PROJECT MONITORING ON FAR (FEDERAL

ACQUISITION REGULATIONS), P2P

(PROCUREMENT TO PAY) SUPPLY CHAIN
MANAGEMENT

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

OF THE POST GRADUATE DIPLOMA IN MANAGEMENT

CHANDRAGUPT INSTITUTE OF MANAGEMENT PATNA

BY

DHEERAJ TIWARI

150080

29/06/2023

CHANDRAGUPT INSTITUTE OF MANAGEMENT PATNA

*Confidential
 ACKNOWLEDGEMENT

I would like to extend my gratitude to Chandragupt Institute of Management Patna for providing me
the opportunity to work with Tata Advanced System Ltd(TASL) as a Summer Intern as per the
Summer Internship Program.

I am grateful to Tata Advanced System Ltd(TASL) for giving me the opportunity to work with
perhaps one of the best organizations and the best people. The learnings and memories made while
working at Tata Advanced System Ltd(TASL) will surely last a lifetime. The skills and learnings
acquired at the organization has immensely helped me in improving my own capabilities as an
employee, and will definitely help me add value to the organization.

I am indebted to my Faculty Mentor, Prof.(Dr.) Ranjit Tiwari, whose valuable guidance and feedback
had contributed significantly in the competition of this Summer Internship Report.

I am indebted to my Industrial Mentor, Mr. Rohit Anand, for always supporting me and guiding me
throughout this journey. I hold your teachings and supervision close to my heart and they have made a
lasting impression on me.

I would like to thank the very splendid team I got to work with –Mr. Nitin Kumar, Mr. Rohit Anand,
Mr. Sai Harsham, Mrs. Rubi Saha, Mr. Bharat Aggarwal Mr. Chaitanya, Mr. Himadri Mithra, Mr.
Bharat Umpendram, Mr. Afroz Mohammed and Mrs. Abhilasha Sinha.

I would love to extend my gratitude to my parents, Mr. Ashok Tiwari and Mrs. Uma Tiwari, for
always supporting me and encouraging me to give my best to this internship.

Lastly, I am thankful to the Almighty God whose blessings made it possible for the completion of this
Summer Internship Report.
 SYNOPSIS

I joined Tata Advanced System Ltd(TASL) at the position of Summer Intern as per the Summer
Internship Program offered by Chandragupt Institute of Management Patna. The tenure for my
internship was two months. While working at Tata Advanced System Ltd(TASL), I got the
opportunity to work closely with one of the Finest well positioned towards addressing Government of
India’s initiatives to spur- indigenous development and manufacturing of critical aerospace and
defense solutions companies. in the world. I worked with the Supply Chain and Program
Management department of Tata Advanced System Ltd(TASL) at Hyderabad(HQ). As a result, I got
to opportunity to experience first-hand the workings of both the Indian and Foreign sector.

I was also entrusted with the responsibility of analyzing classified and confidential data regarding
Supplier and Vendors who all are connected to make the detail parts also. I was also responsible to
make the GRN and Invoice payment clear with VHD and results have been enclosed in detail in this
Summer Internship Report
 DECLARATION

I hereby declare that the Summer Internship Project entitled “PROJECT MONITORING ON FAR

(FEDERAL ACQUISITION REGULATIONS), P2P (PROCUREMENT TO PAY) SUPPLY CHAIN

MANAGEMENT” submitted to Chandragupt Institute of Management Patna in partial fulfilment of the

Requirements for the award of Post Graduate Diploma in Management is my original work and has

been prepared by me under the general supervision of my Industry Mentor(s) Mr. Rohit Anand

and Faculty Supervisor(s) Prof. (Dr.) Ranjit Tiwari. I have not submitted the work earlier, either to

any other Institute or University for the award of any diploma, degree or certificate. I have followed

the CIMP guidelines to prepare the report. I have also given due credit to the source of data,

theoretical analysis, text and other materials by citing them in the text of the report and producing

the details in the reference section.

Place: PATNA (Signature of the Student)

Date: 29/06/2023 DHEERAJ TIWARI

Roll no: 150080

 CERTIFICATE BY FACULTY GUIDE

CERTIFICATE

This is to certify that the work incorporated in this Summer Internship Project entitled

“PROJECT MONITORING ON FAR (FEDERAL ACQUISITION REGULATIONS), P2P

(PROCUREMENT TO PAY) SUPPLY CHAIN MANAGEMENT” by Mr. Dheeraj Ashok

Tiwari bearing Roll no. 150080, comprises the results of his/her independent and original

investigations carried out under my supervision and guidance in partial fulfilment of the

requirements for the award of Post Graduate Diploma in Management. To the best of my

knowledge, the work has not been submitted earlier, either to any other Institute or University

for the award of any diploma, degree or certificate.

Place: PATNA (Signature of the Faculty Guide)

Date: 29/06/2023 Prof. (Dr.) Ranjit Tiwari

 CERTIFICATE BY INDUSTRY MENTOR

CERTIFICATE

This is to certify that Mr. Dheeraj Tiwari bearing Roll no. 150080 a student of

Chandragupt Institute of Management Patna, has successfully completed Summer

Internship Project entitled “PROJECT MONITORING ON FAR (FEDERAL

ACQUISITION REGULATIONS), P2P (PROCUREMENT TO PAY) SUPPLY CHAIN

MANAGEMENT” under my supervision and guidance in partial fulfillment of the

requirements for the award of Post Graduate Diploma in Management for a period from

2 nd May 2023 to 1st July 2023. The work has not been submitted to any other institution or

University for the award of any degree/diploma or certificate to the best of my knowledge.

Place: PATNA (Signature of the Industry

Mentor) Date: 29/06/2023 Mr. Rohit Anand

Head of Supply Chain

Management

TATA Advanced System

Limited
 TABLE OF CONTENTS

CONTENTS

ACKNOWLEDGEMENT........................................................................................................i

SYNOPSIS................................................................................................................................ii

DECLARATION.....................................................................................................................iii

CERTIFICATE BY FACULTY GUIDE...............................................................................iv

CERTIFICATE BY INDUSTRY MENTOR.......................................................................v

TABLE OF CONTENTS......................................................................................................vi

LIST OF SYMBOLS, ABBREVIATIONS AND NOMENCLATURE...........................vii

CHAPTER 1: INTRODUCTION...........................................................................................1

Project #1 Federal Acquisition Regulation (FAR)

Project #2 Procurement-to Pay (P2P)

Project #3 Auto-Po

Project #4 Vendor Help Desk (VHD)

Project #5 Team Outbound at TASL

CHAPTER 2: ABOUT THE ORGANISATION................................................................06

CHAPTER 3: METHODOLOGY........................................................................................10

CHAPTER 4: SCOPE OF WORK.......................................................................................11

Project #1 Federal Acquisition Regulation (FAR)

Project #2 Procurement-to Pay (P2P)

Project #3 Vendor Help Desk (VHD)

Project #4 Auto-Po

Project #5 Team Outbound at TASL

CHAPTER 5: LIMITATION OF THE STUDY……………………………………..…21

CHAPTER 6: CONCLUSION..............................................................................................22

BIBLIOGRAPHY..................................................................................................................23

WEBLIOGRAPHY………………………………………………………………………….24
LIST OF SYMBOLS, ABBREVIATIONS AND NOMENCLATURE

1. FAI– First Article Inspection

2. NADCAP – National Aerospace Defense Contractors Accreditation Program

3. FOD– Foreign Object Debris

4. ATP– Authorization to Proceed

5. BOM – Bill of Material

6. ORR – Operating Review Rhythm

7. PEM – Plant Engineering Maintenance

8. PGT – Program Gate Transition

9. PGTRB– Program Gate Transition Review Board

10. MIS – Management Information System

11. BD – Business Development

12. MPA – Master Purchase Agreement

13. MRP – Material Resource Planning

14. BA – Business Acquisition

15. RFQ – Request for Quotation

16. RAIL – Recurring Action Item List

17. SPP – Supplier Procurement Provision

18. CRR – Contract Review Record

19. SOP – Standard Operating Procedure

20. ONDC – Open Network for Digital Commerce

21. VHD – Vendor Help Desk

22. INCOTERMS – International Commercial Terms

 CHAPTER 1: INTRODUCTION

Throughout the course of my two-month summer internship at Tata Advanced Systems Ltd (TASL), I got

the opportunity to work with the best organization and the best people the industry can offer. I

experienced first- hand industry exposure by working at multiple projects and assignments. For the

purpose of this Summer Internship Report, I have classified these projects into major projects and

additional projects. They are as follows:

TATA Sons

TATA Advanced System Limited

(TATA Aerospace & Defense)

TASL- Aero structures & Aero-

Engines

Centre of Centre of Excellence

Centre of Excellence Centre of Excellence for
Excellence for for Aero-Engines
for Metallic Composites
Assembly

1. Major Projects with (TASL):

ROLLS ROYCE & GE AERO-ENGINE

BOEING APACHE AH-64 (SAS/VSB)
COBHAM (908E AIRBUS A400M EATON)
PILATUS (PC 12)
CHINOOK (CH 47)
FAN Cowl (B737)
C-295-AIRBUS

Bid Process Management

1
Bid Process
Management
Figure 1: Classification of Bid Process Management

2
Process:

TASL  RFP  1. Pre-qualification Round

2. Technical Round (e.g., 80%)

Weighted Scores
3. Financial Round (e.g., 20%)

Each round must be cleared to advance to the next one. For

any project, Technical Round comprises of:

1. Creds

2. Proposed Manpower CV’s

3. Approach and Methodology

4. Statutory Compliances

Definitions:

I. Bid Process Management – Government and other public sector organizations must

follow a set of procedures for the procurement of goods and services from vendors. They
must invite bids from interested parties and assess them according to a set evaluation
criterion. The most eligible vendor is selected through the tendering process to deliver the
requested goods and services to the client. The management of all the activities involved in
the tendering process, from ensuring compliance to request for proposals to ensuring the
timely submission of bids, is called Bid Process Management.

II. Bid – An offer to acquire an asset from an individual or corporation is termed as a bid.

Companies that compete for project contracts may also submit bids. Interested parties/ buyers
often place bids at auctions and in a variety of market places. When placing a bid, a buyer
states the price they are prepared to pay for the asset or the subcontracting fee for the delivery
of the service.

3
III. Tender – Tender often refers to the process through which financial institutions and

the government request bids for substantial projects that must be submitted within a fixed time
frame.

IV. Request for Proposal (RFP) – The Request for Proposal is a business project

announcement document posted publicly by organizations and governments, and solicits bids
from qualified interested contractors to complete it. Governments always issue RFP for
subcontracting projects. The RFP provides information on the project, its objectives, the
sponsoring organization, and outlines the bidding process and contract terms. The Request for
Proposal document covers the scope of the project and the desired outcomes for the issuing
organization. As a result, RFP is not overtly focused on the price parameter, but also
considers the quality parameter as a whole for the selection of the subcontractor.

V. Request for Quotation (RFQ) – The Request for Quotation (RFQ) is a formal

document that requests price quotations and bids for the provision of the service from the
chosen suppliers and subcontractors. The RFQ is prepared against predetermined standards by
the issuing party and focuses explicitly on the prices quoted by the subcontractors.

VI. Expression of Intent (EOI) – An expression of intent is a binding document of one

party’s preliminary commitment to do business with another. Also called the Letter of
Intent, it states the chief terms of the prospective deal as agreed between the contractor and
the subcontractor for service delivery.

4
VII. Request for Empanelment (RFE) – The Request for Empanelment (RFE) is a

document which provides the list of eligibility criteria and the evaluation process in addition
to other details of the project for the selected vendor by the contracting organization/
government. Generally, an evaluation committee is formed for scrutinizing the shortlisted
employees deployed for the project by the subcontractor.

Two categories of assessment criteria are most often used for selecting bids in the Financial Round:

I. Least Cost Basis (L1) – The selection of the bidder in accordance with the least quoted

price for obtaining the project is called Least Cost Basis Selection. The lowest commercial
bid is designated as L1, the second lowest commercial bid is termed as L2, and so on.
Selection is based on the Financial Round.

II. Quality cum Cost Based Selection (QCBS) – The selection of the bidder based on the

mix of quality and price for obtaining the project is called Quality cum Cost Based Selection
(QCBS). For the purpose of evaluation, both the Technical and Financial Rounds are taken
into account. For example, the Financial Round carries 30% weightage while the Technical
Round carries 70% weightage.

5
 CHAPTER 2: ABOUT THE ORGANISATION

Focus areas of Tata Advanced Systems

TASL has been established as the lead entity for the Tata Group to develop into an umbrella
organization for Aircraft programs, Aero structures, Aero engines, Detail Parts Manufacturing, for
metallic and Composites and Defense. With multiple programs under operational and
industrialization, proven deliveries, highly trained resources, TASL is on its way towards becoming
the global supplier of choice of global aerospace OEMs. The backbone of TASL’s vision is its
capability to integrate fully across the value chain – engineering services, special processes, complex
tool design and fabrication, sheet metal forming, composite structures, complex metal machining,
details part manufacturing, composites manufacturing, aero-engine complex metal machining,
detailed part manufacturing, composites manufacturing, aero-engine components and major structural
assemblies and airframes. The programs are nurtured with the highest level of customer focus and
safety, delivered through robust quality systems, procedures and practices certified to AS 9100,
NADCAP, EASA and applicable standards.
Tata Advanced Systems Limited (TASL), a wholly owned subsidiary of Tata Sons, is the strategic
Aerospace and Defense arm of the TATA Group. TASL is both an operating & a holding company.
TASL group is fast emerging as a key Defense and Aerospace player in India with established
capabilities and demonstrated deliveries in the following areas:

Missile Systems and sub-systems

Radar System and Sub-systems
Command & Control Systems
Aerospace & Aero –Structures
Unmanned Aerial Systems
Optronic Systems
Homeland Security Solutions

6
 Manufacturing Engineering

ME is a dept. of professional engineering concerned with the understanding and

application of Engineering Procedures in Manufacturing Processes and Production
Methods, Manufacturing Engineering requires the ability to plan the practices of
manufacturing: to research and to develop tools, processes, machines and equipment:
and to integrate the facilities and systems for producing quality product with the
optimum expenditure of capital
Manufacturing Engineer’s primary focus is to turn Raw Material into an Updated
product or a New Product in the most efficient & economic way possible through
their released procedures.

7
 Company Overview

Vision

TASL's vision is to enable Indian defence forces to achieve technological self-reliance.

Mission
The mission of TASL is to become the preferred aerospace and defences partner by delivering

Innovative solutions to meet the challenges of the future.

Core Values
Integrity, excellence, accountability, collaboration, and innovation are the core values that guide

TASL's operations.

History of Tata Advanced Systems Limited (TASL)

2007

TASL was founded as a joint venture between Tata Sons and Lockheed Martin.

2009

The Hyderabad facility was established, which marked the beginning of TASL's growth as a leading

aerospace and defence solutions provider.

2010

TASL partnered with Sikorsky to manufacture and assemble helicopters in India.

2018

TASL signed a MoU with Defence Research and Development Organisation (DRDO) to collaborate on

8
the development of defence technologies.

9
in close association with the State and Central Government for the digitalization of Aerospace
related services. Tata Advanced System Ltd(TASL) in India also provides its service at the
convergence of private sector and the government for creation of various jobs as well as
business environment. Along with government agencies, they also collaborate with private
sector, donors, civil society stakeholders as well as multilaterals in order to provide well
organized and methodical social services. Tata Advanced System Ltd(TASL) also consult on
Progressive financial models, for example Public Private Partnerships to provide sustainable
infrastructure.

Following are the information related to the organizational structure at TASL:

Organizational Structure – Adhocracy

Complexity – High

Centralization – High

Formalization – High

Tata Advanced System Ltd(TASL) follows the following hierarchical structure:

1. Director

2. President

3. Vice President

4. Program Director

5. Associate Director

6. Manager Associate

7. Assistant Manager

8. Management Trainee

9. Senior Associate

10. Junior Associate

10
 CHAPTER 3: METHODOLOGY

When I was delegated to the Monitoring of “PROJECT MONITORING ON FAR (FEDERAL

ACQUISITION REGULATIONS), P2P (PROCUREMENT TO PAY) SUPPLY CHAIN
MANAGEMENT”, my seniors at Tata Advanced System Ltd(TASL) entrusted me with the
responsibility of analyzing highly crucial and classified data: The Operational Excellence at Tata
Advanced Systems believe in customer delight via Timely Delivery, Excellent Quality, Continuous
Improvement and Reliable Processes the Pillars of Operational Excellence are- Global Transition
Program Management, Engineering Capability to support a First Time Right with Rapid
Industrialization, Accelerated Ramp-up, Quality Assurance and Control, People Focus and a Culture
of Continuous Improvement. “PROGRAM MANAGEMENT SYSTEM LEAN MANAGEMENT” at
our facilities, we utilize a combination of Lean concepts to enhance efficiency of the processes
involved. Our methods for Waste Minimization allows us to perform tasks economically. Smart
factory based approach is employed to part development and engineering to achieve First Time Right
Industrialization. Our shop floors are geared up for Industry 4.0 with real-time MES, automated tool
management, digital Poka-Yoke, SPC driven quality control for optimization and predictive
maintenance of machines.
Lean Management: - At our facilities, we utilize a combination of Lean concepts to enhance
efficiency of the processes involved. Our methods for Waste Minimization allows us to perform task
economically. Smart factory based approach is employed to part development and engineering to
achieve First Time Right Industrialization. Our shop floors are geared up for Industry 4.0 with real-
time MES, automated tool management, digital Poka-Yoke, SPC driven quality control for
optimization and predictive maintenance

11
 CHAPTER 4: SCOPE OF WORK

Procurement-to-Pay (P2P)

I was assigned to the Assembly and Details Parts (P2P and Auto PO) under the Tata Advanced System
Ltd(TASL) Program. At present, the project is at the “Monitoring and Evaluation” stage. My duty brought
me to the “Supply Chain Management” at the Assembly Unit(HO1): -

The said supply chain management department also acts as the Nodal Agency for the Assembly Unit.
I was delegated by my industrial mentor, Mr. Rohit Anand, to analyze a database consisting several
work-done like: -

P2P - “Procure to pay”

Customer Unloading of
Gate Entry GRN Creation
Clearance Material

Submission of
Binning of Quality Lot
Material and RI Inspection
Material Clear in SAP
Documents to Stores

Submission of
Scan and Upload Submission to Payment to
Documents to
Documents in SAP Finance Supplier
VHD Coordinator

The P2P process is critical for most businesses. In simple terms, it is the process of requisitioning, purchasing,
and receiving goods or services. The process starts with the requisitioning of goods or services and ends with
their payment. The P2P process is a highly complex process covering multiple functional areas and departments.
The P2P Process comprises several critical components, including requisitioning, sourcing, procurement, vendor
selection and management, receiving, invoice validation, payment processing, and analytics. Each of these
components are critical to the success of the overall procurement process.

The workflow of the P2P process comprises several steps. Each step involves different people and departments.
Any delay or error in any of the steps can cause significant disruptions and affect the overall performance of the
process. The process flowchart helps visualize the sequence of steps involved in the P2P process.

My analysis of the P2P process at Tata Advanced Systems Limited revealed a few crucial areas of concern.
While the overall process was efficient, there were inefficiencies in the requisition and approval process that
caused delays in procurement. Additionally, the invoice validation process lacked proper checks, resulting in a
higher number of discrepancies and delays in payment processing.

Problem Statement: - The most common purchase order process steps:

12
 1. SCN requires more data entry and very descriptive
2. No process in place to flow down or export the data for the repeat order/Contract SCN for
the last SCN
3. Multiple level of approvers over and above DOA for SCN and PO Release
4. No process in place to use the valid approved contract SCN for PO release
5. No process for auto PO
6. Lack of Supplier priority in acknowledging PO
7. Supplier self-registration
8. Screening of supplier in registration process
9. Real time clarification of Queries at all stages
10. Audit schedules and maintain audit trails
11. Auto-validation of data at all level
12. Publish of SAT, SEF, RFx, PO, SCAR, Score card
13. Collection and storage of data form supplier
14. Quote Comparison tool and Data driven decision
15. Upstream and Down Stream data management
16. Contract Management

Proposed Solution

1. Re-define the SCN Template to standardize inputs according to the Spend category
2. Enhance the SCN tool for flow down of data from Repeat order/contracts SCN to new SCN
3. Optimize approval matrix for normal, contract and Re-order SCN release /PO Release
4. Establish a process enabling PO release with the contract (SCN)
5. Establish a process for implementation Auto PO/contracts across all the plants
6. Define the Acknowledge timelines in the PO, beyond which the PO deemed accepted

Benefits

1. Reduce Overall Cycle time

2. Compliance to the process
3. Cost reduction through Shared service implementation
4. Cost Savings through Consolidation of procurement
5. One Stop solution for all supplier related topics
6. Better coordination between stake holders
7. Improves supplier engagement
8. Improves Supplier relationship
9. Main a wide vendor base interest to do business with TASL across commodities

FAR (Federal Acquisition Regulation) proposal

FAR (Federal Acquisition Regulation)

13
 FAR Proposal

Boeing 737 (MAX)

Customer

RFQ (Request for

Quotation)

TASL (Assembly unit)

Supplier

Quantity without
Quantity with (NRE/NRC)
(NRE/NRC)

*NRC- Non-Recurring Engineering

*NRE-Non-Recurring Costs

The Federal Acquisition Regulation (FAR) is a set of rules developed to govern the acquisition process of
the US government. In this document, we will explore how TATA Advanced Systems Limited (TASL)
implements the FAR process.

What is FAR?
The Federal Acquisition Regulation is a guidebook for federal agencies to acquire and manage contracts in a
uniform way.

Why is FAR important?

FAR ensures that federal procurement is conducted with integrity, fairness, and transparency.

Who does FAR apply to?

FAR is intended for use by all federal agencies in the United States.
FAR Process in TASL
FAR Implementation
FAR Documentation
FAR Training
14
FAR Policy and Compliance

TASL’s FAR policy ensures that all procurements and contracts are conducted ethically, transparently, and in
accordance with all applicable laws and regulations. TASL is fully committed to complying with all FAR
requirements. They have established policies and procedures to ensure compliance, including conformity to
cost principles, competitive procurement, contract award, and contract oversight. All TASL employees are
trained in FAR policies and procedures, and regular assessments are conducted to ensure compliance results
in more efficient and effective procurement process and strengthens the relationship with government
agencies.

FAR Procurement Procedures

Market Research
Solicitation
Evaluation
Award
Contract Administration

Benefits of Following FAR Process: -

Transparency
Following FAR guidelines results in transparent procurement procedures that increase the accountability of
both the contractor and the government.

Fairness
FAR aims to achieve and promote healthy competition, ultimately resulting in the government acquiring the
best goods and services for the best value.

Efficiency and Effectiveness

Implementing FAR processes leads to better procurement outcomes that save time and money and make the
entire procurement process more efficient.

Improved Relationships
Compliance with FAR policies and procedures strengthens relationships between the contractor and
government and ensures continued collaboration in future tenders.

Conclusion and Next Steps

TASL’s strict adherence to FAR policies and procedures has enabled the company to maintain exemplary
working relationships with the US government and other stakeholders. The benefits of following FAR
guidelines outweigh the initial costs and contribute to more efficient, fair and just procurement process. The
next steps for TASL are to continue to train employees on FAR regulations and to leverage best practices to
ensure continuous improvement.

Vendor Help Desk Management

VHD (Vendor Help Desk) Tracker

15
Gate Entry/Exim & Material & Finance will
Security VHD/Stores Documents Handed give paid
Over to QC details to VHD

Phase-1 Phase-2 Phase-3 Phase-4

Manual / (S.A.P)
Invoice
Airway (AWAY Bill)
Bill of Entry
Purchase Order (PO)

Physical Verification
Material Documents
When everything Ok store will do GRN
If Miss- Match “Stop the GRN”
Ask Credit Note -SCM

If everything will clear, then move to stores

If any defective goes to SCM (Supply Chain Management)
Finance will give paid details to VHD (Vendor Help Desk)
Store will submit document to VHD for payment

AUTO PO (Automatic Purchase Order)

Overview

Auto PO System at Tata Advanced System Limited, managing procurement processes can be time-consuming
and complex. However, Tata Advanced System Limited has implemented an Automated Purchase Order
system to streamline the procurement process and improve efficiency. In this document, we will explore the
features and benefits of the Auto PO system.

I have also contributed in creating contract using T-Codes on S.A.P like: -

16
ME31K
ME21N

AUTO PO

Cutting Tools Hardware

LOMAS AVDEL (INDIA)

M G SOLUTIONS APOLLO AEROSPACE

PEERLESS AEROSPACE

WESCO AIRCRAFT

BOEING DISTRIBUTION
SERVICES INC.

Problem Statement: - The most common purchase order process steps:

1. Create a purchase order.

2. Send out multiple requests for quotation(RFQ)
3. Analyse and select a vendor.
4. Negotiate contract and send PO.
5. Receive goods/services.
6. Receive and check invoice (3-Way Matching)
7. Authorize invoice and pay the vendor.
8. Record keeping.

Scope of work

17
 The Auto Po system is a digital solution that automates the procurement
process from request to payment. The system uses a combination of
algorithms and rules to create a purchase order based on the pre-defined
conditions. The system creates an Auto PO once the procurement requirement
reaches a certain threshold, reducing manual intervention and increasing accuracy.

“Auto Po is a game changer for procurement. It brings efficiency, transparency, and

Dependability in procurement processes. It is an essential tool to manage large-scale
procurement operations”

Benefits of Using Auto PO

1. Time Reduction
 Contract Adherence
 Man-hours

The automated system identifies vendors and negotiates better pricing based on the
pre-defined rules. This reduces manual effort and associated costs and saves time.

2. Improved Efficiency

The Auto PO system reduces the time taken for procurement, approvals and
Payments. This results in customer satisfaction and improve Supplier relationships.
Accuracy and Compliance

The Auto PO system eliminates errors associated with manual processes and ensures
compliance with organizational procurement policies and regulations. This promotes better
financial management and improved audit compliance.

Auto PO Approval Process

Level 1 Requestor Submits the requisition

for Auto PO creation

Approval Level Approver Action

Level 2 Manager Reviews the requisition

and approves the same

Level 3 Procurement Team Validates the Auto PO

and forwards it to the

18
 vendor

Managing Exceptions

Auto PO system identifies and manages exceptions to ensure smooth procurement processes.
In case an exception arises, the system sends an alert to the concern stakeholders, which can lead
to appropriate actions.

Auto PO Reporting

Auto PO system generates reports that provide a comprehensive view of procurement processes.
The reports give insights into the number of Auto POs generated, vendor performance, budget
utilizations, procurement cycle time, and more.

Competitive Bidding Process

Competitive bidding is a formal process to identify and request products and/or services the
applicants need, so that potential service providers can review those requests and submit bids for
them. This process is designed to be fair and open, and requires the applicant to select the most cost-
effective provider based on its bid evaluation factors. However, price of the eligible equipment and
services must be given the most weight during the bid evaluation process. The entity that will run
the competitive bidding process may include an applicant, a state procurement agency, or another
entity that an applicant has authorized to negotiate on your behalf. This entity certifies an
FCC Form 470 (Description of Services Requested and Certification) in the E-Rate
Productivity Centre (EPC) and must be prepared to receive and evaluate bids and negotiate with
service providers.

Contract Management

The contract is a significant step towards increasing Airbus' competitiveness in the single-aisle
aircraft market and supporting the ramp-up of the A320 programme, said the company statement.
TASL will produce these doors at a new facility in Hyderabad using cutting-edge robotics and
automation technology. Each shipset will include two cargo doors and one bulk cargo door. The
contract was signed by Olivier Coequal, SVP Aero Structure Procurement, Airbus and Masood
Hussain, VP and HO Aero structure and Aero-Engines, Tata Advanced Systems Ltd, at Hyderabad
on Wednesday.

NRE (Non-Recurring Engineering)

TATA Advanced Systems Ltd(TASL) is a prominent defense and aerospace solutions provider
based in India. As part of its operations, TASL undertakes Non- Recurring Engineering (NRE)
19
projects to develop and deliver cutting-edge technologies and products for its customers. This report
aims to provide an overview of NRE activities at TASL, highlighting their significance, key
projects, and achievements.

FOD (Foreign Object Debris) Mitigation Process

Background

The impact of foreign object debris(FOD) remains a major concern in the aviation, defense, and
space industry.

It is viewed as a major potential source of risk (condition + action) by regulators and customers.
Lack of FOD prevention often leads to significant problems with the quality or cost of delivered
product and ultimately threatens product and personal safety.

To outline fundamental approaches and provide basic guidelines for suppliers in the aviation, defense,
and space industry to assess their process and establish implement a FOD prevention program.

FOD baseline procedure

FOD checklists
FOD prevention training/tutorial
A risk-based FOD assessment process
The aim is to prevent the occurrence and risk of FOD and improve the quality of Industry suppliers
by sharing best practices.

NRC (Non-Recurring Costs)

Non- Recurring Costs(NRC) are expenses that do not occur on a regular basis and are not considered
part of the company’s ongoing operation. These costs are typically one-time or infrequent in nature
and can arise from various sources, such as special projects, investments, restructuring, legal
settlements, or unforeseen events. In this report, we will analyze the non-recurring costs incurred by
TASL during the Production.

Team Outbound Learnings at TATA Advanced Limited

Introduction

This report highlights the learnings and outcomes of the Team Outbound program conducted at
TATA Advanced Limited. The Team Outbound program aimed to enhance teamwork,
communications, leadership, and problem-solving skills among employees. The program
involved a series of outdoor activities and challenges designed to foster collaboration and
personal growth.

Objective of the Team Outbound Program

The Team Outbound program at TATA Advanced Limited had the following objectives:

a) Team Building: To strengthen team dynamics and foster better collaboration among
members.
b) Communication: To improve interpersonal communication skills and promote effective
20
 dialogue within the team.
c) Leadership Development: To provide opportunities for employees to develop
leadership qualities and skills.
d) Problem-solving: To enhance problem-solving abilities and encourage innovative
thinking within the team.

Program Activities

The Team Outbound program included a variety of activities that required participants to work
together, communicate effectively, and solve challenges. Some of the activities conducted
during the program were:

a) Trust-building exercises: Trust falls, blindfolded activities, and rope courses were
organized to build trust among team members and promote reliance on each other.
b) Team challenges: Activities like treasure hunts, obstacle courses, and group problem-
solving exercises were conducted to encourage teamwork and collaboration.
c) Leadership simulations: Simulated scenarios were created to allow participants to take-
up leadership roles and make decisions under pressure.
d) Reflective discussions: Regular debrief sessions were held after each activity to
facilitate reflection and learning from the experiences.

Key Learnings and Outcomes

The Team Outbound program at TATA Advanced Limited resulted in several valuable
learnings and outcomes for the participants and the organization as a whole. Some of the key
learnings and outcomes include: -

a) Improved Teamwork
b) Enhanced Communication
c) Leadership Development
d) Problem-solving Skills
e) Increased Motivation

CHAPTER 5: LIMITATIONS OF THE STUDY

1. Confidential data – As consultants have to work within the boundaries of the client’s privacy,
most of the data with which I worked with was confidential in nature. So, most of them couldn’t
be presented in this Summer Internship Report. My seniors used to say - whatever information
which is not available on the public domain is confidential. Further, it was impossible to transfer
any information from the company laptop to my personal system.

2. Lack of information in the public domain – Preparing excellent proposals against any RFP
issued by the government or any public sector entity depends heavily on the Approach and
Methodology (A&M). Now, the A&M depends on our own understanding of the client’s
requirements, their industry, their scope of work etc. More often than not, relevant information
could not be collected from secondary resources that could distinguish our proposals with those
of our competitors.

21
3. Time constraint – Two months is not necessarily the most appropriate time for acquiring,
implementing, monitoring, maintaining and fully understanding a project, especially in the
Aerospace sector.

22
 CHAPTER 6: CONCLUSION

I have completed my two-month summer internship at Tata Advanced System Ltd(TASL),

FAR (Federal Acquisition Regulation) at Hyderabad, as part of the Summer Internship
Program at Chandragupt Institute of Management Patna. Over the course of two months, I
worked with perhaps one of the best organizations and one of the best people the industry has
to offer. I am grateful to the guidance and teachings from my seniors at Tata Advanced
System Ltd(TASL). Working with Tata Advanced System Ltd(TASL), FAR (Federal
Acquisition Regulation) provided me a glimpse of Indian Aerospace Manufacturing. I got the
opportunity to not only put all the theories and skills taught to us in the academic curriculum
to practice, but also pick up new skills as well.

I learned the importance of competence, knowledge and communication while working at the
organization. I am truly grateful to Tata Advanced System Ltd(TASL) and my seniors at the
organization for exposing me to my corporate exposure. The learnings and memories created
while working at Tata Advanced System Ltd(TASL) would last a lifetime. I am confident that
the two months spend working at such a splendid organization would refine my skillsets in
such a way which would allow me to add value to my future employments.

23
 BIBLIOGRAPHY

Books:

 Bobbie, E & Mouton, J. 2001. The practice of social research. Cape Town: Oxford

University Press.

 Bowersox, DJ, Closes, DJ & Cooper, MB 2007. Supply chain logistics and management. 2

editions. Boston: McGraw-Hill.

 Lenders, MR, Johnson, PF, Flynn, AE & Fearon, HE. 2006. Purchasing and the Supply

Management. 13 editions. Boston: McGraw-Hill.

 Burt, DN, Dobler, DW & Starling, SL. 2003. World-class supply management: the key to

supply management. 7 editions. Boston: Irwin McGraw-Hill.

 Shekel Ahmed, Size and growth of firms: Automobile industry in India, Kanpur: Saniya

Sager, 2011

 Hugo, WMJ, Baden Horst-Weiss, JA & van Billon EHB. 2004. Supply chain management:

logistics in perspective. Pretoria: Van Schaik.

 Summit Chakraborty, a study of several privacy-preserving multiparty negotiation

problems with applications to supply chain management, Thesis, Global Indian Institute of

Management Calcutta, 2006.

 N Mehta, Collaborations in internet enabled supply chains- value of information sharing,

Thesis, Indian Institute of Management, Vastrapur, Ahmedabad 380015, 2008.

 Joel D. Wisner, G. Keung Leong, Keah-Choon Tan, Principles of Supply Chain

Management: A balanced approach, Thomson South western, T' edition, 2005, page 167-

178

WEBLIOGRAPHY
24
 https://economictimes.indiatimes.com/topic/tasl

 https://www.boeing.co.in/boeing-in-india/tata-boeing-
aerospace.page

 https://www.tata.com/newsroom/tata-lockheed-martin-new-
cutting-edge-aerospace-technology-to-india

 https://www.thehindu.com/news/cities/Hyderabad/tata-advanced-
systems-to-make-boeing-737-fan-cowls-in-hyderabad/
article35766846.ece

 https://www.tata.com/business/aerospace-defence

 https://www.tataadvancedsystems.com/

 https://in.linkedin.com/company/tata-sikorsky-aerospace-limited

 https://www.abplive.com/topic/tata-advanced-systems-limited

 https://www.tata.com/business/tata-advanced-systems-ltd-tasl

 https://www.bloomberg.com/profile/company/
4624679Z:IN#xj4y7vzkg

25
SIP REPORT_150080
ORIGINALITY REPORT

1 %
SIMILARITY INDEX
11%
INTERNET SOURCES
4%
PUBLICATIONS
2%
STUDENT PAPERS

2
PRIMARY SOURCES

In
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2
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26
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27
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10

www.telegraphindia.com
Internet Source

11
economictimes.indiatimes.com
Internet Source

12 journalsofindia.com
Internet Source

https://sps-aviation.com
13 Internet Source

www.news18.com
Internet Source

14
Dilip Singh, Sukaran Singh, MD & CEO
of Tata Advanced Systems (TASL). Tata
arm ‘working on core tech that will
15
make India truly self-reliant in defense’
Publication

"Made-In-India Loitering Munition, ALS-

50, Now Part of IAF’s Arsenal” Publication

16 Swarajyamag.com
Internet Source

28
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29
 www.sikorsky.co
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30
31