Topic LogisticsProvide a general description, may be an exp.docx

Topic: Logistics
Provide a general description, may be an explanation, of the
function of logistic in a sizable organization. What is the
objective of the function? Identify and explain the business
processes included in logistics. What are the current best
practices and/or state of the art in the industry?
Select a significant organization so that you can investigate its
logistics practices to illustrate all those activities, functions,
and practices you will discuss in your paper.
Important: Your paper has to show a clear flow of concepts,
appropriately organized under suggestive sections and
paragraphs heading, and to answer the questions set out in this
assignment. It will be useful and, indeed expected that you use
suitable visual aids and tabulation for organizing your data.
Such visual aids and tables of data, however, should be
captioned and explained.
Alt Project
Criteria
Ratings
Pts
Define and Explain Logistics/Demand
Forecasting/Procurement/Sourcing.
Full Marks
10.0 pts
No Marks
0.0 pts
10.0 pts
Identify and Explain the Internal Processes.
Full Marks
20.0 pts

No Marks
0.0 pts
20.0 pts
Best Practice in Industry.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Identify and Explain the Related Practice in your Selected
Organization.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Benchmark on Industry Best Practice to Evaluate Your
Organization.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Paper Clarity, Organization, etc.
Full Marks
10.0 pts
No Marks
0.0 pts
10.0 pts
Total Points: 100.0

Running head: RESEARCH 1
RESEARCH 7
Research Project
Student
BUS642: Business Research Methods & Tools
Instructor: Dr. Jon Webber
Date
Research Project
Background Information
XXX. is a provider of educational services for its two
subsidiaries. XXX employs several thousand people in
admissions and student services roles. Due to a decline in total
enrollment in XXX, XXX leadership instituted a reduction in
force, primarily within the student services roles XXX, 2015).
The recent layoffs included several management positions
coinciding with the firm’s intention to create a leaner
management structure. The reduction of management positions
and the lack of growth are limiting growth opportunities for
employees.
Management Dilemma
XXX leadership faces the challenge of retaining current
employees. Tang and Fuller (1995) noted, “After a layoff,
surviving employees often experience significant changes in
corporate loyalty, job satisfaction, and job performance” (p.
12). While justified, XXX leadership has created a situation
that will increase employee turnover. Nolan (2015) stated that
mentoring and advancement opportunities influence millennials’
perception of job satisfaction and loyalty to the firm. The lack
of promotional opportunities may cause employees to consider
changing employers. Leaders must create a strategy to maintain

these factors or the firm will incur the additional expense of
hiring and training replacements (Tang & Fuller, 1995).
Research Question
What is a viable strategy to maintain employee loyalty and
performance without increasing salaries?
Hypothesis
XXX can maintain employee loyalty through perquisites such as
flexible working conditions because employees highly value
their work life balance.
Literature Review
Increasing employee retention is a commonly researched
topic. Nolan (2015) researched retention strategies that applied
to employees classified as millennials. Nolan noted that of
primary concern to many millennials is the establishment of a
good work life balance. She suggested implementing “flexible
work arrangements” as one means to establish this balance
(Nolan, 2015, p. 72). Nolan also found the employer benefits in
factors such as reduced absenteeism.
Several factors may contribute to employees’ job satisfaction
and intention to stay with their employer. Idris (2014) while
researching Malaysian bank employees, also observed that
employees value a work life balance facilitated through
“flexible working practices” (p. 71). Indeed a work-life balance
is now considered a basic right or necessity by many workers.
While valued by most employees, the increase of women
employees in the Malaysian banking sector has highlighted the
relationship of flexible working practices to a favorable work-
life balance. Idris found that flexible work practices contribute
to employee retention.
Implementing flexible working conditions will not
influence every employee’s decision to persist. Hyland,
Rowsome, and Rowsome (2006) studied several types of
flexible working conditions and compared the results among

employees that have a greater or lesser desire for separation of
life and work. In some situations, employees that value a closer
integration of work and life, found that practices such as a
compressed work week increased their desire to quit their job.
Ethical Concerns
This study will utilize secondary data so the researcher
must consider the ethical aspects of utilizing this type of data.
Any data gathered from employee records must be treated in a
way to ensure anonymity. To ensure employees confidentiality,
information must be stored in a secure way. Anonymity will
ensure that the data is not linked to the individual employee.
To ensure employee data remains safe it will be stored in a
secure area of the company’s computer system. Access will be
restricted to the researchers and encrypted for additional safety.
Williams (2012) noted that data collected online creates
additional possibilities for ethical breaches. Landrum (2014)
noted that manipulation of data by researchers is possible if the
data does not support the preferred hypothesis. If instituting
flexible working conditions does not provide a significant
increase in employee retention or is found to cause negative
consequences, a different approach should be investigated.
Types of Secondary Data
This research project will utilize secondary data. Dobson
stated that secondary research can be collected from within or
outside of the organization (as cited in Landrum, 2014). One
possible source of internal secondary data is past surveys
administered to employees. XXX administers a yearly Gallup
survey that measures employee satisfaction and loyalty to the
firm. Employees typically respond at a 60% or better rate each
year. This data is useful as it directly relates to employee
satisfaction. By promoting a greater work life balance, an
increase in employee satisfaction supports the hypothesis.
An additional source of secondary data within the firm is human
resources records. This data can provide numerical data on the
number of employees that chose to leave the company. Human
resources data can be examined to determine if flexible working

practices contribute to employee loyalty. Leadership has
completed a yearlong pilot of the compressed workweek within
the student services department. The pilot ran from March 2014
to March 2015. A comparison of turnover between pilot and
non-pilot employees is then possible. This data is significant as
it measures actual turnover within a department with the
variable present in about a quarter of the employees. If exit
interviews were completed, turnover not related to job
satisfaction can be filtered out further strengthening
conclusions.
Scales and Benchmarks
The scale utilized will differ by data type. Data from the
Gallup survey is in the format of the Likert Scale. Landrum
(2014) explained that Likert data is considered to exist within
the ordinal scale. Using the ordinal scale numbers correspond
to a specific value, but the interval between numbers varies. To
support or reject the hypothesis, a benchmark is necessary for
comparison. Pike (2013) stated, “Criterion validity would be
represented by the relationship between benchmark scores and
other measures” (p. 150). A benchmark may be established as
the 2014 Gallup survey, or an average of several past years or a
comparison of the same survey from other firms within the
industry. The other measures to establish a criterion validity, is
the data gathered from human resources on employee turnover.
The turnover data is measured on the ratio scale, as zero would
indicate that no employees quit, and any other ratio indicated
the actual number of employees that quit. Benchmark data
follows the previous pattern either collecting the previous
year’s data, or averaging multiple previous years.
Utilizing scales and benchmarks is necessary to lend
validity to the study. Benchmarks provide the basis for
comparison of employee satisfaction and turnover rate, in
relationship to flexible working conditions. If employee
satisfaction decreased or turnover increased, for employees
participating in the compressed workweek, the hypothesis is not
supported.

References
XXX Education, INC. (2015). 10-Q Report. Retrieved from
http://s1.q4cdn.com/718184649/files/doc_financials/2015/XXX
Form10Q_Q315.pdf
Hyland, M. M., Rowsome, C., & Rowsome, E. (2005). The
integrative effects of flexible work arrangements and
preferences for segmenting or integrating work and home roles.
Journal of Behavioral and Applied Management, 6(2), 141-160.
Retrieved from
http://search.proquest.com/docview/196729963?accountid=3252
1
Idris, A. (2014). Flexible working as an employee retention
strategy in developing countries: Malaysian bank managers
speak. Journal of Management Research, 14(2), 71-86.
Retrieved from
21
Landrum, R. E. (2014). Research methods for business: Tools
and applications. San Diego, CA: Bridgepoint Education.
Retrieved from
https://content.ashford.edu/books/AUBUS642.14.1/sections/title
Nolan, L. S. (2015). The roar of millennials: Retaining top
talent in the workplace. Journal of Leadership, Accountability
and Ethics, 12(5), 69-75. Retrieved from
21
Pike, G. (2013). NSSE benchmarks and institutional outcomes:
A note on the importance of considering the intended uses of a
measure in validity studies. Research in Higher Education,
54(2), 149-170. doi:10.1007/s11162-012-9279-y
Tang, T. L., & Fuller, R. M. (1995). Corporate downsizing:
What managers can do to lessen the negative effects of
layoffs. S.A.M. Advanced Management Journal,60(4), 12.
Retrieved from

1
Williams, S. G. (2012). The ethics of internet research. Online
Journal of Nursing Informatics, 16(2). Retrieved from
http://eds.a.ebscohost.com.proxy-
library.ashford.edu/eds/pdfviewer/pdfviewer?vid=1&sid=b8d32
45c-f132-4662-b697-
4dada89651d%40sessionmgr4001&hid=4113
Running Head: WORKPLACE SAFTEY
1
WORKPLACE
7
Workplace Safety
Saline Leverett
BUS 642 Business Research Methods & Tools
Instructor: Jon Webber
June 13, 2016
Introduction
When work is safe, healthy fairly compensated and fulfilling
can assist in building contented and long lives as well
strengthening communities and families. This kind of work may
improve organizational profits and effectiveness as well as
lessening health care costs. Due to many deaths and illnesses in

workplace, occupational safety and health act was passed to put
into practice government standards in workplace. Regardless of
the enactment of Occupational Safety and Health Act of 1970,
there is still large number of employees getting injured, ill or
dying in the workplace (Gray & Jones, 1990). Workplace safety
is the description of procedures and policies put in place to
make sure that there is health and safety of workers inside a
workplace. It entails hazard control and identification in
accordance with the government standards as well as ongoing
safety education and training for employees. Therefore, this
project will tend to investigate the reason behind such rise in
deaths, injuries or illnesses in workplace and how it can be
tamed. The project will entail several methods of data collection
and analysis to establish the factors contributing to workplace
accidents.
Research question
There large number of deaths, injuries or illnesses in the
workplace despite the passage of Occupational safety and health
act, why the scenario? This will be discussed in detail and
possible factors resulting to OSHA ineffectiveness most of it
including poor implementation.
Background research
In the United States, there are approximately 125 million
employees, nearly for every two Americans there is one worker.
Every day an average of one hundred and thirty-seven persons
die from work-associated diseases, other 16 people suffer
injuries from workplace. An employee is injured in every five
seconds and an employee is permanently or temporarily disabled
in every ten seconds. This is costly to both the economy and the
employer. The major reason of carrying out this research is to
determine the main causes of workplace death, illness or
injuries despite some laws that have been put in place to protect
workers. Owing to the enactment of occupational safety and
health act of 1970, the lives of over five hundred and thirty-two
employees saved and it promised workers a safe working place.
However, OSHA is somehow failing because it lacks

effectiveness. The inspectors that OSHA have are very few
compared to the number workplaces present in state and federal
regions (Gray & Jones, 1990). Nonetheless, despite
improvement in the workplace health and safety conditions,
there is worsening of some conditions and hence several
employees remain at serious danger of death, illness and health.
The most dangerous industries to work on are oil and gas since
the rate of fatality for gas and oil extraction is almost 5% the
national average. Place of work violence is a growing and
serious problem for employees particularly women and
healthcare professionals who suffered sixty-six percent of the
lost-time harm linked to place of work violence (Gilbert, M., &
Bilsker, D. (n.d.).
Hypothesis
Workers get injured and sometimes die in workplace due to
many factors. These include manual lifting/handling, electrical
accidents, falls or slips/trips. In construction companies
particularly, the dangers for workers include repeated motion
injuries, failing to use appropriate individual protective
equipment, electric shock, scaffold collapse, trench collapse and
falls (The Most Common Injuries and Causes of Accidents at
Work). Most of these causes are preventable if workers together
with their employers become more careful and responsible in
their respective duties.
Research design
The research design for this project is as follows. Since we are
dealing with workers who have perfect picture of their place of
work, surveys are the best way of collecting data. This can be
conducted through the use of online questionnaires as well as
written. The workers can be able to fill them using their phones,
tablets, computers, laptops etc. The statistical tools that can be
used to analyze data are analysis of variance table, SPSS as well
as stata.
Sampling plan
Once we have identified the representative of the population,
there has to be a suitable way of selecting it. The design behind

choosing a sample is to be capable of generalizing the findings
to the entire population. This implies that the sample should be
a representative of the population. This means that the sample
must contain same proportions of subgroups as the total
population not leaving out any specific groups whether by who
chooses to react or by methods of sampling. Secondly, the
sample must be big enough to offer the investigator enough
information to evade errors.
Types of Secondary Data that can be used to test Hypothesis
There are many ways in which secondary data is useful, for
instance, it offers a baseline for making comparison of
individuals results of the primary data collection as well as
designing succeeding primary research. Hence, it is always
significant to start any research activity by reviewing the
secondary data. By reviewing the secondary data, it will assist
me in comparing it with the primary data I am preparing to
make a program for place of work safety.
Archival data and event studies are the kinds of secondary data
which will be used for testing of hypothesis. The significance of
archival data in hypothesis testing is to assist in collection of
information concerning workplace safety which has already
occurred. In hypothesis testing, event studies will assist in
evaluating the events’ impact (accidents) which are linked to
the way these accidents are occurring. Meta-analysis is another
potential kind of secondary data that I may use; it gathers
previous investigations of workplace safety which addresses the
research question. In this case, secondary data will be helpful in
making suitable survey for workplace safety that will be used in
gathering information to be used in generating a training
program for workers. Many times in a large research project,
early analysis of secondary data can inform and alter the
direction of the research projects’ primary data about to be
launched; however, such insights attained earlier may be
invaluable. Furthermore, primary data may not have to be used
in generating training program and survey since secondary data
is excellent enough. Hence, it will be cheaper to obtain these

secondary data (Institute for Work & Health. (n.d.).
Measurement scales and benchmarks used in a survey for testing
hypothesis
The potential measurement scales and benchmarks that can be
employed for workplace safety could be the internet means of
collection data, pencil-paper. This study subject employs a
survey technique to collect data by internet or paper or pencil to
observe if there is existence of measurement equivalences. The
survey will contain questions that entire companies would use
or employ the data to form place of work safety training
programs. Therefore, the collected data will indicate that
merging data acquired by the pencil-and-paper and internet is a
genuine means of collecting data. This measurement scale and
benchmark are helpful to companies or institutions that use
surveys to collect data to assist them in making future
corporations’ plans. When collecting data from workers,
surveys are the best way of doing so since they have the actual
knowledge of the workplace safety. Thus, the data obtained
from measurement scales and benchmarks will offer information
that is enough to generate a training program for place of work
safety. The information will in turn continue to offer the
programs’ future improvements (Analysis of Secondary Data
Research Paper Starter - eNotes.com. (n.d.).
References
Gilbert, M., & Bilsker, D. (n.d.). Improving Psychological

Health & Safety in the Workplace: Critical Analysis and
Pragmatic Options. PsycEXTRA Dataset.
doi:10.1037/e551362013-001
Gray, W., & Jones, C. A. (1990). Are OSHA Health Inspections
Effective? A Longitudinal Study in the Manufacturing Sector.
doi:10.3386/w3233
Analysis of Secondary Data Research Paper Starter -
eNotes.com. (n.d.). Retrieved June 13, 2016, from
http://www.enotes.com/research-starters/analysis-secondary-
data
Institute for Work & Health. (n.d.). Retrieved June 13, 2016,
from http://www.iwh.on.ca/wrmb/primary-data-and-secondary-
data
.
The Council of Supply Chain Management Professionals
(CSCMP), the preeminent worldwide professional association of
supply chain management professionals, defines logistics as
“…that part of supply chain management that plans,
implements, and controls the efficient, effective forward and
reverse flow and storage of goods, services and related
information between the point of origin and the point of
consumption in order to meet customers’ requirements.”
In the business environment, the main function of logistics is to
ensure that products and services required are in the right place,
in the right quantity at the right time. Logistics plays a
significant role in the success of any company’s operations and
has a direct impact on its bottom line. Functions of Logistics
management activities varies from organization to organization,
typically they include inbound, in-process and outbound
transportation management, fleet management, warehouse
management, order management, logistics network design,

inventory management, supply/demand planning, packaging and
management of third party logistics services providers. In some
organization, the logistics function also includes customer
service, sourcing and procurement, production planning and
scheduling, packaging and assembly and reverse logistics.
Main Objectives of Logistic
· Reduce Cost
· Reduce Inventory
· Improve Service Levels
· Improve Responsiveness
· Continuous improvement
In this report we are looking at the logistics management of the
oil and gas industry which demands the highest standards in
logistics management. The complexity and scale of the projects,
in some of the world’s most harsh environments, remote areas
and deep water, this requires proven expertise, total reliability
and deep domain knowledge of all areas within the sector.
Logistics management in oil and gas industry is not the easiest
of tasks, most of the projects are located in areas with
inadequate infrastructure and the financial impact of downtime
may easily run into millions of dollars. There are no
One size fits all solutions, at times you might have to use all
modes of transport(sea, road, air) for a single shipment to
ensure that products are delivered on time. Products (wide
variety of materials including oversized items) needs to be
delivered quickly, safely and efficiently as possible.
Another challenging facing the logistics are customs regulations
which constantly evolve and complex bureaucracy set by
different countries around the world for variety of products,
which directly impacts the lead time for moving equipment
from one country to another in this part of the world.
ROLES AND RESPONSIBILITIES OF LOGISTICS DEPT

The Logistic Dept is responsible to ensure the effective
planning, evaluation and co-ordination of logistics and
transportation of goods from one Site/ Warehouse to another or
for transportation project materials and equipment’s/ assets
vendors to end user, from the time of release for delivery till
safe arrival at the final requested destination. The Logistic
Officer ensures that the goods are delivered in the most
economical mean whilst achieving Project objectives with
regards to schedule, safety and quality by coordinating the
efforts of procurement, Vendors, engineering, finance,
construction, etc. He/She is responsible to issue shipping
instructions to Vendors and advise site of status accordingly.
However Its the Project/Requesting Department who are
responsible to identify the final destination of goods as well as
to specify (through Vendors where applicable) any required
packing, storage, handling and shipping
requirements.INTERNAL PROCESS
The shipping and transport process includes the following
activities:
· Identification of transport and shipping requirements, as well
as development of transport
and logistics plan necessarily for the Project.
· Identification of suitable transportation routes and methods,
advising other groups and departments of any limitations.
· Appointment of packers, carriers and forwarding agents.
· Preparation of transport documents in accordance with
national and international legal requirements.
· Arrangement of transportation and clearance through customs,
Freight insurance and claims.
· Monitoring progress and taking remedial action as required.
· Issuing of shipping status reports.
For the activities to carry out there are basically two main
cases:
· Shipment/ transport under the Vendor’s responsibility;
· Shipment/ transport under the Company’s responsibility.
In the case of shipment/ transport under the Vendor’s

responsibility, the Transport/ Logistics Officer must obtain the
shipment data from the vendor to enter the Shipment/Transport
Plan in the system and check its progress
For Shipment under Company’s responsibility below steps are
followed.
TRANSPORT AND LOGISTICS PLAN
As soon as weights, sizes, countries of origin, destinations and
delivery dates are identified by the Project, the Logistic Officer
evaluates possible transportation routes, import customs and
duty requirements, capabilities/limitations of port facilities,
available labour, local transportation (highway regulations and
clearances, rail facilities, inland waters, etc.). The result of this
evaluation shall be used to identify the mode of transport,
estimated shipping times and any special requirements or
limitations. The Logistic Officer ensures that the compatibility
of the transport with the overall Procurement Plan and Required
On Site (ROS) dates.
Transport Plan from the vendor/warehouse to the destination is
dividing by bills (If necessary), in order to plan the transport of
material or a service request to a customs agency.
The bills can be:
· Main:
· from the loading port / airport to the unloading port / airport;
· Only for land transport, from the loading point (vendor /
warehouse) to the coordination centre /site.
· Intermediate:
· from the vendor to the warehouse (for transit);
· from the vendor to the unloading port (for transit);
· from the unloading port to the warehouse (for transit);
· from the vendor to the loading port / airport;
· from the warehouse to the loading port / airport;
· from the unloading port / airport to the coordination centre /
site;
· from the coordination centre to the site.
For the main bills one or more Transport Plans with the same

means of transport
and final destination are created. The creation of several
Transport Plans arises from the need to manage documents
related to different projects / cost centres.
The documents regarding the Transport Plan will be produced or
requested from the shipper/ transporters by the Transport/
Logistics Officer in order to manage the plan, and then send the
documents to the destination point.
CARRIERS AND FORWARDING AGENTS
Carriers and forwarding agents are assigned for the Project by
means of their geographical capability and/or competitive
tendering. The requisition for the carriers and forwarding
subcontract details all the Project shipping and service
requirements.
PACKING, MARKING AND DOCUMENTATION
Whenever deemed necessary, instructions for the packing,
marking and required documentation may be an integral part of
each PO. This includes requirements for packing lists,
certification and all documentation concerned with export and
import.
TRANSPORT
Before shipment, the Logistic Officer notifies the goods
receiver about the shipment with a shipping notice (with
necessary shipping documents e.g. invoice, packing list, airway
bill, bill of lading, etc.), informing of the forthcoming arrival of
shipment. The Logistic Officer then issues a Shipping
Authorization to the Vendor/carriers/forwarding agents.
Following information are provided for a shipment:
· Instruction to ship notice.
· PO number.
· Items released (e.g. description, gross weight, net weight,
volume, number of parcels to
ship, etc.).

· Departure site and agreed arrival site.
· Name/address of forwarder.
· Dimensional data.
· Delivery terms per PO.
· Mode of shipment.
· Special handling requirements.
The Vendor/carriers/forwarding agents provide the following
information and data to the Logistic Officer:
· Status report detailing all shipping information;
· Certificate of receipt for dispatched shipments;
· Bill of lading for FOB shipments;
· Commercial and insurance backup for shipments.
IMPORT/EXPORT STATUS REPORT
An Import/Export Status Report is initiated and maintained by
the Logistic Officer. The report details the following
information:
· PO.
· Name of Vendor.
· Mode of transport.
· Departure site.
· Destination site.
· Name of forwarder.
· Airway bill/bill of lading number.
· Flight/Vessel number.
· Remarks/freight PO.
CHECK OF CONFIRMATION FOR THE RECEIPT OF GOODS
The Logistic and Custom Officer from the destination point of
the goods, checks that the documents transmitted are complete
and confirms the receipt of the goods. To this end, he/she fills
in and signs the Material Receipt attached to the Shipment
notice and submits a copy to the cognisant Transport / Logistics
Officer.
In addition to these, the logistics function provides support for

vessel operations and movement of vessels and also commercial
department in support of bid activities as requested by the bid
team
BEST PRACTICES IN LOGISTICS INDUSTRYSupply Chain
network design
A supply chain network can be strategically designed in such a
way as to reduce the cost of the supply chain; it has been
suggested by experts that 80% of supply chain costs are
determined by location of facilities and the flow of product
between the facilities. Supply chain network design is
sometimes referred to as 'Network Modelling', due to the fact a
mathematical model can be created to optimize the supply chain
network. Companies have been led to modify their basic supply
chain, investing in the tools and resources to develop an
improved SCN design that takes into account taxation
regulations, new entrants into their industry and availability of
resources, has resulted in more complex network designs.
Designing a SCN involves creating a network that incorporates
all the facilities, means of production, products, and
transportation assets owned by the organization or those not
owned by the organization but which immediately support the
supply chain operations and product flow. The design should
also include details of the number and location of facilities:
plants, warehouses, and supplier base. Therefore, it can be said
that a SCN design is the combination of nodes with capability
and capacity, connected by lanes to help products move between
facilities
There is no definitive way to design a SCN as the network
footprint, the capability and capacity, and product flow—all
intertwine and are interdependent. Following on from this, there
is also no single optimal SCN design, in designing the network
there is an apparent trade-off between responsiveness, risk
tolerance and efficiency. Transportation management system
(TMS)

A TMS usually "sits" between an ERP or legacy order
processing and warehouse/ distribution module. A typical
scenario would include both inbound (procurement) and
outbound (shipping) orders to be evaluated by the TMS
Planning Module offering the user various suggested routing
solutions. These solutions are evaluated by the user for
reasonableness and are passed along to the transportation
provider analysis module to select the best mode and least cost
provider. Once the best provider is selected, the solution
typically generates electronic load tendering and track/trace to
execute the optimized shipment with the selected carrier, and
later to support freight audit and payment (settlement process).
Links back to ERP systems (after orders turned into optimal
shipments), and sometimes secondarily to WMS programs also
linked to ERP are also common.
The business value of a fully deployed TMS should achieve the
following goals:
· Reduce costs through better route planning, load optimization,
carrier mix and mode selection.
· Improve accountability with visibility into the transportation
chain.
· Provide greater flexibility to make changes in delivery plans.
· Complete key supply chain execution requirements.
Advanced shipping notification (ASN)
With ASN, suppliers notify receivers in advance, letting them
know they are shipping a specific purchase order, and giving an
expected arrival time. Knowing what is coming into the
warehouse enables managers to preplan receiving for the day.
It's important that both carriers and receivers be flexible.
Without scheduling inbound receipts, however, you'll randomly
receive product as it arrives, and may have some carriers sitting
in your yard for hours. Knowing in advance what product will
be received and when, combined with system-directed put away,
makes it easier to treat incoming shipments
appropriately.Automation with Internet-based technology

The benefits of automatic data collection—via bar code and
radio frequency identification—are well-established, including
increased productivity and accuracy and lower labor costs. But
plenty of companies still haven't implemented automatic data
collection.
Without exception, best practice winners’ logistics strategies
revolve around decreasing manual processes and increasing
automation. “Automation translates into speed,” says one best
practice winner. “Manual processes translate into delays and
errors.” According to another winner, “Having technology that
lets you manage by exception is instrumental to boosting
efficiency.” Internet-based technology is enabling a new level
of transaction automation and partner synchronization
previously not practical or possible. On-demand global trade
management platforms and data gateways are driving more
electronic collaboration for significantly reduced IT costs. Best
practice winners report very little internal resistance to using
on-demand technology, also known as “software as a service” or
“hosted, web-based” systems. International logistics has
historically been on the bottom of the corporate IT priority list,
so CIOs are generally supportive of trying on-demand models in
this area rather than having to reprioritize their projects and
reallocate staff for traditional software installations.
Supplementing existing enterprise systems with advanced
optimization is another favored strategy of best practice
winners. They realize that optimizing end-to-end inventory or
optimizing lane-by-lane awards to carriers or forwarders is too
complex to figure out on spreadsheets. Multi-echelon inventory
optimization and ocean bid optimization are two areas driving
quick, multi-million dollar savings for companies.Cross
Docking/ Aggregating/ Consolidating
Cross-docking is a practice in logistics of unloading materials
from an incoming semi-trailer truck or railroad loading these
materials directly into outbound trucks, trailers, or rail cars,
with little or no storage in between. This may be done to change
the type of conveyance, to sort material intended for different

destinations, or to combine material from different origins into
transport vehicles (or containers) with the same destination or
similar destinations. Cross docking can be used for fast- or
slow-moving product, and includes cross docking of back-
ordered product, or product prepared by your supplier for your
customer; reverse line picking; and other functions.
Building complete truckloads is a transportation best practice
that nurtures efficiencies and economies in the best of times and
the worst of times. Converting less-than-truckload (LTL)
shipments to full truckloads (TL) helps companies optimize and
reduce transportation costs, rationalize asset utilization, and
provide better service to end customers. Fluctuating demand,
variable capacity, and speed-to-market requirements often
challenge shippers to find economies of scale by consolidating
freight. Pooling like shipments together en force can help
mediate these same volatilities.
Fundamentally, consolidation drives simplicity and consistency.
Companies often leverage this balance to underpin business
process improvements that have far-reaching impact elsewhere
in the supply chain. By merging shipments and delivering more
frequent truckload volumes, shippers can increase turns and
reduce inventory. This flexibility drives just-in-time,
continuous flow strategies—from production to sale—allowing
businesses to pull product at each pooling point and more
efficiently match supply to demand.Ongoing cycle count
program
A good, ongoing cycle count program enables you to eliminate
taking a physical inventory count. While many firms do cycle
counting, they have not yet eliminated the physical inventory.
Doing so cuts time and costs substantially.Partnership
Unlike domestic logistics, it’s impossible to go it alone in the
international arena. Best practice winners are figuring out new
ways to synchronize activities and increase visibility and
control of processes with customs brokers, freight forwarders,
ocean carriers, logistics service providers, and others. These
companies are leveraging the skills (and technology) of partners

to achieve cost and lead time benefits. ROBOTICS IN LOSTICS
Robots have the potential to create a limitless workforce that
does not have additional expenses on a company. For example,
retirement benefits, paid-time-off, overtime pay, adherence to
daily work schedules, and other aspects of typical workers is
completely eliminated when robotics are employed in supply
chain processes.
Robotics also impact the efficiency and analysis of supply chain
processes. Robotics can sort through incoming and outgoing
packages faster, place them on the appropriate shelves, or
shipping containers, and ensure the packages do not have any
defects, which would cause unnecessary returns or delays in the
order fulfillment process. Robots may also detect issues arising
around them. they are capable of inhuman feats, such as lifting
heavy objects or reaching tiny areas.Internet of Things
With the advent of IoT, Internet connections now extend to
physical objects that are not computers in the classic sense. A
connect pallet for example, can tell its owner the whereabouts
and condition of their shipment, Vastly improved pre-shipment
planning incorporating real-time data, Use of real-time traffic
data in route planning and transportation decision making, A
connected truck can intelligently predict its own maintenance
needs, The ability to lower fuel costs, Increasingly flexible
warehousing operations These are just some of many intriguing
possibilities for IoT in logistics
SUSTAINABILITY
Supply chain sustainability is a business issue affecting an
organization’s supply chain or logistics network in terms of
environmental, risk, and waste costs. There is a growing need
for integrating environmentally sound choices into supply-chain
management Sustainability in the supply chain is increasingly
seen among high-level executives as essential to delivering
long-term profitability and has replaced monetary cost, value,
and speed as the dominant topic of discussion among purchasing
and supply professionals. A sustainable supply chain seizes

value creation opportunities and offers significant competitive
advantages for early adopters and process innovators.
BENCHMARKING BEST PRACTICES
practiceRatingComments
Supply Chain Network Design****
Company corporate frequently monitors the logistics spend and
redesign the logistics activities and deploy new logistics center
to take care of the activities locally /internationally
Transportation Management System (TMS)***For every
shipment Company works out the routing and other options
manually with the help of FF and other tools, hence less
efficiency is noted.Advanced Shipping Notification
(ASN)*****
As mentioned clearly in the work instructions, company uses
Shipping Authorization and notification which is state of art
technology and serves the purpose.Cross Docking/ Aggregating/
Consolidating****Whenever possible depending upon the
criticality of the materials company uses own warehouse/ 3rd
Party warehouse to consolidate shipment to certain projects in
remote locations.Ongoing cycle count program**Huge number
of SKU and the variety of them being handled, makes it
impractical to employee ongoing cycle
count.Partnership*****Company has high level of partnership
with all its subsidiary companies, local and international FF,
clearing agents and lines to understand and meet the
requirements of projects.
Sustainability
*****Sustainability for the company means conducting its
business while remaining mindful of their responsibility

towards all the stakeholders. Employing and training people,
promoting socio-economic development and being close to the
local communities are keys to becoming truly
sustainable.Robotics in Logistics *So far the use is considered
negligible but this is considered as an opportunity for future
Automation with Internet-based technology *With the number
of SKU and multiple facilities used company is still convinced
they're better off without technologyInternet of Things*Use of
IoT can be detected in the offshore equipment’s and vessels, the
employment in logistics is considered as an opportunity for
future
References
James L. Heskett ( 1977, November) Author. Harward Business
Review.
Retrieved from
https://hbr.org/1977/11/logistics-essential-to-strategy -
Leslie Hansen Harps(2005, May) Best Practice in Today’s
Distribution Center
Retrieved from
http://www.inboundlogistics.com/cms/article/best-practices-in-
todays-distribution-center/
Joseph O'Reilly (2009, January) rediscovering the classics,
volume III, truckload consolidation
Retrieved from
http://www.inboundlogistics.com/cms/article/rediscovering-the-
classics-volume-iii-truckload-consolidation/
http://searchmanufacturingerp.techtarget.com/definition/Transp
ortation-Management-System-TMS
https://en.wikipedia.org/wiki/Transportation_management_syste
m
https://en.wikipedia.org/wiki/Cross-docking

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