A PROJECT REPORT ON

Study of logistic to export and import With reference

Cogoport
Compilation of Project

Submitted to

SAVITRIBAI PHULE UNIVERSITY OF PUNE

In the partial fulfillment of
BACHELOR OF BUSINESS ADMINISTRATION IN INTERNATIONAL BUSINESS
BBA-IB (IIIrd Year)2018-2019

Submitted By
Mrunali Khairnar

Under the guidance of

Mr.Govind Gosavi sir

SINHGAD COLLEGE OF SCIENCE Ambegaon (BK.), Pune-411041

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 CERTIFICATE

This is to certify that Khairnar Mrunali Sanjay has successfully completed the
project work titled “Study of logistics to export and import” as a partial
fulfillment of Bachelor of Business Administration in international business ( T.Y
BBA -IB) Degree of University of Pune.

Internal Examiner External Examiner

( )

Principal

Dr. M.P Ghatole

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 Declaration

I_Khairnar Mrunali sanjay, hereby declare that this completion of industry

visit report submitted toward fulfillment T.Y. B.B.A-IB. Degree of Pune university
is based on industries visited by me during academic year of 2018-19 and has not
been submitted any other university or institute towards the award of any
Degree.

……………………….

Date:

Place: Pune

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 ACKNOWLEDGEMENT

I wish to express my sincere thanks and gratitude to all of them who have
helped me to complete my project report.

First of all I would like to thank that supreme power the almighty GOD. Who
has always guided me to work on right track and always blessed me with his
blessings by giving me the best

This project report could not have been completed without the guidance of
our principal Dr.M.P.Ghatule and my project guide and the whole department of
BBA-IB. of Sinhgad College of Science of commerce Department.

Once I again I would like to thank to everyone who had directly and indirectly
helped me for completing this project Report.

-------------
(T.Y B.B.A.-IB)

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CAMPANY CERTIFICATE

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6
 INDEX

SR.NO. Particular
1 Executive summery
2 Introduction
3 Company profile
4 Reasearch Methodology
5 Logistics
6 Export procedure
7 Import flow of the company
8 Documents
9 Data Analysis
10 Conclusion
11 Bibliography

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CHAPTER 1 :EXECUTIVE SUMMERY

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 EXCUTIVE SUMMERY

Project title :

“ To Study of logistic to export import ”

Scope of Study

The cogoport company is the based logistic to export and this compay provides digital freight

solutions such as instant freight quatas and online shipment booking for smooth shipment procedure

from ,an experiance team managing 114,000+ containers, I understand about how the export import

work in company

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CHAPTER 2: INTRODUCTION

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 INTRODUCTION

The cogoport company ia a rapidly expanding group of young and driven tech savvy
entrepreneurs, engineers, designers, innovators and thinkers and they are walking to bring
the trillion dollar freight industry online.

 They provides all services you need for international shipping.

 They get competitive rates from freight forwarders, arrange trucking services and keep
track of your shipment.

 With both buyers and seller registered with us, They bridge all gaps in the freight
industry.

 So whether you need shipping services or provide them, you can count on Cogoport to
do the heavy lifting for you!

 They saw the need to streamline freight shipment and make it easier for everyone, so
they took it upon ourselves to see this cause through!

 They strive to provide us the best freight forwarding experience possible, whoever you
are and wherever you are!

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CHAPTER 3 :COMPANY PROFILE

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PROFILE OF THE COMPANY

NAME OF THE COMPANY : COGO FREIGHT PVT LTD

ADDREE OF THE COMPANY : Andheri east,Mumbai,Maharashra.

NO OF EMPLOYEES : About 200

FOUNDED : 2016

HEADQUARTER : Mumbai,Maharashtra

INDUSTRY SECTOR : Internet Software

MANAGING DIRECTOR : Carmit Gilk

WEBSITE : cogoport.com

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HOW COGOPORT WORK :

 Discover Freight RatesBook

 Your Container Upload
 Shipping Documents
 Avail Bill of Lading
 Track Your Shipment
 Play online

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 HISTORY

 Mumbai-based freight logistics startup Cogoport has raised an undisclosed amount

of Series A funding from Accel Partners.

 The startup plans to use the series A funding to invest in developing new product
and fuel business growth by expanding globally and increase its footprint in
domestic market.

 Commenting on the investment, Shekhar Kirani, Accel Partners said, “The timing is

right for disruptors in global logistics and freight category, as the market is massive
and growing. When we met Cogoport team with deep domain experience, global
expertise, fantastic product specialization, strong technology background, and
financial banking expertise, we felt the team has all the ingredients for targeting the
sizeable global market.”

 Incorporated in May 2016 by Purnendu Shekhar, Kunal Rathod, Harsh Kumar and
Nishant Dalmia, Cogoport began its operations in February 2017. It is an online
international freight exchange that uses cutting-edge technology to make the
most cost-effective match between exporters and importers on one hand and
ocean and air freight carriers on the other.

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Mumbai-based Cogoport, a digital freight logistics venture, today announced that it has
secured Series-A round of funding from Accel Partners.

 Launched in May 2016, Cogoport is an online international freight exchange currently

offering price discovery and booking using a data-driven technology solution to make
the most cost-effective match between exporters and importers, on one hand, and
ocean and air freight carriers, on the other.

 In a telephonic conversation, the co-founder did not disclose the exact amount of fund
raised. However, various media houses suggest it to be close to Rs 40 crore.

 The fund will enable Cogoport to invest in developing new product and fuel business
growth by expanding globally and increasing its footprint in the domestic market. 

The founding team of Cogoport

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 The platform enables price comparison for trucking, custom and inland docking charges.
Technology-led solutions aimed at offering enhanced business experience are at the
heart of the brand’s value proposition. Its business model is built around principles of
aggregation and marketplace. The technology-enabled product is designed to simplify
the global freight buying by empowering customers all over the world to make a
transparent decision on every element of goods movement, from price discovery to
delivery of goods, optimising spends, retaining in control through real-time information
flow and intuitive customisable dashboard, focusing on a seamless customer experience

 Purnendu Shekhar started his entrepreneurial journey alone, and soon roped in Kunal
Rathod, Nishant Dalmia and Harsh Kumar as co-founders.

 After starting its operations in February 2017, Cogoport has had a steep growth
trajectory despite being in stealth mode; this validates the pain points of customers.
Cogoport is expanding its team globally and strengthening processes to cater to
significant demand, with more than 400 enterprises waitlisted to start transactions.
Today, a little over 3,000 customers are using various features of the platform to
streamline their daily works

 Purnendu says, “Over the last year we have been able to validate our firm belief that
technology can transform the erstwhile frameworks of freight industry, which are
opaque by design and inefficiency in the system. Our customer-centric approach has
been very positive for us, as we took the risk of building our product along with our
customers. This round will help us expand our wings globally. We are delighted to have
Accel backing us in our vision of democratisation of this industry.”

 Accel’s Shekhar Kirani says, “The timing is right for disruptors in the global logistics and
freight category, as the market is massive and growing. Deep domain experience, global

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 expertise, fantastic product specialisation, strong technology background, and financial
banking expertise, we felt the team has all the ingredients for targeting the sizeable
global market. We are very excited about the future of Cogoport and its value
proposition across the globe."

 Cogoport, with its operations in Asia and Europe, is expanding its team globally. With a
substantial Series A funding, the company is investing in the customer-centric growth of
the business.

 Global logistics has been disorganised and deprived of technology for ages and has
always been ripe for disruption. This multi-trillion dollar global industry has seen
tremendous investor traction over the past couple of years with companies in the US
and Europe providing technology-driven products for the market. The turn of the
international value chain has come post investors exhausting their bets on domestic
logistics players in the trucking and hyperlocal segment.

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Cogoport bets on customer centricity to disrupt the logistics
industry

 Marrying technology and logistics data, the platform’s complex algorithm takes into
account millions of line items such as prices, transit times, vessel details for one lakh
port pairs across the world and hundreds of suppliers, among other variables, to
discover best freight rates for customers. By offering price comparison across players,
the platform allows customers to compare rates and book shipment as well as track it at
the click of a few buttons.

 Cogoport has clocked an annual run rate of $10 million so far, with ocean freight
accounting for 95 percent of it. During the same period, the company ’s has seen 9,000
containers shipped from its portal in addition to 2,500 truck moves.

 Today, the brand has nearly 1,700 registered clients and is witnessing an average of 10
to 15 registrations every day.

The force behind Cogoport

 For Cogoport, the challenges while starting out were no different from what most  other
startups faced, which included raising seed capital and getting the right team of hustlers
on board.

 Today, the brand is backed by a team of 50-plus members, with offices in Mumbai and
Gujarat.

 Though Purnendu started his entrepreneurial journey alone, he soon roped in Anurag
Dabral, Kunal Rathod, Nishant Dalmia and Harsh Kumar to take Cogoport to newer
heights. Anurag is an industry expert with expertise in sub domains of logistics like
warehousing, distribution, strategy, M&A. Kunal is an ex-engineer and entrepreneur
who has tried his hands in different businesses. Harsh is an ex-banker and Nishant has
worked earlier with brands like Housing.com and Amazon.

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 Carving a niche in an age-old industry

 According to ASSOCHAM, the global logistics market is currently estimated to be around

$3.5 trillion. India spends around 14.4 percent of its GDP on logistics and transportation
compared to less than 8 percent by the other developing countries. India’s freight
transport market is expected to grow at a CAGR of 13.35 percent by 2020.

 Considering the growth potential of the industry in the coming years, several small
players such as Vamaship, Gocomet, Freightwala and Shipwaves have emerged in the
logistics space. Established players, such as DHL, Keuhne Nagal and DB Shenkers are also
locking horns with each other to stay ahead.

 However, Cogoport is seeking to secure its foothold in the traditional industry with its
strong focus on customer centricity.

 “We want to do things not because we want to make a profitable business. We are
driven by the pains of our customer and that's basically the soul of our organisation. Our
core mission is to decentralise things for efficiency and use available resources in the
ecosystem for best use of customers,” says Purnendu.

Plans for the future

 The startup has had a seed infusion of $950,000 from a Singapore-based high net worth
individual. Also, the brand has been certified under the Startup India initiative by the
Government of India (Department of Industrial Policy & Promotion) and is confident of
leveraging the Make in India led initiatives and reap its benefits. With a commitment to
give customers the solutions they want, Cogoport soon plans to scale pan-India, with a
keen eye on markets in Europe and Asia.

 “We are not focused on margins at this moment, we want to achieve scale and then we
will trigger our revenue streams which will be largely from our suppliers’ commission,
commission from banks and other financial institutions,” says Purnendu.

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 Harsh Kumar, Co-Founder & Head, Product Development, Cogoport shares the following
insights:

Industry Size:

 It's a multi-trillion dollar Industry globally, hence Kumar says the problem which
Cogoport is trying to solve has the potential to help the startup grow.

 Also, since the market is so big and there is hardly competition and hence, other
players can continue to coexist.

 “Additionally, the team along with the product conceptualisation was able to
showcase the edge and entry barrier making it difficult for others to catch up fast,”
he said.

Technology requirement

 There is an inherent requirement for technology in a tech-deprived international

logistics industry. The day and age when each and everything has the technology,
international logistics is far behind in terms of adoption - hence there is a definite need
for technology-based solutions

 Kumar shares, “Blockchain is the next step as the technology perfectly suits the sector
where information needs to verified, stored and transferred with the data security in
mind. We have blockchain labs, where we are experimenting with various use cases.
Hopefully, one can see a good solution by end of this year.”  

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Team  

 According to Kumar, Cogoport’s team is a blend of industry leaders along with

technology and finance background giving it a well-rounded look along with rich
experience which each of the founding team members brings in.

 The Founder and CEO of Cogoport Purnendu Shekhar is one of the veterans in freight
logistics space with over 22+ years. While Kunal Rathod, prior to serial entrepreneurial
stints has worked with AP Moller Maersk group for a notable period.

 Just like Rathod, Nishant Dalmia, Co-Founder and CTO is a serial entrepreneur and also
have spent his time with Housing.com and Amazon. Additionally, Kumar is an ex-
investment banker himself.

Traction

 Cogoport claims to have received over 12,415 inquiries from over 3000 clients through
its online platform. It has also 49,806 port pairs onboard.

 India’s freight transport market is expected to grow at a CAGR of 13.35 percent by 2020
while the startup has reported an annual run rate of $10 million and ocean freight
accounts for 95 percent of it.

 In the next couple of weeks, Kumar says the startup will be serving more than 5000
clients

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Global Focus

 The logistics startup plans to use the forwards from the funding into product’s pan India
expansion along with improving its global footprint.

 “We are looking at a strategic location from where we can serve Indian customers and
then going forward, international customers,” Kumar said while adding that, “As of date,
we have offices in the Netherlands and Hong Kong.”

Cogoport work :

1 .Discover freight Rates

2.Book your container

3.Upload shipping document

4.Avail bill of lading

5.Track your shipment

6.Pay onliine

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 Journey of cogoport

June 2016 Oct 2016 Dec 2016

Cogoport begins with 1st container shipped Seed funding

Dshekhar

Jan 2017 Feb 201 March 17

Co-founder kunal and Gujarat establishment 25 peaple team

nishant jain

March 2017 May 2017 Sep 2017

100 container shipped Instant price discovery Team grow to 50

people

Nov 2017 Dec 2017 Dec 2017

Full container Booking Series A funding by all over india

platform(search, book, accel
track)

Jan 2018 Jan 2018 June 2018

115 people team Emerging leadership Europe
Bootcamp

Sep 2018 Nov 2018 Nov 2018

AWARDS
Instant contract rates 250 people team Enterprise module
booking party
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AWARDS

 Global logistic award

 Smart logistic and simmit award

COMPETITORS OF COGOPORT

1 Containers

2 Flexport

3 Freightos

4 FreightHub

5 Xeneta

 Top competitor of cogoport are: containers

Flexport

Freightos

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CHAPTER 4 :REASEARCH METHODOLOGY

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 RESEARCH METHODOLOGY

Introduction of Research:

The term ‘research’ refers to ‘search for facts.’ Research can also be termed as fields of
scientific and practical study, where, in order to better administer the business, the company
obtains data and analyses. Research includes financial data, consumer feedback, product
research and competitive analysis. Research is a practical activity intended to find out things in
a systematic and a logical way.

Meaning of Research:

Thus, research is an ‘organized’ and ‘systematic’ approach of finding

solutions to problem or finding answer to questions. Research is said to be systematic as it
involves a definite set of steps in order to arrive at some conclusion also, it is said to be
structure, as it is a planned procedure a well defined scope and method. Research is a
systematically and creatively a new knowledge.

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Definition of Research:

Webster’s Twentieth Century Dictionary:-

“Research is a careful, patient, systematic, diligent enquiry or
examination in some filed of knowledge undertaken to establish facts or principles.”

1) Primary Data Collection:-

Primary data is a key source of collection of data. Primary data is originally gathered
specifically on first hand.

2) Secondary Data Collection:-

Secondary data is the already collection by someone else and which have
already passed through out the statistical process. This data is not especially collected
to solve present or specific problem. The information is relevant and can be used for
our purpose. After doing the data collection in primary method, the researcher did the
collection through the secondary data.

In this there are several types such as:

Book’s, company Journals, Magazines:-

These references are very useful for source of information. Through these
references person can get reliable and details information. These are available very
easily in market and in very large amount.

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CHAPTER 5 :LOGISTICS

LOGISTICS

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Logistics is generally the detailed organization and implementation of a complex operation. In a
general business sense, logistics is the management of the flow of things between the point of
origin and the point of consumption in order to meet requirements of customers or
corporations. The resources managed in logistics can include physical items such as food,
materials, animals, equipment, and liquids; as well as intangible items, such as time and
information. The logistics of physical items usually involves the integration of information
flow, materials handling production packaging, inventors, transportation warehousing, and
often security
In military science, logistics is concerned with maintaining army supply lines while disrupting
those of the enemy, since an armed force without resources and transportation is defenseless.
Military logistics was already practiced in the ancient world and as modern military have a
significant need for logistics solutions, advanced implementations have been developed. In
military logistics, logistics officers manage how and when to move resources to the places they
are needed.
Logistics management is the part of supply chain management that plans implements
and controls the efficient effective forward, and reverse flow and storage of goods, servicesand
related information between the point of origin and the point of consumption in order to meet
customer's requirements. The complexity of logistics can be modeled, analyzed, visualized, and
optimized by dedicated simulation software. The minimization of the use of resources is a
common motivation in all logistics fields. A professional working in the field of logistics
management is called a logistician.

Given the services performed by logisticians, the main fields of logistics can be broken down as
follows :

 Procurement logistics consists of activities such as market research, requirements

planning, make-or-buy decisions, supplier management, ordering, and order controlling.
The targets in procurement logistics might be contradictory: maximizing efficiency by
concentrating on core competences, outsourcing while maintaining the autonomy of
the company, or minimizing procurement costs while maximizing security within the
supply process.

 Advance Logistics consists of the activities required to set up or establish a plan for

logistics activities to occur.

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 Distribution logistics has, as main tasks, the delivery of the finished products to the
customer. It consists of order processing, warehousing, and transportation. Distribution
logistics is necessary because the time, place, and quantity of production differs with the
time, place, and quantity of consumption.

 Disposal logistics has as its main function to reduce logistics cost(s) and enhance
service(s) related to the disposal of waste produced during the operation of a business
 .
 Reverse logistics denotes all those operations related to the reuse of products and
materials. The reverse logistics process includes the management and the sale of
surpluses, as well as products being returned to vendors from buyers. Reverse logistics
stands for all operations related to the reuse of products and materials. It is "the
process of planning, implementing, and controlling the efficient, cost effective flow of
raw materials, in-process inventory, finished goods and related information from the
point of consumption to the point of origin for the purpose of recapturing value or
proper disposal. More precisely, reverse logistics is the process of moving goods from
their typical final destination for the purpose of capturing value, or proper disposal. The
opposite of reverse logistics is forward logistics."

 Green Logistics describes all attempts to measure and minimize the ecological impact of
logistics activities. This includes all activities of the forward and reverse flows. This can
be achieved through intermodal freight transport, path optimization, vehicle saturation
and city logistics

 RAM Logistics (see also Logistic engineering) combines both business

logistics and military logistics since it is concerned with highly complicated
technological systems for which Reliability, Availability and Maintainability are essential,
ex: weapon systems and military supercomputers.

 Asset Control Logistics: companies in the retail channels, both organized retailers and
suppliers, often deploy assets required for the display, preservation, promotion of their
products. Some examples are refrigerators, stands, display monitors, seasonal
equipment, poster stands & frames.

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 Loading of a thermal oxidizer at the point of origin en route to a manufacturing plant

Handling and order processing

Unit loads for transportation of luggage at the airport. In this case the unit load has protective
function.

Unit loads are combinations of individual items which are moved by handling systems, usually
employing a pallet of normed dimensions.

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Handling systems include: trans-pallet handlers, counterweight handler, retractable mast
handler, bilateral handlers, trilateral handlers, and stacker handlers. Storage systems include:
pile stocking, cell racks(either static or movable), cantilever racks and gravity racks.
Order processing is a sequential process involving: processing withdrawal list, picking (selective
removal of items from loading units), sorting (assembling items based on destination), package
formation (weighting, labeling and packing), order consolidation (gathering packages into
loading units for transportation, control and bill of lading
Picking can be both manual or automated. Manual picking can be both man to goods, i.e.
operator using a cart or conveyor belt, or goods to man, i.e. the operator benefiting from the
presence of a mini-load ASRS vertical or horizontal carousel or from an Automatic Vertical
Storage System (AVSS). Automatic picking is done either with dispensers or depalletizing robots.
Sorting can be done manually through carts or conveyor belts, or automatically through sorters

Transportation
Main article: Cargo

Cargo, i.e. merchandise being transported, can be moved through a variety of transportation
means and is organized in different shipment categories. Unit loads are usually assembled into
higher standardized units such as: ISO containers swap bodies or semi-trailers. Especially for
very long distances, product transportation will likely benefit from using different
transportation means: multimodal transport, intermodal transport (no handling) and combined
transport (minimal road transport). When moving cargo, typical constraints are
maximum weight and volume
Operators involved in transportation include: all train, road vehicles, boats, airplanes
companies, couriers freight forwarders and multi-modal transport operators
Merchandise being transported internationally is usually subject to the Incoterms standards
issued by the International Chamber of Commerce

Configuration and management

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Push-back rack for motorcycles, a LIFO rack system for storage

Similarly to production systems, logistic systems need to be properly configured and managed.
Actually a number of methodologies have been directly borrowed from operations
management such as using Economic Order Quantity models for managing inventory in the
nodes of the network. Distribution resource planning (DRP) is similar to MRP, except that it
doesn't concern activities inside the nodes of the network but planning distribution when
moving goods through the links of the network.
Traditionally in logistics configuration may be at the level of the warehouse (node)or at level of
the distribution system (network).
Regarding a single warehouse, besides the issue of designing and building the warehouse,
configuration means solving a number of interrelated technical-economic problems:
dimensioning rack cells, choosing a palletizing method (manual or through robots rack
dimensioning and design, number of racks, number and typology of retrieval systems
(e.g. stacker cranes). Some important constraints have to be satisfied: fork and load beams
resistance to bending and proper placement of sprinklers Although picking is more of a tactical
planning decision than a configuration problem, it is important to take it into account when
deciding the racks layout inside the warehouse and buying tools such as handlers and
motorized carts since once those decisions are taken they will work as constraints when
managing the warehouse, same reasoning for sorting when designing the conveyor system or
installing automatic dispensers
Configuration at the level of the distribution system concerns primarily the problem of location
of the nodes in a geographic space and distribution of capacity among the nodes. The first may
be referred to as facility location (with the special case of sits selection while the latter to as
capacity allocation. The problem of outsourcing  typically arises at this level: the nodes of
a supply chaing are very rarely owned by a single enterprise. Distribution networks can be
characterized by numbers of levels, namely the number of intermediary nodes
between supplier and consumer

 Direct store delivery, i.e. zero levels

 One level network: central warehouse
 Two level network: central and peripheral warehouses

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This distinction is more useful for modeling purposes, but it relates also to a tactical decision
regarding safety stocks considering a two level network, if safety inventory is kept only in
peripheral warehouses then it is called a dependent system (from suppliers), if safety inventory
is distributed among central and peripheral warehouses it is called an independent system
(from suppliers) Transportation from producer to the second level is called primary
transportation, from the second level to consumer is called secondary transportation.
Although configuring a distribution network from zero is possible, logisticians usually have to
deal with restructuring existing networks due to presence of an array of factors: changing
demand, product or process innovation, opportunities for outsourcing, change of government
policy toward trade barriers, innovation in transportation means
(both vehicles or thoroughfares), introduction of regulations (notably those regarding pollution)
and availability of ICT supporting systems (e.g. ERP or e-commerce.
Once a logistic system is configured, management, meaning tactical decisions, takes place, once
again, at the level of the warehouse and of the distribution network. Decisions have to be made
under a set of constraints: internal, such as using the available infrastructure, or external, such
as complying with given product shelf lifes and expiration dates
At the warehouse level, the logistician must decide how to distribute merchandise over the
racks. Three basic situations are traditionally considered: shared storage, dedicated storage
(rack space reserved for specific merchandise) and class based storage (class meaning
merchandise organized in different areas according to their access index).

Airline logistic network. Denver works as a hub in the network.

Picking efficiency varies greatly depending on the situation. For man to goods situation, a
distinction is carried out between high level picking (vertical component significant) and low
level picking (vertical component insignificant). A number of tactical decisions regarding picking
must be made:

 Routing path: standard alternatives include transversal routing, return routing, midpoint
routing and largest gap return routing

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 Replenishment method: standard alternatives include equal space supply for each
product class and equal time supply for each product class.
 Picking logic: order picking vs batch picking
At the level of the distribution network, tactical decisions involve mainly inventory
control and delivery  path optimization. Note that the logistician may be required to manage
the reverse flow along with the forward flow.

Warehouse management and control

Although there is some overlap in functionality, warehouse management systems (WMS) can
differ significantly from warehouse control systems (WCS). Simply put, a WMS plans a weekly
activity forecast based on such factors as statistics and trends whereas a WCS acts like a floor
supervisor, working in real time to get the job done by the most effective means. For instance, a
WMS can tell the system that it is going to need five of stock-keeping unit (SKU) A and five of
SKU B hours in advance, but by the time it acts, other considerations may have come into play
or there could be a logjam on a conveyor. A WCS can prevent that problem by working in real
time and adapting to the situation by making a last-minute decision based on current activity
and operational status. Working synergistically WMS and WCS can resolve these issues and
maximize efficiency for companies that rely on the effective operation of their warehouse or
distribution center. Logistics outsourcing
Logistics outsourcing involves a relationship between a company and an LSP (logistic service
provider), which, compared with basic logistics services, has more customized offerings,
encompasses a broad number of service activities, is characterized by a long-term orientation,
and thus has a strategic nature
Outsourcing does not have to be complete externalization to an LSP, but can also be partial:

 A single contract for supplying a specific service on occasion

 Creation of a spin-off
 Creation of a joint venture
Third-party logistics (3PL) involves using external organizations to execute logistics activities
that have traditionally been performed within an organization itself. ] According to this
definition, third-party logistics includes any form of outsourcing of logistics activities previously
performed in house. For example, if a company with its own warehousing facilities decides to
employ external transportation, this would be an example of third-party logistics. Logistics is an
emerging business area in many countries.
The concept of a fourth-party logistics (4PL) provider was first defined by Andersen Consulting
(now Accenture) as an integrator that assembles the resources, planning capabilities, and
technology of its own organization and other organizations to design, build, and run
comprehensive supply chain solutions. Whereas a third-party logistics (3PL) service provider
targets a single function, a 4PL targets management of the entire process. Some have described

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a 4PL as a general contractor that manages other 3PLs, truckers, forwarders, custom house
agents, and others, essentially taking responsibility of a complete process for the customer.

Horizontal alliances between logistics service providers

Horizontal business alliances often occur between logistics service providers, i.e., the
cooperation between two or more logistics companies that are potentially competing. ] In a
horizontal alliance, these partners can benefit twofold. On one hand, they can " resources
which are directly exploitable". In this example extending common transportation networks,
their warehouse infrastructure and the ability to provide more complex service packages can be
achieved by combining resources. On the other hand, partners can "access intangible resources,
which are not directly exploitable". This typically includes know-how and information and, in
turn, innovation.and people as well.

Logistic profession and organisation

A logistician is a professional logistics practitioner. Professional logisticians are often certified

by professional associations. One can either work in a pure logistics company, such as
a shipping line, airports, or freight forwarder,or within the logistics department of a company.
However, as mentioned above, logistics is a broad field, encompassing procurement,
production, distribution, and disposal activities. Hence, career perspectives are broad as well. A
new trend in the industry are the 4PL, or fourth-party logistics, firms, consulting companies
offering logistics services.
Some universities and academic institutions train students as logisticians,
offering undergraduate and postgraduate programs. A university with a primary focus on
logistics is Kühne Logistics University in Hamburg, Germany. It is non profit and supported by
Kühne-Foundation of the logistics entrepreneur Klaus Michael Kühne
The Chartered Institute of Logistics and Transport (CILT), established in the United Kingdom in
1919, received a Royal Charter in 1926. The Chartered Institute is one of the professional
bodies or institutions for the logistics and transport sectors that offers professional
qualifications or degrees in logistics management. CILT programs can be studied at centers
around UK, some of which also offer distance learning options The institute also have overseas
branches namely The Chartered Institute of Logistics & Transport Australia (CILTA) in Australia
and Chartered Institute of Logistics and Transport in Hong Kong (CILTHK) in Hong Kong. In the
UK, Logistics Management programs are conducted by many universities and professional
bodies such as CILT. These programs are generally offered at the postgraduate level.
The Global Institute of Logistics established in New York in 2003 is a Think Tank for the
profession and is primarily concerned with intercontinental maritime logistics. It is particularly
concerned with container logistics and the role of the seaport authority in the maritime logistics
chain.The Institute has developed a community of over 8,500 logisticians who act a global

37
knowledge network committed to supporting the Institute's mission of contributing to the
resolution of legacy challenges in global logistics. Challenges associated with the traditional
approach of managing single transport modes, modal systems as stand-alone operations. The
key to overcoming these legacy challenges is for the individual stakeholder groups within the
logistics chain to actively engage with each other. The promotion of this agenda is the
Institute's work.
The International Association of Public Health Logisticians  is a professional network that
promotes the professional development of supply chain managers and others working in the
field of public health logistics and commodity security, with particular focus on developing
countries. The association supports logisticians worldwide by providing a community of
practice, where members can network, exchange ideas, and improve their professional skills.

A forklift truck loads a pallet of humanitarian aid to Pakistan on board a C-17 aircraft,

following devastating floods in the country in 2010

Emergency logistics (or Humanitarian Logistics) is a term used by the logistics, supply chain,

and manufacturing industries to denote specific time-critical modes of transport used to move
goods or objects rapidly in the event of an emergency.The reason for enlisting emergency
logistics services could be a production delay or anticipated production delay, or an urgent
need for specialized equipment to prevent events such as aircraft being grounded (also known
as "aircraft on ground"—AOG), ships being delayed, or telecommunications failure.
Humanitarian logistics involves governments, the military, aid agencies, donors, non-
governmental organizations and emergency logistics services are typically sourced from a
specialist provider.

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The term production logistics describes logistic processes within a value adding system
(ex: factory or a mine). Production logistics aims to ensure that each machine and workstation
receives the right product in the right quantity and quality at the right time. The concern is with
production, testing, transportation, storage and supply. Production logistics can operate in
existing as well as new plants: since manufacturing in an existing plant is a constantly changing
process, machines are exchanged and new ones added, which gives the opportunity to improve
the production logistics system accordingly. Production logistics provides the means to achieve
customer response and capital efficiency. Production logistics becomes more important with
decreasing batch sizes. In many industries (e.g. mobile phones), the short-term goal is a batch
size of one, allowing even a single customer's demand to be fulfilled efficiently.  Track and
tracing which is an essential part of production logistics due to product safety and reliability
issues, is also gaining importance, especially in the automotive and medical industries.

Construction Logistics is known to mankind since ancient times. As the various human
civilizations tried to build the best possible works of construction for living and protection. Now
the construction logistics emerged as vital part of construction. In the past few years
construction logistics has emerged as a different field of knowledge and study within the
subject of supply chain management and logistics.

Digital logistics is driven by a new generation of web-based, enterprise logistics applications

that enable collaboration and optimization, leveraging a central logistics information backbone
that provides visibility across the enterprise and extended supply chain.

distribution network
The nodes of a distribution network include:

 Factories where products are manufactured or assembled

 A depot or deposit is a standard type of warehouse thought for storing merchandise
(high level of inventory).
 Distribution centers are for order processing and order fulfillment (lower level of
inventory) and also for receiving returning items from clients.
 Transit points are built for cross docking activities, which consist in reassembling cargo
units based on deliveries scheduled (only moving merchandise).

There may be some intermediaries operating for representative matters between nodes such

as sales agents or brokers.

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Logistic families and metrics
A logistic family is a set of products which share a common characteristic: weight and
volumetric characteristics, physical storing needs (temperature, radiation,...), handling needs,
order frequency, package size, etc. The following metrics may be used by the company to
organize its products in different families

 Physical metrics used to evaluate inventory systems include stocking capacity,

selectivity, superficial utilization, volumetric utilization, transport capacity, transport
capacity utilization.
 Monetary metrics used include space holding costs (building, shelving and services) and
handling costs (people, handling machinery, energy and maintenance).

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CHAPTER 6: EXPORT PROCEDURE

EXPORT PROCEDURE

 Preshipment stage

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  pre-shipment stage consists of the following steps:

1 Approaching Foreign Buyers: In order to secure an export order, a new exporter can make
use of one or more of the techniques, such as, advertising in international media, sales
promotion, public relation, personal selling, publicity and participation in trade fairs and
exhibitions.

2 Inquiry and Offer: An inquiry is a request from a prospective importer about description of
goods, their standard or grade, size, weight or quantity, terms of payments, etc. On getting an
inquiry, the exporter must process it App immediately by making an offer in the form of a
proforma invoice.

3 Confirmation of Order: Once the negotiations are completed and the terms and
condition are finalised, the exporter sends three copies of proforma pre invoice to the importer
for the confirmation of order. The importer signs these copies and sends back two copies to the
exporter.

4 Opening Letter of Credit: The documentary credit or letter of credit is the most appropriate
and secured method of payment adopted to settle international transactions. On finalization of
the export contract, the importer opens a letter of credit in favor of the exporter, if agreed
upon in the contract.

 5 Arrangement of Pre-shipment Finance: On securing the letter of credit, the exporter'

Procures a pro-shipment finance from his bank for procuring raw materials and other
components, processing and packing of goods an transfer of goods to the port of shipment
6  Production or Procurement of Goods: On securing the pre-shipment finance from the bank,
the exporter either arranges for the production of the required goods or procures thorn from
the domestic market as per the specifications of the importer.

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7  Packing and Marking: Then the goods should be properly packed and marked with necessary
details such as port of shipment and destination, country of origin, gross and net weight, etc. If
required, assistance can be taken from the Indian Institute of Packing (IIP).

8 Pre-shipment Inspection: If the goods to be exported are subject to compulsory quality

control and pre-shipment inspection then the exporter should contact the concerned Export
Inspection Agency (EIA) for obtaining an inspection certificate.

9  Central Excise Clearance: Exportable goods are completely exempted from the central excise
duty.

Such exemption can be sought in one of the following ways:

Export under Rebate.

Export under Bond.

10 Obtaining Insurance Cover: The exporter must take appropriate policies in order to insure
risks:
ECGE policy in order to cover credit risks.

Marine policy, if the price quotation agreed upon is CIF.

11  Appointment of C&F Agent: Since exporting is a complex and time-Consuming process,

the exporter should appoint a Clearing and Forwarding (C&F) agent for the smooth clearance
of goods from the customs and preparation and submission of various export documents.
 

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44
CHAPTER7: IMPORT FLOW OF THE COMPANY

IMPORT FLOW OF COMPANY

1 Shipment Details, Service & sellers

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2. Contact details of our/forwarder's local agent in origin country Name
phone number email Id

3. Booking note process, cut offs & yard details will not be present, Sailing
schedule to be updated

4. Container Pick-up to be coordinated through agent (based on cargo

stuffing date). Pick-up date to be captured on platform.

5. Shipping Instructions to be received from shipper by

forwarder/Cogoport and uploaded on platform

6. Draft B/L to be shared by supplier to shipper & to Cogoport for

consignee approval

7. B/L to be uploaded

8. Gate-in details to be captured on platform

9. Sailing date to be updated in the system

10. ETA Gateway Port & ETA destination (ICD)

11.There should be a provision if any changes in 2nd Leg of vessel at trans

shipment port than 2nd leg of vessel can be revised and intimation
should go to customer. Update sailing schedule in transshipment

12. Arrival notification received from the line? Yes/No + Date to be captured
on platform & All other details in the mail, Hrushikesh to share sample
mail. Arrival notice is sent to the Consignee by shipping line, OPS
Owner takes Follow with FF at Destination for Arrival.

13. Delivery Order is received from supplier and uploaded on platform.

With all the details (expiry date)

14. Delivery Order has to be shared with the consignee and their CHA

15. Bill of Entry draft has to be made by CHA and shared with consignee If
customs is through Cogoport

16. Approval for BOE to be received from customer Opposite of Shipping

Bill, compulsory, irrespective, if consignee is doing customs through us
or not

17.If destination customs clearance and handling is in our scope, then we

need to file Bill of Entry with Customs (within 24 hours of vessel arrival

46
at gateway port / arrival at ICD) - else heavy fine ALERT

18.Freight forwarder files the Gateway IGM( Import general manifest) and
Local IGM (For all ICD's Cargo) to carrier prior to vessel arrives at Port,
Delay may cause the custom penalty. So IGM Number and dates need
to be captured on platform. Who files the IGM? Do we need to upload
on the platform? Record IGM Number, basis which Bill of Entry is
Filed.

19. Duty has to be paid (RTGS - confirmation number to be taken from

consignee/agent) This should be captured, if customs is in our scope

20.Customs examination is done and report made

21.Customs 'Out of Charge' order is received from Customs. Same to be

uploaded on platform. Not required, we can make it optional (TBD)

22.DO + Out of Charge = Gate pass is made by the terminal To be

uploaded on platform (in case of CFS) DPD TBD

23. Trucking Milestones> Departure from ICD/CFS/Port > Reached at

Factory > Proof Of Delivery > Empty Return to Carrier

24.Cogoport to share the gate pass with the consignee for exit at ICD/port

25. For factory de-stuffing, bond has to be given by first time consignees
with the line. If first time consignee, platform to remind in.advance that
bond will be needed

26. Original B/L has to be endorsed by consignee + letter of NOC to help

forwarder/Cogo release cargo.

27. Cargo is released

Who will pay the BL surrender charges?

if xworks => company have to pay, FOB case => Shipper at origin has to pay

Do we need to capture surrender details like export?

Depends on Inco-terms

Is type of BL important to capture in imports shipment?

The company can ask just for the clarity.in case of Seaway B/L’s releasing party should be the
same as what ismentioned on the B/L

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48
 CHAPTER 8:DOCUMENTS

SHIPPING DOCUMENTS

Exporters should seriously consider having the freight forwarder handle the formidable amount of
documentation that exporting requires; freight forwarders are specialists in this process. The following
documents are commonly used in exporting; which of them are actually used in each case depends on the
requirements of both our government and the government of the importing country.

1. Commercial invoice

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2. Bill of lading

3. Consular invoice

4. Certificate of origin

5. Inspection certification

6. Dock receipt and warehouse receipt

7. Destination control statement

8. Insurance certificate

9. Export license

10. Export packing list

STEP1: Enquiry :

 The starting point for any Export Transaction is an enquiry.

 An enquiry for product should, inter alia, specify the following details or provide the following
data

 Size details - Std. or oversize or undersize

 Drawing, if available

 Sample, if possible

 Quantity required

 Delivery schedule

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  Is the price required on FOB or C& F or CIF basis

 Mode of Dispatch - Sea, air or Sea/air

 Mode of Packing

 Terms of Payment that would be acceptable to the Buyer - If the buyer proposes to open any
Letter of Credit, any specific requirement to be complied with by the Exporter

 Is there any requirement of Pre-shipment inspection and if so, by which agency

 Any Certificate of Origin required - If so, from what agency.

STEP 2: - Proforma generation :

 After studying the enquiry in detail, the exporter - be it Manufacturer Exporter or Merchant
Exporter - will provide a Proforma Invoice to the Buyer.

STEP 3: Order placement :

 If the offer is acceptable to the Buyer in terms of price, delivery and payment terms, the Buyer
will then place an order on the Exporter, giving as much data as possible in terms of
specifications, Part No. Quantity etc. (No standard format is required for such a purchase order)

STEP 4: Order acceptance :

 It is advisable that the Exporter immediately acknowledges receipt of the order, giving a
schedule for the delivery committed.

STEP 5: Goods readiness & documentation :

 Once the goods are ready duly packed in Export worthy cases/cartons (depending upon the
mode of despatch), the Invoice is prepared by the Exporter.

 If the number of packages is more than one, a packing list is a must.

 Even If the goods to be exported are excisable, no excise duty need be charged at the time of
Export, as export goods are exempt from Central Excise, but the AR4 procedure is to be followed
for claiming such an exemption.

 Similarly, no Sales Tax also is payable for export of goods.

STEP 6: Goods removal from works :

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  There are different procedures for removing Export consignments to the Port, following the AR4
procedure, but it would be advisable to get the consignment sealed by the Central Excise
authorities at the factory premises itself, so that open inspection by Customs authorities at the
Port can be avoided.

 If export consignments are removed from the factory of manufacture, following the AR4
procedure, claiming exemption of excise duty, there is an obligation cast on the exporter to
provide proof of export to the Central Excise authorities

STEP 7: Documents for C & F agent :

 The Exporter is expected to provide the following documents to the Clearing & Forwarding
Agents, who are entrusted with the task of shipping the consignments, either by air or by sea.

 Invoice

 Packing List

 Declaration in Form SDF (to meet the requirements as per FERA) in duplicate.

 AR4 - first and the second copy

 Any other declarations, as required by Customs

 On account of the introduction of Electronic Data Interchange (EDI) system for processing
shipping bills electronically at most of the locations - both for air or sea consignments - the C&F
Agents are required to file with Customs the shipping documents, through a particular format,
which will vary depending on the nature of the shipment. Broad categories of export shipments
are:

 Under claim of Drawback of duty

 Without claim of Drawback

 Export by a 100% EOU

 Under DEPB Scheme

STEP 8: Customs Clearance :

 After assessment of the shipping bill and examination of the cargo by Customs (where required),
the export consignments are permitted by Customs for ultimate Export. This is what the

52
 concerned Customs officials call the ‘LET EXPORT’ endorsement on the shipping bill.

STEP 9: Document Forwarding :

 After completing the shipment formalities, the C & F Agents are expected to forward to the
Exporter the following documents:

 Customs signed Export Invoice & Packing List

 Duplicate of Form SDF

 Exchange control copy of the Shipping Bill, processed electronically

 AR4 (original duplicate) duly endorsed by Customs for having effected the Export

 Bill of Lading or Airway bill, as the case may be.

STEP 10: Bills negotiation :

 With these authenticated shipping documents, the Exporter will have to negotiate the relevant
export bill through authorized dealers of Reserve Bank, viz., Banks.

 Under the Generalized System of Preference, imports from developing countries enjoy certain
duty concessions, for which the exporters in the developing countries are expected to furnish
the GSP Certificate of Origin to the Bankers, along with other shipping documents.

 Broadly, payment terms can be:

 DP Terms

 DA Terms

 Letter of Credit, payable at sight or payable at... days.

Step11: Bank to bank documents forwarding :

 The negotiating Bank will scrutinize the shipping documents and forward them to the Banker of
the importer, to enable him clear the consignment.

 It is expected of such authorized dealers of Reserve Bank to ensure receipt of export proceeds,
which factor has to be intimated to the Reserve Bank by means of periodical Returns.

STEP 12: Customs obligation discharge :

53
  As indicated above, Exporters are also expected to provide proof of export to the Central Excise
authorities, on the basis of the Customs endorsements made on the reverse of AR4s and get
their obligation, on this score, discharged.

STEP 13: Receipt of Bank certificate :

 Authorized dealers will issue Bank Certificates to the exporter, once the payment is received and
only with the issuance of the Bank Certificate, the export transaction becomes complete.

 It is mandatory on the part of the Exporters to negotiate the shipping documents only through
authorized dealers of Reserve Bank, as only through such a system Reserve Bank can ensure
receipt of export proceeds for goods shipped out of this country.

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CHAPTER 9: DATA ANALYSIS

66
 DATA ANALYSIS

1.Table showing the how many containers are shipped from year 2016 to 2017

Year Container shipped

Oct-16
1

Mar-17 100

Container shipped
120

100

80
Container shipped
60

40

20

0
Oct-16 Mar-17

Interpretation: In above Graphical representation, it is shown that the container range is

increase by 100 for the year March 2017 as compared to base year Oct 16

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 2. Table showing number of employees from year 2017 to 2918

Year Employee
Mar-17 25
Sep-17 50
Jan-18 115
Nov-18 250

Employees
300

250

200
Employees
150

100

50

0
Mar-17 Nov-17 Jan-18 Nov-18

Interpretation:

In above Graphical representation, it is shown that there is increase in the employees for the
year Nov 2018 as compared to the base year Nov 2016

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3. Table showing number of customer and containers shipped from year of establishment to the
year 2018

Year Customer Container

2016-18 11000 150000

160000

140000

120000

100000

80000 Customer
Container
60000

40000

20000

0
2016-18

Interpretation:

In above Graphical representation, it is shown that the there is the drastically growth in
the customers and the container from year of establishment 2016 to 2018.

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CHAPTER 10: COCLUTION

70
 CONCLUSION

 The purpose our project report at a organization was to help us attain knowledge about
the working pattern in a organization.

 Applying theoretical knowledge into practice helps in gaining additional knowledge.

 We learnt the skill of planning, organizing and completing the assignment within the
stipulated time.

 And understand how company works in export and import procedure ,shipment
procedure and how many and which documents are essential during shipment,

 I understand how they treat their customer and employees in the business

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CHAPTER 11: BIBLOGRAPHY

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 BIBLIOGRAPHY

Website:

 cogoport.com

 http://www.cogoport.com

Books:

 Kothari C.R ,Research Methodology.

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