1. Submitted by: Baber Amanullah
SUKKUR IBA CDC DEPARTMENT
INTERSHIP REPORT

2. Contents
1. Joining of Abudawood Pakistan as an Internee..............................................................................3
2. Introduction and Orientation .......................................................................................................3
3. Organizational Structure of CS&L..................................................................................................4
4. Warehouse operations: ...............................................................................................................4
4.1 Receiving Stock .........................................................................................................................4
4.2 Supply Chain of GT after Stock Receiving ....................................................................................5
4.3 Supply Chain of Sub-Distribution................................................................................................5
4.4 Supply Chain of Network Branch ................................................................................................6
4.5 Physical Counting of Inventory...................................................................................................6
4.6 House Keeping of Warehouse ....................................................................................................6
4.7 Damages types..........................................................................................................................7
4.7.1 Transportation Damages: when come from Business Partners...............................................7
4.7.2 Transportation Damages: Branch Operations........................................................................7
4.7.3 Expiry Product....................................................................................................................7
4.7.4 Manufacturing Shortage......................................................................................................8
4.7.5 Manufacturing Damage.......................................................................................................8
4.7.6 Excess or damage excess stock.............................................................................................8
4.7.8 Trade Handling Damages.....................................................................................................8
5. Suppliers Operations ...................................................................................................................8
6. Accounts Office of Branch............................................................................................................9
7. IT Office Operations.....................................................................................................................9
8. Objectives.................................................................................................................................10
9. Introduction to Project...............................................................................................................10
10. When only Day operations .....................................................................................................10
11. Beginning of Night Operations ...............................................................................................12
11.1 Night Shift Schedule..............................................................................................................12
Starting Date: 18/07/2016 ..........................................................................................................12
11.1.1 Data of night operations for GT........................................................................................13
11.1.2 Average time taken.........................................................................................................13
11.1.3 Data of night operationsfor Sub-Distribution....................................................................13
11.2 Day Shift Operations .............................................................................................................14
Starting Date: 19/07/2016 ..........................................................................................................14

3. 11.2.2 Day operations for GT.....................................................................................................15
11.2.3 Average Time Taken........................................................................................................15
12. Recommendations .................................................................................................................16
13. Internship Experience/Learning…………………………………………………………………...14

4. 1. Joining of Abudawood Pakistan as an Internee
I was selected as an internee in the Abudawood Pakistan at Sialkot Branch. I join Abudawood at
15th June, 2016. It was my first time to work in multi-national company, I saw excellent culture
maintained by employees, team work of branch employees with each other and they are supportive
to each other. The goals and objectives are very clear to employees and they work sharply to meet
their goals. I was really happy to saw this and I was very excited to be the part of such a good
organization. Branch manager at the very first day execute my orientation plan.
My timing at branch is 9:30 am to 4:30 pm in Ramadan and 9:30 am to 5:30 pm after Ramadan,
but I came into branch at early 7:00 am to observe the operations of the warehouse properly as
instructed by branch manager (Mr. Faheem Saif). I sometimes did picking and segregation with
loaders to completely understand the operations of warehuse and analyze that at which stage the
operations need some change for improvement. Everybody at branch is good to in sharing of
knowledge regarding branch operations and in behavior, especially branch manager and CSL team
(they all are being very supportive to me). Excellent working environment and culture is
maintained in Sialkot branch. Time management, cost saving and smooth running of operations
are the most important steps that are followed in the branch for accurate and efficient operations
in the branch.
2. Introduction and Orientation
Abudawood was founded in 1935 by Sheikh Ismail in Jeddah, Saudi Arab. Firstly Abudawood
was the small wholesale business, than it grown as best brand partners. Abudawood was came
Pakistan in June 2008 by taking over the business from IBL. It is the sale and Distribution
Company of P&G and Wella products. Its Head office is in Karachi. Abudawood network in
Pakistan is very strong now, it has hub branches and network town in all over the Pakistan. All the
network town are linked with hub branches and all the hub branches are linked with Head Office
in Karachi. In Sialkot branch of Abudawood, followings are the SKU’s (stock keeping unit):
1. Safeguard
2. Ariel
3. Pantene
4. Head & Shoulder
5. Pamper
6. Always
7. Gillett
8. Olay
9. Vicks

5. 3. Organizational Structure of CS&L
The organizational structure of Abudawood Pakistan is very simple and easy to understand.
Following is the organizational chart of Sialkot branch of Abudawood Pakistan:
There is also a third party working in the branch. The person who handle all the operations
regarding maintenance and repair, and also responsible for hiring the Van and drivers for CSL
operations support, such person is called Admin (Adnan Nabi).
4. Warehouse operations:
4.1 Receiving Stock
 After container arrive at branch, warehouse officer/supervisor check the leakage and
seal of container.
 After loading stock from container, warehouse officer tally the stock and then stock is
placed in warehouse at their respective location inside the warehouse, such as
ambient, temperature and damage location. W/O also ensure the FIFO while placing
stock at warehouse.
 Warehouse supervisor receive GRN (good receiving note) and enter the stock in
software (SAP) at the three locations:
 Ambient
 Temperature
 Damage
(In SAP, the GT stock is placed in these two locations, whereas the Sub-D and network
Branch stock is placed in Van location to distribute the stock as per target)
Branch Manager
Faheem Saif
Warehouse Supervisor
Amir Sajjad
Supplier Supervisor
Khalid Qadri
Warehouse Officer
M. Suleman
Supplier Officers
Loaders

6.  Any damage unit receive is posted as manufacturing /transportation damage. If the
damage is more than Rs.5000 than whole container is returned.
 Paper and detergent product placed as far as possible in the warehouse.
4.2 Supply Chain of GT after Stock Receiving
SR
4.3 Supply Chain of Sub-Distribution
 Stock of Sub-D is placed in Van (code of SAP) after receiving
SR
 Stock supply to Sub-D almost every day in a week.
 Van load should fulfill the requirement of assigned Van (load should be complete), so that
the cost can be minimized; and sometimes two sub-D is supplied at one Van to decrease
the cost.
 There are eight active Sub-D at Sialkot branch of Abudawood Pakistan:
SR take orders from
market onpalmtop
SR submit orders to
H/O through palmtop
Submit palmtopto IT
officer
ITOfficer receive
conformationto issue
order from H/O, and
also print CMR
according to account
department
instructions
ITofficer print bill,
picking list and VLS
Loaders pick and
segregate the stock
according to Picking
List and VLS as per
W/O instructions
Stock loading at docks
by loaders to SO
SO distribute stock
as per invoices and
take cash from
retailers
SO submit cash to
account department
Accountant confirm
payment of Sub-D
Post orderin
Software (SAP)
Generate Bills,
Picking List and VLS
Loaders pick the
stock as per
instruction by
warehouse officer
Warehouse officer
tally the stock
Loaders load the
stock into the
dedicated Van

7. Name ofLocations Chawinda Badyana Daska Mundeki Pasrur Samreyal
No. ofSub-D’s 1 1 2 1 1 2
4.4 Supply Chain of Network Branch
SR
 Stock supply to NWT two days in a week
 Stock supply to NWT as per the requirements of NWT.
 The stock of NWT is placed separately by warehouse officer/supervisor in VAN inventory,
so that it can be separately operated from GT.
4.5 Physical Counting of Inventory
 After picking stock for GT and Sub-D, W/O physically count the stock at warehouse as per
stock report send by Head Office. This will help the warehouse officer to maintain the
100% IRA.
 Stock is placed on pallets as per layers SOP of company, so that the whole pallet can be
easy to count.
 Loose pallets and loose units are placed in such a way so that it can count easily, it increases
the efficiency and speed of physical counting of stock.
4.6 House Keeping of Warehouse
 Warehouse is properly clean every day at 9:00 am.
 All the brands in the warehouse is placed at their given location.
 Maintenance and repairing of warehouse is done as per requirement.
 Doors of warehouse are closed and only authorized persons are allowed to enter, this
prevents any insect in the warehouse.
 Warehouse team maintain the list of authorized persons in warehouse.
 Warehouse team must check the pallet every day.
NWTcheck the stock
status as per stock save
by hub branch
STO request by NWTas
per target to hub
branch
Hub branch issue
Delivery Note against
STO
Stock picked for NWT
according to DN
ITStock is loaded in
Mazda truck
Offloading ofstock at
NWTfrom Mazda truck
NWTgenerate GRN
against receiving stock
by using Migo
Command at SAP
NWT maintain two
copies of GRN, one for
inter branchand other
for hub branch

8.  Any fire material such as smoking and flammable liquid is strictly prohibited in the
warehouse.
 Fire prevention material and safety training must be provided to warehouse team.
 Any warehouse team member who is wounded, can be excluded from the operations of the
warehouse until he is healed.
4.7 Damages types
 There are six types of damages in the SAP, so warehouse supervisor must post the damages
among these eight if any damage occurs.
 On every 25th of a month, the damages report is shared with W/S and BM.
4.7.1 Transportation Damages: when come from Business Partners
Damages that occurs during the offloading of stock from the container while receiving operations
is called transportation damages.
 Any discrepancy in the stock or damage unit during receiving of stock is posted as
transportation damages, warehouse supervisor take the signature of transporter on truck
receipt (TR) and take the picture of that stock. If the damage stock value is more than
Rs.5000, than whole container will be returned to business partner.
 Any leak unit or damage unit is immediately placed at damage location of the warehouse
on the pallet, and its detail is written for the SAP record.
 Customer compliant form is used to complain business partners about the shortage, excess
or damage of stock.
4.7.2 Transportation Damages: Branch Operations
During GT Loading During NWT/Sub-D Loading
While loading the stock on docks, SO should be
take that stock that is not damage. This damage
stock during the loading is returned by SO.
If any shortage or damage of unit/case is found by
NWT during offloading of stock, than NWT note
this stock on three documents.
 VLS
 TR
 Delivery Note
Also take sign from transporter.
The Stock is loaded into the as per VLS (van load
summary).
Parentbranchissue the newstock on damage stock.
4.7.3 Expiry Product
 Any product reach two months of expiry date or pass its expiry date is written on Expiry
Product Claim form. NTW communicate with its hub branch in case of expiry products.
 With the approval of regional manager, the expiry product is posted into the system as
Manufacturing Damages due to expiry.

9. 4.7.4 Manufacturing Shortage
 Any shortage of unit found in the stock case.
 If any manufacturing shortage is identified, than warehouse supervisor fill the shortage
reporting form and submit it to branch manager. Branch manager randomly tally stock and
identify shortage, than sign off the manufacturing shortage reporting form and hand it over to
the warehouse supervisor. The W/S transfer the relevant stock to shortages and file one copy
of it for warehouse record.
4.7.5 Manufacturing Damage
 Any damage of unit/case found in the stock.
 If any manufacturing damage is identified, than warehouse supervisor fill the damage reporting
form and submit it to branch manager. Branch manager identify damage, than sign off the
manufacturing damage reporting form and hand it over to the warehouse supervisor. The W/S
transfer the relevant stock to damage location in warehouse and file one copy of it for
warehouse record.
4.7.6 Excess or damage excess stock
 If any excess stock is identified, than warehouse supervisor fill the excess stock reporting form
and submit it to branch manager. Branch manager identify excess stock, than sign off the
excess stock reporting form and hand it over to the warehouse supervisor. The W/S transfer
the relevant stock to excess location in warehouse and file one copy of it for warehouse record.
 In case of damage excess stock, all the excess stock step is followed but stock move to damage
location.
4.7.8 Trade Handling Damages
 Any stock who is outdated or damage is reissued at the request of CBD with the approval of
unit manager or district manager.
 The stock will not be reissued if the price of stock changed or packaging is changed.
5. Suppliers Operations
SR
 SO take good stock during loading at docks.
Meeting of SO’s with
supplier supervisor
everymorning
Invoices, VLS andCMR
are distributedamong
SO as per their target
location. Alsomerge
the VLS ifrequired.
SO aftermeeting go
to docks of WH for
loading
SO load the stock in
Van as per VLS
Distributethestock at
their targetlocation as
per invoice and take
cash from retailer
Take print ofcash
return summary from
ITofficer and hand
over the returned
stock to warehouse
staff
Submit remaining cash
after returning stock to
accounts office of
branch

10.  Responsible of cash take from retailer.
 On merchandizing Discount, take cash from retailer after discount as per CMR issued by
branch accountant.
 SO’s time out and time in from the gate of branch is noted by security guard for their KPI.
 The meter of Van is also note by security guard.
6. Accounts Office of Branch
 CMR & Knock off
 Credit memo report is used to discount the customers against their purchasing of stock from
Abudawood. When customer take discount from the CMR issued by accountant, than
accountant knock off the discount of customer from the software (SAP).
7. IT Office Operations
SR
 He is responsible for print invoices, VLS, Picking List of GT and Sub-D at time (night), so
that all the other operations of branch can be perform at time. Time management at every
level of operation in the branch is the very important step to follow for accuracy and efficient
management.
Charge and Distribute
the Palmtops among SR
SR submit orders to
H/O through palmtop
SR Submit palmtop to
ITofficer
ITOfficer receive
conformationto issue
order from H/O, and
also print CMR
according to account
department
instructions
Print the stock return
report to SO’s
ITofficer print bill,
picking list and VLS.
Also print Picking list
for Sub-D
Also Print CMR after
confirmation ofbranch
accountant

11. Night operations at Sialkot Branch of ABD
This is a testing project, which has been done to manage the operations efficiently
and effectively.
8. Objectives
 Control the delay time of segregation.
 Control the quality issues.
 Make the loaders more efficient.
 Make SOs to be at docks within target time of company.
 Make the hectic operations efficient and effective during day and night.
 Make the Van out timing from branch gate more efficient and responsive to target.
9. Introduction to Project
The night operations is started by Baber Amanullah (internee) under the supervision of Branch
Manager (Faheem Saif). We had a meeting on it and the shift timing is decided as per company
policy.
All the night and day operations need excellent management in order to succeed. If any person or
team is not do its part timely and efficiently than the cost of the operations will increase and there
will be no result appeared for hardworking of other team of the branch. Synergy is what we need
if we want to do operations at night.
10. When only Day operations
 Supplier Officers = 15
 Loaders = 6
 Day shift Starting Time = 7:00 AM
 This data has been taken very carefully by deeply observing the day operations in the
warehouse. This data is only for picking, segregation and loading of GT.
Picking
Start
Time
Picking
End
Time
Tally of Picking
by W/O (mostly
Parallel with
picking)
Segregatio
n Time
Start
Segregation Time
End (mostly
Parallel with Van
Loading)
SO
arrival
Time at
Docks
Start
Loading
Start
Time
Loadi
End
Time
7:00
AM
7:43
AM
7: 45 AM 7:45 AM 9:50 AM 8:45 AM 8:53 AM 10:10
AM
7:00
AM
7:43
AM
7: 45 AM 7: 45 AM 9:20 AM 9:05 AM 8:50 AM 10:00
AM
7:00
AM
7:45
AM
7: 52 AM 7: 52 AM 10:00 AM 9:35 AM 9:35 AM 10:21
AM
7:00
AM
7:35
AM
7: 40 AM 7: 40 AM 9:10 AM 9:00 AM 9:10 AM 10:05
AM

12. Picking Time Tally Time Segregation Time SO arrival Time at Docks start Loading Time
41 min 4 min 1:50 hour 9:06 AM 1:02 hour
Total Time Taken on Picking and Segregation of Stock:
 41 min + 4 min + 110 min = 154 min
 By seeing this given data we can easily identify that the segregation is late and hectic in the
very short period of time. If the operations start at 7:00 AM, than the clock time according to
given data will be 9:34 AM.
 Also during segregation if a stock is misplaced to another VLS, than it is very hard to find it
in a short period of time, and due to this sometimes the SO wait for their stock at docks.
 Loaders take more pressure of work and also they became tired of this lengthy operation.
 Although the arrival time of SO at docks is not set due to late segregation and parallel loading.

13. 11. Beginning of Night Operations
11.1 Night Shift Schedule
Starting Date: 18/07/2016
Name Designation Responsibilities of Night
Operations
Timing
(Monday-Saturday)
Muhammad
Salman
Warehouse Officer
 Receive Picking List
(GT & Sub-
Distribution) and VLS
from IT Officer
 Distribute the work
among Loaders
 Verify picked and
segregatedstock
against Picking List
and VLS
11:00 PM-7:30 AM
Baber Amanullah Internee
 By observing the
operations of picking
(GT & Sub-D) and
segregation, plan to
reduce time and cost of
operations.
11:00 PM-7:30 AM
- Loader
 Follow the instruction
of Warehouse Officer
 Pick (GT & Sub-D)
and Segregate Stock as
per Picking List and
VLS
11:00 PM-7:30 AM
- Loader
 Follow the instruction
of Warehouse Officer
 Pick (GT & Sub-D)
and Segregate Stock as
per Picking List and
VLS
11:00 PM-7:30 AM
 Night Loaders = 2
 This data has been taken very carefully by deeply observing the day operations in the
warehouse. This data is only for picking and segregation of GT.

14. 11.1.1 Data of night operations for GT
11.1.2 Average time taken
Picking Time Tally Time Segregation Time
60 min 7 min 133 min
Total Time Taken on Picking and Segregation of Stock:
 60 min + 7 min + 133 min = 200 minutes or 3:20:00
 If the night operations start at 10:30 PM, then this process approximately ends at 01:50 AM
(only for GT).
 Loaders are relax and work effectively.
 Any misplace of stock during segregation can easily be find and placed at right VLS.
 SOs are informed to be at time at docks for loading operation.
 Drivers are informed to be at time at docks.
 The quality issues has also been control at night.
 The stock is zero at the picking area and all the stock is segregated 100% at night.
11.1.3 Data of night operations for Sub-Distribution
Date Picking Start Time Picking End Time
July 18 2:40 AM 4:10 AM
July 19 2:07 AM 2:35 AM
July 20 No picking of Sub-D No picking of Sub-D
July 21 2:50 AM 3:15 AM
 Sub-D picking is also pick by the loaders at night in the given time.
 This process is very helpful for the day operations loader and warehouse supervisor.
 Loaders only take 20-30 min for picking the stock for Sub-D.
As from the given data we found that the night team is done its part and keep the stock ready for
loading for day operations. All the operations during night is done timely and with efficient
Date Picking Start
Time
Picking
End Time
Tally of Picking by
W/O (mostly
Parallel with
picking)
Segregatio
n Time
Start
Segregation
Time End
July 18 10:35 PM 11:40 PM 11: 47 PM 11:47 PM 2:00 AM
July 19 10:40 PM 11:40 PM 11:45 PM 11:45 PM 2:05 AM
July 20 10:20 PM 11:15 PM 11:18 PM 11:30 PM 2:45 AM
July 21 10:00 PM 11:00 PM 11:15 PM 11:22 PM 2:45 AM

15. management, so that there will be no hurdle during day operations and all the operations run
smoothly.
11.2 Day Shift Operations
Starting Date: 19/07/2016
Name Designation Responsibilities of Night
Operations
Timing
(Monday-Saturday)
Amir Sajjad Warehouse
Supervisor
 Ensure the loading of
GT as per target
 Distribute the work
among Loaders
 Physical Counting of
stock
 Ensure receiving of
stock and post it in
SAP
 Handling Damages
 Handling return of
stock
8:30 PM-4:30 PM
- Loader
 Follow the instruction
of Warehouse
Supervisor
 Load GT as per target.
 Load Sub-D, and Pick
Sub-D if required.
 Pick and Load for
Network branch.
8:30 PM-4:30 PM
- Loader
 Follow the instruction
of Warehouse
Supervisor
 Load GT as per target.
 Load Sub-D, and Pick
Sub-D if required.
 Pick and Load for
Network branch.
8:30 PM-4:30 PM
- Loader
 Follow the instruction
of Warehouse
Supervisor
 Load GT as per target.
 Load Sub-D, and Pick
Sub-D if required.
 Pick and Load for
Network branch.
8:30 PM-4:30 PM

16. - Loader
 Follow the instruction
of Warehouse
Supervisor
 Load GT as per target.
 Load Sub-D, and Pick
Sub-D if required.
 Pick and Load for
Network branch.
8:30 PM-4:30 PM
 Loaders must arrived at time in warehouse and only load GT as per target time.
 SOs should arrived at time if efficient operations is required, supplier supervisor is responsible
for them.
 Drivers should also arrived at time, branch admin is responsible for them.
 Loading of Sub-D is also done by loaders during day at time.
 Receiving of stock from business partner.
11.2.2 Day operations for GT
 Supplier Officers = 15
 Day Loaders = 4
 This data has been taken very carefully by deeply observing the day operations in the
warehouse. This data is only for loading of GT.
11.2.3 Average Time Taken
SO arrival Time at Docks Loading Start Time Loading End Time
8:48 AM 8:59 AM 9:11 AM
The Van load target time is controlled a bit as per target, but not up to the mark as we have planned.
The reasons for it is late arrival of supplier officers and drivers. Currently we are going to manage
the time of SOs and drivers and for this purpose we talk to supplier supervisor and admin officer.
This issue will be resolve soon and the operations will be done smoothly soon. No doubt the cost
of electricity bill and generator fuel cost is increased by having night operations, but our team use
the resources of the company efficiently to keep the cost as low as possible. Loaders and other
team members at night switch on only the light that is needed.
Date Average SO arrival
Time at Docks
Average Loading Start
Time
Average Loading End
Time
July 19 8:56 AM 9:05 AM 9:14 AM
July 20 8:50 AM 9:00 AM 9:13 AM
July 21 8:43 AM 8:56 AM 9:09 AM
July 22 8:44 AM 8:56 AM 9:08 AM

17. 12. Recommendations
 Supplier officers should arrive at time at docks, so that the stock is loaded in vans and
operations are done as per target time of branch.
 Drivers should also arrive at branch at time, so that the vans timing out is controlled.
 One more loader is needed at night, because currently the night operations are done in time
with the help of internee and W/O help. It is very difficult for two loaders to pick and
segregate of 16 VLS along with the picking of Sub-D.
 Continuous improvement in the operations are needed for the successful execution of night
project.
13. Internship Experience/Learning
• Learned to manage every operations of CS&L department of Abudawood Pakistan
effectively and efficiently, especially warehouse operations.
• Learned to utilize the resources of the organization.
• I have learned how to maintain mutual respect and best organizational culture in the
professionalism.
• I have developed the skills to lead the team by giving intrinsic motivation to employees &
sub-ordinates, and how to be self-motivated.
• I have learned to handle the project in the best possible way by following the Standard
Operating Procedures (SOPs) of company.
• Learned to maintain the quality and continuous improvement in the operations.
• I have completely understood the importance of logistics management in the professional
work.
• I have learned to take effective decisions in the challenging environment of organization.