A

PROJECT REPORT MINI-I

On

‘INDIAN LOGISTICS INDUSTRY AND SUPPLY CHAIN

MANAGEMENT’
FOR
RC RAIL & RAIL SERVICES

For the partial fulfilment of

the requirement for the award
of the degree of

MASTER OF BUSINESS ADMINISTRATION

2022-2024

SUBMITTED TO: SUBMITTED BY:

DR. JASPREET KAUR CHAITANYA ARYA
MBA 1St Sem

MANGALMAY ISTITUTE OF MANAGEMENT

&TECHNOLOGY GREATER NOIDA (U.P.)
Dr. A.P.J. Abdul Kalam Technical
University, Lucknow
Mangalmay Institute of Management & Technology
AN INSTITUTION OF MANGALMAY FOUNDATION TRUST
Campus: 8 & 9, Knowledge Park – II, Greater Noida (U.P.) Ph: 0120-2320400, 2320401, 2320680

Institution Office :C – 116, Sector – 39, Noida – 201301 (U.P) Ph: 0120-2500381, 2572237, 2570428 e-mail:

[email protected], Visit us at: www.mangalmay.org

Certificate

This is to certify that CHAITANYA ARYA,, University Roll No.

………………………….. is a regular student of MBA1styear, full time
degree course at out institute. His/her Project Report work titled, “Indian
Logistics Industry And Supply Chain Management for RC Rail &
Rail Services" submitted as part of the curriculum for the award of the
degree of MASTER OF BUSINESS ADMINISTRATION from Dr.
A.P.J. Abdul Kalam Technical University, Lucknow,is an original
work done by his.This work has not been submitted earlier in any form
partially or fully to this or any other Institute/University for any degree or
diploma.

Dr. Jaspreet Kaur

Supervisor H.O.D MBA Dept. Director
 DECLARATION

The mini project report on “Indian Logistics Industry And Supply Chain
Management for RC Rail & Rail Services" has been undertaken as a
partial fulfillment of the requirement for the award of the degree of Master
of Business Administration of Dr. A.P.J. Abdul Kalam Technical
University, Lucknow. I hereby declare that this Project is my original work
and the analysis and findings are for academic purposes only. This project
has not been submitted by the any student earlier to any other institution/
university.

CHAITANYA ARYA
 ACKNOWLEDGEMENT

This mini project is the outcome of sincere efforts, hard work and
constant guidance of not only me but a number of individuals.
First and foremost, I would like to thank MIMT, GREATER
NOIDA. I am thankful to my faculty guide DR. JASPREET
KAUR for providing me help and support throughout the Project
Report period.
I owe a debt of gratitude to my faculty guide who not only gave
me valuable inputs about the industry but was a continuous
source of inspiration during these months, without whom this
Project was never such a great success.
Last but not the least I would like to thank all my Faculty
members, friends and family members who have helped me
directly or indirectly in the completion of the project.
 EXECUTIVE SUMMARY

India is one of the fastest growing economies of the world today. This growth
is fuelled by growth in infrastructure, booming manufacturing sector, EXIM
trade, retail and agricultural related activities amongst others. This, in turn, has
resulted in increased demand for world-class logistics and warehousing
services in India, leading to the growth and transformation of this sector. The
logistics sector has been growing at an impressive CAGR of 8 per cent. The
industry has been valued at USD 125 billion in 2010 and is expected to
continue this growth for the next 3-5 years. With rising disposable income,
changing lifestyle, focus of government and private sector logistics has
received special attention in the past two to three years. Development of cold
chain / warehousing infrastructure, thus, remains at the core of the
government’s plan to enable growth of the logistics sector. Further, the
government is strengthening the infrastructure with over US $70 billion of
investment planned till 2012.Logistics will be one sector which will be the
backbone of flourishing trade activity and infrastructure development, and will
receive special attention by the government / private sector in coming years.
The accelerated growth of the logistics industry, coupled with emerging trends
of 3PL services, logistic parks, cold chain and warehousing activities, has
made India a vast and untapped market.

For most domestic players logistics has for long been restricted to the basic
transportation of goods. Warehousing has grown to some extent but other
services are still at a nascent stage. With increasing demand (from both MNCs
and Indian companies) and growing requirements, the Indian logistics industry
has expanded its bouquet of services to courier, cold chain, container freight,
3PL etc. with greater emphasis being laid on value-added services, such as
packaging, labelling, bar coding and reverse logistics. All these factors have
led to the rapid growth of the organised warehousing industry in India. Growing
at the rate of 30 per cent per annum, the 3PL industry is capturing the
imagination of various logistics players, both domestic as well as international.
Over the next five years, approximately 110logistics parks and 45 million
square feet of warehousing space is expected to be developed across the
country by various logistics companies. Despite the impressive growth rates,
the logistics sector in India is fraught with much inefficiency. Logistics cost in
India is fairly high – at around 13 per cent of GDP, which is much higher than
that in USA (9%), Europe (10 %) and Japan (11%). These inefficiencies of the
Indian logistics industry can be attributed to factors such as a complicated tax
regime, fragmented market structure and inadequate infrastructure. It may be
noted that although, lack of infrastructure acts as an inhibitor, but the dearth of
adequate infrastructure also presents unique opportunities to players who are
ready for the situation and understand the market. Infrastructure developments
like the railway dedicated freight corridors, road development projects and
modernisation of over 37 operational airports will increase India's handling
capacities, thereby enhancing logistical performances. This report identifies
such elements which are growth engines of the Indian logistics sector and
focuses on understanding opportunities related within these elements.

The report begins with understanding of the industry and identification of

strategic elements to logistics which are then studied in deep for each element
to find market structure, growth drivers, barriers to entry, rules / government
policies applicable to the market, competition threat and opportunities.
Financials are discussed with possible scenarios and their financial /technical
analysis, wherever required.

The report identifies ten such strategic growth areas of Indian logistics sector
which includes:

1. Air Cargo Logistics 6.Sea Ports

2. Cold Chain / Cold Storage 7. Warehouse
3. ICD / CFS 8. Logistics Parks
4. Third Party Logistics 9. Relocation
5. Road Transport Service 10. Courier

The ten strategic elements, mentioned above, are analyzed in detail by

understanding data of each sector collected through credible sources. This
report is one step ahead in understanding the strategic elements of Indian
logistics sector as it delves into each strategic element and identifies
opportunities, rather than skimming over the logistics scenario by reporting
facts, figures and new developments. The report provides insights which can
be used to understand the sector and directly assess investment opportunity in
a particular sector. Today, the biggest challenge before the logistics industry is
to increase efficiencies and become more cost-effective, thereby increasing
India's overall cost arbitrage. The report also examines steps that can help
India achieve that increased efficiency and ensure a more balanced and
planned growth of the logistics sector.
 TABLE OF CONTENTS

SR. PARTICULAR PAGE

NO.
NO

PART – I INTRODUCTION 1

1 1.1 Project Profile 2-4

1.2 Type of business 5-6

1.3 RC Air & Rail Services 6-7

1.4 Future Expansion 07-08

1.5 Turnover 08

1.6 Achievement 08

PART – II INDIAN LOGISTICS INDUSTRY 09

2 2.1 Introduction of Logistics 10

2.2 Origin and Definition of Logistics 11

2.3 Objective of Logistics Management 11-12

2.4 Logistics Management Function 12-16

2.5 Prospects of Growth in Industry 16-17

2.6 Profile of Key Players 18-20

PART – III SUPPLY CHAIN 21

MANAGEMENT

3 3.1 Meaning 22

3.2 Definition 23

3.3 Supply Chain Management by Robert 24-25

B.Handfield
 3.4 Components of Supply Chain 26-27
Management

3.5 System of Supply Chain Management 27

3.6 Process of Supply chain Management 28

4 Objective of The Project 29-33

5 Feasibility Analysis of the Project 34-35

6 SWOT Analysis of the Project 34-35

7 Conclusion 38-39

8 Bibliography 40-41
PART - I INTRODUCTION

1
1.1 Project Profile

RC a Logistics Company is renowned for its domain expertise and experienced

manpower in the Logistics sector. RC can best understand your Logistics and
distribution requirements and can offer the most suitable Logistics model and
solution to you. RC has the strong network coverage across India traversing
over 3,50,000 km. everyday covering over 150 locations through more than 50
routes operating 24hours a day 365 days a year reaching these locations
through its fleet of SLR(Short Luggage Room), VP(Various Parcel Room), Air
Carriers and through truck vehicles operating on. All RC vehicles have all-
weather proof containers for safe transit. RC also operates through Air to
locations directly covered by flights and to all other locations on a multi modal
basis.

RC has a Integrated Logistics Management. It is our 3PL Product that optimises

your company’s supply chain. First, we examine the linkages between your
suppliers, producers, buyers, intermediaries and end users in order to identify
time and cost inefficiencies. Next, we deploy our unique mix of local know-how,
global practices and cutting-edge technology to provide integrated supply chain
solutions. These range from specific services such as warehouse
management, statutory compliance and invoicing - to an entire gamut of third
party logistics services.

RC works and carries on the philosophy of 'Custodians First Carriers Later’.

They sincerely abide by the corporate philosophy on the subject. RC has an all
risks cover - Carrier’s Risk offer, which unburdens the customer of his worries
of losses in transit. On minimal extra charge of Risk Charges, they cover
customers’ valuable shipment against all sorts of transit losses including fire,
flood, damage, accident, shortage, etc.

The Latest of the material handling equipment are used at RC hubs to ensure
safety and remove Laxity from material handling. Equipment including
hydraulic hand pallet trucks, dock levellers, trolleys, and forklifts ‘multilevel
pallet stackers are used by RC. Chain Pulleys and Cranes handle
consignments which are not possible by smaller equipments to manoeuvre. It
might not be out of place to mention here all the hubs of RC are on platform
level height. Any Logistician will understand and appreciate the essentiality and
importance platform level warehouses have for material handling.

2
RC started its business as a door-to-door service in 1999 with 4 routes, 1 office,
4 container, 3 mounted vehicles and 6 employees.

After two year i.e.in 2002 opens hubs at Delhi and Ahmadabad. Next year RC
launches Integrated Logistics Services. Their first ILS client was Poddar
Pigment Ltd.

Then in 2003 RC air and RC box are launched, setting a new standard in value
added cargo services. All hubs are connected through web-based software. In
2003 having grown by over 300% in 4 years without compromising quality.

1.1.1 MISSION
We shall adopt and internalise a work culture which demonstrates a "we can
we will" attitude to reflect in our daily responsibilities so as to far exceed our
objectives, consistently striving towards market dominance. We will create
historical landmarks forming a strong edifice for the future overcoming all
obstacles pro-actively as our personal responsibility and commitment to create
delight for the customer with impeccable personalised services.

1.1.2 VISION
To be a conscious learning organisation maintaining flexibility for change so as
to provide the most customised solutions. Striving towards global market share
whilst maintaining dominance in the domestic market through good hr practice
and excellent customer service.

1.1.3 QUALITY

“A quality service relies upon constant customer interaction and feedback. An

immediate response to the changing environment with pre-defined business
processes managed effectively and efficiently leads to the highest output from

3
the lowest input and this is the strongest measure of quality. The best
certification of a quality organisation is the measurement of the scale of the
smile on the customers face”

1.1.4 STRENGTH
• Over 125 destinations spread across 28 states & 7 union territories.
• Warehousing space exceeding 15000 square feet.
• Over 20 all weather-proof vehicles.
• More than 100 routes, linked through 4 hubs.
• Delivering more than 500 ton load a month.
• Operating 24 hours a day, 365 days a year

1.2 TYPE OF BUSINESS

Indian Economic Scenario today marks the emergence of total chaotic market
with lot of competitors, piling stock of products, lowering margins, taxation
changes and more. In the present situation what is needed to see the blue?
The ‘way to higher profits’ comes from streamlining the channels and
outsourcing the segment of business which is not the core focus or expertise
of the company.

One such fragment of business model is Supply Chain. Being a medium of

linking product to market, a robust model of supply chain management ensures
a better ‘TAT’ (Turn Around Time), low inventory holding cost and less of
damages .Over the time discipline of business logistics has advanced from the
warehouse and transportation dock to the boardroom of leading Global
Enterprises. Supply Chain has to be viewed not only as material and
information pipeline but as integration of logistics with the human factors that
need more attention to be paid to understanding, creating and managing
demand more effectively.

RC works on the Value Chain concept using a framework for examining

linkages between suppliers, producers, buyers, intermediaries and end users.
RC a logistics company offers Integrated Logistics Management, Express, Air,
Multi-modal, Door-to-Door, time definite delivery and consultancy services. The
company also offers e-logistics and customized solutions for e-business.

4
1.3 RC SERVICES
1.3.1 EXPRESS

RC services are an express service which involves movement of cargo in all

weather proof sealed containers on feeder and express routes. The service is
time definite with a published transit schedule covering more than 125
destinations nationwide and provides the flexibility for surface, air and multi-
modal connectivity with a wide reach associated with Indian airlines and air taxi
operators such as jet airways, Sahara etc.

1.3.2 DRAFT ON DELIVERY

Draft on delivery is an unparalleled value-added service wherein the seller can
dispatch goods through RC to the buyer and be assured that the delivery would
take place only when the draft has been collected.

In the RC DOD system pre-alerts are sent to the consignee to allow reasonable
time for the draft to be made, thus meeting the desired objective of express
transit with the amount ready for collection

1.3.3 ALL RISK COVER

The management of RC hereby undertakes and declares that:

“The company would redeem the value of the loss in the uneventful case of any
shortage or damage to the consignment whilst in the custody of RC, subject to
the risk charge having been paid by the sender or the recipient as per the
company policy. The amount corresponding to the loss as declared would be
paid by the company to the sender or the recipient as required without waiting
for any request for the same.”

1.3.4 SAFEBOX
The safe box comes in two convenient sizes of 17” x 17” x 12” and 16” x 12” x
9” easily accommodating up to 20 & 10 kgs respectively of your cargo. The

5
robust design is further reinforced with internal insulation for safety of your
cargo. So you save on packaging cost and for a nominal amount it is ready for
delivery with auto insurance up to Rs.5000 absolutely free of cost.

1.3.5 RC AIR
To ensure that time sensitive cargo reaches the destination through a faster
mode meeting all your requirements for the time definite deliveries. RC Air
connects your cargo through airlines, altos and uses the services for morning
and evening flights to provide a wide variety of connectivity to suit different
market cut offs.

1.3.6 ILM
RC works on the value chain concept using a framework for examining linkages
between suppliers, producers, buyers, intermediaries & end users.

RC ensures the success of the entire chain, marrying local knowhow with the
best global practices, technology & perspective.

1.3.7 CONSULTING

RC offers value added services beyond physical operations in the form of

logistics consultancy covering a wide spectrum of the Indian economy.

The company plays a pivotal role in guiding diverse market segments on

existing and recommended logistics models with various simulation modules to
map transactions using historical data and providing befitting supply chain
solutions.

HOW FAST IT WORKS

• Cargo from VADODARA to GUWAHATI booked on Saturday, JULY 14,
2012 at 18.00 hrs.
• Will travel a distance of 2280 kms./ 1425 miles
• Check posts through which your cargo will pass

6
• Documents required 2 Copies of Consignor's Invoice with ST & CST No.
Printed permits / forms required VAT FORM-505/VAT FORM-515
• Octroi applicability Certificate
• Entry tax applicability (Subject to nature of transaction your virtual cargo
would be delivered on)
• By Air mode Sunday 15, 2012 at 15.00 hrs
• By Rail mode Tuesday, July 17, 2008 11.00 hrs

1.4 FUTURE EXPANSION

• Logistics services provider RC plans to invest Rs 3-4 crore (30 – 40 million)

in five years to expand its operations on the back of the boom in Rail
activities in the country.
• As a result of the expansion, the company's turnover is likely to touch Rs
25 crore (Rs250 million) by 2014.
• The company expects to fund its expansion through internal accruals and
debt as it claims to have strong bottom line and cash reserves. The
privately-held RC has been growing at 50 per cent and posted a turnover of
Rs 7 crore (Rs 70 million) in 2011-12.
• The company expects similar growth this year as well, Mr. Ashwinikumar
Singh, owner, told in the meeting held in Ahmadabad.
• RC intends to set up logistics parks comprising warehouses, vendor
management services, raw material management and finished products
storages at 3 locations across the country.
• Each park will come up on an area of 5000 Sq. ft. A group company, which
is into the realty business, has already completed around 50 per cent of the
land acquisition.
• The company is planning to strengthen its presence in the air cargo
segment by taking private space in the civil aircraft on lease. These would
cover five cities in the country by the next financial year, according to Mr
Singh.
• RC has also placed an order for 5 trucks to add to its current fleet of 20
vehicles.

7
• The company doesn't own the vehicles, but hires them through its network
of 59 vendors.

1.5 COMPANY’S TURNOVER:

The company hopes to double its turnover to Rs 14 crore by 2012-13; he told

the employees in the meeting. The privately-held company has been growing
at 50 per cent and posted a turnover of Rs 7 crore in 2011-12. It expects a
similar growth this year, Mr Singh said.

In three years, RC will add 7 thousand sq ft of space to its existing 3 thousand

sq ft. It will set up logistics parks warehouses, vendor management, raw
material management, finished products storages, and also distribute
consignments. These parks will come up in 38 locations across the country,
Mr.
Singh said.

1.6 COMPANY’S ACHIEVEMENT:

• RC wins Vadodara Transportation association Business Excellence Award

in 2008.
• Ahmadabad, September 13, 2011 Sr. DCM Mr D K CHACHONDIA of
Western Railway gave 3rd large Business Provider award to Mr.
Ashwinikumar owner of RC.

8
 PART - II

INDIAN LOGISTICS
INDUSTRY

9
2.1 INTRODUCTION OF LOGISTICS

Logistics management is that part of the supply chain which plans, implements
and controls the efficient, effective, forward and backward (reverse) flow and
storage of goods, services and information between the point of origin and the
point of consumption in order to meet customers' requirements rather to the
customers’ delight. A professional working in the field of logistics management
is called a logistician.

Logistics, as a business concept, evolved only in the 1950s. This was mainly
due to the increasing complexity of supplying one's business with materials,
and shipping out products in an increasingly globalized supply chain, calling for
experts in the field who are called Supply Chain Logisticians. This can be
defined as having the right item in the right quantity at the right time at the right
place for the right price and to the right target customers (consumer); and it is
the science of process having its presence in all sectors of the industry.

The goal of logistics work is to manage the fruition of project life cycles, supply
chains and resultant efficiencies. Logistics is concerned with getting (or
transmitting) the products and services where they are needed or when they
are desired. It is difficult to accomplish any marketing or manufacturing without
logistical support. It involves the integration of information, transportation,
inventory, warehousing, material handling, and packaging. The operating
responsibility of logistics is the geographical repositioning of raw materials,
work in process, and finished inventories where required at the lowest cost
possible.

10
2.2 ORIGIN AND DEFINITION OF LOGISTICS

The term "logistics" originates from the ancient Greek "λόγος" ("logos"—"ratio,
word, calculation, reason, speech, oration"). Logistics is considered to have
originated in the military's need to supply themselves with arms, ammunition
and rations as they moved from their base to a forward position. In ancient
Greek, Roman and Byzantine empires, there were military officers with the title
‘Logistikas’ who were responsible for financial management and distribution of
supplies.

The Oxford English dictionary defines logistics as: “The branch of military
science having to do with procuring, maintaining and transporting material,
personnel and facilities.”
The American Council of Logistics Management defines logistics as “the
process of planning, implementing and controlling the efficient and effective
flow, and storage of goods, services and related information from the point of
origin to the point of consumption for the purpose of conforming to customer
requirements.”

2.3 OBJECTIVE OF LOGISTICS MANAGEMENT

The primary objective of logistics management is to effectively and efficiently

move the supply chain so as to extend the desired level of customer service at
the least cost. Thus logistics management starts with ascertaining customers’
needs till their fulfilment through product supplies. However, there are some
definite objectives to be achieved through a proper logistics system. These can
be described as follows:

2.3.1 IMPROVING CUSTOMER SERVICE

An important objective of all marketing efforts, including the physical

distribution activities is to improve the customer service. An efficient
management of physical distribution can help in improving the level of
customer service by developing an effective system of ware
housing quick and economic transportation, and maintaining
optimum level of inventory.

11
2.3.2 RAPID RESPONSE

Rapid response is concerned with a firm's ability to satisfy customer service

requirements in a timely manner. Information technology has increased the
capability to postpone logistical operations to the latest possible time and then
accomplish rapid delivery of required inventory.

2.3.3 REDUCE TOTAL DISTRIBUTION COSTS

The cost of physical distribution consists of various elements such as

transportation, warehousing and inventory maintenance, and any reduction in
the cost of one element may result in an increase in the cost of the other
elements. Thus, the objective of the firm should be to reduce the total cost of
distribution and not just the cost incurred on any one element.

2.3.4 GENERATING ADDITIONAL SALES

A firm can attract additional customers by offering better services at lowest

prices. For example, by decentralizing its warehousing operations or by using
economic and efficient modes of transportation, a firm can achieve larger
market share. Also by avoiding the out-of-stock situation, the loss of loyal
customers can be arrested.

2.3.5 CREATING TIME AND PLACE UTILITIES

The products are physically moved from the place of their origin to the place
where they are required for consumption; they do not serve any purpose to the
users. Similarly, the products have to be made available at the time they are
needed for consumption.

2.3.6 PRICE STABILIZATION

12
It can be achieved by regulating the flow of the products to the market through
a judicious use of available transport facilities and compatible warehouse
operations. By stocking the raw material during the period of excess supply and
made available during the periods of short supply, the prices can be stabilized.

2.3.7 QUALITY IMPROVEMENT

The long-term objective of the logistical system is to seek continuous quality

improvement. Total quality management (TQM) has become a
major commitment throughout all facets of industry. If a product
becomes defective or if service promises are not kept, little, if any, value is
added by the logistics.
Logistical costs, once expended, cannot be reversed.

2.3.8 MOVEMENT CONSOLIDATION

Consolidation one of the most significant logistical costs is transportation.

Transportation cost is directly related to the type of product, size of shipment,
and distance. Many Logistical systems that feature premium service depend
on high-speed, small shipment transportation. Premium transportation is
typically high-cost. To reduce transportation cost. It is desirable to achieve
movement consolidation.

2.4 LOGISTICS MANAGEMENT FUNCTION

Logistics is the process of movement of goods across the supply chain of the
company. This process is consisting of various functions, which have to be
properly managed to bring effectiveness efficiency in the supply chain of
organization. The major logistical functions are shown in figure.

2.4.1 ORDER PROCESSING

The starting point of physical distribution activities is the processing of

customers’ orders. In order to provide quicker customer service, the orders
received from customers should be processed within the least possible time.
Order processing includes receiving the order, recording the order, filling the
order, and assembling all such orders for transportation, etc. the company and

13
the customers benefit when these steps are carried out quickly and accurately.
The error committed at this stage at times can prove to be very costly.

Order processing activity consists of the following:

• Order checking in any deviations in agreed or negotiation terms.

• Price, payment and delivery terms.
• Checking the availability in of the material stocks.
• Production and material scheduling for storage.
• Acknowledge the order, indicating deviation.

2.4.2 WAREHOUSING

Warehousing refers to the storing and assorting products in order to create time
utility. The basic purpose of the warehousing activity is to arrange placement
of goods, provide storage facility to store them, consolidate them with other
similar products, divide them into smaller quantities and build up assortment of
products. Generally, larger the number of warehouses a firm has the lesser
would be the time taken in serving customers at different locations, but greater
would be the cost of warehousing. Thus, the firm has to strike a balance
between the cost of warehousing and the level of customer service.

Major decision in warehousing is as follow:

• Location of warehousing facility.

• Number of warehousing.
• Size of warehouse.
• Design of the building.
• Ownership of the warehouse.

2.4.3 INVENTORY MANAGEMENT

14
Linked to warehousing decisions are the inventory decisions which hold the key
to success of physical distribution especially where the inventory costs may be
as high 15 as 30-40 percent (e.g., steel and automobiles). No wonder,
therefore, that the new concept of Just-in-Time-Inventory decision is
increasingly becoming popular with a number of companies. The decision
regarding level of inventory involves estimate of demand for the product. A
correct estimate of the demand helps to hold proper inventory level and control
the inventory costs. This is not only helps the firm in terms of the cost of
inventory and supply to customers in time but also to maintain production at a
consistent level. The major factors determining the inventory levels are: The
firm’s policy regarding the customer service level, Degree of accuracy of the
sales forecasts, Responsiveness of the distribution system i.e., ability of the
system to transmit inventory needs to the factory and get the products in the
market. The cost inventory consists of holding cost (such as cost of
warehousing, tied up capital and obsolescence) and replenishment cost
(including the manufacturing cost).

2.4.4 TRANSPORTATION

Transportation seeks to move goods from points of production and sale to

points of consumption in the quantities required at times needed and at a
reasonable cost. The transportation system adds time and place utilities to the
goods handled and thus, increase their economic value. To achieve these
goals, transportation facilities must be adequate, regular, dependable and
equitable in terms of costs and benefits of the facilities and service provided.

2.4.5 INFORMATION

The physical distribution managers continuously need up-to-date information

about inventory, transportation and warehousing. For example, in respect on
inventory, information about present stock position at each location, future
commitment and replenishment capabilities are constantly required. Similarly,
before choosing a 16 carrier, information about the availability of various modes
of transport, their costs, services and suitability for a particular product is
needed. About warehousing, information with respect to space utilization, work
schedules, unit load performance, etc., is required. In order to receive all the
information stated above, an efficient management information system would
be of immense use in controlling costs, improving services and determining the
overall effectiveness of distribution. Of course, it is difficult to correctly assess

15
the cost of physical distribution operations. But if correct information is available
it can be analyzed systematically and a great deal of saving can be ensured.

2.4.6 FACILITIES

The Facilities logistics element is composed of a variety of planning activities,

all of which are directed toward ensuring that all required permanent or semi
permanent operating and support facilities (for instance, training, field and
depot maintenance, storage, operational, and testing) are available
concurrently with system fielding.

Planning must be comprehensive and include the need for new construction as
well as modifications to existing facilities. Facility construction can take from 5
to 7 years from concept formulation to user occupancy. It also includes studies
to define and establish impacts on life cycle cost, funding requirements, facility
locations and improvements, space requirements, environmental impacts,
duration or frequency of use, safety and health standards requirements, and
security restrictions. Also included are any utility requirements, for both fixed
and mobile facilities, with emphasis on limiting requirements of scarce or
unique resources.

2.5 PROSPECTS OF GROWTH IN THE INDUSTRY

In years gone by, the traditional warehousing and logistics facility was located
by railroad tracks a water part or freeways, usually in the least desirable parts
of cities or large towns. This stereotype then faded as gigantic state of the art
facilities began to sprout in more rural areas on the outskirts of transportation
and population hubs. The world started beginning to see such facilities showing
up in even less ‘traditional’ areas. Modern warehouses now are being located
in carefully manicured industrial parks that are sprouting open space-often in
out of the way places. Why the emphasis on such locations for logistics
companies?

16
Much of it is due to the great flux that the logistics industry has been undergoing
in the first three years of the 21 st century. Most of these changes are being
driven by a growing trend in the manufacturing and retail sectors to form
partnerships with companies to which they can outsource non-care logistics
competencies-3PL providers.

In turn, 3PL providers are continually looking to provide innovative supply chain
solutions to customers by focusing on value-added capabilities, differentiating
themselves from the competition. They focus on key objectives, such as
implementing information technologies, instituting effective management
process, integrating services and technologies globally and delivering
comprehensive solutions that create value for 3PL users and their supply
Chains. This need to partner with customers and become more integrated into
their supply chain processes has created the ancillary need to locate close to
these customers.

That isn't to say the need for easy access to transportation hubs and different
modes of transportation won't continue to be important. But the above shift in
business strategy, along with the advances in technology and enhanced
communication, has opened the door for logistics facilities to operate
effortlessly in a myriad of locations.

Profit warnings, share price pressures, mergers, reorganizations, relocations,

disposals, painful layoffs and great geopolitical uncertainties can sweep away
even the most comprehensive logistics strategies – and that’s despite
outstanding management over many years. These are exceptionally difficult
times and it has never been more important to connect logistics and freight
planning to executive board thinking than now. It’s easy to lose sight of the
bigger picture in the rush to cut infrastructure cost and conserve cash. Hope
fully organization succeed in protecting the business, satisfying shareholders
and analysts, but what about capacity and flexibility, morale and momentum?

To be a logistics winner in the coming years organizations need to use the

downturn to reshape for growth, propelled by an unshakeable conviction that
the mission is still important, that more prosperous times lie ahead, and that in
some way the company infrastructure is helping to build a better kind of world.

Own passion for running the race matters most of all in a downturn, when
people are insecure, see only savage cost savings, and loyalty is tested. The

17
corporation’s futures will be dominated by six factors, or faces of a cube,
spelling F U T U R E.

Logistics is inevitable in the future and essentially the management policy also
has a significant role in the future of world. Generally the study is being featured
with all aspects of management in Logistics and Freight areas. (Logistics
include Transportation, Warehousing, Network Design, Cross docking, and
Value Adding)

2.6 PROFILE OF KEY PLAYERS

2.6.1 GATEWAY DISTRIPARKS LTD.

GDL is in the business of owning, developing and managing Container Freight

Stations (CFS) and Inland Container Depots (ICD). The company operates
container freight stations (CFS) at Navi Mumbai, Chennai, Vishakhapatnam
and Inland Container Depot at Garhi Harsaru. GDL is in the process of
expanding capacity at its existing CFSs and setting up a new CFS at Kochi.
Shares are listed on the National Stock Exchange and the Bombay Stock
Exchange.

FINANCIAL PERFORMANCE

The Company’s income from operations & other income grew by 19% from Rs.
1,758.47million in 2007-2008 to Rs.2,092.86 million in 2008-2009. The
company maintained its throughput at 247,618 Teus in 2008-09 (2007-08:
251,728 TEUs). The Profit before tax increased from Rs.867.65 million in 2007-
08 to Rs.1,073.24 million in 2008-09 after providing for interest Rs.7.03 million
(2007-08: Rs.0.62 million) and depreciationRs.149.53 million
(2007-08: Rs.133.47 million)

18
2.6.2 ALL CARGO GLOBAL LOGISTICS LTD.

AGL is in the business of Container Freight Station/Inland

Container Depot (CFS/ICD), Multimodal Transport Operations (MTO),
Equipment Hiring, Oil Rig and Supply Vessel Management Services. AGL
currently operates three CFSs - at Jawaharlal Nehru Port Trust (JNPT),
Chennai and Mundra ports and an ICD at Pithampur near Indore. The company
has a widespread network covering over 5,000 destinations nationally and
internationally. AGL and Container Corporation of India have signed a joint
venture for establishment of an ICD at Dadri in which AGL will have a share of
51 per cent. In February 2009, AGL entered a long-term agreement with M/s
Hind Terminals Pvt. Ltd. for setting up, commissioning, operating, managing
and commercially running CFSs/ICDs at Indore, Hyderabad, Nagpur,
Bengaluru and at places mutually agreed by both parties.

FINANCIAL PERFORMANCE

The company has achieved a turnover of Rs. 5,167.56 million and earned a net
profit of Rs. 978.05 million as compared to turnover of Rs. 5,167.91 million and
net profit of Rs.926.73 million in preceding financial year, representing 5.54%
growth in net profit. EBITDA is Rs. 1,588.45 million as compared to Rs.
1,407.46 million in preceding financial year, representating 12.86% growth.

2.6.3 GATI LTD.

Gati is one of the leading express distribution and supply chain solutions
companies in India. Gati provides multi-modal transport services with
connectivity across air, road, ocean and rail. The company has overseas
presence too with markets in the asia pacific region and SAARC countries. The
company has a large network spread over 603 of India’s 611 districts and a
fleet of over 4,000 vehicles on road. Shares listed on the National Stock
Exchange and the Bombay Stock Exchange. Company regained the Consumer
Super brand Status for the year 2009-10. The road transport business of the
company provides both bulk and container services. It has a facility of online
cargo tracking, doorto-door pickup and delivery, documentation etc. Gati CTC
launched its sixth vessel MV-Gati Pride 7000 DWT and 441 TEU, which is its
first custom-built vessel. On March 31, 2009 Gati acquired the remaining 26.01
percent stake in Kausar India, increasing its total stake to 99.73 percent.

19
FINANCIAL PERFORMANCE

Operating income of the company grew by 12 percent in 2008-09 from Rs 5.5

billion in2007-08 to Rs 6.8 billion in 2008-09. The company registered a net
loss of Rs 150.6million during 2008-09 mainly on account of losses in freighter
business and derivative transactions. Besides, increase in interest costs and
depreciation due to high capital expenditure incurred by the company added to
the net loss.

2.6.4 BLUE DART EXPRESS LTD.

South Asia's premier courier and integrated air express package distribution
company.DHL Express (Singapore) Pte. Ltd. acquired 81.03% of the equity
capital of BlueDart Express Limited in 2005. Blue Dart continues to operate as
an independent brand and provides a complete spectrum of domestic and
international express services through synergies with DHL. Blue Dart has the
most extensive domestic network covering over 25,416 locations, and service
more than 220 countries and territories worldwide through Sales alliance with
DHL, the premier global brand name in express distribution services.
Headquartered in Mumbai, it has a workforce of over 6,947 people. The
company has a fleet of 5,408 vehicles and has air support of 3 Boeing 737 and
4 Boeing 757 freighters.

FINANCIAL PERFORMANCE

The Company’s income from operations declined from Rs.979.42 Cr in 2007-

2008 toRs.907.40 Cr in 2008-2009. The Net Worth of the company increased
from Rs. 391.87 Cr in 2007-2008 to Rs.
449.81 Cr in 2008-2009.

20
 PART – III
SUPPLY CHAIN
MANAGEMENT

21
3.1 MEANING

Since, the beginning of the 1990s, there has been a paradigm change in the
business scenario, mainly due to the liberalization policy of various economies
all over the world, and revolutionary innovation in the field of science and
technology.

Particularly, information technology and communication infrastructure has

resulted into a continuous acceleration in the magnitude competition. To
sustain themselves in such an erratic environment, firms need to have door
competency and productivity. That is why firms are perceived to have more
systemized activities related to movement and storage of goods so as to make
them available at a short noticed with the lower inventory level. For instance,
Godrej locks – a division of Godrej & Boyce Company – has to reduce its order
to delivery cycle from there weeks to only three days. Computers giant Hewett
Packard has cut the duration of its cycle to deliver to customers in India from
the use by one third, from 37 days, to 10 days. All this happened because of
higher and systematic. Supply Chain Management the new and more Indian
companies are jumping onto supply chain management bandwagons for the
completive edge.

Supply Chain Management is business system of enterprise strategies,

business processes and information technologies for improving the planning,
execution and collaboration of material flows, information flows, financial flows
and workforce flows in the supply chain. SCM is supported by modular software
applications that integrate.

22
Activities across organizations, from demand forecasting, product planning,
parts purchasing, inventory control, manufacturing, product assembly to
product distribution.

3.2 DEFINITION OF SUPPPLY CHAIN MANAGEMENT

Supply Chain Management is the process of planning implementing, and

controlling the operations of the supply chain as efficiently as possible. Supply
Chain Management spans all movement and storage of raw materials, work-
in-process inventory, and finished goods from point-of-origin to point-
ofconsumption. The definition one American professional association put
forward is that Supply Chain Management encompasses the planning and
management of all activities involved in sourcing, procurement, conversion,
and logistics management activities. Importantly, it also includes co-ordination
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.

3.3 SUPPLY CHAIN MANAGEMENT BY ROBERT B.

HANDFIELD

3.3.1 CUSTOMERS

Customers are the sole purpose of existence of any business. customers

interact with retailers or supermarket. Website or telemarketing firm can also
act as an interface for the customer. Retailer works towards fulfilling the
demand, either through inventory or through placing fresh orders with
preceding link in the supply chain. In some case the customers bypass the
traditional supply chain and interact directly with the manufacturers for example
in case of online purchase of computer from Dell Computers, customers
directly place an order with a manufacturer i.e. Dell.

3.3.2 Retailers/Distributors

Retailers interact with distributors or manufacturers directly to fulfil the demand

created by their respective customers. Retailer places an order with preceding

23
link in the supply chain to replenish its depleting inventories. Typically the
orders are initiated by the retailers but, in some case the manufacturer’s
monitors supermarket’ stocks and automatically initiates reorders, Wal-Mart
and P&G using continuous replenishment program is one example.

3.3.3 Manufacturers

Retailers or distributors often place their orders with manufactures after

gauging the demand. Based on the demand from retailers/distributors
manufactures decide their production targets and schedules. Manufacturers
usually follow either push based strategy or pull based strategy. In push based
strategy production decisions are based on long-term forecasts thus making it
more difficult for the manufacturers to adjust their production schedules.

In a pull-based strategy production is driven by customer demand rather than

forecast thus allowing for greater flexibility in the production. Information flow
and technologies like Point-of-Sales (POS) data play a significant role in this
strategy.

3.3.4 SUPPLIERS

Manufactures interact with suppliers to make sure that they have all the
available materials for manufacturing. Raw material orders placed with
suppliers are more precisely determined as they are based on production
schedule. But the question arises is the production schedule reflective of the
correct demand? Manufacturer’s works in close coordination with suppliers in
order to reduce high inventories. Just in time is one such technique, which
manufacturers use to achieve his objective.

3.4 COMPONENTS OF SUPPLY CHAIN MANAGEMENT

Our Global Supply Chain Management practice focuses on four key solution
areas:

24
3.4.1 ADAPTIVE EXECUTION

We transition your supply chain into a high-speed, low-cost, rapid-response

engine to increase visibility and response from procurement to fulfilment and
replenishment.

3.4.2 SUPPLY MANAGEMENT

Our technologies and collaborative business processes improve sourcing,

procurement, contracting, purchasing, invoicing and analysis.

3.4.3 CUSTOMER-SUPPLY SYNCHRONIZATION

Integrate SCM with marketing, sales and customer management and you’ll see
high availability and low costs that can increase sales and eliminate rush
shipments and back-orders.
3.4.4 SECURING SUPPLY CHAINS

Comply with security requirements and speed container inspections with

solutions that offer tracking, analysis, alert capabilities, and process and policy
documentation.

3.5 SYSTEM OF SUPPLY CHAIN MANAGEMENT

Supply Chain Management is a social or soft system which has goals,

components, processes and boundary.

3.5.1 GOALS OF SUPPLY CHAIN MANAGEMENT

• To reduce inventory cost.

• To increase sales.

25
• To improve the coordination and the collaboration with suppliers,
manufactures and distributor.

3.5.2 COMPONENTS OF SUPPLY CHAIN

MANAGEMENT SYSTEM

The components of a supply Chain System consist of

1. Supply Chain Software and Hardware

2. Supply Chain Business processes and Users of Supply Chain Management
System.

Supply Chain Management Software and Hardware

The core of a Supply Chain Management System is Supply Chain Management

software. Supply Chain Software is module based application. Each software
module automates business activities of a functional area in the Supply Chain.

UNIX

UNIX is the most common operating system for running Supply Chain
Management software.

Business Processes

26
Business processes of supply chain include supply chain planning, execution
and collaboration and operational control.

Users

The users of Supply Chain Management systems are workers of supply chain
participants at all levels.

3.6 PROCESS OF SUPPLY CHAIN MANAGEMENT

3.6.1 Demand Planning and Forecasting

A critical success factor to supply chain management is accurate demand

forecasting. Supply chain software systems utilize sophisticated mathematical
models for predicating future demand from historical data.

3.6.2 Procurement

This is the process of choosing the suppliers that will deliver the goods and
services you need to manufacture or assembly your products or create your
services. It involves price negotiation, receiving, and verifying the shipments.

3.6.3 Manufacturing and Assembly

Raw components are assembled into final products or raw materials are
manufactured into finished goods.

3.6.4 Distribution

This is the process of delivering your products or services consumers.

Distribution involves warehousing, delivering, invoicing and payment collection.

27
3.6.5 Return

Return and refund are important parts and also the problem pats of supply
chain management.

3.6.6 Boundary of the Supply Chain Management systems

The boundary of a Supply Chain Management system is his boundary of

extended enterprise which includes the company, suppliers, partner,
distributors and customers.

28
 CHAPTER – 4
Objective of The Project

The objective of RC Rail and Rail Services is likely to provide

efficient and reliable rail transportation services to its customers,
while also ensuring the safe and secure operation of its rail network.
The company's goal may be to meet the needs of the communities
it serves and to provide its customers with convenient and cost-
effective rail transportation solutions. Additionally, the company
may aim to be financially sustainable and to maintain a high level of
customer satisfaction.

In the context of supply chain management, the objective of RC Rail

and Rail Services may be to efficiently and effectively transport
goods and materials from one location to another, as part of a larger
supply chain network. This could involve optimizing the use of rail
assets, such as trains and tracks, to ensure timely and cost-
effective delivery of goods. The company may aim to provide
reliable and flexible rail services that meet the needs of its
customers and support the wider supply chain network, while also
reducing the environmental impact of transportation and improving
overall supply chain sustainability. Additionally, the company may
strive to continuously improve its processes and technology to

29
better serve its customers and stay ahead of industry trends and
demands.

In the Indian logistics industry, the objective of RC Rail and Rail

Services may be to provide a cost-effective and efficient mode of
transportation for goods and materials, while also addressing the
growing demand for freight services in India. This could involve
leveraging the extensive rail network and infrastructure in India, and
using technology and innovation to optimize rail operations and
improve the overall customer experience. The company may aim to
provide safe, reliable, and sustainable rail services that support the
growth of India's economy, while also contributing to the
government's efforts to develop a modern and efficient logistics
industry. Additionally, the company may strive to meet the changing
needs of its customers, such as increasing demand for intermodal
services that combine multiple modes of transportation to improve
delivery times and reduce costs.

In the Indian logistics industry, RC Rail and Rail Services can play
a significant role in the supply chain management of goods and
materials. By providing a cost-effective, reliable, and sustainable
mode of transportation, RC Rail and Rail Services can support the
growth of the Indian economy and contribute to the development of
a modern and efficient logistics industry. The company can leverage
its extensive rail network and infrastructure, along with technology
and innovation, to optimize rail operations and improve the overall
customer experience.

30
In terms of supply chain management, RC Rail and Rail Services
can work closely with other players in the logistics industry to
provide intermodal services that combine multiple modes of
transportation, such as rail, road, and sea, to improve delivery times
and reduce costs. By doing so, the company can help to increase
the efficiency and effectiveness of the supply chain, while also
reducing the environmental impact of transportation. Additionally,
RC Rail and Rail Services can continuously improve its processes
and technology to better serve its customers and stay ahead of
industry trends and demands.

WAREHOUSING
A warehouse is a commercial building for storage of goods. Warehouses are
used by manufacturers, importers, exporters, wholesalers, transport
businesses, customs, etc. They are usually large plain buildings in industrial
areas of cities and towns. They come equipped with loading docks to load
and unload trucks; or sometimes are loaded directly from railways, airports, or
seaports. They also often have cranes and forklifts for moving goods, which
are usually placed on ISO standard pallets loaded into pallet racks.

Some warehouses are completely automated, with no workers working inside.

The pallets and product are moved with a system of automated conveyors and
automated storage and retrieval machines coordinated by programmable logic
controllers and computers running logistics automation software. These
systems are often installed in refrigerated warehouses where temperatures are
kept very cold to keep the product from spoiling, and also where land is
expensive, as automated storage systems can use vertical space efficiently.
These high-bay storage areas are often more than 10 meters high, with some
over 20 meters high.

The direction and tracking of materials in the warehouse is coordinated by the

WMS, or warehouse management system, a database driven computer
program. The WMS is used by logistics personnel to improve the efficiency of
the warehouse by directing put away and to maintain accurate in inventory by

31
recording warehouse transactions. For a warehouse to function efficiently, the
facility must be properly slotted. Effectives lotting addresses which storage
medium a product will be picked from (pallet rack or carton flow), and how they
will be picked (pick-to-light, pick-tovoice or pick-to-paper).With a proper slotting
plan, a warehouse can improve its inventory rotation requirements-- such as
FIFO (First In First Out) and LIFO (Last In First Out) – control labour costs and
increase productivity.

Traditional warehousing has been declining since the last decades of the 20th
century with the gradual introduction of Just in Time (JIT) techniques designed
to improve the return on investment of a business by reducing in-process
inventory. The JIT system promotes the delivery of product directly from the
factory to the retail merchant or from parts manufacturers directly to a large
scale factory such as an automobile assembly plant, without the use of
warehouses. However, with the gradual implementation of offshore
outsourcing and off shoring in about the same time period, the distance
between the manufacturer and the retailer (or the parts manufacturer and the
industrial plant) grew considerably in many domains, necessitating at least one
warehouse per country or per region in any typical supply chain for a given
range of products.

Recent developments in marketing have also led to the development of

warehouse-style retail stores with extremely high ceilings where decorative
shelving is replaced by tall heavy duty industrial racks, with the items ready for
sale being placed in the bottom parts of the racks and the crated or palletized
and wrapped inventory items being usually placed in the top parts. In this way
the same building is used both as a retail store and a warehouse.

Modern warehouses are also used at large by exporters/manufacturers as a

point of developing retail outlets in a particular region or country. This concept
reduces the end cost of the product to the consumer and thus enhances the
production sale ratio. Warehousing is an age old concept which can be used
as sharp tool by original manufacturers to reach out directly to consumers
leaving aside or bypassing importers or any other middle agencies or person.

5.1 INTERNET IMPACT ON WAREHOUSING

The internet has had an influence on warehouses too. Internet based stores do
not require physical points of selling. However, warehouses are still required to

32
store the goods. Since direct contact with customers means many small orders,
this is a different situation where stores would be ordering large numbers of
goods. Simply said, warehouses change from shipping large quantities of
goods to shipping large numbers of small quantities of goods.

Having a large and complex supply chain containing many warehouses may
be costly. Sometimes, it is beneficial to have one large warehouse per
continent. These warehouses should be located at a central point, where
transport is available to all other destinations. At these continental hubs, goods
have to be customized for different countries. For example, goods get a price
ticket in the language of the country where it will go. Making small adjustments
to goods at a warehouse are called value added services.

33
 CHAPTER – 6
Feasibility Analysis

A feasibility analysis for RC Rail and Rail Services would involve

evaluating the potential viability of the company's rail
transportation operations and services. The following steps could
be involved in conducting a feasibility analysis:

 Market analysis: Assess the demand for rail transportation

services in the market and understand the competition,
regulatory environment, and economic conditions that may
impact the company's operations.

 Financial analysis: Evaluate the costs and potential revenue

of the rail transportation services, and determine if the
company can operate profitably over the long term.

 Technical analysis: Assess the feasibility of the company's

technology and infrastructure, including rail tracks, trains, and
other assets, to ensure that the company can safely and
effectively operate its rail network.

 Environmental and social analysis: Consider the potential

environmental impact of the company's operations, including

34
 emissions and waste, and evaluate the social impact of the
company's activities on the communities it serves.

 Legal and regulatory analysis: Evaluate the legal and

regulatory requirements for operating a rail transportation
company, and assess the potential risks and challenges that
the company may face.

The outcome of the feasibility analysis will determine whether or not

the company should proceed with its rail transportation operations
and services. If the analysis shows that the company can operate
profitably and sustainably, while also meeting the needs of its
customers and communities, the company can move forward with
confidence in its ability to succeed.

35
 CHAPTER-7

SWOT Analysis of the Project

A SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis for RC Rail

and Rail Services would provide insight into the internal and external factors
that may impact the company's operations. The following is an example of a
SWOT analysis for RC Rail and Rail Services:

Strengths:
 Extensive rail network and infrastructure
 Strong reputation for safety and reliability
 Cost-effective mode of transportation
 Ability to carry large volumes of goods and materials

Weaknesses:
 High capital costs for infrastructure and equipment
 Competition from other modes of transportation
 Limited market reach in some regions
 Dependence on government funding and regulatory approval

36
Opportunities:
 Growing demand for rail transportation services
 Opportunities for intermodal transportation and supply chain
optimization
 Potential for expansion into new markets
 Advances in technology and sustainability initiatives

Threats:
 Economic and political instability
 Competition from other modes of transportation
 Environmental regulations and sustainability concerns
 Natural disasters or other disruptions that may impact the rail network

By conducting a SWOT analysis, RC Rail and Rail Services can gain a better
understanding of the factors that may impact its operations and identify
opportunities for growth and improvement. This analysis can also help the
company to address any weaknesses and threats, and capitalize on its
strengths and opportunities, to ensure the long-term success of its rail
transportation operations and services.

37
 CHAPTER – 8
CONCLUSION

A conclusion of the project for RC Rail and Rail Services would

summarize the key findings and outcomes of the project, and provide
recommendations for future actions. A conclusion of the project may
include the following:

Summary of project objectives: Summarize the objectives and goals

of the project, and how they were achieved or not achieved.

38
Key findings and outcomes: Highlight the most significant results
and outcomes of the project, and describe how they impact the company
and its operations.

Lessons learned: Identify the key lessons learned from the project, and
discuss how they can inform future projects or initiatives.

Recommendations: Provide recommendations for future actions or

improvements, based on the lessons learned from the project. This could
include recommendations for new projects, process improvements, or
organizational changes.

Final thoughts: Provide final thoughts on the project, including an

assessment of the overall success of the project, and any future potential
for growth or improvement.

The conclusion of the project for RC Rail and Rail Services would provide
valuable insights and recommendations for the company's future
operations, and help to ensure the continued success of its rail
transportation services.

39
CHAPTER –8

BIBLIOGRAPY

40
REFERENCE

SUPPLY CHAIN MANAGEMENT MR. L.C. SHUKLA

INTERNATIONAL LOGISTICS MR. RAJESH SHARMA

SUPPLY CHAIN MANAGEMENT MR. SUNIL CHOPRA

BROCHURE OF RC Air & Rail Services

WAREHOUSING MR. SANJAY NAIR

WEBSITES

• www.logisticworld.com

• www.wikiapedia.com

• www.google.com

• www.gati.ltd

• www.srllogs.com

• www.safeexpress.com

41