The document is a project report on logistics. It includes: 1. An acknowledgement section thanking the professor for the project and an overview of what they studied. 2. An index listing the topics covered in the report such as the transportation sector in India, challenges in transportation, and a company profile. 3. An introduction defining logistics and providing an overview of the history and management of logistics. It describes how logistics has become more important over time to meet customer needs.

1. Project on Logistics
Prakash Pohwani 64
Swapnil Raj 67
Kapil Sahitya 75
Jeetu Teckwani 85
Ranjit Singh Rhal 72
Sandeep Tulsiani 90

2. Project on Logistics
ACKNOWLEDGEMENT
We would like to express our deep
felt gratitude in the warmest manner possible
towards our professor PROF. Rajwadhe for
assigning us such a marvelous project. We have
immense pleasure in presenting this PROJECT ON
LOGISTICS.
The topic was an interesting one. It
gave us an opportunity to have a detailed study on
the topic and showed how things work in the
practical world. We came to understand and
analyse the importance of LOGISTICS in the
COMPANY.
We had a great time working on
the project and we have provided information to
the fullest of our knowledge and our findings.

3. Project on Logistics
INDEX
Sr. No. Topic Page No.
1. Service Industry 5-6
2. Introduction & Importance of 7-10
Transportation
3. Modes of Transport 11-18
4. Advantages & Disadvantages of 19
Different Modes of Transport
5. 7 P’s of Transportation 20-21
6. Swot Analysis 22-23
7. Indian Transportation Sector 24-27
8. National Highways Development 28
Project
9. Golden Quadrilateral 29
10. Challenges Faced by Transportation 32-33
Sector
11. Key Government Strategies 34-35
12. World Bank Support 36-37
13. Transport Infrastructure 38
14. Measuring Relative Importance Of Each 39
Mode
15. Company Profile & Report 40-47
16. Conclusion 48

4. Project on Logistics
INTRODUCTION
What is LOGISTICS?
Logistics is about moving materials, information and funds from one business to
another or from a business to the consumer. It is a vital part of the business economic
system and is a major global economic activity. In fact 10-15 per cent of product costs
are logistics related. Worldwide, logistics constitutes about $2 trillion a year. For any
country, the logistics cost is estimated between 9 and 20 per cent of its GDP.
Every company dreams of achieving the seven R's - delivering the right product in
the right quantity and the right condition, at the right place, at the right time, for the right
customer at the right cost. Effective logistics management alone can make this possible.
Logistics is one of the oldest and also the newest activities of business management. It
involves combining diverse functions and service providers who may be culturally and
objectively different.
In the past, quality of products and services was the key differentiating factor for
companies operating in the same market. In due course, quality and low cost became the
winning combination.
Today, responsiveness to the customers' needs is the determining factor. An
enterprise that caters instantly to the needs of the customer is the winner. Integrated
logistics can serve as a potent tool for success in today's competitive business
environment.
Logistics is an organized process of managing the flow of merchandise from the
source of supply - the vendor, wholesaler or distributor - through internal processing
functions like warehousing and transportation, until the merchandise is sold and delivered
to the end customer.

5. Project on Logistics
Logistics management aims to reduce inventory-holding costs and improve
profits, while enhancing customer satisfaction.
Anything can be ordered online, but receiving a tangible product is impossible.
The difference between e-business success and failure lies in a company's ability to
manage the logistics.
 History of Logistics
The Greeks defined logistics as "the science of correct reasoning by means of
mathematics". The first modern use of the term was in the military to identify the process
of planning and coordinating the movement of army and weapon support systems. Good
logistics brings out the ability to move faster and accurately to the battlefront. “If one
applies the same to the business organisation, it is one's ability to reach the product to the
consumer at the right time, right place, right quantity and at the lowest cost.” On similar
lines, supply chain management will mean the network of organisations involved in the
process by which goods are moved from producer to consumer and the counter flow of
information, to manage the supply chain as a single entity.
A prominent application of logistics was in World War II where weapon
movements were coordinated to ensure success. A recent instance of massive logistics
initiatives is in the Gulf war. With increasing competition in the market place,
managements started focusing on customer services in the early 1950s in developed
markets such as Europe and the U.S. In late 1960s some of the logistics concepts were
tested. Following the oil crisis of the 1970s and the concept of just in time in
manufacturing customer-servicing standards were given more importance and new
integrated logistics models and solutions were born. The emergence of organized
distribution system by department stores and super fast courier service organisations gave
a boost to logistics concepts and strategies. Today all businesses are looking for seamless
transaction systems to co-ordinate their information and material requirements along the
value chain.

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At the micro level any manufacturing and marketing company spends 5 - 35 per
cent of sales on logistics. The major cost components are transportation, warehousing and
inventory carrying cost. Improvements in logistics get reflected in a reduction in
inventory levels, shorter delivery schedules, and improved servicing standards with
significant savings in total costs.
 Logistics Management Process
Michael Porter in his famous book "Competitive Advantage'' has spoken of the
value chain approach and emphasized logistics as one of the most important tools for
competitive advantage.
The various processes and elements that are part of logistics as a discipline are:
Inbound logistics: Purchasing, Inbound transportation, Inventory Management.
Manufacturing: Production planning systems, Machine scheduling system.
Outbound logistics: Order booking process, Distribution management, outbound
transportation, and Warehouse management systems.
As customers started demanding improved servicing standards, fast cycle time has
become the key factor for business success, whether it is custom made tailoring service in
Hong Kong or development of a new car in Detroit.
Before delving deep into logistics, a look at the current business scene will be great help.

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 Scenario of Logistics in India
At present, companies specialising in logistics operations in India use traditional
technologies and cater to stand alone services like transportation, warehousing, clearing
and forwarding. There is tremendous scope to upgrade the technology, integrate the entire
supply chain, improve productivity levels and bring down operating costs. Any
technology that can improve productivity in transportation operations will be a great
boom to the economy both directly and indirectly with opportunities for 10-12 per cent
reduction in costs. Besides the savings on downstream users of transport will be much
higher and the cost multiplier effect on the economy will be reduced to that extent.
Given the emerging business and technological trends there are possibilities for
adoption of innovative logistics solutions specifically designed for India. In addition,
there is a requirement for an integrated strategy towards developing logistics and its
related IT infrastructure and also enhancing its industry base.
In recognition of the growing need for technology-enabled solutions in logistics in
India and abroad, many companies such as eLogistics are taking shape. In fact, there are a
dozen multinational logistics companies such as Exel, Bax Global and Menlo which have
started operations in India during the last few years.
Today logistics management in India has become complex with about ten million
related outlets to cater to the needs of 1000 million people.
The logistics market in India is estimated to be Rs. 260,000 crores and constitutes
13 per cent of the GDP. It is much higher than for the U.S. but lower when compared to
countries like China and Korea.

8. Project on Logistics
A reduction in logistics costs by one percentage point will mean a saving of $4.8
billion or Rs. 21,600 crores annually.
Besides significant benefits can be reaped through the multiplier effect of better
logistics on all economic sectors.
 About Customer Service
According to LaLonde and Zinszer have researched various ways that customer
service can be viewed: 1) as an activity, 2) in terms of performance levels, and 3) as a
philosophy of management. Viewing customer service in terms of performance levels has
relevancy providing it can accurately measured. The notion of customer service as a
philosophy of management exemplifies the importance of customer-focused marketing.
All three dimensions are important to understand what is involved in successful customer
service.
A broad definition of customer service should embody elements from all three
perspectives. LaLonde and his associates offer the following definition:
“Customer services are a process for providing significant value-added benefits to
the supply chain in cost-effective way.” This definition illustrates the trend to think of
customer service as a process-focused orientation that includes supply chain management
concepts.
It is clear that excellent customer service performance seems to add value for all
members of the supply chain. Thus, a customer service program must identify and
prioritize all activities important to accomplish operating objectives. A customer service
program also needs to incorporate measures for evaluating performance. Performance
needs to be measured in terms of goal attainment and relevancy. The critical question in
planning a customer service strategy remains, does the cost associated with achieving the
specified service goals represent a sound investment and, if so, for what customers?
Finally, it is possible to offer key customers something more than high-levels basic
service. Extra service beyond the basics is typically referred to as value- added. Value-

9. Project on Logistics
added services, by definition, are unique to specific customers and represent extensions
over and above a firm’s basic service program.
The three fundamental dimensions of customer service were: -
Availability.
Performance.
Reliability.
 About Logistics & Customer Service
Logistics contributes to an organization’s success by providing customers
with timely and accurate product delivery. The key question is who is the customer? For
logistics, the customer is any delivery destination. Typical destination range from
consumers’ homes to retail and wholesale businesses to the receiving docks of a firm’s
manufacturing plants and warehouses. In some cases the customer is a different
organization or individual who is taking ownership of the product or service being
delivered. In many other situations the customer is different facility of the same firm or a
business partner at some other location in the supply chain. Regardless of the motivation
and delivery purpose, the customer being serviced is the focal point and driving force in
establishing logistical performance requirements. It is important to fully understand
customer service deliverables when establishing logistical strategies.
Whereas logistics is not capability that contributes to overall success, it is
fundamental to servicing customers. In a typical marketing situation, the desired
customer service performance changes over time. To plan marketing strategy in a
dynamic will serve to illustrate how logistical customer service requirement related to a
specific product/segment situation will change over time. The product life cycle structure
offers a useful framework for viewing the dynamics associated with customer service
requirements planning.
In terms of overall logistical performance, the basic customer service platform or
program should be the level of support provided to all customers.

10. Project on Logistics

11. Project on Logistics
Corporate Profile
 About BLUE DART
BLUE DART is South Asia's leading integrated air express carrier and premium
logistics-services provider. It has the most extensive domestic network covering over
13,880 locations, and service more than 220 countries and territories worldwide through
its Sales alliance with DHL, the premier global brand name in express distribution
services.
BLUEDART’S vision is to establish continuing excellence in delivery capabilities
focused on the individual customer. In pursuit of sustainable leadership in quality
services, they have evolved an infrastructure unique in the country today.
State-of-the-art Technology, indigenously developed, for Track and Trace, MIS,
ERP, Customer Service, Space Control and Reservations.

12. Project on Logistics
Blue Dart Aviation, dedicated capacity to support their time-definite morning
deliveries through night freighter flight operations.
Warehouses at 14 locations across the country as well as bonded warehouses at
the 6 major metros of Bangalore, Chennai, Delhi, Mumbai, Kolkata and Hyderabad.
ISO 9001 - 2000 countrywide certification by Lloyd's Register Quality Assurance
for their entire operations, products and services.
It’s Competitive Advantage lies in:
Blue dart’s vast and unparalleled Domestic Network
Linked by some of the most advanced communications systems and positioned to
offer a consistent, premium, standardized quality of service.
A spectrum of services to provide customized solutions.
Blue dart is the only express carrier in the country today which offers an entire
range of services that extend from a document to a charter-load of shipments. Its services
are relentlessly monitored to deliver a net service level of 99.96% (as on February, 2005).
It’s Customs and Regulatory expertise
Company had a dedicated team of specialists who provide the expertise for
customs as well as regulatory clearances at all States within the country, to support
seamless service to the customer.
It’s Technology

13. Project on Logistics
Designed to enhance the reliability of our operations and process efficiency, and
add value to the customer through time and cost savings.
It’s Air Network
The only one of its kind in the country today, that is focused on carriage of
packages as its prime business, rather than as a by-product of a passenger airline. A
dedicated aviation system to support Blue Dart's services is self-sustaining, with its own
bonded warehouses, ground handling and maintenance capability.
Its financial credibility
Fitch Ratings India Pvt. Ltd. has assigned the highest "F1+ (Ind)" [F one plus
(Ind)] rating for their short term debt programme of Rs. 30 crores. Further, ICRA Ltd. has
also assigned the highest "A1+" (pronounced A one plus) Rating for their Commercial
Paper Programme of Rs. 25 crores.
Its People force
Committed, diverse and over 4,000 strong are company’s most valued asset. All
company’s achievements have been possible because they have a team who believes in
themselves and their company, a team with a winning attitude. Blue dart is a learning
organization, valuing self-development, and most of company’s managers are
homegrown.
 MILESTONES
1983:
Khushroo Dubash, Clyde Cooper, and Tushar Jani establish Blue Dart Courier Services
with a capital base of Rs: 30,000. They forge ties with Gelco Express International U.K.,
and introduce India's first international air package express service.

14. Project on Logistics
1984:
Blue Dart Courier Services becomes a Global Service Participant of FedEx with the
acquisition of Gelco Express International by FedEx. Blue Dart Courier Services is the
first carrier in India to provide domestic and international on-board couriers, a hub-and-
spoke system and a 10.30 a.m. delivery service.
1988:
Blue Dart Courier Services establishes real-time, on-line tracking for all international
shipments through COSMOS, the FedEx track and trace system.
1991:
Blue Dart Express is registered as a private limited company, and introduces its
economical logistics service option, Dart Surfaceline. It indigenously develops its
domestic tracking system, COSMAT-ITM.
1992:
Blue Dart Express Pvt. Ltd. connects its in-house domestic E-mail network, and sets up
its employee satisfaction programme - Survey Feedback Action (SFA).
1994:
Blue Dart Express Ltd. goes public with an equity offer of 2.55 million shares, at a
premium of 14 times, worth Rs: 382.5 million. Blue Dart Express Ltd. launches Dart
Apex (Domestic Air Package Express), a multi-modal, premium package delivery
service, and COSMAT-IITM, an advanced system which includes track and trace. Blue
Dart Aviation is registered as a public limited company and becomes the first private
company to receive government permission for operation of cargo aircraft in India.
1995:

15. Project on Logistics
Blue Dart Aviation acquires 2 Boeing 737-200 freighters and receives ATO permission.
Blue Dart Express Ltd. develops its SMART (Space Management Allocation
Reservations and Tracking) system for its aircraft, the first cargo management system in
the country. Blue Dart Express Ltd. is awarded the "Global Service Participant Sales
Award" by FedEx for outstanding sales performance.
Blue Dart, Calcutta is proud to have the office inaugurated by Mother Theresa of the
Missionaries of Charity, and Nobel Peace Prize Laureate.
1996:
Blue Dart Aviation launches India's first jet express airline. Blue Dart Express Ltd's
turnover crosses the Rs: 1 billion mark, as it expands its domestic network by entering
into strategic alliances in North, South and West India. Blue Dart Express Ltd. is the first
express company in India to receive an ISO 9001 certification, and post its website on the
internet. Blue Dart Express Ltd., FedEx and the Heart-to-Heart Foundation, U.S.A., co-
operate in bringing the world's largest airlift of charity to Kolkata.
1997:
Blue Dart Express Ltd. signs agreements with leading international airlines for
distribution of bonded cargo within its network. Blue Dart Aviation launches its domestic
charter operations.
1998:
Blue Dart Aviation develops India's first Load and Trim software for its B737F flights.
Blue Dart Express Ltd. launches SMARTBOX, its economical, packaged door-to-door
product, and extends its delivery to over 1000 locations.
1999:

16. Project on Logistics
Blue Dart Express Ltd. moves to its state-of-the-art Administrative, Technology and
Operations Super hub, the Blue Dart Centre, at Mumbai. At close proximity to both the
international and domestic airports, encircled by four five-star hotels, and equipped with
the latest technology, the Super hub has improved efficiency and increased load-handling
capacity multifold. Blue Dart Express Ltd. Launches Power Dart 2000+, a software that
provides customers free connectivity to its database, enabling customers to track and
retrieve all information related to their shipments.
2000:
Blue Dart Aviation acquires its 3rd aircraft on lease. The aircraft is scheduled for
operations on the Bangalore-Delhi-Bangalore sector. Blue Dart Express Ltd. also
revamps its website replacing it with an interactive website to support e-trade and
commerce and facilitate customer interface on the net.
2001:
Blue Dart launches its 3rd aircraft operations on the Bangalore-Delhi-Bangalore sector.
The Civil Aviation Ministry requisitions Blue Dart aircrafts for relief operations into
earthquake-battered Bhuj in Gujarat. Technology tools and customer software -
MobileDart, On-Line Pick Up and ShipDart - are developed in-house and launched. Blue
Dart declares 1:1 bonus shares. Blue Dart, Kolkata moves into heritage building, Kanak,
its new premises inaugurated by Sr. Nirmala of the Missionaries of Charity.
2002:
Blue Dart is re-certified as one of a handful of Indian companies to the new global ISO
9001 - 2000 standards for "Design, management and operations of countrywide express
transportation and distribution service within the Indian Subcontinent and to international
destinations serviced through multinational express companies". Blue Dart ends its
contract with Federal Express and signs a path-breaking Sales Alliance with the World's

17. Project on Logistics
No. 1 international air express company, DHL Worldwide Express. Blue Dart crosses
100,000 shipments per day.
2003:
2003 - Blue Dart acquires its fourth Boeing 737 freighter. With a thrust on strengthening
infrastructure, Blue Dart establishes twelve of its own offices in the South, delivering to
an additional 198 locations, expands its hub at Bhiwandi and sets up a bonded warehouse
in Mumbai. The company is selected a Super brand from over 700 brands across 98
categories by a jury of eminent marketing and advertising professionals. The company
celebrates its 20 years of service to the nation on 19th November 2003
2004:
Blue Dart inducts its 4th aircraft into operation on 17th May 2004, connecting Hyderabad
as its 6th Aviation Hub. Blue Dart also extends its brand into Sri Lanka through a
Regional Service Alliance with Foster Agencies Pvt. Ltd., Member of the Hayleys Group,
one of Sri Lanka's largest diversified multinationals. The Alliance will enable customers
to use Blue Dart services between 400 locations in Sri Lanka and over 13,700 locations in
India. Blue Dart acquires its fifth Boeing 737 freighter.
2005:
DHL Express (Singapore) Pte. Ltd. completes the acquisition of 81.03% of the equity
capital of Blue Dart Express Limited. Blue Dart continues to operate as an independent

18. Project on Logistics
brand and provides a complete spectrum of domestic and international express services
through synergies with DHL.
Company’s Vision:
"To be the best and set the pace in the air express integrated transportation
and distribution industry, with a business and human conscience. We
commit to develop, reward and recognize our people who, through high
quality and professional service and use of sophisticated technology, will
meet and exceed customer and stakeholder expectations profitably."
 Company’s future plans:
Focus on our core domestic products to expand our market share and
consolidate our unique and premium position in the Indian market, and
expansion into the near Mid-East and Far East markets and the SAARC
(South Asian Association of Regional Co-operation) countries. Blue Dart
would also leverage its vast customer base for global distribution through its
alliance with DHL. We plan to leverage our established infrastructure to
continue adding value and customised solutions to the changing and
evolving demands of the customer. We would also provide global logistics

19. Project on Logistics
customers with access to our quality domestic and regional distribution. Our
domestic network will continue to differentiate itself in all areas of our core
competencies - supply chain management, logistics and Ecommerce.
Position ourselves as the preferred, seamless link to a country
projected to be an economic superpower of the 21st Century. Through our
technology development, premium services, quality network and strategic
alliances, we plan to carve for ourselves a leadership position in the industry
as India's and the region's link to the world.
Continue to deliver value to our stakeholders through our People
Philosophy and Corporate Governance based on distinctive Customer
Service, Business Ethics and Accountability, and Profitability.
 LOGISTICS IN BLUE DART
The Information Technology industry is, perhaps, typical of the
changing and escalating logistic demands of various industries today,
irrespective of their category as 'old' or 'new' economy. In the IT industry,
the difference between success and failure is closely linked to the
supply/value chain integration, of which there are two distinct processes:
1. The delivery of goods to the customer in the most reliable transit period
(and preferably the shortest) possible. 'Reliable' alludes to a certain
guaranteed transit time for packages to reach customers or the response that
organisations need in the event of any exceptions.

20. Project on Logistics
2. The reverse flow of acknowledged signed delivery records without which,
in many cases, recovery of bills are virtually impossible. Especially so in the
case of companies placing multi-location orders that could cover hundreds
of cities. The task for the supplier is staggering - plan logistics for deliveries
to all these locations, and hope for 100% of the delivery records to be
returned before bills can be submitted to the customer. In most IT
companies, the role of 'logistics' or 'fulfillment' is key.
With organisations moving towards close to perfect standards like Six
Sigma, interaction with logistics suppliers has taken on a critical role
moving up sometimes to the level of the CEO of the organization.
Blue Dart Express Limited applied and found solutions to these
critical demands much before other players could even recognize their need.
Through its exceptional people processes, superior technology, and stress on
quality systems over the last, almost two decades now, Blue Dart was quick
to fulfill these needs:
The country's most reliable air and surface network offer a pre-
determined delivery schedule with close to 100% accuracy. The IT industry
could plan its production with precision and avoid expensive inventory
build-up.
Blue Dart offers the country's most comprehensive communications
technology. Much before the internet was prevalent; Blue Dart customers
could dial into the network through Power Dart 2000 and track their

21. Project on Logistics
packages. As an added option, Fax dart could fax a copy of the delivery
record the minute the Blue Dart system was updated.
The country's only express airline with a fleet of three Boeing 737s
ensured that packages were flown to their destinations overnight. Another
tremendous advantage was that the individual size of packages that could be
carried multiplied manifold.
Retrieval of signed delivery records posed the industry's most
intriguing problem. Blue Dart was quick to understand this requirement and
put in place a 100% retrieval system.
Blue Dart not only handles large volumes and oversize packages
overnight - it also provides the industry with status of their shipments and
retrieves such records as are necessary for billing. The entire cycle has been
considerably shortened, enabling the industry to achieve healthy bottom-
line.

22. Project on Logistics
Logistics software solutions
Vendor Solution Features
Application program offered to Blue Dart offices and
its channel partners in remote areas via the Internet.
SENTOR (Status
Users receive detailed information on inbound
Blue Entry Offline for
packages for delivery. Upon delivery, proof of delivery
Dart Regional Service
details are entered offline and updated on Blue Dart's
participants)
Web server within three hours. The earlier time lag
was 24 to 48 hours.
A PC-based solution aimed specifically at SMBs. It
improves the business efficiency of customers by
ExpressShipper (to be
TNT helping them send more than fifteen consignments a
launched)
day. Customers can track consignments and obtain
price quotations directly from their PCs.
Online consultancy on customs-related paperwork for
SMBs that helps determine which customs documents
should accompany their (customer's) international
FedEx Global Trade Manager
shipments. Lets customers print and fill them up
thereby helping them save time on potential border
delays.

23. Project on Logistics
 SERVICES OF BLUE DART
REGIONAL SERVICES IN SAARC AREA
Between India, Bangladesh, Bhutan and Nepal.
Blue Dart offers the fastest, most reliable, door-to-door express
deliveries for your documents and packages to countries in the SAARC
region through Regional Priority. The service offers access to over
13,700 locations in India, and over 800 locations in Bangladesh, Bhutan and Nepal,
providing the widest coverage in the region through a quality network, an integrated air
and ground infrastructure dedicated to express transportation and innovative technology
support.
Regional Priority: Documents (RPDX)
The most dependable and secure delivery for non-dutiable, critical and important
shipments such as legal documents and tenders. The Blue Dart Envelope provides secure
and attractive packaging for your documents, brochures and reports up to 500gms.
Regional Priority: Non-Documents (RPDT)
Fast reliable and safe door deliveries for samples and non-commerical shipments.
Currently available between India and Nepal only.

24. Project on Logistics
 Let see different type of regional services: -
DOMESTIC PRIORITY
The fastest, most reliable, door-to-door
delivery service within India and to Bangladesh,
Nepal and Bhutan for documents and small
shipments under 32kgs per package. The special benefits of this service are:
 Delivery to over 13,700 locations in India
 Free pick-up from your location
 Real-time Tracking
 Regulatory Clearances
 Free Computerized Proof of Delivery
DART APEX
Dart Apex is a door-to-door delivery service within
India for shipments weighing 10kgs. And above. It is the fastest,
most efficient delivery solution for commercial shipments that
are time-bound and are required to undergo regulatory
clearances, or require special handling.

25. Project on Logistics
Dart Apex offers you an economical option of an Airport-to-Door service from
the major airports of Chennai, Bangalore, Mumbai, Delhi, Kolkata and Hyderabad to all
the Dart Apex locations serviced. A customer may book space for their shipments
through company’s Customer Service and deliver customer shipments to Blue Dart
Aviation Office at the related airport.
Dart Apex also offers a further economical option of a Door-to-Airport service. A
customer may book their shipments at any of company’s locations serviced for this
product to any of the major airports. Consignee would be required to collect the shipment
from the Blue Dart Aviation office at the concerned airport.
Dart Apex offers the following benefits:
 Wide Market Reach
 Single-window Clearance
 Real-time Information
 Time-Definite Delivery
 Free Proof of Delivery on Demand
 Speed
 Flexibility
 Economical

26. Project on Logistics
DART SURFACELINE
Dart Surfaceline is an economical, door-to-door, ground
distribution service within India for shipments weighing
10 kgs and above. It offers a cost-effective logistics option
for your less time-sensitive shipments, with the following value-added benefits:
 Time-bound Delivery
 Track your Shipment
 Regulatory Clearances
 Pick-up Convenience
 Secure Shipments
 Economical Tariff
SMART BOX
Smart Box is a convenient, economic, packaging unit
priced to include a door-to-door delivery service within
India. The units come in 2 sizes, 10kgs and 25 kgs, and are
designed to accommodate a variety of products. The special benefits of using Smart Box
are:

27. Project on Logistics
 A wide market reach
 Speedy Delivery
 Free pick-up
 Real-time Tracking
 Regulatory Clearances
 Proof of Delivery
 Trouble Free Service
 INTERNATIONAL SERVICE

28. Project on Logistics
International services of Blue dart are taken over DHL EXPRESS in 2002.
Blue Dart Express Limited, through its International Sales alliance with DHL, the
premier global brand name in express distribution services, offers DHL Document
Express (DOX), DHL Worldwide Package Express (WPX) and the Jumbo Box (Jumbo
Box - 25 kgs. and Jumbo Junior - 10 kgs.), a one-stop shipping process for reliable, time-
definite, door to door delivery of international documents and packages. The service
offers access to 220 countries and territories worldwide and the extensive, quality
network of Blue Dart and DHL.
The special benefits of the International Services are:
1) A Convenient Solution for Urgent, International Documents & Shipments.
2) Documents and packages will be picked-up from location, cleared through
customs and delivered to consignee.
3) Customs Clearance Expertise Specialists conversant
with customs formalities in India as well as in 228
countries worldwide, and pre-clearance for shipments
in transit available for most destinations, ensure
efficient delivery.
4) Real-time Tracking.

29. Project on Logistics
5) A Cost-effective Option.
6) Packaging.
 DHL OFFERS:
1. Express Document (DOX):
DHL Express document is the fastest, trustworthy and most secure way to deliver non-
dutiable shipments such as banking and legal documents, reports, proposals, tenders, etc.

30. Project on Logistics
Features:
 Priority financial industry services.
 State of the art information
systems.
 Specialised fast handling facilities.
 90% of international banks' first
choice.
 Door to door one company control.
 World class packaging.
Benefits:
 The best possible service to the
company.
 The leading edge for financial
services.
 Track status online door to door.
 Highest level of control and
security.
 One point of contact and
accountability.
 Peace of mind.
2. Worldwide Package Express (WPX):

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DHL Express Package is the fastest most secure
way to deliver a dutiable international shipment.
For commercial shipments like electrical goods
and components, garments, manufactured items &
non-commercial shipments.
Features:
 Door to door service.
 Simple documentation.
 Packaging range.
 Fastest for international expresss packages.
 State of the art information systems.
 Global customs clearance leader.
 Global market leader for international express
packages.
Benefits:
 Fastest transit time.
 Greater security and control.
 Simplified and convenient process.
 No hunting for packaging.
 Detailed online tracking.
 One company control.
 Single Invoice.
 Door to door peace of mind.
3. The Jumbo Box & Jumbo Junior Box:

32. Project on Logistics
DHL Jumbo Box and Jumbo Junior are the original market innovations for value
priced, flat fee international express. All the benefits of the Worldwide Package
Express plus. They offer low flat fees for shipments up to 10kg and 25kg and
convenient uniquely designed packaging to all destinations worldwide.
Features:
 Unique easy to assemble boxes.
 Step by step customs declarations.
 Full DHL express door to door service.
 Low flat fee for each kilo over flat fee limit.
 Strong packaging and simple documentation.
Benefits:
 Maximum convenience.
 Low price.
 Exporting documentation made easy.
 Fastest transit time.
 Door to door service.
 Track status online door to door.
 No hunting for packaging or paperwork.
 Different types of international services: -

33. Project on Logistics
AIRPORT TO AIRPORT
The airport-to-airport service is an air freight
service available on the flights operated by Blue
Dart Aviation between the airports of Kolkata,
Delhi, Mumbai, Bangalore, Chennai and
Hyderabad. The advantages of an airport-to-airport service are:
 Cooling-Period
All the Blue Dart Aviation warehouses are equipped with X-ray
machines, which eliminate the necessity of the mandatory 24 hour cooling-period
required for security reasons for all air freight transported within India.
 Late Night Cut-off & Early Morning Deliveries
With Blue Dart Aviation's night operations, shipments
manufactured during the day can connect the night flights and be delivered at destination
the next morning.
 Capacity
Blue Dart Aviation is the only cargo operator with scheduled
B737-200 freighter services within India and can offer a larger capacity than other
domestic airline.

34. Project on Logistics
CHARTERS
Blue Dart Aviation operates the only Boeing 737
freighters in India. The freighters have an 8-pallet
configuration, and operations are supported by an in-house
ground-handling and maintenance capability, as well as
bonded warehouses at all the on-line stations, and company-
owned cargo handling assets. With qualified, professionally-trained personnel, Blue Dart
Aviation is positioned to offer the most superior quality of service in the country today.
Charters are operated on an ad-hoc basis. Normally, charters have been used
where timely delivery of sensitive equipment or large loads is required. In the past, Blue
Dart Aviation has operated charters for carriage of TV Equipment for the Miss World
Contest, high-value TV and Broadcasting equipment for Cricket Matches around the
country, perishable Aquaculture, Computer peripherals and Electronics, Emergency
Equipment and large inventory for JIT plants.
INTERLINE
Blue Dart Aviation operates the only Boeing 737
freighters in India. The freighters have an 8-pallet
configuration, and operations are supported by an in-house
ground-handling and maintenance capability, as well as bonded warehouses at all the on-
line stations, and company-owned cargo handling assets. With qualified, professionally-
trained personnel, Blue Dart Aviation is positioned to offer the most superior quality of
service in the country today.

35. Project on Logistics
The bonded warehouses with customs personnel facilitate efficient transhipment
of cargo within India. This facility has enabled distribution of imports within the country
and has provided exports access to and from the gateways of international airlines. This
provides international airlines with a cost-effective option to restrict their on-line stations
within India, and enhance their marketing possibilities at off-line locations by utilizing
the distribution capabilities of Blue Dart Aviation.
Currently, Blue Dart has interline agreements signed with 23 international airlines
- Air Canada, Air France, Air India, Air Mauritius, Alitalia, Asiana, British Airways,
Cargolux, Cathay Pacific, China Airlines, Cross Air, Das Air, El Al Israel Airlines,
Emirates Sky Cargo, KLM Royal Dutch Airlines, Kuwait Airways, Polar Air, Saudi
Arabian Airlines, Singapore Airlines, Sri Lankan Airlines, Swiss Air, South African
Airways, and Qatar Airways.
VALUE ADDED SERVICES
Value added services on the rise. Blue Dart has started providing value-added
services like “logistics management, supply chain management and warehousing
facilities to its clients. Going forward demand for such services from corporates is likely
to grow at a fast clip. This is because by outsourcing such services to third party service
providers they would be able to cut down on costs and improve their efficiency levels.
For the courier companies such services would be part of the overall value proposition
they would be offering their clients apart from the normal pick up and delivery. Such
services have the potential for enhancing the margins of courier companies like Blue
Dart. We believe that Blue Dart is best equipped to capitalize on the growing
opportunities in the emerging areas of warehousing and supply chain management.

36. Project on Logistics
BLUE DART INITIATES CUSTOMER
SATISFACTION BENCHMARK
As a business entity customer have dispatched an important package that contains
some confidential business documents. Customers do not know the status of the
documents shipped. Customer’s end up making endless calls to the courier service office
asking them when the 'Proof of Delivery' (POD) will come their way since company need
to be assured that everything that was sent has reached the destination. Now, Blue Dart
Express Ltd promises to cure customer’s conventional woes.
Termed 'net service levels', the initiative is all internal benchmarking exercise by
which the organisation evolves an action plan to examine the areas where the customer
satisfaction levels have not matched up to the standards that have been established
internally by the enterprise. The company also evolves marketing strategics that can
enable its business to effectively retain customers.
Blue Dart Express Ltd senior vice-president (marketing & projects) Tulsi
Mirchandaney says that- "The express service Industry does not have any external
benchmark to look up to. Company’s therefore, decided to look into some of the
operations that successfully institutionalised internally, and use those as benchmark to
efficiently address various customer needs."
This implies that every day professionals from Blue Dart will monitor the exact
status of various shipments of its clients, specially air cargo services which is one of the

37. Project on Logistics
core offerings where the company generates substantial business volumes. In this
business, the company may encounter imperatives like flight delays to bad weather
conditions or some other peculiar circumstances which may lead to considerable worry
and anxiety for the target customers. This is more so because the delivery of these
shipments would be crucial to effectively run their own independent end-businesses. The
team within the company, in such instances will track the specific geographical areas
where the problem persists through Internal technology tool and other aligned systems
that have been initiated by the enterprise. The company will also personally interact with
customers and explain to them the exact reasons for the delay along with the time when
the cargo will be delivered.
Further, the moment the company discovers that there are certain areas where
customer service delivery is not in sync with the standards that have been set by the
organisation, the entire team gets down to analysing the problem. This is done to
determine where exactly the company needs to gear up further.