: Balanagar, Jadadgirigutta Road, Asian Sha, Pipe Line Road, Kompally,
Suchitra.
Sl. Parameters
Behavior Found Reason for Behavior
No Observed
Calling No initial calls made for
Calling Individuals after reaching the
1 customers for all the deliveries before delivery location/area
delivery start.
Random route planning
2 Route planning Use FIFO-The nearest area from the HUB.
as per areas mentioned

Application Zero application usage- Not required to use, call customer/office if

3
Usage information required

4 Application Sync Zero application Usage No knowledge on APP SYNC feature

5 Order status Call to the office phone Calls better than using application
Update
No usage of Map for Maps might not show the exact location of
6 Areas of error
delivery location. delivery. Maps give info about the area.
Call doesn't connect, 1-2 Attempts to call, Notifies as Out of
Opportunity to
7 Out of Service Area, service area if the delivery location is too
Bluff
Not reachable far

Interaction with Standard text usage-

8
Customer Average.

Feedback:
1. Never uses application
2. Does not update the order status either through application/WhatsApp.
3. Cannot handle too much travelling.
4. Slow in getting things done

Page 25 of 71
 Table 4.2: Behaviour analysis of field executive- Akram
2) FE Name: Akram
Route covered: Banjara Hills, Erramanzil, Khairthabad-Anand Nagar, Masab tank-NMDC,
Langar House, Attapur.
Total No of Orders: 14

Parameters
Sl.No Behavior Found Reason for Behavior
Observed
Calling No initial calls
Calls made only when address not found, else
1 customers made
direct delivery at location
for delivery for all the
deliveries before
Smart Route as Routes planned are timer savers, walks a mile to
Route
2 per delivery rather than spend an hour in traffic for U
planning areas, turn to deliver. Location remembrance.
Location
Application Zero Not required to use as update is done when they
3
Usage application give a call
usage
No SYNC of app also, as he is assumes that app
Application Zero
4 will take care of things when the mobile is switched
Sync application
on.
Usage

5 Order status Calls as per own Update happens only when office calls for order
update convenience update-else no Update
Areas of No usage of Map No usage of app-leads to time consumption to find
6
error for out delivery location,
delivery location.
Call doesn't connect, Order done are never updated, Confident that the
Opportunity
7 Out of Service Area, orders will be assigned late and this gives update
to Bluff
of orders as per the time orders are assigned
Interaction
8 with Detailed Gives complete info when asked for, talks polite.
Customer information-Polite

Feedback:
1. Has good geographical sense
2. Remembers locations of regular orders
3. No usage of application and No updating orders unless asked

Page 26 of 71
 Table 4.3: Behaviour analysis of field executive -Prashanth
3) FE Name: Prashanth
Total No of parcels: 12
Route covered: Somajiguda, Begumpet, West Marredpally, Trimulgherry, Bolarum,
Kompally, MMR Gardens , Bowenpally

Sl.No Parameters Behavior Found Reason for Behavior

Observed

1 Calling customers for Calls customer while Calls customer as per the landmark given,
delivery entering the area- and follows direction accordingly
only when location is
unknown

2 Route planning Good route Planning Good route planning, works as per
and execution scheduled orders already sorted in hub

3 Application Usage Full Usage of Pickup and delivery location are same as
application, follows the update is given for pickup after
protocol reaching the delivery location.

4 Application Sync SYNCs rarely, SYNCs app thrice in a delivery ride.

5 Order status update
6 Areas of error
Complete usage Order update is done through App,
through app. including postponed and cancelled. Once
Updated I'm safe from my side.
Redundancy in Same entry and exit route used even for
routing areas which are adjacent

7 Opportunity to Bluff Minimum/ No

opportunity to bluff

8 Interaction with Professional-polite Talks to customer with respect and gives

Customer and respectful details as asked for. Uses English to the
best extent possible.

Feedback:1. Completes order as directed

2. Considers that the workload is appropriate
3. The pay scale is good as per market
4. Use of earphones makes him to talk clearly and drive at the same time so that he
reaches location as directed.

Page 27 of 71
Table 4.4: Behaviour Analysis of Field Executive – G. Srinivas
FE Name: G.Srinivas
Route covered: Ameerpet, Fateh nagar, Balanagar, Asian Sha, Chintal phase 2, Mothi Nagar,
Czech Colony, Madhura Nagar, Krishna Nagar

Total No of parcels: 13

Parameters
Sl. Behavior Found Reason for Behavior
No Observed

Calling
No calls to Calls only the initial customer for
1 customers for customers availability and repeats the same for every
delivery Order
No route plan based on delivery
2 Route Poor route plan and location,
planning execution Random assumption and no rational thinking
in scheduling the deliveries
Application Zero Usage of No Application usage for location or any
3
Usage application other detail.

Application No Application
4 Not required to SYNC
Sync SYNC

Order status No update of orders Manually writes completion of orders

5
update until asked for for personal record and update when office

6 Areas of error Route planning, Not required to plan orders

Updating Method
7 Opportunity to False updates on Lazy to complete work
Bluff orders

Average-talks only Talks bluntly with customer, does not give

8 Interaction with about delivery the
Customer location complete information to the customer
on delivery

Feedback:
1. No Knowledge of application
2. Does not understand how application works in backend.
3. No geographical and directional sense and Very poor routing.

Page 28 of 71
 Also apart from On-Field visit with the field Executives, visit to hubs were interaction with all
Field executives was also imperative. Hence an initial field visit to the hubs was carried to
estimate and find out the understanding of a Field executive of the entire operational procedure
involved both from the front end and at the back end.A questionnaire was prepared in order to
analyze as to how a field executive understands the process in the background andwhy few steps
are asked to be performed while completing deliveries/ orders given. The feedback is as follows:
Table 4.5 : table describing the questionnaire for field executives and responses
Sl Name Do you get Can you Is there a Your action Is the How do you
NO complete understand the constant when application update the
delivery complete change in Information easy to information
information? Pick/Delivery the is use? to Office?
informations information? incomplete?
given?

1 Raju Yes Yes No Call Office Yes Message

2 Devraj Yes Yes No Call Office Yes Message
3 Srinivas Yes No Yes Call No Call Office
Customer
4 Tilak Yes Yes Yes Call Yes Message
Customer
5 K Yes Yes No Call Yes Message
Srinavas Customer
6 Karunakar Yes Yes No Call Yes Message
Customer
7 B.Venkatesh Most of it Yes No Call Yes Message
Customer
8 Sai Most of it Yes Yes Call Office Yes Message
Naresh
9 MD Most of it Yes Yes Call Office Yes Call Office
Akram
10 Balraju Yes Yes No Both- Yes Message
depending on
the info
received
11 Saidulu Most of it Yes No Call Office Yes Call Office
12 Rakesh Yes Yes No Call Yes Message
Customer
13 Sai Yes Yes No Both- No Message
depending on
the info
received

Page 29 of 71
Graphical Representation:

10
9
9
8

5
4
4

0
most of it yes

Fig:4.1.1: No of FEs who have received complete information from Office

14

12
12

10

2 1
0
no yes
Fig:4.1.1: No of FEs who have clear information of pick/ delivery information given

On vertical axis = Number of FEs

Page 30 of 71
 7
6
6
5
5

3
2
2

0
call office call customer both options but
depends

Fig 4.1.3. Action when information is incomplete

12
11

10

2
2

0
no yes

Fig4.1.4 Ease of use for application

On vertical axis=No.of Fes

Page 31 of 71
12
11

10

2
2

0
call office message

Fig: 4.1.5. Updating information to office:

10
9
9

5
4
4

0
no yes

Fig 4.1.6 :Constant change in the information

On vertical axis=No of FEs

Page 32 of 71
 From the above data and the field visit, we can conclude the following.

1. The design and usage of application is easy and feasible for the field Executive.
2. Order status updates to office through telephonic conversation but not through application.

3. Application is not used on a regular basis and the adaption rate for application is very low.
4. Order prioritization based on SLAs is not followed in delivery process.

Proposed Implementation :

The usage of application was easy and feasible , but it is seen that application usage is
very less. There is reluctance to get adapted to technology .So in order that application
usage to be improved , the field executives must be said about the benefits about using
the app and adoping technology.The need must be emphasized saying that time ccan be
reduced and work load can be reduced.
To the field executives who find the application usage is not easy particularly
and to others, regular training sessions needs to be taken and each feature should be
explained clearly. Strict regulation may be established saying that the usage of smart
phone and app is compulsory without which work is not allowed.

The field executives must and should update the order status in the application after each
delivery.

Order prioritization not according to SLA:

The field executives takes other orders while delivering call health medicines. During
this process they deliver other orders if the address is nearby , this is causing delays in
the delivery of call health medicines. So the field executives must be informed that call
health drugs delivery must be prioritized since its delivery SLA is within 4 hours, and if
the dead line is not met, then the company might have to lose its revenue and get bad
reputation.
So to keep a constant flow of information, a system of timely report should be
introduced, where for each slot, a report is to be sent to call health management
regarding the status of all the orders received in that particular slot. Invoices can also be
easily generated.

2) NOT COMPLETE ADDRESS GIVEN : When the orders have been received from the
client side , most of the delivery addresses were not clear. So it was very difficult for the field
executives during deliveries, by the time the correct address is found, there would be delay in
other deliveries, where other customers would be irritated. To avoid delay in the deliveries in
the other orders, most of the orders would have been cancelled.

Page 33 of 71
Proposed Implementation : This problem should be escalated to call health management and it
should be discussed at what level this problem might be turning problematic and how other
deliveries will get delayed. It must be made clear that the orders whose address is clear and correct
will be only attempted for deliveries.

3) CHANGE IN THE ADDRESS BY CUSTOMERS : When the field executives call to

customer during deliveries, they suddenly change the address which might be in other part of
the city which may take time . The that particular order which was to be delivered within 4
hours will bot be possible to be delivered.

Proposed implementation : If the field executive have enough time to attempt they can execute. If
not they have to communicate in such a way that the delivery would be executed in the next
attempt as it would cause delay in the deliveries of others. The same must be definitely
communicated to vdeliver office who in turn would inform to call health.

4) OUT OF SERVICE AREAS: The cancelled orders mostly consisted of those areas in out of
service areas.
Proposed Implementation: The Call health management should be given a clear list of which
areas comes under service areas, extended service areas and also out of service areas so that
cancellation rate would decrease.This knowledge is even must for the field executives and
also for ops team for correct execution

5) WRONG MEDICINES AND EXPIRED MEDICINES DELIVERY:

When the field executives are delivering and customers are checking their set of medicines,
most of the cases are there where wrong medicines are delivered, that means the medicines
which are not actually ordered by the customers are delivered , and in some cases the
customers get those medicines which are expired. When this happens , the customer gets
irritated and show the anger on field executives. All these orders comes under cancelled
orders.
Proposed Implementation:
The field executive must inform the matter to Vdeliver who inturn informs to call health
management .It must be explained to customers that Vdeliver just is the logistics partner of
Callhealth and that Call health would deal with the issue. The medicines must be returned to
origin.

6) NO CLEAR POINT OF CONTACT:

When issues are arised from the client side , in order to communicate to them,there was no
one point of contact from call health management . There were so many multiple contacts to
whom the issues are shared but other person in charge would not have this information. As a
result it was quite ambiguous to whom the issues must be escalated.

Page 34 of 71
 Proposed Implementation :
For this ambiguity to be resolved, there should be a definite contact from call health
management. In the current scenario, the call health management has given an escalation
matrix where some definite contacts are there at various levels. So they are contacted.

7) PARTIAL DELIVERIES:
Partial delivery is a situation where in the medicines ordered by customers, some medicines
are correct and other medicines are wrong , which they haven‘t order. While partial deliveries
take place , there would be a lot of ambiguity whether to deliver or not. This is because some
customers cancel the entire order or some customers takes the correct medicines and returns
the wrong ones. If the order is cancelled it doesn‘t pose a problem, but if it is like half delivery
then the customers would pay for the taken medicines and take the invoice with them. Now
this payment process sometimes becomes difficult for the field executives and return of half
medicines would be difficult.

Proposed Implementation :
To avoid the ambiguity, Vdeliver management must either say a complete no to partial
deliveries or if it is a yes, then field executive must clearly note what medicines are delivered
and what are rejected , as per that take payment . This process must be clearly communicated
to vdeliver and call health management and accordingly the invoices must be generated .

8) ACCUMULATION OF CANCELLED ORDERS:

Whenever there are partial deliveries , the returned medicines are not accepted by call health
without the invoice, but the invoices are already taken by the customers. As a result large
number of medicines are accumulated behind in the hub.

Proposed Implementation ;
This matter is escalated to the call health management where they implemented a change as
in whenever the details of this partial medicines is communicated through the mail, they
would accept it. So flow of information is important.

9) DIFFERENCE IN THE AMOUNT ON THE BILLS:

When ever an order is received from call health, the product charge that must be collected
from the customers is specified and the same is provided on the invoice that with be there in
the parcel to be delivered, but the customers receive a message from the call health with
different bill amount that they must pay. So when the field executives go for delivery , and
asked to pay the amount specified on invoice, the customers often get into arguments with
field executives about the bill amount. Actually the bill amount received by the customers will
be less than what is there in the invoice due to some discounts offered to them which is not
known clearly.

Proposed Implementation :
To avoid this the Callhealth must be asked to give the same bill amount on everything or the
details of discounts offered must be specified so that the confusion can be avoided.

Page 35 of 71
10) ISSUE ABOUT THOSE MEDICINES WHOSE ORDERS ARE NOT RECEIVED :
In the earlier months , when the field executives went for the pick up of call health medicines ,
the clients used to give those additional parcels for which no order has been received and
those orders are attempted for execution .This would be a problem because there would be no
track on what are executed while preparation of invoices it would be a problem.

Proposed implementation :
The field executives must be strictly informed not to collect any extra parcels other than the
orders that are received. Prior they go for the pick up, the field executives must be given the
list of order IDs that are received in the back end and accordingly they have to receive them ,
if any parcel of order ID received Iin the backend was not given, that also must be informed to
the office which will be helpful in sending the slot wise reports giving the updates about the
order statuses.

11) PLANNING ABOUT ROUTES AND RESOURCES:

As seen the field executives followed random routes for deliveries. Without proper planning
,the delivery SLAs will be missed .Planning involves availability of resources for allocation
and timely delivery.

Proposed implementation :
Planning have an utmost importance in the delivery process. The areas serviced are segregated
under 12 different routes which comes under three hubs. Each route is normally given to a
field executive. Planning should be done in such a way that the FE who has good knowledge
in a particular route can be assigned to him so that deliveries would take place faster. If the
resources are not allowed then any route can be assigned to any FE and he must definitely
make use of GPS for any unknown locality. Multiple FEs must be allocated in a single route if
there are many orders in the route. The number of FEs available in a particular hubs depends
upon number of orders that comes to that hub.
So it has been analyzed how many orders has been arrived for each hub and for each
route for the three months of april , may and june and they have been compared.

Planning on routing was done based on segregation of local areas under three hubs. On the
whole the total areas that are serviced are divided into 12 routes.
Madhapur hub had 5 routes covering some areas under each of the route.
Punjagutta hub had 4 routes covering some areas under each of the route.
Gandhinagar hub had 3 routes covering some areas under each of the route.

Page 36 of 71
TABLE 4.6. NUMBER OF ORDERS FOR THE MONTH OF APRIL PER ROUTES

NUMBER OF ORDERS FOR

ROUTES APRIL MONTH
R1M 109
R2M 131
R3M 77
R4M 68
R5M 109
R6A 113
R7A 168
R8A 111
R9P 197
R10P 97
R11P 134
R12P 43
OSA 1

TABLE 4.6.1 NUMBER OF ORDERS FOR THE MONTH OF APRIL PER HUBS

HUBS NUMBER OF ORDERS

M-HUB 494
G-HUB 392
P-HUB 471
OSA 1

NUMBER OF ORDERS

471 494 M-HUB

G-HUB
P-HUB
OSA

392

Fig 4.2.1 : pie chart distribution of number of orders per hubs

Page 37 of 71
 NUMBER OF ORDERS FOR APRIL MONTH

250

197
200
168

150 131 134

113
109 109 111 NUMBER OF ORDERS FOR
97 APRIL MONTH
100
77 68
43
50

1
0

Fig 4.2.2: Bar graph distribution of number of orders based on routes

NUMBER OF ORDERS FOR THE MONTH OF MAY :

Table :4.7: Number of orders per route in may

NUMBER OF ORDERS FOR MAY

ROUTES MONTH
R1M 97
R2M 116
R3M 133
R4M 65
R5M 123
R6A 124
R7A 170
R8A 100
R9P 170
R10P 100
R11P 151
R12P 69
OSA 2

Page 38 of 71
 Table : 4.7.1 Number of orders per hub in may

HUBS NUMBER OF ORDERS

M-HUB 534
G-HUB 394
P-HUB 490
OSA 2

2 NUMBER OF ORDERS

490 534 M-HUB

G-HUB
P-HUB
OSA

394

Fig:4.3.1 Pie chart distribution of number of orders in may taken per hub

NUMBER OF ORDERS FOR MAY MONTH

200
170 170
151
150 133 123 124
116
97 100 100
100
65 69 NUMBER OF ORDERS FOR
MAY MONTH
50
2
0
R10P
R11P
R12P

OSA
R1M
R2M
R3M
R4M
R5M

R9P
R6A
R7A
R8A

Fig 4.3.2 : bar graph distribution of number of orders in may

Page 39 of 71
NUMBER OF ORDERS FOR THE MONTH OF JUNE:

Table .4.8: THE NUMBER OF ORDERS PER ROUTES IN JUNE

NUMBER OF ORDERS
ROUTE FOR JUNE MONTH
R1M 117
R2M 114
R3M 108
R4M 71
R5M 114
R6A 115
R7A 176
R8A 110
R9P 163
R10P 123
R11P 121
R12P 66
OSA 2

TABLE: 4.8.1: THE NUMBER OF ORDERS PER HUBS IN JUNE

HUBS NUMBER OF ORDERS

M-HUB 524
G-HUB 401
P-HUB 473
OSA 2

NUMBER OF ORDERS
2

473 M-HUB
524
G-HUB
P-HUB
OSA

401

Fig :4.4.1: pie chart distribution of number of orders per hubs in june

Page 40 of 71
 NUMBER OF ORDERS FOR JUNE MONTH

200 176
163
150 117
114 114 115 123 121
108 110
100
71 66 NUMBER OF ORDERS FOR JUNE
MONTH
50
2
0

Fig:4.4.2:bar graph distribution of number of orders per route in june

OBSERVATIONS:

We can see that in each of the three months , the number of orders are being high for routes R7A
and R9P , so we can plan in such a way that more more than one resource can be allocated to these
routes to avoid any delay in deliveries. And highest number of orders in terms of hubs is attributed
to madhapur hub, the availability of resources in m-hub should be high so as to avoid any
deviations.

So an SOP with the above issues , proposed implementations have been along with some definite
timings and formats.,

My work on SOP is as follows

Page 41 of 71
STANDARD OPERATING PROCEDURE submitted to company:

 Business Name :CALL HEALTH DRUGS

 Purpose : This document aims to implement a Standard Operating Procedure for smooth
operational flow between VDELIVER and CALLHEALTH .
Business Id : BIZ_062
 Input Source : BIZ-API

 Input Information : Call Health generates the orders for parcels by providing the
 following input fields
a) Customer name
b) Customer mobile number
c) Pick up customer name, mobile number, Email
d) Pick up address, postal code
e) Delivery address,postal code
f) Order type
g) Product Charge
h) Weight of the parcel
i) Payment type received- COD/EASY TAP
 Output : The orders are updated on backend and processed and assigned to Field
Executives and they set out to deliveries. After particular deliveries are done, then
payment of product charges are taken either through COD or EASYTAP machine .The
updated status of each of these orders are continuously tracked and monitored over the
backend and then timely reports are generated per day and sent to call health . At the end
of each month, invoice is generated and sent to Call health for monthly billing purpose.
  Data Location : The entire database is managed through, Order Management System
 Billing Cycle : A monthly invoice is generated by third of every month stating the status
of every order that has been received and processed for delivery and accordingly the
charges are applied for each order and then sent to Call Health.

 Service Charges: The price per order for Call Health for VD-04 orders is charged as
follows
Base Price : 52
Minutes : 240
KMS : 15
Service tax as per GST : 18%
 Order Type : VD-04

Page 42 of 71
 Call Health Service Timings:
SLOTS PICK UP TIME REPORTED TIME OF DELIVERY SLA TIME
FE AT MEDI WORLD
FIRST SLOT 9:00 AM 8:45 AM 1:00PM
SECOND SLOT 2:00 PM 1:45 PM 6:00PM
THIRD SLOT 4:00PM 3:45 PM 8:00PM

 Pick up Point : 1-1-147/1, SHOP 1&2 Near Clock Tower Cirle opposite Garden Hotel, SD
 Road, secunderabad, 500003
 Responsible Persons:

VDELIVER CALL HEALTH

OPS Team
POC (Poojitha,Navya,karan POC ESCALATION DESK
Gupta,Kiran kumar)
Mobile 95xxxxxxxx Mobile 040-3xxxxxx
Email Id orders@karthas.com Email EscalationDesk@callhealth.co.in
Esclation 1 Esclation 1
POC Mr. A.S.K.Chaithanya POC Mr.Sandeep Panjala
Reddy
Mobile 9xxxxxxxxxx Mobile 89xxxxxxxxx
sandeep.panjala@callhealth.co.in
Email kcreddy@karthas.com Email
Field Level Hub Incharges Esclation 2
Field Executives POC Mr.Kiran Kumar
Maintainance of
COD and other
Mobile 910xxxxxxx
financial
accounts
POC1 Mr.Surendra Babu Email kirankumar.ande@callhealth.co.in
Mobile 9xxxxxxxxx Escalation 3
Email surendra@vdeliver.in POC Mr.Haseebuddin Shaik
POC2 Mr.Neelam Krishna Mobile 9xxxxxxxxx
Mobile Email haseebuddin.shaik@callhealth.co.in
Email neelamkrshn@gmail.com
POC Mr.Abhishek Khandelwal
Mobile 7257998321
abhishek.khandelwal@callhealth.co.in
Email

Page 43 of 71
 
The STANDARD OPERATING  PROCEDURE that VDeliver follows with Call Health
 consists of the following steps.

1) Receiving of orders from CALL HEALTH

2) Planning of Orders
a) Planning of Field Executives
b) Route Planning
3) Assignment of Order
4) Delivery process
5) Reporting of the Orders per slot and Developing Monthly Invoice

The standard operating procedure is as shown:

Start

Receive 1
orders from
CALL HEALTH

Do the Planning 2
on Routes and
Field Executives

Assign the 3
Orders to the
Field Executives

Update the status

of orders in app 4
and backend

Page 44 of 71
 Send the Daily
reports to Call 5
Health

stop

1.ORDER RECEIVING PROCESS

ORDER RECEIVING PROCEDURE :


The entire process initiates with the receiving of the orders from call health. The orders are
created through Business Application Programming Interface  from their end and for each
 order we are notified through an email at orders@karthas.com.

 For each order created, the system generates an ORDER ID for easy tracking of that particular
parcel and also an MRN number that is associated with a particular customer .

The orders which has been created, also gives the information about the Customer name,
Customer mobile number , Type of the order, Pick up address, Delivery Address, the
 charges associated with the delivery, the payment type , type of product and Weight in kgs .

 All these orders are there in the
back end, with created time and pick up SLAs and Delivery
SLAs in the unassigned status.

  Health round the clock, but the orders are split ,segregated
The orders are sent from the Call
and serviced under three slots.

  the previous day to the
In the morning slot, all those orders that are created after 4:00PM
orders that are created before 9 am the present day are served .
  
The orders that come after 9am till 2pm are served under the second slot.
 
The orders that come after 2pm to 4pm are taken to third slot and the process repeats.

Receiving Order INSTRUCTION


All the orders that are to be executed must and should be received through mail without which that

particular order must not be attempted for pick up and delivery.

Page 45 of 71
 start

Call Health creates the Orders through BIZ-API Orders are

created on backend and are also are notified on
orders@karthas.com

Order Busine
Ord Custome Create MRN Pick Delivery Order Order ss
er r name up type status from
d time number address Name
id address

Fig : figure showing the order receiving procedure

Page 46 of 71
 2. PLANNING PROCESS

Receive orders through BIZ-API

List out all orders as per time slots and segregate

them as per hubs and addresses

Plan Routes

Plan Field Executives for pick up from Mediworld

and for deliveries

Planning INSTRUCTIONS

  before the
The planning about the routes and Field Executives must be done well
field executives go for pick ups and assignments are done to them.

The planning about routes are very important because the planning must be done keeping
in mind that if a route is planned , it covers the maximum deliveries in that particular
way there by time is saved and maximum efficiency is reached with optimum utilization
 of resources.

Care should be taken while planning thatrequired number of resources are available to
execute deliveries in that particular slot.
 
Planning should also involve segregation of orders into hubs before hand

Page 47 of 71
PLANNING PROCEDURE:

 
The planning forms the core of the delivering process and the entire planning has to take
place from the office of VDELIVER.

The planning essentially revolves around count of the parcels that have been created for
each slot, segregation of each parcels into three hubs –ASHOK
 NAGAR hub(GANDHI
 NAGAR hub), PUNJAGUTTA hub and MADHAPUR hub.

The next planning is done on routes based on the delivery addresses. The planning about
this is very important because the planning must be done keeping in mind that if a route is
planned , it covers the maximum deliveries in that particular way there by time
 is saved
 and maximum efficiency is reached with optimum utilization of resources.
  The route planning is dependent upon following two factors
a) The number of orders received in that particular slot
b) The delivery address to which the parcels need to be delivered.

PLANNING OF ROUTES BASED ON AREAS:


Primarily, the areas of Hyderabadare divided under three hubs- Gandhinagar Hub,
Madhapur hub and Punjagutta Hub.

Under each of these hubs, there are 12 routes which are again segregated under the three
hubs (R1,R2,R3,R4,R5,R6,R7,R8,R9,R10,R11,R12)

 are denoted by R1M,RM,R3M,R4M,R5M
Under madhapur hub there are 5 routes, which
each route consists of areas under madhapur.
  Under Ashoknagar hub there are 3 routes, which are denoted by R6A,R7A,R8A.

 
 Under Punjagutta hub there are 4 routes R9P,R10P,R11P,R12P

Apart from the areas under each of these hubs , VDELIVER extends its services to some
other areas additionally added to some of these routes called E.S.A(Extended Service
 areas) only facilitated for Call Health.

These Extended service areas canbe found in the Route Plan sheet under each route , the
 areas marked with yellow colour.

Once the orders have been made up for the slot and as per hubs, then each order is identified
with the routes and clubbed with the adjacent routes if the number of orders for
a particular
 order are minimum and so the orders in neighbor routes can also be attempted.

Normally the routes are assigned to delivery boys who has the good knowledge of the
routes to facilitate faster deliveries.

Page 48 of 71
 PLANNING OF FIELD EXECUTIVES
 
 The next step in the planning is done about the Field executives.

 A thorough and before hand information must be collected on how many field
executives are present at each hub and who are present.

This information can be collected from hub incharges of each hub and employees
should also see that required number of resources are available to execute deliveries in
 that particular slot.

The presence of a particular FE at a particular hub can be known by calling to that
particular hub incharge
 or referring to the sheet where the details of all week offs of all
 the Fes are there

The list of orders of that particular slot, the details of hubs which each order id is concerned

with and the route planning must be planned and made much ahead of pick up times for the
smooth implementation of the whole processes.

Once all the above planning is done, the employees in the operations team must
communicate with each of the three hub incharges, get the information about available
delivery boys at each hubs and accordingly plan and sendrequired number of field
 executives for the pick up to MediWorld, Secunderabad.

The number of delivery boys that goes for pick up for morning slot are three, from
two hubs, for second slot it is one
delivery boy and for third slot one delivery boys
goes to MediWorld for pick up.

A )PLANNING OF FIELD EXECUTIVES AS PER THE SLOT FOR PICK UP

Number of
Field
Names of
Slot Executives Delivery Boys Hubs
going for Pick
Up
PRASHANTH PUNJAGUTTA HUB
FIRST SLOT 3 SANTHOSH PUNJAGUTTA HUB
VENU MADHAPUR HUB
GANDHINAGAR
SECOND SLOT 1 PRAKASH/SUDHAN
HUB

GANDHINAGAR
THIRD SLOT 1 PRAKASH/SUDHAN
HUB

In the first slot, Prashanth and Santhosh from punjagutta hub and Venu from Madhapur hub go for
the pick up and they segregate the parcels and venu takes away the parcels to madhapur hub,
Prashanth takes the parcels of punjagutta hub and

Page 49 of 71
  santhosh picks up gandhinagar hub parcels and drops it to gandhinagar hub generally
 and returns to Punjagutta hub and goes for deliveries.
 In the second slot, any of the delivery boys preferably Prakash/Sudhan from
Gandhinagar hub will go for pick up and get it to punjagutta hub and from there
madhapur hub and Gandhi nagar hubs parcels will be dispatched .In the third slot, any of
the delivery boys preferably Prakash/Sudhan from Gandhinagar hub will go for pickup
and get it to punjagutta hub and from there madhapur hub and Gandhi nagar hubs parcels
 will be dispatched.
 Steps to be followed after planning and during the pick up location 
Send the list of orders received through backend as per slot
and hubs and route plannings to selected Field Executives

The Field Executives must reach MediWorld 15 minutes prior

to the pick up timings.

The Field Executives must crosscheck the order IDS of

parcels at the pick up to that of the received list from office
and segregate them into different hubs as in the list

Provide the information about the order Ids of the parcels

that have been taken at the pick up location to the office for
tracking

After the above step, while leaving, the FEs have to take the
corresponding invoices of the parcels and pick up order proofs
that has the photograph of parcel and digital signature

In the first slot three FE’s In the second slot, the FE goes to In the third slot, the FE goes
goes to three hubs and his closest hub(punjagutta) and to his closest
dispatches the parcels dispatches the parcels to other 2 hub(punjagutta) and
through other FEs present at hubs dispatches the parcels to
each hubs other 2 hubs

At each of the hubs, each of delivery boy will take

his assigned parcels with the invoices and sets out
for delivery with card swipping EZYTAP machine

Page 50 of 71
PROCEDURE AND INSTRUCTIONS FOLLOWED AT THE PICK UP POINT


 
After particular FEs are allotted to go for pick up, before they start, the field executives
must be given the list of the order ids, the related hubs , and also the route planning.
  The Field executives must reach 15 minutes prior to the pick up time. 

For example in the morning slot, the Fes must reach at 8:45 AM in the morning, in the
 they have to reach by 1:45 PM , in the third slot the FEs must reach by
second slot
3:45 PM.

After the FEs reach the pick up point ie., at the MediWorld, they have to cross check the
order IDs ofthe parcels which has been sent from the office to the parcels they are
 picking up.

After crosschecking with the order IDs, the FEs can easily segregate the picked parcels
based on hubs  as this information will be easily available in the list that is provided by
 the call centre.

It is a must that the FEs whoever has gone for pick up after the above operations, they
have to inform the employees at the call centre regarding how many parcels they have
 picked up in each slot before leaving.

After crosschecking and segregating the parcels the Field executives has to move from the
client location (by 9:15 am sharp in case of morning slot, 2:15pm in the second slot and
4:15pm in the third slot), either for direct deliveries of the parcels or to particular hubs for
 parcel dispatching .

While leaving the MEDIWORLD, the delivery boys has to take up the corresponding
invoices and pick up proofs for the taken parcels of the slot that consists of digital signature
and photo of the parcels.From there the delivery boys go to direct deliveries in the nearby
 locations and then to hubs or to direct hubs for further dispatching of parcels .

In the first slot , three delivery boys from punjagutta and madhapur hubs come and pick the
parcels, so they take the parcels to their concerned and other hubs and dispatch from there
or the delivery boys can make the deliveries in the locations near the mediworld and go to
 their hubs for further processing.

In the second slot, one delivery boy comes from his hub (gandhinagar hub) picks the
parcels and sees the deliveries in the nearby locations and goes to his hub , from there he
dispatches the parcels to other remaining hubs within one hour and goes for deliveries , or
from the pick up point he directly goes to his hub and dispatches the parcels as above.
 
The above process holds for the third slot even.

Once all the parcels reaches the respective hubs then the other delivery boys takes
the assigned parcels along with their invoices and a card swipping machine for
the deliveries.

Page 51 of 71
3.ALLOCATION AND ASSIGNMENTS OF ORDERS TO FIELD EXECUTIVES FOR
DELIVERY OF MEDICINES:
 Field executives play an important role in deliveries of parcels from clients to destination. 

The planning of selection of Field executives to a particular route from a particular hub or
 directly from MediWorld depends on whoever are present on that day which can be known  from
hub incharges as to who took the leave and week offs, it can also known from the week
 
–off sheet even.

 
Before allocating, it is really important to know which FEs are having good knowledge
about the routes within the city.

  to that particular FE with good knowledge about
Allocating routes with maximum parcels
routes can speed up the deliveries.

 
So the assignments of the particular Fes must be done before they set out to delivery from the
call centre.
  So the planning and assignments has to be done effectively and efficiently. 

  must ensure that all the orders received for the particular slot are assigned
The call centre
and track it.

The Allocation and Assignments of the orders to the Field Executives are done from the
backend as follows.

ALLOCATING THE ORDERS THROUGH BACKEND


After the orders has been dispatched to all hubs the eachfield executive takes his assigned
 parcels and sets out to delivery with easy tap machine .

 Before this the orders are to be assigned to each field executive through the backend by the
callcentre executives.
  In the backend , the orders that are created will be in the unassigned stage .(UNA) 

Then these orders are ready to be assigned . After a proper planning has been done the
  by selecting that order just by a click on that order and an
each of the orders are assigned
option assign is triggered .

Once assign option is triggered , then it opens one more option of names of all field
executives to whom the order is to be assigned , by selecting a particular field executive that
 order is individually assigned to the particular FE.

We have an option of assigning multiple orders through backend, multiple orders  are selected
 by choosing the radio buttons which would be there on the left side of each order.

  and through that even we
If we click on radio button, the option of bulk assign will be triggered
can assign all multiple orders to that particular delivery executive.
 
Then the orders will be in ASG state.

Page 52 of 71
 
As the orders are assigned to the FEs from the backend, the FEs get this notification through
  application that is customized only to all the field executives in their
a specialized kartha
mobile phones.

After this notification pops out, the assigned FE 
has to accept the order in the application,
 where the status in the back end will be as ACP.

After FE picks the orders from the Medi World, he has to inform the office that he has
picked a particular count of orders and then he
has to keep the status in the application
 as PCK which will be updated in the backend.

After this the person has 
to move on to give to deliveries , if the parcel is delivered, then, it is
put in the status of DEL.

4.DELIVERY PROCESS:
The Field executive should take the parcels that he
needs to deliver in his assigned route alone with Invoices
and EZETAP card swiping machine provided by CALL

Go to the delivery point and calls to customer , regarding

the delivery of parcel. The Customer responds and is
ready is take the delivery

The Field Executive gives the parcel and invoice to

customers for cross checking. After cross checking , the
FE has to collect the amount as on the invoice by COD or
card

Then delivery boy has to take the order proof of delivery by

taking the photograph of the delivered parcel and digital
signature from the customer

Update the completed statuses as DEL on the backend and

inform the same to call centre

Fig : flowchart showing the delivery process

Page 53 of 71
Procedure to be followed at and during the delivery process and delivery point:
  The Field Executives have to ensure that they carry all the parcels related to that route. 

Before the field executives go to deliveries, they need to call to every CALL HEALTH
customer saying that their order is out for delivery and confirm whether they would be 
 available to take the orders at that time and what would be their preferred payment mode.

 By asking so, the chances of any ambiguity regarding deliveries are reduced and time can
also be saved.

 
Once the Delivery boys takes the parcels , and customer is available , he has to reach the
address and take the orders to the door step of the customers.

After the customer approaches, the delivery boy has togive the intended parcel to the
 customer for checking the medicines and the invoice.

After the customer cross checks the entire medicines they have ordered and the bill amount
from the invoice , they are ready to make the payment either by COD( CASH ON
DELIVERY) or through card payment through Eze tap machine provided by call health
that is carried by the delivery boy. When the payment is made through the eze tap
  a payment has been made through machine,
machine, a mail is received notifying
specifying the amount received.

Once the payment is done, then the delivery boy must take the delivery proof by clicking the
 picture of the delivered parcel along with the digital signature of the customer .

Then the delivery boy marks itas delivered in his kartha app, which is updated
 automatically in the backend.

Once the entire process is done, then the delivery executive must also inform the call centre
 order has been delivered also the amount received and payment mode
saying that particular
done by customers.
 
This marks the end of delivery process.

INSTRUCTIONS TO BE FOLLOWED WHILE DELIVERY PROCESS

  The Field Executives must not forget to take the ezi tap card swiping machines , invoices.

 
 Deliveries of the parcel should happen within stipulated time of 4 hours.

Assignments of orders must be completed by the operations executives well prior the field
 executives go to deliveries .

 deliveries are
The field executives must update the status on their kartha app as soon as the
completed with proper order delivery proof and signature of the customer.

Page 54 of 71
AFTER THE DELIVERY PROCESS:

After the delivery process has been done , the field executives carries the COD amounts
 which are received in the process of deliveries and handover them to the hub incharges
at the end of each slot.

 All these COD amounts from the  hub incharges, from each hub are collected by Mr.Neelam
Krishna by the end of the day.

Then Mr.Neelam Krishna ,takes this amount and gives it to Mr. SurendraBabu in the office
 who maintains a record of how much amount is collected for each order.

The next day Call Health sends a report to Mr.Surendra Babu at 9am in the morning
 specifying thepayment that is received through EZE TAP card swiping machine for
a reference .

Mr.Surendra Babu has to send a COD amount report to Call Health that has been collected for
each order that has been processed for the day by 12 pm in the following format.
Date Order id Amount in the Amount collected
backend by Vdeliver
 
The COD amount will be deposited in the bank in CALL HEALTH bank account.

After Delivery, the COD amounts collected by FEs

must be given to hub incharges

From the hub incharges, Mr.Neelam Krishna would

take the COD amounts

Mr. Neelam Krishna would then handover these

amounts to Mr.Surendra Babu in the office

Mr.Surendra Babu collects that amount, makes a record ,

the next day he would send the COD amount collected
report to call health and deposits the COD amount in the
bank account of call health.

Page 55 of 71
5.REPORTING


The last stage in the Call health SOP is that, they have to send daily reports on the status of
all orders 
either delivered or postponed or cancelled to the concerned authorities of CALL
 HEALTH
 
to keep the tracking .

  in
The reports are sent as per the slot wise showing the status of order IDs that are executed
each slot and also a report on cancelled orders is also sent to the CALL HEALTH.

The timings at which each report must be sent are given below

TYPE OF REPORT TIMING AT WHICH IT SHOULD BE

SENT
First Slot Report 2:00pm
Second Slot Report 6:00pm
Third Slot report 10:00pm
Cancellation report Next day morning 10:00 am

The format of the Slot reports should be as follows
ORDE CREATE NAME OF M.R.N STATU DELIVER COMMENT
R ID D TIME THE NUMBE S Y TIME S
CUSTOME R
R

Order id column consists of order Id of each order that is automatically generated within the
backend

Created time consists of both date and time of the order that has been generated.

Name column represents the name of the customer to whom the medicines needs to be
delivered from Call Health.

Status column represents whether the orders are delivered, postponed or cancelled.

Delivery time column consists of the date and time when the order has been delivered to the
customer by the field executive.

Comment section serves the purpose of specifying the reason when a particular order gets
postponed or cancelled.

The Slot reports must be prepared in the above format in M S EXCEL sheet and it must be
uploaded as an attachment and sent to the following email ids from orders@karthas.com
TO: archana.singh@callhealth.com
Cc:EscalationDesk@callhealth.co.in
abhishek.khandelwal@callhealth.co.in,
domonitoring@callhealth.co.in,
Praveen.potluri@callhealth.co.in,
haseebuddin.shaik@callhealth.co.in,
kc@vdeliver.in,
srinivas@karthas.com
Page 56 of 71
 
 Apart from these reports the cancellation reports must also be sent that gives the list of all those
orders that have been cancelled in a day .
 
The format for the cancelled reports must be in the following format

DATE TIME ORDER M.R.N CUSTOMER CONTACT ADDRESS DELIVERY ORDER REASON
ID NUMBER NAME NUMBER POINT STATUS


 in the EXCEL sheet
Like the slot reports, the cancelled reports must be prepared in this format
and then it must be sent through an email from orders@karthas.com to

TO : robin.vinay@callhealth.com
Cc:escalationdesk@callhealth.co.in,
callcentersupervisor@callhealth.co.in,
suman.govarthi@callhealth.com,
l2rph@callhealth.co.in
kc@vdeliver.in

INSTRUCTIONS TO BE FOLLOWED WHILE REPORTING

 
 The reports must be sent in the prescribed format
  
The reports must be sent as per the fixed timings in each slot per day without fail.
 
 The reports must consists of correct updates for each order.
  
The reports must contain all the orders that are received and processed in each slot.
 
 The reports must be sent to all the employees and management concerned without fail



 by
A monthly invoice is raised for the purpose of monthly billing and is sent to Call Health
every third of next month for the services rendered (delivery executions) for a month.
  
The following fields are included in the invoice
a) Order ID
b) Created Date of order ID
c) Client name- Call Health
d) Customer name
e) Customer mobile number
f) Pick up date and time
g) Delivery date and time
h) Payment Type
i) Received Product Charge
j) Actual Product Charge
k) MRN Number
l) Status of order

Page 57 of 71
 m) Pick up point
n) Delivery point
o) Delivery type-vd-04
p) Delivery product
q) Distance involved
r) Weight involved
  The following charges are applied for each order depending upon the order status 
a) Delivered Orders:
BasePrice:52
Minutes:240
KMS : 15
Service tax : 18%
b ) R.T.O: Double the above charges .
NOTE: The above process is the Standard Operating Procedure that is generally followed but yet
there are some exceptions which are dealt in the ways below.

EXCEPTIONS HANDLED: (FAQs)

 
Exception at Pick up point:

Q) What happens when additional parcels are picked up other than the listed ones?

 A) At the time of pick up the number of parcels that are  to be picked up at the MEDIWORLD
might not tally with the order list given in the office .
a) If there are additional parcels , then first it must be informed to the Call centre . In the
office , the concerned employees must contact the call health escalation desk to keep
orders via an email if they intend to make the deliveries in that particular slot , if they
agree to place the orders for that particular slots , then call centre employees in the
vdeliver office must inform the deliver boys to carry those orders for pick ups and by
the time the parcels gets dispatched to the hubs , the planning and assignments must be
done .
b) If the escalation desk intends to make the deliveries of additional parcels in other slot
then those additional parcels must not be picked up in the current slot. But even for
picking up these additional parcels in the other slot, the orders in backend is necessary
and also it must be in the list specified by office to delivery boys.
c) If there are less number of parcels than that is provided in the list from office, ie., the
order has received but parcel was not received then also it must be informed in the
office, so the callcentre employees from Vdeliver office, contacts them and knows the
status .If the parcel has not been received then that particular order can be cancelled or
attemped in the next slot as per the request from the call health authorities.

Page 58 of 71
 EXCEPTIONS AT THE DELIVERY POINT ::

a) What if when the Field executive, calls to the customer before going to delivery , and
customer does not respond?
A) If the Field Executive calls to the customer regarding his availability and he does not
respond, then even the field executive has to take the parcel to that respective address of
the customer and then call the customer , then if the customer responds, do the delivery
process.

b) What if the customer does not respond after the field executive contacts him after
reaching the address of that particular customer even?
A) The field executive has to call to customers two more times , and even if customer does
not respond, then a text message should be sent to his mobile number and wait for
sometime till he responds. If the customer does not respond , the delivery boy can simply
inform to call centre and then carry on with the other order deliveries without wasting
time.

c) What if the customer responds to the field executive saying that he wants the
parcel in a particular time / he is out of station?
A) Then the field executive must clearly know at what time and day the customer requires
the parcel, inform the same to the cal lcentre executives, so they would plan to attempt the
order in that particular time and call centre executives must and should inform the same to
call health management about the status.
The field executive should mark the order status as RTH (Return To Hub)
from their application and mention the reason whatsoever in the remarks section provided,
that will be updated in the backend .

d) What if the particular orders are cancelled?

A) The following become the reasons for cancellation of the orders.
a) The customer might have received the wrong medicines instead of the ordered
ones.
b) The customer might have received the right medicines, but on the invoice ,the
medicines might be wrong, or the doctor name might be wrong.
c) The payment amount to be actually made and the bill amount on the invoice may
not tally.
d) The customer might not have the required cash amount at that time.

For all the above issues, if the customer themselves cancels the order and rejects the
parcels then, the field executive should inform the same to the call centre stating the
reasons. Then field executive should mark the status of that ids as RTH and reason.
Then call centre executive would cancel the order from the backend stating the reason
.

Note: The field executive can just put the orders status as either RTH or RTO, but
he do not have the option to cancel the order. Only the call centre executive has
the option to cancel it from the backend .
 B) IF the customer does not say to cancel and have the above issues, the field executive
has to inform to call centre regarding the issue, then call centre has to forward the
issue to the escalation desk .Then they would suggest as to cancel the order or they
themselves would contact customer and would suggest a solution of canceling and
keeping a fresh order depending on the issue. Then call centre would guide the same
to field executive.

e) What happens to all those parcels that are cancelled?

A) All the parcels that are cancelled will be taken back to respective hubs first, then
during next pick ups to Medi world, all these are returned back by the field executives
and the same should be informed to the call centre. When they are taken back to hub,
the status of that particular order should be updated as RTH , when they are taken to
the Medi world those orders must be updated as RTO,
Once they are returned to Medi world the Fe should inform to call centre that
particular order id are returned back then the call centre executive would cancel the
orders , specify the reason why it has been cancelled .
f) What happens to those parcels which are postponed ?
A) The orders that comes under postponed fall under the below cases
 When the field executive goes to delivery location and customer is not at his place 
 When the field executive goes to delivery location (in case of apartments and security
is not allowing him t go in) and he calls to customer and the customer does not respond
 to the calls and text messages of field executive
When the customer responds to the call of field executive and he himself
requests to field executive saying that he wants the order in other time.

ALL THE POSTPONED ORDERS ARE GIVEN ONE MORE ATTEMPT., These orders
are taken back to hubs and are attempted in the next slot for the orders the customers did not
respond.For those orders the customers requested to postpone ,theorders would be attempted in the
requested time. The requested time is accepted till one additional day of order creation.
g) What if the customer does not respond even in the second slot?
A) If the customer does not respond even in the second slot, then field executive
should inform it to the call centre, then call centre executive have to cancel that
particular order and see that that particular parcel is returned back to the call health
and report the same to callhealth executives.

Note: The call health orders are attempted only twice, where in which if the order is failed
to delivery in the second attempt even then they are cancelled and returned

A) The orders intended to postpone will be in RTH ,ASG state, those in RTH will be
found in failed orders section, from there those orders it can be rescheduled to the

Page 60 of 71
 preferred slot timings . The RTH and ASG orders can be rescheduled from the edit
orders section which will be under Orders that is available on the left side hanging
menu in the admin panel. These rescheduled orders can be found in the unassigned
section in RSH status and these can be assigned to the delivery boys who takes it
for deliveries.

EXCEPTIONS FROM CLIENT SIDE:

A) PARTIAL DELIVERIES :
Partial deliveries refers to that situation where an order contains right medicines
and other are wrong medicines that are not ordered by customers.
When there are partial deliveries, the field executive must inform to the call centre
the situation , which will be forwarded to the call health escalation desk.
If they say to deliver the right medicines only and take the payment for that, then
call centre executives guides the field executive to execute partial delivery and take
the payment required.
Apart from the above steps the field executive needs to record what all medicines
are delivered to customer under that particular order ID and the amount received
with the signature of the customer in the POD book.
The Call centre executives must see that the wrong medicines are returned back to
the medi world.

i) What if the customer changes the address to other than what is given in the
order?
A) If there is a change in the address the call centre executive have to take the changed
address and see whether it could be done or not. If the order can be done, the call
centre has to forward it to call health and the order is to be marked as RTH in that
slot and that order is attempted in the other slot. If the order cannot be executed ,
the same order can be cancelled, providing the reason , informing to call health.

j) What if the concerned authorities from call health, say not to collect amount
from a particular customer?
A) The call centre executive has to confirm it from the authorities of call health as per
the esculation matrix or others and mail is to be sent to call health, stating As
discussed with so and so from the management of call health, the payment for
order ID or MRN number has not been collected. This mail can be used for a future
reference.

  
Whenever any issue arises, a mail must be sent regarding same to callhealth
 
The email must contain looping of concerned authorities both from Call Health and VDeliver

Page 61 of 71
Other exceptions from the CALLHEALTH :
  Incomplete Address :
There are orders everyday with incomplete addresses of the customers. Every time there
is an incomplete address, vdeliver call centre executives are sending an email and M/s
Call Health is getting back with the complete addresses after a while.

This gap hit the agreed SLA. Further customers approach vdeliver after an hour or two,
but by the customers reach to vdeliver, delivery executive is assigned a different order.
Going back and delivering the incomplete address order again is leading to delay in other
orders fulfilment.

Also, the time gap between email about the incomplete address and reply mail with
complete address from M/s Call Health is not being captured and the same is not taken
into account while calculating SLA.

  Difference in Addresses:
In few cases, address communicated for delivery is different from the address in the
invoice. This is leading to confusion during the fulfillment and the same is costing
executive‘s time of re verification with customer

  Customer Behaviour
Executives are falling in trouble as customers are getting irritated when they call to get
the landmark or address/availability confirmation.

  Communication & Status requests:
Many a time, the callcentre executives are asked to update on the status of order which
is not even assigned . This takes a toll on the productivity of customer service team.

Also, the executives are being brought in into the communication between M/s Call Health
& pharmacists wherein the communication has no relation with vdeliver service.

There are many instances, wherein, delivery address out of service carry the address that is
within service area. When executives call the customer, the customer request to deliver
even beyond the service area.

 Order status of past order:

Call Health personnel are requesting call centre executives to furnish information about
orders that are placed before a period of 10-15 days and that consumes tremendous
amount of energy, despite the regular day to day report information being updated.

  Returned medicines not accepted :

The medicines that are rejected by the customers during delivery or during partial
deliveries are not accepted at medi world unless there is an invoice which leads to
accumulation of medicines in the hub

Page 62 of 71
 ALL THE ABOVE EXCEPTIONS AND OTHERS MUST BE ESCALATED IN
THE FOLLOWING LEVELS OF ESCALATION MATRIX

Level-1:

1. Haseebuddin ( Contact: 9100114049/09032577130)

2. Kiran Kumar( Contact: 9100114022)
3. Shiva( Contact: 7207490650)

Level-2: Abhishek Khandelwal

Level-3: Abhishek Chaturvedi

IF THERE ARE ABOVE ANY ISSUES:

1) The field executive must inform to the cell centre executive regarding the issue ,
then call centre executive would escalate the issue to the escalation matrix and get
a resolution.
2) The call centre executive must say the same to field executive and get the
issue cleared .
a. Next the call centre executive must send a mail to call health regarding the
issue in that particular order ID.

3)The mail must be sent to following management from call health from
orders@karthas.com

i. EscalationDesk <EscalationDesk@callhealth.co.in>,
DOMonitoring <domonitoring@callhealth.co.in>, Khandelwal
<abhishek.khandelwal@callhealth.co.in>, HaseebuddinShaik
<haseebuddin.shaik@callhealth.co.in>, "abhishek.chaturvedi"<
abhishek.chaturvedi@callhealth.co.in>
ii. Cc to

archana singh <archana.singh@callhealth.com>,

Srinivas Madhavam <srinivas@karthas.com>,
Chaitanya Reddy A S K <kc@vdeliver.in>

Page 63 of 71
 The format should be as follows

Hello Team,
This is to bring to your notice that customer with order ID XXXXXX with
MRN No. yyyyyy …………….(issue)…………….and our executive has spoken
to Mr. (authority on escalation matrix) who has approved for ------------to
be made. Thus, As per approval, request has been processed.

Exceptions from VDELIVER

  The required reports are not sent on time :
 The Call Health authorities have to send a mail to orders@karthas.com
Looping all the mail addresses mentioned along with the authorities from Vdeliver.
 The status of particular order is unclear/ incorrect

The Call Health authorities have to send a mail to orders@karthas.com

Looping all the mail addresses mentioned along with the authorities from Vdeliver
 The parcels are not delivered on time
The Call Health authorities have to send a mail to orders@karthas.com
Looping all the mail addresses mentioned along with the authorities from Vdeliver

Thus Standard Operating Procedure will be instrumental in addressing key issues and tries to
induce quality operations and improved delivery rates.

Apart from documenting procedures, they are practically implemented to see whether there is any
increase in the delivery rate, quality of operations as the cancelled orders involve the usage of
resources for which any charge has not been levied. So we need to reduce the wastage of resources
through some standardized procedures. So delivery rate have been compared for the months of
april, may, june.

Page 64 of 71
DELIVERY RATES OF APRIL, MAY, JUNE 2017

a) Table:4.9.Delivery rate in the month of april 2017

total number of call health orders in april 1289

total number of orders delivered 1139
total number of orders cancelled 149

total
number of
orders
cancelled
149 total number of
12% orders delivered
total total number of
number of orders cancelled
orders
delivered
1139
88%

Fig :4.6 pie graph to show the distribution of delivered and cancelled orders in april

a) Delivery rate in the month of may 2017

total number of orders of call health in the month of may 1423

total number of orders delivered 1267
total number of orders cancelled 156

total
number of
orders
cancelled
156 total number of
11% orders delivered

total number of
total
orders cancelled
number of
orders
delivered
1267
89%

Page 65 of 71
 b) The delivery rate in june 2017

Total number of orders for June = 1400

total number of orders delivered 1286
Total number of orders cancelled 114

Total
number
of orders
cancelled
114
total number of
8%
orders
delivered
Total number of
total orders

number cancelled

of orders
delivered
1286
92%

COMPARING DELIVERY RATES OF THREE MONTHS

92%

92%

91%

90% 89%
88%
89%

88%

87%

86%
DELIVERY RATE IN DELIVERY RATE IN DELIVERY RATE IN
APRIL 2017 MAY 2017 JUNE 2017

Page 66 of 71
COMPARING TOTAL REVENUE OF THREE MONTH EARNED FROM
CALLHEALTH DRUGS :

95224
96000 94021
95000
94000
93000
89476
92000
91000
90000
89000
88000
87000
86000
TOTAL REVENUE IN TOTAL REVENUE IN TOTAL REVENUE IN
APRIL MAY JUNE

We can see that there is an increase in the delivery rate and and constant increase in the
revenue. So standardizing Operating Procedures are really helpful in building consistency and
reliability, efficiency and there by profitability.

In Short Current scenario is:

1) Since the medicines need to be delivered within 4 hours of pick up time, a procedure has
been standardized that Call health medicines are given a priority first, by clubbing the
callhealth orders with other deliveries whose SLAs were 6 hours and 12 hours or just
callhealth orders
2) Frequent Knowledge Sharing Program sessions and meetings are conducted regularly
where technology team explains about new features introduced and discussions are made
on regular issues to be addressed .
3) Reports on order statuses are sent to Call Health as per slotwise implementation.
The statuses included delivered along with delivery time , cancelled or postponed. If the
status are cancelled or postponed then specific reason has to be provided for the same in the
report.
4) The out of Service areas and Extended Service Areas of call health are clearly specified.

Page 67 of 71
SUGGESTIONS / RECOMMENDATIONS:
From the above faced issues and other technical issues, the following things are suggested.

1) The levels of communication must improve between field executives and operations team
at vdeliver. The field executives must communicate any issues or update the status
whatever it is as soon as possible from the delivery site.
2) As technology is upgraded new options are added, those updates need to be notified to
the operations team through many knowledge sharing sessions and see that they
completely comprehend them.
3) The field executives must also be trained regularly on the application usage and also they
must be created some awareness on inculcating technology related methods.
4) Planning must be done accordingly depending on the number of orders received per
route and per hub.
5) Updating right statuses at the right time would enable the database at the backend to be up-
to-date , which can be used for future reference even.

Page 68 of 71
CONCLUSION:

This Internship has enabled me to know how operations takes place in a logistics
company. Information flow is the most important factor to work in unison.
Information flow include knowing about the procedures underlying the delivery
operations, updating the status of the orders at the right time, communicating the
same with the customers. Without the information flow, the total operations would
be in complete chaos. Proper training to the work force in technology domain is
other key factor at Vdeliver, because the technology is integrated in every nerve of
its operations. The technology is going to be updated where the manual assignments
of orders to field executives is replaced by semi-automatic allocation which is done
by the software developed.
Keeping all the flows in place has been done with the help of Standard Operating
Procedure, which acts as a strong base for reference and guides employees to follow
methods that helps the organization to achieve its goals and objectives.

Page 69 of 71
REFERENCES:
1) Introduction to Operations Management – Stevenson
2) Operations Management - Russell and Taylor

Web links:
1) https://www.inc.com/encyclopedia/operations-management.html
2) https://www.hindawi.com/journals/ddns/2014/701938/
3) http://www.investopedia.com/terms/o/operations-management.asp
4) https://www.techopedia.com/definition/13984/logistics-management
5) http://www.firstpost.com/tech/news-analysis/technological-innovations-
and-new-trends-in-logistics-supply-chain-management-3679219.html

Page 70 of 71
Page 71 of 71