This document summarizes a presentation by Parth Padhiyar on driving sales in logistics and C.H. Robinson's sales process. It introduces the logistics industry and C.H. Robinson company. It then discusses the problems of retaining old customers and gaining new customers. Literature on topics like third-party logistics and performance metrics are reviewed. The objectives, research methodology, data analysis, findings, suggestions and conclusion of the study are provided. The data analysis shows that timely delivery, strong international network and relationships help retain customers, while competitive pricing and customs assistance attract potential customers. Lack of domestic presence and complex documentation deter some. Suggestions include expanding domestic services, credit offerings, and simplifying documentation.
Chan supply chain coordination literature reviewFred Kautz
This document reviews over 100 research papers on coordination studies in the context of supply chain dynamics from the last decade. The papers are categorized into two broad approaches: analytical approaches and simulation approaches. Analytical approaches use modified deterministic models to incorporate uncertainties via scenarios. Simulation approaches use simulations to model supply chain dynamics since traditional analytical models cannot capture system behaviors. The review aims to understand coordination strategies under different methodologies and identify insights for future research.
DHL is one of the largest logistics companies worldwide operating in over 220 countries. It aims to simplify customers' lives and make all stakeholders successful while contributing globally. The organizational structure comprises several service-oriented divisions to offer a wide range of transportation and logistics services including express delivery, freight, supply chain management and mail. Key services discussed include worldwide document and parcel express for fast international delivery of items, import express, and logistics services in major hubs. The presentation outlines DHL's supply chain processes and discusses uncertainties and challenges in its express operations.
The document discusses reverse logistics, which is defined as the process of planning, implementing, and controlling the efficient flow of goods from the point of consumption back to the point of origin. Reverse logistics involves recovering value from returned products and materials. It addresses key questions around alternatives for returned products and who performs reverse logistics activities. Reverse logistics faces challenges due to differences from traditional forward logistics and barriers around priorities and systems.
DHL Pakistan has been operating in the country for 26 years and is the market leader in international courier services with over 65% market share. While its main focus is international courier and freight shipping, DHL aims to grow its import business, increase market share, and ensure it remains the customers' first choice. DHL utilizes advanced technology and tailored processes to provide high quality, timely deliveries and stands out through its global network and customs assistance. However, the import service contributes only 10-15% of revenues and needs improvement to better compete with lower-priced local freight forwarders.
This document provides information about DHL Supply Chain and its services. It discusses that DHL Supply Chain offers customized logistics solutions across the entire supply chain. It then describes the various services offered by DHL Supply Chain, including DHL Express, DHL Global Forwarding, DHL Solutions, DHL Global Mail, cold chain logistics, warehousing and distribution, customer resource area, and challenges and advantages of DHL Supply Chain.
This document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It outlines three key steps: 1) Understanding customer needs and how they impact supply chain uncertainty. 2) Understanding the company's supply chain capabilities and how to balance responsiveness and efficiency. 3) Aligning the supply chain strategy to best meet customer needs given the company's supply chain capabilities. Strategic fit is achieved when a company's supply chain strategy supports its competitive strategy to satisfy customer priorities. The document also discusses factors like product life cycles and competitive changes that require evolving the supply chain strategy over time.
The document discusses supply chain management. It defines supply chain management as the integration of business processes from original suppliers to end users to add value for customers. A supply chain is a network of facilities that procures materials, transforms them into products, and distributes the products to customers. The essential features of supply chain management include integrated behavior across stakeholders, mutually sharing information and risks/rewards, cooperation, focusing on serving customers, integrating processes, and building long-term relationships. The objectives, components, factors influencing, and functions of supply chain management at the strategic, tactical, and operational levels are described.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
Chan supply chain coordination literature reviewFred Kautz
This document reviews over 100 research papers on coordination studies in the context of supply chain dynamics from the last decade. The papers are categorized into two broad approaches: analytical approaches and simulation approaches. Analytical approaches use modified deterministic models to incorporate uncertainties via scenarios. Simulation approaches use simulations to model supply chain dynamics since traditional analytical models cannot capture system behaviors. The review aims to understand coordination strategies under different methodologies and identify insights for future research.
DHL is one of the largest logistics companies worldwide operating in over 220 countries. It aims to simplify customers' lives and make all stakeholders successful while contributing globally. The organizational structure comprises several service-oriented divisions to offer a wide range of transportation and logistics services including express delivery, freight, supply chain management and mail. Key services discussed include worldwide document and parcel express for fast international delivery of items, import express, and logistics services in major hubs. The presentation outlines DHL's supply chain processes and discusses uncertainties and challenges in its express operations.
The document discusses reverse logistics, which is defined as the process of planning, implementing, and controlling the efficient flow of goods from the point of consumption back to the point of origin. Reverse logistics involves recovering value from returned products and materials. It addresses key questions around alternatives for returned products and who performs reverse logistics activities. Reverse logistics faces challenges due to differences from traditional forward logistics and barriers around priorities and systems.
DHL Pakistan has been operating in the country for 26 years and is the market leader in international courier services with over 65% market share. While its main focus is international courier and freight shipping, DHL aims to grow its import business, increase market share, and ensure it remains the customers' first choice. DHL utilizes advanced technology and tailored processes to provide high quality, timely deliveries and stands out through its global network and customs assistance. However, the import service contributes only 10-15% of revenues and needs improvement to better compete with lower-priced local freight forwarders.
This document provides information about DHL Supply Chain and its services. It discusses that DHL Supply Chain offers customized logistics solutions across the entire supply chain. It then describes the various services offered by DHL Supply Chain, including DHL Express, DHL Global Forwarding, DHL Solutions, DHL Global Mail, cold chain logistics, warehousing and distribution, customer resource area, and challenges and advantages of DHL Supply Chain.
This document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It outlines three key steps: 1) Understanding customer needs and how they impact supply chain uncertainty. 2) Understanding the company's supply chain capabilities and how to balance responsiveness and efficiency. 3) Aligning the supply chain strategy to best meet customer needs given the company's supply chain capabilities. Strategic fit is achieved when a company's supply chain strategy supports its competitive strategy to satisfy customer priorities. The document also discusses factors like product life cycles and competitive changes that require evolving the supply chain strategy over time.
The document discusses supply chain management. It defines supply chain management as the integration of business processes from original suppliers to end users to add value for customers. A supply chain is a network of facilities that procures materials, transforms them into products, and distributes the products to customers. The essential features of supply chain management include integrated behavior across stakeholders, mutually sharing information and risks/rewards, cooperation, focusing on serving customers, integrating processes, and building long-term relationships. The objectives, components, factors influencing, and functions of supply chain management at the strategic, tactical, and operational levels are described.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
The document summarizes a presentation on the evolving relationship between shippers and third-party logistics providers (3PLs). It discusses the research objectives, which were to understand the factors shippers consider when outsourcing logistics and how they evaluate and choose 3PLs. The research methodology included interviews and a literature review on how shippers assess 3PL relationships and services. Key findings indicated strategic alliances help reduce costs while maintaining quality, and shippers align business strategies with 3PLs to leverage their capacity and technologies. The conclusion recommends shippers strategically outsource to fewer 3PLs and both parties include each other in their strategies to empower their supply chains.
The global waste water treatment technologies industry predicts exponential growth in the near future, reaching a total value of over £74bn in 2021. Additionally, de-regulation of sewage sludge treatment will create an open market that can create new revenue streams for water companies, and provide industry with more choice on how to manage their waste water, effluent and sewage sludge.
The WW&ST Expo has been created to help drive development in the waste water & sewage treatment industry, and help you navigate the complexities of policy updates, whilst showcasing the latest technical innovations.
This document summarizes key findings from research on customer-centric supply chains and omnichannel strategies.
1) Many supply chain executives find customer insight valuable but difficult to access, especially from indirect customers further down the demand chain.
2) Omnichannel leaders plan further investments to widen the gap with companies having weak omnichannel processes and technology.
3) Leaders have more valuable customer data that helps better omnichannel sales, delivery, returns, inventory visibility and planning.
Performed strategic analysis for a leading 3 PL Provider C.H. Robinson as part of final project for our course : Global Strategic Management which included the following:
1. Descriptive analysis of the third party logistics industry
2. Description of strategic goals and business strategy of C.H. Robinson
3. Strategic evaluation
4. Identification of critical issues and recommendations to address those.
A project report on customer satisfaction and its impact on sales at RCM mba ...Babasab Patil
This document provides an overview of a research project on customer satisfaction and its impact on sales for RCM Business. The project consists of 4 chapters that will cover an introduction, literature review, methodology, results and discussion, conclusions, and recommendations. The objectives are to study customer satisfaction levels, awareness, factors influencing sales, and customer opinions of RCM products. Primary and secondary data will be collected through a convenience random sample survey of existing RCM customers. Findings will provide insight into customer satisfaction and its impact on RCM sales. Recommendations will also be provided to increase satisfaction levels.
This document provides an agenda for the AFFLINK Summit taking place June 14-17 in San Antonio. The agenda lists the schedule of events including registration, receptions, breakfasts, lunches, keynote speakers, breakout sessions, and tours. Breakout session topics include healthcare purchasing trends, influencing salespeople, outsourcing strategies, territory growth strategies, brand strategies, and sales force management. The document also lists new AFFLINK members and suppliers and recognizes AFFLINK's selection in a list of top supply chain projects.
A Positive Outlook: Fourth Annual State of the Retail Supply Chain ReportJDA Software
What's top of mind for retail executives? Enhancing fulfillment capabilities. Nearly 90 percent of retailers say that direct-to-consumer fulfillment issues will command a greater level of attention from their supply chain management teams to support online and mobile sales. This according to The Fourth Annual The State of the Retail Supply Chain Study, a JDA sponsored study conducted by Auburn University and the Retail Industry Leaders Association.
For more information about the report and how you can achieve Retail. In Sync. with JDA, visit:
http://now.jda.com/RILA-AuburnStudy-2014.html
The Convergence of Content and Commerce in a Complex WorldMozu
Join RSR's Managing Partner, Paula Rosenblum, and Volusion, Inc.'s Chief Technology Officer, Jason Wallis, as they discuss the challenges and opportunities behind a creating a consistent digital content experience.
Watch the webinar replay here: http://info.mozu.com/content-commerce-omni-channel-webinar.html
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
In making strategic decisions, business intelligence (BI) is your valued counsel. BI
help you expand and become a market leader, whether you want to enter new
markets, meet your customers' secret demands, or study your competitors to
obtain competitive advantages. You will always have someone to assist you in
making the proper selection quickly and with minimal effort.
Farm Electronics is considering whether to maintain its status as a sub-vendor or diversify its customer base. It currently relies on two large customers for 87% of its business. Options discussed include targeting different buyer types (large/medium/small industries, PSUs), leveraging online portals, and using revenue from new customers to develop infrastructure for high-end customers. Targeting Type A customers is identified as the most profitable path due to high revenue potential and Farm Electronics' capabilities, though it requires the most investment.
The document discusses themes related to warehouse and distribution footprint. It identifies the top 5 themes as: [1] Network design; [2] Channel control; [3] In-house or 3PL; [4] Re-tender; and [5] Cost to serve. For each theme, the document provides viewpoints and considerations for defining a company's warehouse and distribution strategy.
Delivered at Procurement world Indaba forecasting the future and impact of procurement on business and supply chains .For more information visit www.procurementcentral.co.uk
Aftersales - Business Development ManagementHassan Ali
This document discusses business development strategies for an automotive aftersales department. It outlines setting a quarterly target of 300 cars per month and factors for achieving this such as reliability, credibility, and customer satisfaction. It also discusses gaining competitive advantage through superior service, resources, and information sharing. Additional topics covered include team building, networking, marketing, sustainability, service quality, customer relationships, parts operations, and insurance companies. Follow up activities are mentioned that could help achieve targets such as micro management, in-house activities, outdoor campaigns, and meetings.
This document discusses Priceline's business model. It describes how Priceline operates as an intermediary between suppliers (hotels, airlines) and consumers by allowing consumers to "name their own price" for travel services. Priceline earns transaction fees from suppliers when consumer offers are accepted. The model was initially unprofitable but became profitable in the early 2000s as the company expanded internationally and integrated additional travel booking services. The document analyzes factors that affect the sustainability of Priceline's business model, such as competition from other online travel sites and flexibility in adapting to new technologies and market conditions.
Copeland Associates conducted research to determine the best business concept with the greatest growth potential in Chapel Hill, North Carolina. They analyzed the specialty retail and athletic apparel industries, as well as local competition. Based on this, they created a business plan for Altai, an athletic apparel store for women located in Chapel Hill. Altai's business plan includes a clear mission and target market, a prime location, minimal direct competitors, an organized operations plan, a marketing strategy utilizing various platforms, and financial projections showing profitability after Year 2. Altai aims to provide a superior customer experience through RFID technology and in-store fitness classes.
Valekumar Krishnan spoke at CPO Forum India 2013 in Mumbai on “The End of Business as Usual in Procurement”. His talk covered the topics like Evolution of Procurement, Challenges and Future Trends in Procurement and Game Changers in Procurement.
Supply Chain Insights: Building the Customer-Centric Supply Chain - 17 AUG 2016Lora Cecere
This document discusses building a customer-centric supply chain. It provides an overview of a presentation by Mark Hersh of Clorox on their journey to becoming more customer-centric. The presentation discusses the importance of understanding the voice of the customer and using value chain segmentation to design differentiated supply chain capabilities. It also outlines steps Clorox has taken like embedding customer focus across the organization and using voice of customer insights in planning. The document concludes with questions and information about speaker Lora Cecere.
Supply Chain Insights: Building the Customer-Centric Supply Chain -17 AUG 2016Michael Hambrick
Presentation from the webinar:
What Is the Customer-Centric Journey?
How do companies define and execute the customer-centric journey? Who is a customer, and how should companies tie customer segmentation strategies to policies?
The document summarizes a presentation on the evolving relationship between shippers and third-party logistics providers (3PLs). It discusses the research objectives, which were to understand the factors shippers consider when outsourcing logistics and how they evaluate and choose 3PLs. The research methodology included interviews and a literature review on how shippers assess 3PL relationships and services. Key findings indicated strategic alliances help reduce costs while maintaining quality, and shippers align business strategies with 3PLs to leverage their capacity and technologies. The conclusion recommends shippers strategically outsource to fewer 3PLs and both parties include each other in their strategies to empower their supply chains.
The global waste water treatment technologies industry predicts exponential growth in the near future, reaching a total value of over £74bn in 2021. Additionally, de-regulation of sewage sludge treatment will create an open market that can create new revenue streams for water companies, and provide industry with more choice on how to manage their waste water, effluent and sewage sludge.
The WW&ST Expo has been created to help drive development in the waste water & sewage treatment industry, and help you navigate the complexities of policy updates, whilst showcasing the latest technical innovations.
This document summarizes key findings from research on customer-centric supply chains and omnichannel strategies.
1) Many supply chain executives find customer insight valuable but difficult to access, especially from indirect customers further down the demand chain.
2) Omnichannel leaders plan further investments to widen the gap with companies having weak omnichannel processes and technology.
3) Leaders have more valuable customer data that helps better omnichannel sales, delivery, returns, inventory visibility and planning.
Performed strategic analysis for a leading 3 PL Provider C.H. Robinson as part of final project for our course : Global Strategic Management which included the following:
1. Descriptive analysis of the third party logistics industry
2. Description of strategic goals and business strategy of C.H. Robinson
3. Strategic evaluation
4. Identification of critical issues and recommendations to address those.
A project report on customer satisfaction and its impact on sales at RCM mba ...Babasab Patil
This document provides an overview of a research project on customer satisfaction and its impact on sales for RCM Business. The project consists of 4 chapters that will cover an introduction, literature review, methodology, results and discussion, conclusions, and recommendations. The objectives are to study customer satisfaction levels, awareness, factors influencing sales, and customer opinions of RCM products. Primary and secondary data will be collected through a convenience random sample survey of existing RCM customers. Findings will provide insight into customer satisfaction and its impact on RCM sales. Recommendations will also be provided to increase satisfaction levels.
This document provides an agenda for the AFFLINK Summit taking place June 14-17 in San Antonio. The agenda lists the schedule of events including registration, receptions, breakfasts, lunches, keynote speakers, breakout sessions, and tours. Breakout session topics include healthcare purchasing trends, influencing salespeople, outsourcing strategies, territory growth strategies, brand strategies, and sales force management. The document also lists new AFFLINK members and suppliers and recognizes AFFLINK's selection in a list of top supply chain projects.
A Positive Outlook: Fourth Annual State of the Retail Supply Chain ReportJDA Software
What's top of mind for retail executives? Enhancing fulfillment capabilities. Nearly 90 percent of retailers say that direct-to-consumer fulfillment issues will command a greater level of attention from their supply chain management teams to support online and mobile sales. This according to The Fourth Annual The State of the Retail Supply Chain Study, a JDA sponsored study conducted by Auburn University and the Retail Industry Leaders Association.
For more information about the report and how you can achieve Retail. In Sync. with JDA, visit:
http://now.jda.com/RILA-AuburnStudy-2014.html
The Convergence of Content and Commerce in a Complex WorldMozu
Join RSR's Managing Partner, Paula Rosenblum, and Volusion, Inc.'s Chief Technology Officer, Jason Wallis, as they discuss the challenges and opportunities behind a creating a consistent digital content experience.
Watch the webinar replay here: http://info.mozu.com/content-commerce-omni-channel-webinar.html
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
In making strategic decisions, business intelligence (BI) is your valued counsel. BI
help you expand and become a market leader, whether you want to enter new
markets, meet your customers' secret demands, or study your competitors to
obtain competitive advantages. You will always have someone to assist you in
making the proper selection quickly and with minimal effort.
Farm Electronics is considering whether to maintain its status as a sub-vendor or diversify its customer base. It currently relies on two large customers for 87% of its business. Options discussed include targeting different buyer types (large/medium/small industries, PSUs), leveraging online portals, and using revenue from new customers to develop infrastructure for high-end customers. Targeting Type A customers is identified as the most profitable path due to high revenue potential and Farm Electronics' capabilities, though it requires the most investment.
The document discusses themes related to warehouse and distribution footprint. It identifies the top 5 themes as: [1] Network design; [2] Channel control; [3] In-house or 3PL; [4] Re-tender; and [5] Cost to serve. For each theme, the document provides viewpoints and considerations for defining a company's warehouse and distribution strategy.
Delivered at Procurement world Indaba forecasting the future and impact of procurement on business and supply chains .For more information visit www.procurementcentral.co.uk
Aftersales - Business Development ManagementHassan Ali
This document discusses business development strategies for an automotive aftersales department. It outlines setting a quarterly target of 300 cars per month and factors for achieving this such as reliability, credibility, and customer satisfaction. It also discusses gaining competitive advantage through superior service, resources, and information sharing. Additional topics covered include team building, networking, marketing, sustainability, service quality, customer relationships, parts operations, and insurance companies. Follow up activities are mentioned that could help achieve targets such as micro management, in-house activities, outdoor campaigns, and meetings.
This document discusses Priceline's business model. It describes how Priceline operates as an intermediary between suppliers (hotels, airlines) and consumers by allowing consumers to "name their own price" for travel services. Priceline earns transaction fees from suppliers when consumer offers are accepted. The model was initially unprofitable but became profitable in the early 2000s as the company expanded internationally and integrated additional travel booking services. The document analyzes factors that affect the sustainability of Priceline's business model, such as competition from other online travel sites and flexibility in adapting to new technologies and market conditions.
Copeland Associates conducted research to determine the best business concept with the greatest growth potential in Chapel Hill, North Carolina. They analyzed the specialty retail and athletic apparel industries, as well as local competition. Based on this, they created a business plan for Altai, an athletic apparel store for women located in Chapel Hill. Altai's business plan includes a clear mission and target market, a prime location, minimal direct competitors, an organized operations plan, a marketing strategy utilizing various platforms, and financial projections showing profitability after Year 2. Altai aims to provide a superior customer experience through RFID technology and in-store fitness classes.
Valekumar Krishnan spoke at CPO Forum India 2013 in Mumbai on “The End of Business as Usual in Procurement”. His talk covered the topics like Evolution of Procurement, Challenges and Future Trends in Procurement and Game Changers in Procurement.
Supply Chain Insights: Building the Customer-Centric Supply Chain - 17 AUG 2016Lora Cecere
This document discusses building a customer-centric supply chain. It provides an overview of a presentation by Mark Hersh of Clorox on their journey to becoming more customer-centric. The presentation discusses the importance of understanding the voice of the customer and using value chain segmentation to design differentiated supply chain capabilities. It also outlines steps Clorox has taken like embedding customer focus across the organization and using voice of customer insights in planning. The document concludes with questions and information about speaker Lora Cecere.
Supply Chain Insights: Building the Customer-Centric Supply Chain -17 AUG 2016Michael Hambrick
Presentation from the webinar:
What Is the Customer-Centric Journey?
How do companies define and execute the customer-centric journey? Who is a customer, and how should companies tie customer segmentation strategies to policies?
Supply Chain Insights: Building the Customer-Centric Supply Chain -17 AUG 2016
148320592028 PPT
1. A
SUMMER PROJECT PRESENTATION
ON
“How to Drive Sale in Logistics
And
C H Robinson’s Sales Process”
SUBMITTED TO
(Oakbrook Business School)
GUJARAT TECHNOLOGICAL UNIVERSITY
(MBA PROGRAMME)
SUBMITTED BY
PARTH PADHIYAR
148320592028
2. INTRODUCTION OF INDUSTRY
• Logistics – Types
• Inbound Logistics - Outbound Logistics - 3rd Party Logistics-
4th Party Logistics
• Logistics in India – Organized & Unorganized Sectors
• Why industry is not one of the Top Most Industries ?
• Mostly Customers in this Industry
• Manufacturers - Pharmaceutical Companies- Retailers -
Traders
3. INTRODUCTION OF THE COMPANY
• Mission Statement
• Established in 1905 in Edina Prairie, USA
• History of the Company
• Truckers-Forwarders
• NASDEQ listed Company
• Services Provided by Company
• Freight Services, Project Logistics, Customs Brokerage,
Transportation, etc.
• IATA License of the Company
• Networks around the Globe
• Australia, China, France, Germany, Israel, Italy, New Zealand,
Philippines, Portugal, Saudi Arab, Singapore, SA, UK, etc.
4. STATEMENT OF THE PROBLEM
• To retain the Old Customers
• To get the New Customers in to the Business
• Factors affecting the Sales/New Customers getting in
to the business
In this 3rd Party logistics, all the companies are in the Problem due to the
reason of this Cost Reduction and Cycle time reduction. But the Main
Challenges are:
5. LITERATURE REVIEWS
Title Author Review
Management control systems
in logistics and supply chain
management
Author
A talk about the how the
Management Control Systems
are used in the Logistics &
SCM
Third-party logistics: A
literature review Alessandra Marasco
A Review of Third Party
Logistics- Explanation of
entire 3PL
Performance measures and
metrics in logistics and supply
chain management
Angappa Gunasekarana &
Bulent Kobu
a review of recent literature
for research and applications
in which how the performance
is measured in SCM &
Logistics
Logistics and Supply Chain
Management Practices in
India
Samir K. Srivastava
How the SCM & Logistics is
being operated in India
Global supply chain design
Mary J. Meixell
Vidyaranya B. Gargeya
A literature review and
critique about the operations
of Global Supply chain
6. LITERATURE REVIEWS
Build-to-order supply chain
management
A. Gunasekaran
E.W.T. Ngai
a literature review and
framework for development
Of Supply Chain Management
Electronic marketplaces
Martin Grieger
A literature review and a call
for supply chain management
research that how IT related
things works in the Logistics
and SCM
Supply chain management
Simon Croom
Pietro Romano
Mihalis Giannakis
an analytical framework for
critical literature review on
Supply chain Management
Quantitative models for
reverse logistics Author
This article surveys the
recently emerged field of
reverse logistics
Strategic production-
distribution models: A critical
review with emphasis on global
Carlos J. Vidal
Marc Goetschalckx
An extensive literature review
of strategic production-
distribution models is
7. OBJECTIVES
• To study the Sales Process at C H Robinson
• To Identify the Factors which affects to choice of the
Logistic Service Provider
• To help in Finding the Loop Holes where C H
Robinson fails at Some points
• To Suggest the effective and efficient ways and means
which can Improve Sales at C H Robinson
8. RESEARCH METHODOLOGY
In my Study, I have used..
• Basic Research as Main Research
• The research was Descriptive Research
• Research Process
• The Sampling was Systematic Sampling means all the peoples
who all are related to Export – Import Related Business.
12. • From the TOTAL study of 81 Customers the
Responses were:
DATAANALYSIS AND INTERPRETATION
Sr. No Response No. of Companies
responded
01 They are Associated with C H Robinson 11
02 They are Interested in Business with C H Robinson 24
03 They are Not Interested in Business with C H Robinson 46
T O T A L 81
13. DATAANALYSIS AND INTERPRETATION
From Total 81 Respondents 11 are current clients of CHR:
18%
37%27%
18%
Reasons to be
associated with CHR
Competitve
Price
Timely Delivery
Of Shipments
Internationally
Strong Network
Relationship
with People of
CHR
Competitive Price 2
Timely Delivery Of Shipments 4
Internationally Strong Network 3
Relationship with People of CHR 2
Total 11
From total 11 customers Highly people are associated with CHR
because of the timely delivery of the Shipments which is 4
Companies. The Second highest is three Companies who are
associated with CHR due to Internationally Strong Network and the
least 2 companies are related with the CHR due to Relationship with
the people of CHR with them.
14. DATAANALYSIS AND INTERPRETATION
From Total 81 Respondents the 24 Total Results were:
8%
75%
17%
Why they are interested in
CHR ?
Additional
Benenifts
Competitive Price
Assistance in
Customer
Clearance
Additional Benefits 2
Competitive Price 18
Assistance in Custom Clearance 4
Total 24
Here the People are Interested in to business with CHR because
From 24 companies the 18 people wants the rates for their
services.
15. DATAANALYSIS AND INTERPRETATION
From Total 81 Respondents the
Total 46 Results were:
To avoid Repetition of Documentation 23
No Presence in Domestic Market 15
Very few no. of assignments/Costly 6
They are not in Decision makers 7
Do not want to Change 14
Total 46
Here the half of the people are not interested in CHR
because of this Documentation repetition Process. 15
customers want their services in domestic market. 14
people don’t want to change due to they are happy with the
current forwarders/agent.
35%
23%9%
11%
22%
To avoid Repetition
of Documentation
No Presence in
Domestic Market
Very few no. of
assignments/Costly
They are not in
Decision makers
Do not want to
Change
Why they are NOT interested
in CHR ?
16. FINDINGS
• From the data I got and after analysis of it the Main Rewards
was Three:
▫ Why People are Associated with C H Robinson in Business ?
▫ Why People are Getting Interested in Business with C H Robinson ?
▫ Why People are Not Getting Interested in Business with C H
Robinson ?
17. • Why People are Associated with C H Robinson in Business ?
▫ From total 81 Respondents, total 11 People are Associated with C H
Robinson because they likes their,
Timely Delivery of shipments
Internationally Strong Network of CHR
Relationship with People of CHR
FINDINGS
• Why People are Interested in C H Robinson for Business ?
▫ From total 81 Respondents, total 24 People are Associated with C H
Robinson because they likes their,
They feels about the competitive Price which CHR gives
They gets the Assistance in Custom Clearance from CHR
They gets Additional Benefits from CHR
18. FINDINGS
• Why People are NOT Interested in C H Robinson for Business ?
▫ From total 81 Respondents, total 46 People are Associated with C H Robinson
because they said that,
To avoid the Entire Process of Documentation
Credit Allowance in Business
No Presence in Domestic Market
They are not Decision Makers
Very few No. of Consignments
Do not want to Change
19. SUGGESTIONS
• As very High No. of Customers are of Domestic Market Supply so they
should Start Domestic Services if Possible
• They should give some Attractive Schemes to New Customers
• They should give Credit Facility as Extra Benefit from CHR
• They should Make their Documentation Process as simple they can
make for New Customers
20. CONCLUSION
At the end we can conclude that CHR is Good at Some Points like Time and
Assets Managements that is why they are able to Deliver shipments on
time. Their International Network is So Strong with Branches at various
Countries and Agents at different places. The Corporate Relations of CHR
is also very good with the People of other Industry People so that also
helps them to their Business. On the other hand to get new Customers,
CHR have to make their Documentations as Simple as Possible for New
Customers, They should start Giving Credit Facility as extra Benefits to
New Customers, Some Attractive schemes in their Industry by CHR can
help them also. And Mainly As the Highest number of Respondents were of
Domestic Business so they should come in to Domestic Business in India
after having such a good response and experience from International
Market.