This document summarizes initiatives to improve operations efficiency by preventing duplicate orders and shipping wrong items. Over the past year, there have been 16 duplicate orders and 238 wrong items shipped. The root causes were identified as issues with order entry, order changing, order picking, and pack confirmation processes. Ten areas for improvement were identified, including verifying customer information during order entry, flagging duplicate PO numbers, training on order changes, utilizing scanning technology, and enforcing quality checks during order picking and packing. The overall solution is to fully implement a warehouse management system to help automate processes and reduce human errors.
La identificación de tareas es una primera etapa necesaria para definir los requerimientos de Software. De la Mano de entender el Contexto de Uso en el que se va a usar el Software.
Multiple items order processing (LMD) multiple shipmentspaytmslides1
The document discusses how Last Mile Delivery sellers on Paytm Mall can process orders with multiple items that require multiple shipments. It provides steps for identifying multi-item orders, acknowledging each item, downloading packing slips for each item, entering courier details to generate a manifest, and getting the order picked up. Sellers can view the status of shipped and delivered orders and download duplicate copies of packing slips or manifests from the To Handover tab if needed.
Single item order processing (LMD) multiple shipmentsPaytm
This document provides instructions for Last Mile Delivery (LMD) sellers on Paytm Mall to process single item orders that require multiple shipments. It discusses who LMD sellers are, the 5 stages of processing a single order which includes acknowledging, packing, requesting pickup, and delivering the order. It also provides steps to download duplicate copies of packing slips or manifests in case they are lost before shipping.
This document provides specifications for a container net used to transport goods. It details the container's dimensions as 41.5 feet long, 98 inches wide, and 51.5 inches tall. The container can hold up to 12,100 pounds or 5,500 kilograms of goods and has a tare weight of 71,390 pounds. The document also provides a loading plan for 20-foot and 40-foot containers, specifying the number of pallets and target and maximum weights for each section.
Order processing using own invoice for Paytm Mall ShopPaytm
This document provides instructions for sellers on how to process orders using Paytm Mall. It discusses the key steps which include:
1. Obtaining the pickup code from the customer via SMS, push notification, or Paytm Mall app.
2. Searching for the order using the express checkout filter and entering the pickup code and invoice number.
3. Entering product details like IMEI/serial numbers and checking warranty information where needed.
4. Marking the order as delivered by clicking "Handover Package" after which the seller will receive payout and customer will get cashback.
Order processing using own invoice for Paytm Mall ShopPaytm
This document provides instructions for sellers on how to process orders using Paytm Mall. It discusses the key steps which include:
1. Obtaining the pickup code from the customer via SMS, push notification, or Paytm Mall app.
2. Searching for the order using the express checkout filter and entering the pickup code and invoice number.
3. Entering product details like IMEI/serial numbers and checking warranty information where needed.
4. Marking the order as delivered by clicking "Handover Package" after which the seller will receive payout and customer will get cashback.
The document describes an order and inventory management system with the following key capabilities:
- Placing orders and tracking order status from placement to delivery or cancellation
- Managing inventory levels across multiple warehouses and updating stock levels as orders are fulfilled
- User roles for administrators, salespeople, warehouse staff, and finance to manage orders, inventory, users and reports
1. Order management refers to the management of activities associated with the order cycle from when a customer places an order to when goods are received. It describes everything a merchant does after an order is placed online, such as picking inventory, shipping, and sending notifications.
2. Order transmittal is the time from when a customer places an order until the seller receives it. There are five possible transmittal methods: in person, mail, telephone, fax, and electronically.
3. Order processing is the time from when the seller receives an order until an appropriate location is authorized to fill it. It involves checking accuracy, credit, entering the order into systems, and determining inventory location.
La identificación de tareas es una primera etapa necesaria para definir los requerimientos de Software. De la Mano de entender el Contexto de Uso en el que se va a usar el Software.
Multiple items order processing (LMD) multiple shipmentspaytmslides1
The document discusses how Last Mile Delivery sellers on Paytm Mall can process orders with multiple items that require multiple shipments. It provides steps for identifying multi-item orders, acknowledging each item, downloading packing slips for each item, entering courier details to generate a manifest, and getting the order picked up. Sellers can view the status of shipped and delivered orders and download duplicate copies of packing slips or manifests from the To Handover tab if needed.
Single item order processing (LMD) multiple shipmentsPaytm
This document provides instructions for Last Mile Delivery (LMD) sellers on Paytm Mall to process single item orders that require multiple shipments. It discusses who LMD sellers are, the 5 stages of processing a single order which includes acknowledging, packing, requesting pickup, and delivering the order. It also provides steps to download duplicate copies of packing slips or manifests in case they are lost before shipping.
This document provides specifications for a container net used to transport goods. It details the container's dimensions as 41.5 feet long, 98 inches wide, and 51.5 inches tall. The container can hold up to 12,100 pounds or 5,500 kilograms of goods and has a tare weight of 71,390 pounds. The document also provides a loading plan for 20-foot and 40-foot containers, specifying the number of pallets and target and maximum weights for each section.
Order processing using own invoice for Paytm Mall ShopPaytm
This document provides instructions for sellers on how to process orders using Paytm Mall. It discusses the key steps which include:
1. Obtaining the pickup code from the customer via SMS, push notification, or Paytm Mall app.
2. Searching for the order using the express checkout filter and entering the pickup code and invoice number.
3. Entering product details like IMEI/serial numbers and checking warranty information where needed.
4. Marking the order as delivered by clicking "Handover Package" after which the seller will receive payout and customer will get cashback.
Order processing using own invoice for Paytm Mall ShopPaytm
This document provides instructions for sellers on how to process orders using Paytm Mall. It discusses the key steps which include:
1. Obtaining the pickup code from the customer via SMS, push notification, or Paytm Mall app.
2. Searching for the order using the express checkout filter and entering the pickup code and invoice number.
3. Entering product details like IMEI/serial numbers and checking warranty information where needed.
4. Marking the order as delivered by clicking "Handover Package" after which the seller will receive payout and customer will get cashback.
The document describes an order and inventory management system with the following key capabilities:
- Placing orders and tracking order status from placement to delivery or cancellation
- Managing inventory levels across multiple warehouses and updating stock levels as orders are fulfilled
- User roles for administrators, salespeople, warehouse staff, and finance to manage orders, inventory, users and reports
1. Order management refers to the management of activities associated with the order cycle from when a customer places an order to when goods are received. It describes everything a merchant does after an order is placed online, such as picking inventory, shipping, and sending notifications.
2. Order transmittal is the time from when a customer places an order until the seller receives it. There are five possible transmittal methods: in person, mail, telephone, fax, and electronically.
3. Order processing is the time from when the seller receives an order until an appropriate location is authorized to fill it. It involves checking accuracy, credit, entering the order into systems, and determining inventory location.
Order processing using Paytm Mall invoice for Paytm Mall ShopPaytm
1. The document discusses how to process orders on Paytm Mall as a seller, including checking orders, searching for orders, the four stages of order processing, and how to mark an order as delivered.
2. It provides steps for processing an order, such as entering the pickup code to find the order, checking customer details, and marking the order as delivered by clicking "Handover Package".
3. Key points are to enter the correct pickup code, complete all processing steps before handing over the package, hand over the invoice, and mark orders as delivered to receive payouts and for customers to receive cashback.
This document outlines the order management workflow and processes for Make-up City's digital orders. The key steps are: 1) customer service verifies customer addresses to reduce issues; 2) vouchers are printed with order details; 3) consignment numbers are generated for tracking; 4) quality control testing is conducted; 5) orders are packed and dispatched; 6) a logistics partner delivers orders to customers. The document also discusses handling customer complaints and order reversals to improve the customer experience.
Steps to process single order - NonLMD - WholesalePaytm
There are four stages to processing a single order as a non-LMD seller on Paytm Mall: 1) Acknowledge the order within 24 hours, 2) Confirm and pack the order, including entering courier details, 3) Mark the order as shipped after requesting a pickup, and 4) View the order as delivered once delivered to the customer. The document provides step-by-step instructions for sellers to follow each stage of order processing.
There are four stages to processing a single order as a non-LMD seller on Paytm Mall: 1) Acknowledge the order within 24 hours, 2) Confirm and pack the order, 3) Mark the order as shipped after requesting a courier pickup, and 4) View the order as delivered once delivered to the customer. The document provides step-by-step instructions on navigating the seller panel and completing each stage of order processing.
In this module we will discuss:
What are Replacements?
What are the reasons for replacements?
How does replacement work?
How will you benefit from replacements ?
How can you check replacement order on seller panel?
How can you process replacement order on seller panel?
When will you get payout of your replaced order?
How to raise a query for replacements?
Steps to process single order - NonLMD - WholesalePaytm
This document provides instructions for sellers on Paytm Mall to process single orders for non-last mile delivery. There are 4 stages to processing a single order: 1) acknowledging the order within 24 hours, 2) confirming and packing the order, 3) marking the order as shipped after requesting a courier pickup, and 4) checking the order status as delivered once shipped. The document outlines the specific steps a seller must take to complete each stage of order processing.
This document provides instructions for sellers on Paytm Mall to process single orders for non-last mile delivery. There are 4 stages to processing a single order: 1) acknowledging the order within 24 hours, 2) confirming and packing the order, 3) marking the order as shipped after requesting a courier pickup, and 4) checking the order status as delivered after delivery to the customer. The document outlines the specific steps a seller must take to complete each stage of order processing.
This document discusses replacements on the seller panel. It defines replacements as new orders placed for products that were claimed to be defective or damaged. The document then provides details on: 1) common reasons for replacements; 2) how the replacement process works, including order creation and processing; 3) how sellers can check and process replacement orders; 4) when sellers will receive payout for replaced orders; and 5) how to raise queries about replacements through the support tab.
LMD sellers use Paytm Mall's end-to-end logistics services for order fulfillment. There are five stages to processing a single order: confirm and pack, shipped, request pickup, shipped, and delivered. To process an order, the seller clicks confirm and pack, enters tracking details, downloads the packing slip, requests pickup which generates the manifest for courier pickup, and can view shipped and delivered orders. Duplicate copies of documents can be downloaded from the To Handover tab if needed.
This document discusses replacements on the seller panel. It defines replacements as a new order placed for the same product if the delivered product is claimed to be incorrect. The document then provides details on: 1) common reasons for replacements, 2) how the replacement process works, 3) how sellers can check and process replacement orders on the panel, 4) when sellers will receive payout for replaced orders, and 5) how sellers can raise queries about replacements.
Order processing using own invoice for Paytm Mall ShopPaytm
1. The document discusses how to process orders on the Paytm Mall app as a seller. There are four stages of order processing: order received, fill in required details, pickup, and delivered.
2. To process an order, the seller must obtain the order ID and pickup code from the customer via SMS, push notification, or the Paytm Mall app. They then enter these details in the Orders tab on their seller panel to view customer and payment details.
3. After checking warranty cards, IMEI/serial numbers if needed, the seller marks the order as delivered by clicking "Handover Package." This updates the order status and allows the customer to receive their cashback. The seller is then
This document provides instructions for sellers to request recalls of unsold inventory items and track the status of recall requests on the Flipkart seller portal. Sellers can recall all unsold items with one click or select individual SKU IDs. They must then upload the required logistics documents to complete the recall request. Sellers can view the status of recall requests, such as verification in progress, pending logistics documents, dispatched, or delivered. The status provides visibility into the recall fulfillment process.
Single order processing for local commerce sellersPaytm
Local commerce sellers who fulfill orders directly can process single orders through four stages on Paytm Mall:
1) Confirm and pack the order within 24 hours of receiving it
2) Enter the courier details like partner name and AWB number
3) Mark the order as shipped after requesting pickup
4) View shipped and delivered orders from the respective tabs
The document provides step-by-step instructions on how sellers can navigate through these stages to successfully process and track single orders on the Paytm Mall platform.
Oracle Purchasing – Invoice Matching Methods - Two, Three, and Four WayBoopathy CS
Oracle Purchasing offers 2, 3, and 4 way invoice matching methods. 2 way matching matches invoices to purchase orders, 3 way adds receiving information, and 4 way adds inspection information. The level of matching can be set at different levels to override defaults. 2 way matching simply checks invoice quantities and amounts against the purchase order, while 3 and 4 way matching add additional validation of receiving and inspection records. If tolerances are not met, an invoice hold is placed until resolved.
Order processing using own invoice for Paytm Mall ShopPaytm
1. To process an order, the seller must enter the order ID and pickup code provided by the customer within 15 minutes of the code being issued.
2. The seller then enters invoice details, checks warranty information if applicable, and enters product serial numbers. They can also view customer and payment details.
3. To complete the order, the seller clicks "Handover Package" to mark the order as delivered. This allows the seller and customer to receive payouts and cashback.
This document discusses how sellers can process orders on the Paytm Mall seller app. It explains that there are two types of sellers - Last Mile Delivery (LMD) sellers and Non-LMD sellers. For LMD sellers, the steps are to tap "Create Shipment", enter product details, submit to create the shipment, download the manifest and packing slip, and then the order moves to "In Transit" and later "Completed" stages. For Non-LMD sellers, the steps are to tap "Mark Shipped", enter the AWB number and courier, submit to mark it shipped, then the order moves to "In Transit" and later "Completed" stages. It also describes how sellers can track ship
Customer servise and order prosessingCustomer service and order processingankit@sahgal
The document discusses elements of effective customer service, including order cycle time, consistency, accuracy, and condition. It also covers other factors like segmentation, perception, and location. Common customer complaints involve order fulfillment issues. Designing an effective customer service package involves identifying needs, prioritizing elements, positioning the company, segmenting markets, designing the package, and establishing procedures. Order processing involves collecting, reporting status, internal communication, credit checks, and order fulfillment through activities like preparation, transmittal, and entry. Functions are completing forms, keeping customers informed, and coordinating across departments. Activities can be grouped into acquisition, entry, document processing, and status reporting, which are affected by factors like interaction time, priorities
The document discusses how Last Mile Delivery (LMD) sellers on Paytm Mall can process single orders from start to finish. It outlines the five stages of order processing: 1) To Handover, 2) Shipped, 3) Request Pickup, 4) Confirm and Pack, 5) Delivered. Specific steps are provided to acknowledge, pack, generate a manifest slip for pickup, and then view the status of shipped and delivered orders from the respective tabs. It also explains how sellers can download duplicate copies of packing slips or manifests from the To Handover tab if needed.
The executive team determines the company's direction for the fiscal year based on market trends and targets anticipated sales, operating profit margins, and budget numbers. Monthly budgets are set for each department along with key performance indicators and goals to track actual performance against expectations. Daily goals are also established based on the units needed to achieve overall objectives, and key performance indicators are used to monitor daily results and ensure interdepartmental processes are running efficiently.
Creating a flexiable and fast acting OperationJames Thomas
This document outlines key performance indicators and monthly requirements to achieve an annual sales goal of $1.5 billion. It reports on quarterly and monthly sales, costs, inventory, production, and shipments compared to forecasts and budgets. Achieving the goal will require selling 2.5 million units per month and digesting 3.125 million boxes of finished goods. However, current intake and movement capacities may limit achieving the required levels. The document is intended to monitor performance and diagnose any issues in operations to allow executives to quickly adjust operations as needed to meet their decisions and goals.
More Related Content
Similar to Improving Operations Efficiency- Issue 1
Order processing using Paytm Mall invoice for Paytm Mall ShopPaytm
1. The document discusses how to process orders on Paytm Mall as a seller, including checking orders, searching for orders, the four stages of order processing, and how to mark an order as delivered.
2. It provides steps for processing an order, such as entering the pickup code to find the order, checking customer details, and marking the order as delivered by clicking "Handover Package".
3. Key points are to enter the correct pickup code, complete all processing steps before handing over the package, hand over the invoice, and mark orders as delivered to receive payouts and for customers to receive cashback.
This document outlines the order management workflow and processes for Make-up City's digital orders. The key steps are: 1) customer service verifies customer addresses to reduce issues; 2) vouchers are printed with order details; 3) consignment numbers are generated for tracking; 4) quality control testing is conducted; 5) orders are packed and dispatched; 6) a logistics partner delivers orders to customers. The document also discusses handling customer complaints and order reversals to improve the customer experience.
Steps to process single order - NonLMD - WholesalePaytm
There are four stages to processing a single order as a non-LMD seller on Paytm Mall: 1) Acknowledge the order within 24 hours, 2) Confirm and pack the order, including entering courier details, 3) Mark the order as shipped after requesting a pickup, and 4) View the order as delivered once delivered to the customer. The document provides step-by-step instructions for sellers to follow each stage of order processing.
There are four stages to processing a single order as a non-LMD seller on Paytm Mall: 1) Acknowledge the order within 24 hours, 2) Confirm and pack the order, 3) Mark the order as shipped after requesting a courier pickup, and 4) View the order as delivered once delivered to the customer. The document provides step-by-step instructions on navigating the seller panel and completing each stage of order processing.
In this module we will discuss:
What are Replacements?
What are the reasons for replacements?
How does replacement work?
How will you benefit from replacements ?
How can you check replacement order on seller panel?
How can you process replacement order on seller panel?
When will you get payout of your replaced order?
How to raise a query for replacements?
Steps to process single order - NonLMD - WholesalePaytm
This document provides instructions for sellers on Paytm Mall to process single orders for non-last mile delivery. There are 4 stages to processing a single order: 1) acknowledging the order within 24 hours, 2) confirming and packing the order, 3) marking the order as shipped after requesting a courier pickup, and 4) checking the order status as delivered once shipped. The document outlines the specific steps a seller must take to complete each stage of order processing.
This document provides instructions for sellers on Paytm Mall to process single orders for non-last mile delivery. There are 4 stages to processing a single order: 1) acknowledging the order within 24 hours, 2) confirming and packing the order, 3) marking the order as shipped after requesting a courier pickup, and 4) checking the order status as delivered after delivery to the customer. The document outlines the specific steps a seller must take to complete each stage of order processing.
This document discusses replacements on the seller panel. It defines replacements as new orders placed for products that were claimed to be defective or damaged. The document then provides details on: 1) common reasons for replacements; 2) how the replacement process works, including order creation and processing; 3) how sellers can check and process replacement orders; 4) when sellers will receive payout for replaced orders; and 5) how to raise queries about replacements through the support tab.
LMD sellers use Paytm Mall's end-to-end logistics services for order fulfillment. There are five stages to processing a single order: confirm and pack, shipped, request pickup, shipped, and delivered. To process an order, the seller clicks confirm and pack, enters tracking details, downloads the packing slip, requests pickup which generates the manifest for courier pickup, and can view shipped and delivered orders. Duplicate copies of documents can be downloaded from the To Handover tab if needed.
This document discusses replacements on the seller panel. It defines replacements as a new order placed for the same product if the delivered product is claimed to be incorrect. The document then provides details on: 1) common reasons for replacements, 2) how the replacement process works, 3) how sellers can check and process replacement orders on the panel, 4) when sellers will receive payout for replaced orders, and 5) how sellers can raise queries about replacements.
Order processing using own invoice for Paytm Mall ShopPaytm
1. The document discusses how to process orders on the Paytm Mall app as a seller. There are four stages of order processing: order received, fill in required details, pickup, and delivered.
2. To process an order, the seller must obtain the order ID and pickup code from the customer via SMS, push notification, or the Paytm Mall app. They then enter these details in the Orders tab on their seller panel to view customer and payment details.
3. After checking warranty cards, IMEI/serial numbers if needed, the seller marks the order as delivered by clicking "Handover Package." This updates the order status and allows the customer to receive their cashback. The seller is then
This document provides instructions for sellers to request recalls of unsold inventory items and track the status of recall requests on the Flipkart seller portal. Sellers can recall all unsold items with one click or select individual SKU IDs. They must then upload the required logistics documents to complete the recall request. Sellers can view the status of recall requests, such as verification in progress, pending logistics documents, dispatched, or delivered. The status provides visibility into the recall fulfillment process.
Single order processing for local commerce sellersPaytm
Local commerce sellers who fulfill orders directly can process single orders through four stages on Paytm Mall:
1) Confirm and pack the order within 24 hours of receiving it
2) Enter the courier details like partner name and AWB number
3) Mark the order as shipped after requesting pickup
4) View shipped and delivered orders from the respective tabs
The document provides step-by-step instructions on how sellers can navigate through these stages to successfully process and track single orders on the Paytm Mall platform.
Oracle Purchasing – Invoice Matching Methods - Two, Three, and Four WayBoopathy CS
Oracle Purchasing offers 2, 3, and 4 way invoice matching methods. 2 way matching matches invoices to purchase orders, 3 way adds receiving information, and 4 way adds inspection information. The level of matching can be set at different levels to override defaults. 2 way matching simply checks invoice quantities and amounts against the purchase order, while 3 and 4 way matching add additional validation of receiving and inspection records. If tolerances are not met, an invoice hold is placed until resolved.
Order processing using own invoice for Paytm Mall ShopPaytm
1. To process an order, the seller must enter the order ID and pickup code provided by the customer within 15 minutes of the code being issued.
2. The seller then enters invoice details, checks warranty information if applicable, and enters product serial numbers. They can also view customer and payment details.
3. To complete the order, the seller clicks "Handover Package" to mark the order as delivered. This allows the seller and customer to receive payouts and cashback.
This document discusses how sellers can process orders on the Paytm Mall seller app. It explains that there are two types of sellers - Last Mile Delivery (LMD) sellers and Non-LMD sellers. For LMD sellers, the steps are to tap "Create Shipment", enter product details, submit to create the shipment, download the manifest and packing slip, and then the order moves to "In Transit" and later "Completed" stages. For Non-LMD sellers, the steps are to tap "Mark Shipped", enter the AWB number and courier, submit to mark it shipped, then the order moves to "In Transit" and later "Completed" stages. It also describes how sellers can track ship
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The document discusses elements of effective customer service, including order cycle time, consistency, accuracy, and condition. It also covers other factors like segmentation, perception, and location. Common customer complaints involve order fulfillment issues. Designing an effective customer service package involves identifying needs, prioritizing elements, positioning the company, segmenting markets, designing the package, and establishing procedures. Order processing involves collecting, reporting status, internal communication, credit checks, and order fulfillment through activities like preparation, transmittal, and entry. Functions are completing forms, keeping customers informed, and coordinating across departments. Activities can be grouped into acquisition, entry, document processing, and status reporting, which are affected by factors like interaction time, priorities
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Similar to Improving Operations Efficiency- Issue 1 (20)
The executive team determines the company's direction for the fiscal year based on market trends and targets anticipated sales, operating profit margins, and budget numbers. Monthly budgets are set for each department along with key performance indicators and goals to track actual performance against expectations. Daily goals are also established based on the units needed to achieve overall objectives, and key performance indicators are used to monitor daily results and ensure interdepartmental processes are running efficiently.
Creating a flexiable and fast acting OperationJames Thomas
This document outlines key performance indicators and monthly requirements to achieve an annual sales goal of $1.5 billion. It reports on quarterly and monthly sales, costs, inventory, production, and shipments compared to forecasts and budgets. Achieving the goal will require selling 2.5 million units per month and digesting 3.125 million boxes of finished goods. However, current intake and movement capacities may limit achieving the required levels. The document is intended to monitor performance and diagnose any issues in operations to allow executives to quickly adjust operations as needed to meet their decisions and goals.
Creating a flexiable and fast acting OperationJames Thomas
This document outlines key performance indicators and monthly requirements to achieve an annual sales goal of $1.5 billion. It reports on quarterly and monthly sales, costs, inventory, production, and shipments compared to forecasts and budgets. The document notes intake and movement capacities that may be limiting factors and identifies problems that need to be addressed, such as adding more order pickers or scheduling more pick-ups, to ensure the executive team's goals can be achieved on time.
The document contains a table with columns listing velocity, weight class, aisle, bay, level, and slot for various years from 2010 to 2090. Each line represents a unique combination of those attributes for what is likely cargo or storage locations. The table is organized with the earliest years at the top and latest at the bottom. Within each year section, the attributes increment sequentially from left to right, top to bottom.
This document provides specifications for a container net used to transport goods. It details the container's dimensions as 41.5 feet long, 98 inches wide, and 51.5 inches tall. The container can hold up to 12,100 pounds or 5,500 kilograms of goods and has a tare weight of 71,390 pounds. The loading plan outlines how to divide goods into the container's four sections based on the weight limits for 20-foot and 40-foot pallet loads.
The document outlines the 8-step shipping process to McLane's and Walgreen's:
1. The carrier takes the shipment to its terminal where it is broken out and crossed-docked into trailers heading to specific cities and states. Pallets are cubed and sometimes double-stacked to maximize space.
2. The trailer is taken to the delivery terminal where it is crossed-docked again into a trailer destined for the customer. Pallets are again double-stacked or broken down.
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Forecaste and usage chart example- 2016James Thomas
Over the 12 month period shown, production levels varied between 550 and 700 units per month while sales fluctuated between 350-400 units as the minimum and 700 units as the maximum. The average monthly sales were 300 units with a cycle time of 8 weeks to produce items and a safety stock level of 150 units maintained which provided a buffer of 1.5 weeks.
Forecaste and usage chart example- 2016James Thomas
Over the 12 month period shown, production levels varied between 550 and 700 units per month while average monthly sales were 300 units. The cycle time for production was 8 weeks on average with a minimum of 4 weeks and a maximum of 1.5 weeks for safety stock replenishment. Inventory levels fluctuated between meeting maximum monthly sales of 700 units and the minimum re-order point of 350-400 units plus the 150 unit safety stock level.
This document contains a weekly production schedule for a manufacturing plant over five days from Monday to Friday. It includes planned versus actual production hours and output for different production lines and shifts. Several key performance metrics like overall equipment effectiveness (OEE) are reported. Production was highest on the Monday day shift, achieving an OEE of 105.56%, and lowest on Wednesday with no recorded output.
House OF Cheatham_Freight Matrix exampleJames Thomas
This document lists preferred freight carriers for shipping between 501-10,000 pounds to various states and areas in the United States and Canada. It provides the carrier names and estimated shipping times in days for each location. Contact information and shipping classification codes are also included for many of the carriers.
The document provides specifications for truck sizes including length, width, height, and volume. It lists the number of pallets and target/maximum weights for 48' and 53' dry vans. A loading plan shows how pallets can be arranged in sections of trucks with weight limits for each section to ensure safe weight distribution. The document was authored by a distribution center logistics manager to provide guidance on truck capacity and safe pallet loading.
This document provides specifications for a container net used to transport goods. It details the container's dimensions as 41.5 feet long, 98 inches wide, and 51.5 inches tall. The container can hold up to 12,100 pounds or 5,500 kilograms of goods and has a tare weight of 71,390 pounds. The loading plan outlines how to divide goods into the container's four sections based on the weight limits for 20-foot and 40-foot pallet loads.
The document provides specifications for truck sizes including length, width, height, and volume. It lists the number of pallets and target/maximum weights for 48' and 53' dry vans. A loading plan shows how pallets can be arranged in sections of trucks with weight limits for each section to ensure safe weight distribution. The document was authored by a distribution center logistics manager to provide guidance on truck capacity and safe pallet loading.
The document provides specifications for truck sizes and loading plans, including interior dimensions and capacities for 48-foot and 53-foot dry vans. It lists the number of pallets that can be loaded in each truck, with target and maximum weights per pallet. The loading plan describes the maximum weight allowed per pallet in different sections of the truck interior and provides guidance for determining if pallets are too heavy to load in each section.
James Thomas is a dedicated, hard-working employee who gives 100% effort to his work and expects the same from his team. Over 5 years at his current company, his skills and experience have contributed significantly to the company's growth. He is well respected by peers and employers alike, and his knowledge would make him a great asset to any new company.
James Thomas is recommended for a Senior Director position. The letter writer worked closely with James for eight years, during which James developed tools to improve processes and increase productivity using his strong analytical and problem-solving skills. In addition to excelling in his role, James was helpful, honest, reliable, and helped create a positive team environment. The letter writer is confident James will be an asset as Senior Director due to his integrity and proficiency.
James Thomas is recommended for employment by his manager of 10 years, Michael Winston. According to Winston, James has excellent communication and organizational skills, is reliable, customer-oriented, and able to work independently to ensure jobs are completed. He is also flexible, willing to work hard on any assigned project, and quick to volunteer assistance in other company operations as needed. Winston highly recommends James as a great asset for any company.
Clarissa Lundula, a customer service supervisor at Gravotech, writes a letter of recommendation for James Thomas. She has known James for 3 years as a co-worker where he has proven to be a motivated, hardworking, and productive supply chain manager who increased productivity and turned his department around. Clarissa also notes James' strong communication skills, knowledge, and ability to establish rapport with others from her personal interactions with him. She highly recommends James for employment.
The letter is a recommendation for James Thomas for a position. It describes that James has worked for over 9 years as the Distribution Center Logistic Warehouse/Transportation Manager and has proven himself to be a dedicated and committed leader, moving the company to the highest level in its history with his education, skills, and experience. The QA/QC Supervisor, Sonya Washington, believes James will be a great asset to any company.
While new employees work well with existing employees, they feel excluded from the inner social circle. Older employees have formed close relationships over time and do not make an effort to include new people. It is human nature for people to be wary of newcomers until trust and loyalty are established. To create a true team environment, the document recommends assigning new and old employees paired tasks to get to know each other better and organizing team building activities like cooking and games to help foster bonds among coworkers.
1. Improving Operations Efficiency
(Duplicate orders & Wrong Items shipping)
First initiative: Preventing Duplicate Orders and wrong item/quantity from shipping
Problem defined-
Over the past several months, we have been experiencing duplicate orders and wrong items being
shipped to some of our customers. Our goal is to minimize if not completely eliminate these
occurrences.
Measure –
From January to October, we have had 16 Duplicate orders shipped and a total of 238 wrong item or
quantity shipped. See attached work sheet
Analyze –
In reviewing the past duplicate orders, it seems the mistakes are happening for the following reasons.
Customer places an ordered by phone and then again by fax - causing a duplicate order
Inconsistency in keying PO#
Order didn’t print initially (hung-up in JDE) then got reprinted; then later the initial order printed
Backorder released but paper wasn’t matched to the original paperwork
Order is changed without pulling order back (it ships) and the revised order comes to the floor
(it ships too)
Order is held by someone and shipping can’t find so the order is reprinted and shipped;
however, within the next day or two the original order is placed on the floor then it ships
Reprinting orders without checking the floor and salesperson
In reviewing the past wrong items or quantity shipped, the mistakes are happening for the following
reasons:
Customer Service Representative makes a mistake when entering an item number
Miss-reading the Pick Slip
Items not labeled and mixed in the right location
Items in the wrong location and picked without verifying
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2. Items labeled incorrectly by supplier and/or during the receiving put-away
Location changed but paperwork showing old location
Items with similar item numbers and/or color next to each other sharing the same location
Attached is a drafted copy of our current processes. The shaded areas are points in the process where
improvements need to be made.
Improve –
In the attached processes, we have identified 10 areas to focus on for improvement. Doing so should
minimize if not eliminate duplicate orders and wrong items shipping.
Duplicate orders
In the order entry process, found 3 areas
In Step 1. – could lead to a duplicate order
Customer places an ordered by phone and then again by fax - causing a duplicate order.
Problem:
1. CSR creating a new customer profile when he/she can’t find customer ID #.
2. Multiple order entry points
3. customer sends an order by phone and then later by fax
4. Data validation
Solution:
1. Verification of all account information and bill to
2. In the order screen, pull up all orders placed for that day and check if an order already exist-
confirm with the customer if the order is new or an add-on.
In step 1 – could lead to wrong item
CSR Entering the wrong item or quantity on order
Problem:
1. Typo
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3. 2. Customer gave the wrong item part number
Solution:
1. Update the customer catalog so information the customer is viewing is correct to what is in JDE
2. Always repeat the order with part and description to the customer/ double check for any typo
3. Be consistent in sending email confirmation to the customer
In step 2. – could lead to a duplicate order
Inconsistency in keying PO#; this will allow for multiple orders to be generated.
Problem:
1. CSR are not typing in the customer’s PO as it is written on the original purchase order
Solution:
1. Establish a written process on how to enter a PO.
2. Do not use “verbal” or “today’s date” as a PO. In case the customer wants to use verbal PO and
advises that the PO will be faxed later, put the order on XX hold and let your CSR or ISR of your
territory know that the PO will be faxed/email. Once the PO is received, update the order and
release from XX Hold.
3. Enter the PO number the same way it’s written on the customer’s actual purchase order. By
doing this, any duplicate order entered will be flagged during order entry. Pay close attention to
the warning signs on the bottom of the screen
In the order changing/canceling process, found 2 areas
In step 9 – could lead to a duplicate order
When changing an order, CSR are not checking the pick slip tracking to see if the order was printed
before making any changes
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4. Problem:
1. no training on how the paper flows through our areas
2. no communication
3. paperwork not retrieved
Solution:
1. Utilize a WMS that will change an order real time to avoid shipping errors. It will also prevent an
order from being changed after it is packed confirmed
2. Utilizing the right places in JDE to handle changes and cancellations
3. Create a training check list for CSR’s to follow
4. identify when an order can or can’t be changed
5. Training on how paper flows through each departments process
In step 10 – could lead to a duplicate order shipping
Only Betty was being notified about changes and/or cancelations and responsible for tracking and
pulling the order off the floor before shipping.
Problem:
1. One person responsible to track down orders each time a change is made
Solution:
1. When sending email notification, copy Christie, James Austin, and Greg Cole to ensure orders
are pulled off the floor.
Wrong items and incorrect quantities
In the order picking process, found 6 areas
In step 15 – could lead to wrong item shipping
Some orders have split parent and child lines, which is causing some fabrication and/or work order to be
picked incorrectly.
Problem:
1. Child lines sometimes print on a separate page
2. Backordered lines can cause a child line to split when there isn’t enough material in a location
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5. 3. Products in two different locations
Solution:
1. Use a WMS with scanner to keep the parent and child lines together during order picking
2. On demand pick slip & commitment. Kyle is working on a solution.
3. Training on how to read the various types of orders and what potential errors to look for.
In step 16 – could lead to wrong item shipping
Order Picker not checking the item part number on the sales order to the physical location, and to the
part number labeled on material
Problem:
1. Order picker not performing the 3 critical to quality checks in the process. I.e. (1) physical bin
location in accordance to the pick slip. (2) Physical location of an item number in accordance to
bin. (3) Physical label on the item.
Solution:
1. Utilize a WMS with scanners to identify location, part numbers, and quantity
2. Do not place items in numeric order to minimize mis-picks
3. Remove the item numbers off the shelves to force a picker to verify the material in the location
4. Retrain the order picker to verify all 3 critical to quality checks in process in accordance to what
the pick slip is asking for. Verification is done by circling the location, quantity, item number on
pick slip and circling the item number on one sheet of the item pulled.
5. Record and review the daily performance of the order picker and next day go over any
discrepancies.
In step 18 – could lead to wrong item shipping
Order Picker not an order to be NCC’d when there isn’t enough material in a location
Problem:
1. The order picker sometimes marks out the unavailable item on a pick slip and continues to pull
the order. When the picker is done picking an order he sends the order to the pack station. This
is done on multiple line item orders. With the intention that the packing department will back
order the unavailable items.
Solution:
1. All items that are not available in accordance to the pick slip. The order picker will come to the
supervisor with the pick slip so that the secondary location can be found in JDE. If there is no
secondary location found in JDE, the supervisor will make a copy of the pick slip and give the
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6. original to the order picker so that he can continue to pick the order. The supervisors will the
start the NCC process with the copy.
In step 21 – could lead to wrong item shipping
When a backorder is released, occasionally it doesn’t seem anyone is reviewing to see if the original
order is still on the floor to math them together. To prevent shipping twice
Problem:
1. Backorders releases and not matched to the original paperwork to prevent an item shipping
twice
Solution:
1. Utilize a WMS which will prevent an item from being picked twice
2. The person who prints the backorder release should go into pick slip tracking and locate the
original pick ticket and physically match it up to the back order.
In step 22 – could lead to wrong item shipping
During packing, some items are not verified before shipping
Problem:
1. Packer not paying attention to details
2. Not checking items inside the boxes
3. Rushing
Solution:
1. Use a WMS scanner to verify items to the order to ensure it’s correct
2. Packer must look and verify each item
3. Compare items in the box shipping to what is listed on the pick slip
In step 25 – could lead to an item shipping twice
During Pack confirming some lines aren’t being compare to the pick slip to prevent an item shipping
twice
Problem:
1. In pack confirm, sometimes all of the lines doesn’t show when you scan the pick ticket bar code
2. Some lines maybe under a different pick ticket number
Solution:
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7. 1. Using a WMS with scanner would eliminate this process; the items would have been verified at
packing
2. Scan the sales order number - to pull up all of the items then pack confirm only the items
physically in the boxes
Control –
All of the above issues are primarily related to 3 things:
1. Customer service data entry and verification
2. JDE printed orders
3. Pack verification of items
To control the improvements, we will need to establish:
1. Better communication with customers and inter departments
2. Training on how each person affects the other in the order to ship process
3. Written processes to follow routinely, to ensure the right questions are being asked to the
customers and followed when an order is changed or canceled
Overall Solution
The real solution is to fully use the CRM and WMS components in JDE.
The CRM system will allow Customer Service to better coordinate and mange the order taking process. A
CRM helps by:
• Relationship management a customer-oriented feature with service response based on
customer input, one-to-one solutions to customers’ requirements, direct online
communications with customer and customer service centers that help customers solve their
issues.
• Sales force automation. This function can implement sales promotion analysis, automate
tracking of a client’s account history for repeated sales or future sales, and also сoordinate sales,
marketing, call centers, and retail outlets in order to realize the salesforce automation.
• Use of technology. This feature is about following the technology trend and skills of value
delivering using technology to make “up-to-the-second” customer data available. It applies data
warehouse technology in order to aggregate transaction information, to merge the information
with CRM solutions, and to provide KPI (key performance indicators).
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8. • Opportunity management. This feature helps the company to manage unpredictable growth and
demand and implement a good forecasting model to integrate sales history with sales
projections.
• CRM in developing and maintaining client relationships
A warehouse management system (WMS) is
• a key part of the supply chain.
• primarily aims to control the movement and storage of materials within a warehouse
• process the associated transactions, including shipping, receiving, putaway and picking.
• The systems also direct and optimize stock putaway based on real-time information about the
status of bin utilization.
• A WMS monitors the progress of products through the warehouse.
• It involves the physical warehouse infrastructure, tracking systems, and communication
between product stations.
These are a few ideal scanners for our environment.
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