Free Essay

Logistic

In: Business and Management

Submitted By rajkumar1992
Words 6513
Pages 27
Guru Nanak College

Logistic Assignment on BlueDart

Submitted to : Prof Poonam

By
Sarabjeet Singh Johar
Ty-BMS Sem-V
Roll No 14

About Blue Dart

Blue Dart is South Asia's premier courier, and integrated express package Distribution Company. Blue Dart have the most extensive domestic network covering over 25,498 locations, and service more than 220 countries and territories worldwide through Blue Dart Sales alliance with DHL, the premier global brand name in express distribution services.

Blue Dart vision is to establish continuing excellence in delivery capabilities focused on the individual customer. In pursuit of sustainable leadership in quality services, Blue Dart 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. | | | Aviation, dedicated capacity to support our time-definite morning deliveries through night freighter flight operations. | | | A countrywide Surface network to complement Blue Darts air services. | | | Warehouses at 53 locations across the country as well as bonded warehouses at the 7 major metros of Ahmedabad, Bangalore, Chennai, Delhi, Mumbai, Kolkata and Hyderabad. | | | ISO 9001 - 2008 countrywide certification by Lloyd's Register Quality Assurance for Blue Darts entire operations, products and services. | | | Ecommerce B2B and B2C initiatives including partnering with some of the prime portals in the country. | | | | Blue Darts 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 are 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. Their services are relentlessly monitored to deliver a net service level of 99.96%. Their Customs and Regulatory expertise
Blue Dart have a dedicated team of specialists who provide the expertise for customs as Blue Dartll as regulatory clearances at all States within the country, to support seamless service to the customer.

Blue Darts Technology
Designed to enhance the reliability of their operations and process efficiency, and add value to the customer through time and cost savings.

Blue Dart 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 's services is self-sustaining, with its own bonded warehouses, ground handling and maintenance capability.

Blue Darts financial credibility
Fitch Ratings India Pvt. Ltd. has assigned the highest "F1+(ind)" [F one plus (ind)] rating for our short term debt programme of Rs. 30 crores.

Further, ICRA Ltd. has also assigned the highest "A1+" (pronounced A one plus) Rating for Blue Darts Commerical Paper Programme of Rs. 25 crores.

Blue Darts People force
Committed, diverse and over 6,031 strong are our most valued asset. All blue darts achievements have been possible because Blue Dart have a team who believes in themselves and their company, a team with a winning attitude. Blue Dart is a learning organization, Blue Dart value self-development, and most of their managers are home grown. |

The Board Mr. Tushar Jani is the Chairman of SCA Group of Companies, which specializes in activities related to shipping, customs clearance, warehousing, service contracting, freight forwarding, logistics infrastructure building and management, air cargo, transportation and Non-Vessel Operating Common Carrier (NVOCC). The SCA group counts on a hands-on experience and data pool of more than 110 years, being established in 1896 by Mr. Jani’s grandfather.

Mr. Jani is also the Chairman of Blue Dart Aviation Limited and the Founding Chairman of Blue Dart Express Limited. He has been actively involved in the Shipping, Transportation, and Logistics industry for more than 30 years. Other Boards Members | Chairman
Sharad Upasani

Sharad Upasani has been appointed as the Chairman of the Board of Directors of the Company with effect from December 21, 2007.

At the Central level, he has worked in the Finance Ministry, Industry Ministry and Information & Broadcasting Ministry.

He was also Chairman of the Company Law Board and Chairman of the Bureau of Costs and Prices, New Delhi. He was also Chairman of Film Certification Board, Mumbai and Vice-Chancellor of Agricultural University, Akola, Maharashtra.

Sharad was also on deputation to International Monetary Fund, Washington from 1974 to 1978. He is a member of Bar Council of Maharashtra and Goa. After retirement from Government Service as Chief Secretary, Government of Maharashtra, He is now giving Consultancy on Corporate Law matters and acts as Arbitrator in corporate disputes.

Sharad is Vice Chairman and Member of Council of Management of M. Visvesvaraya Industrial Research & Development Centre, World Trade Centre, Mumbai

Managing Director
Anil Khanna

Anil Khanna has assumed the position as Managing Director of Blue Dart Express Limited with effect from 21st February 2007.

He has 29 years of experience in various industries and has been with Blue Dart for over 16 years. He moved to the position of Managing Director from his earlier position as Senior Vice President - Western Region.

As the Head of the Western Region, he was responsible for developing business potential, driving strong growths in the region, which contributes to a third of the company's revenues, and enhancing service quality.

Director
Malcolm Monteiro

Malcolm Monteiro is Senior Vice-President and Area Director, South Asia, DHL. He is responsible for reinforcing the vision of DHL, growing the business, maintaining and growing market share, ensuring high customer service standards for India, Sri Lanka, Pakistan, Nepal, Maldives, Bangladesh and Bhutan.

Prior to this role, Malcolm was the Managing Director of Blue Dart between the period from 13th March 2006 to 21st February 2007 and led the organisation's commendable performance duing the same period. He has over 18 years of experience in various functions in Blue Dart. Malcolm is credited with setting up the much acknowledged ‘Track and Trace’ System & ERP System (COSMAT 2), as well as the Aviation ‘Space Management’ System (SMART) among other cutting edge technologies. He was the prime mover in the re-launch of the Blue Dart’s website, www.bluedart.com - a quick response, interactive eBusiness solutions site as well as building an extensive, secure countrywide IT network.

Malcolm was primarily responsible in developing committed and trained human resources resulting in highly reliable operations and unmatched service excellence that have been major contributors in making Blue Dart the undisputed Market Leader in the Domestic Express Industry.

Director
Clyde Cooper

Clyde Cooper is one of the founding members of Blue Dart Express Limited. Clyde was instrumental in drawing the vision that differentiated Blue Dart and set it on the path of definitive success. He charted the turnaround strategy of the company in 1997, transforming Blue Dart into a consistently profitable one within 2 years, and propelling it into a leadership position in the Express Industry in the South Asian region.

He is presently a director on the board of Blue Dart Express Ltd.

Clyde has over 25 years of experience in the Air Cargo, Aviation and Express Industry, and has been instrumental in leading several initiatives in the express industry in India - the concept of 'On Board Couriers', setting up the logistics for the Hub-and-Spoke system and launching India's first and, till date, only express airline. He has adapted global best practices which set Blue Dart apart from other players in the industry, relentlessly driving up service quality levels to an unparalleled 99.96%, inducting advanced technology, and resolutely upholding the organization's People programmes that include the Guaranteed Fair Treatment Policy (GFTP) and Employee Satisfaction Survey (ESS).

Clyde is an Economics graduate of Mumbai University.

Director
Suresh G. Sheth

A Commerce graduate from Sydenham College, and a Fellow Chartered Accountant (FCA) and Member of the Institution of Chartered Accountants for the past 38 years, Suresh Sheth is a partner in a firm of Chartered Accountants, Sheth & Company. His area of specialization is Audit, Taxation and Financial Consultancy, and he has travelled worldwide extensively in a professional capacity. He has been a Director of Blue Dart Express Limited since 1992, and has been associated with various charitable institutions.

Director
Christopher Ong

Christopher Ong is currently Vice President - Business Development, First Choice and GoGreen for DHL Asia Pacific, Eastern Europe, Middle East and Africa. He is responsible for Mergers and Acquisitions, Partnerships and Planning, as well as the head for First Choice, DHL's Six-Sigma program and GoGreen, the group's climate protection program, in the region.

Prior to joining DHL in 2006, Christopher spent about 10 years with Temasek Holdings, Singapore Government owned Sovereign Wealth Fund, where he was responsible for originating, evaluating and executing investments as well as managing and restructuring companies around the globe. He has been involved in transactions in the Transport, Logistics, Telecom, Media, Technology, and Manufacturing sectors. |

Services Offered Domestic Priority 1030 | A guaranteed door-to-door time-definite delivery of shipments by air the next possible business day by 10:30 hours, targeted at time-critical business-to-business needs. This service comes with a money back guarantee. | Domestic Priority | The fastest, most reliable, door-to-door day-definite delivery service within India and to Bangladesh, Nepal and Bhutan for documents and small shipments under 32 kgs per package. The special benefits of this service are: | | Delivery to over 14,965 locations in India | | Free pick-up from your location | | Real-time Tracking through the net, providing you with information on your shipments from pick-up to delivery. You can also view, download and print copies of Proof of Deliveries and Delivery Challans. | | Regulatory Clearances for all States in India taken care of by our team of specialists, to resolve your regulatory requirements. Check Regulatory to confirm details of the paperwork required to clear your shipments. | | Free Computerized Proof of Delivery
On demand, confirming the date and time of delivery as well as the name of the person receiving the consignment. You may use Tracking for viewing your Proof of Delivery, or Contact Blue Dart. | Domestic Priority provides a 'Next Day' delivery service to most locations in India. Click on Transit Time Finder for more information. Price Finder will provide you with the applicable tariff.

Our services are subject to our Terms and Conditions of Domestic Carriage - Domestic Priority, and the liability terms incorporated therein. Please read these carefully before you avail of our services

Security regulations do not permit carriage of certain items on the Domestic Priority mode. Click on Restricted Commodities-Domestic Priority and Dangerous Goods prohibited on Blue Dart for information on these items or Contact Blue Dart for assistance.

For any further assistance with your Domestic Priority consignment Contact Blue Dart. |

Dart Apex 1200 | A guaranteed door-to-door time-definite delivery of commercial shipments by Air that require regulatory clearances and specialized handling on the next possible business day by 12:00hrs, targeted at time-critical business-to-business needs. This service comes with a money back guarantee. Click here for more information. |

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 your commercial shipments that are time-bound and are required to undergo regulatory clearances, or require special handling.

Dart Apex offers you an economical option of an Airport-to-Door service from the major airports of Chennai, Bangalore, Mumbai, Delhi, Kolkata, Hyderabad and Ahmedabad to all the Dart Apex locations serviced. You may book space for your shipments through our Customer Service and deliver your shipments to our Blue Dart Aviation Office at the related airport.

Dart Apex also offers you a further economical option of a Door-to-Airport service. You may book your shipments at any of our locations serviced for this product to any of the major airports mentioned above. Your Consignee would be required to collect the shipment from the Blue Dart Aviation office at the concerned airport.

Dart Apex offers the following features and benefits: | | Wide Market Reach
Click on Location Finder for the locations serviced by Dart Apex, or Contact Blue Dart. | | DOD (Demand Draft on Delivery)
The invoice value of the shipment booked by you will be collected from the consignee in the form of a demand draft at the time of the delivery. The demand draft collected from the consignee will be returned back to you to complete the transaction. | | FOD (Freight on Delivery)
The freight of the shipment will be collected from the consignee at the time of delivery. | | FOV (Freight on Value) - Insurance Arrangement
Blue Dart Express (BDE) can facilitate arrangements to insure your goods through an insurance company. In an eventuality of the shipment being damaged or lost while in BDE custody, BDE would assist you in the claim process and ensure the claim is settled in the minimum possible time after shipper/consignee handover required documents to the insurance company. | | Single-window Clearance
Shipments are picked-up from your location, transported to their destination, processed through the regulatory channels and delivered to the consignee. Click on Contact Blue Dart to organise a pick-up, and check Regulatory for the regulatory requirements to clear your shipment, or Contact Blue Dart for further information. | | Real-time Information
On the status of your shipment at all stages of transportation, through our advanced tracking system. You may Track your shipment through the net, or Contact Blue Dart. | | Time-Definite Delivery
Click on Transit Time Finder to confirm the delivery time for your shipment, or Contact Blue Dart. | | Free Proof of Delivery on Demand
You may use Tracking, or Contact Blue Dart for information on date and time of delivery as well as name of recipient. You can also view, download and print copies of Proof Of Deliveries and Delivery challans of Dart Apex shipments | | Speed
Backed by our air network night operations focused on carriage on freight, shipments are uplifted the same night for early morning deliveries at major metros. | | Flexibility
Dart Apex offers options of Airport-to-Door and Door-to-Airport delivery services, apart from a Door-to-Door service. | | Economical
Dart Apex offers a cost-effective logistics solution with time-bound deliveries that provide cost-savings in warehousing and inventory. Price Finder will provide you with the applicable tariff for your shipment. |

Dart Surface line | Our services are subject to our Terms and Conditions of Domestic Carriage - Dart Surface line, and the liability terms incorporated therein. Please read these carefully before you avail of our services.

Dart Surfaceline is an economical, door-to-door, ground distribution service to over 25,498 locations in 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 features and benefits: | | Time-bound Delivery
A fleet of vehicles run to pre-determined schedules to provide committed delivery. Click on Transit Time Finder for information on delivery time, or Contact Blue Dart. | | | The transit times shown are indicative. The Transit time can change due to monsoon conditions and other force majeure events. | | | DOD (Demand Draft on Delivery)
The invoice value of the shipment booked by you will be collected from the consignee in the form of a demand draft at the time of the delivery. The demand draft collected from the consignee will be returned back to you to complete the transaction. | | | FOD (Freight on Delivery)
The freight of the shipment will be collected from the consignee at the time of delivery. | | | FOV (Freight on Value) - Insurance Arrangement
Blue Dart Express (BDE) can facilitate arrangements to insure your goods through an insurance company. In an eventuality of the shipment being damaged or lost while in BDE custody, BDE would assist you in the claim process and ensure the claim is settled in the minimum possible time after shipper/consignee handover required documents to the insurance company | | | Track your Shipment
Over the net, or Contact Blue Dart to receive information on the status of your shipment. You can also view, download and print copies of Proof Of Deliveries and Delivery challans of Dart Surfaceline shipments | | | Regulatory Clearances
Our team of specialists will provide you with the clearance support required to ensure a smooth delivery. Click on Regulatory for details of the paperwork requirements, or Contact Blue Dart for assistance. | | | Pick-up Convenience
You may Contact Blue Dart to schedule a pick-up, and your shipment will be picked-up, transported, cleared through regulatory channels and delivered to the consignee, while you are able to receive updated information and proof of delivery on demand. | | | Secure Shipments
All the destinations serviced by Dart Surfaceline are supported by our own warehouses, manned by trained professionals to ensure the safety and security of your shipments. | | | Economical Tariff
All these benefits are available at charges that support value-pricing. Click on Price Finder for the applicable tariff. | | Smart Box | Our Smart Box services are available in air express and ground express modes subject to our Terms and Conditions of Domestic Carriage - Dart Apex in air express mode and subject to our Terms and Conditions of Domestic Carriage - Dart Surfaceline in ground express mode, and the liability terms incorporated therein. Please read these carefully before you avail of our services.

Smart Box - Air Express and Smart Box - Ground Express are convenient, economic, packaging units 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: | | A wide market reach
Click on Locations Finder to search for the delivery locations serviced by Smart Box, or Contact Blue Dart. | | Speedy Delivery
Carriage of the Smart Box is supported by an integrated air and surface network to provide the fastest, most reliable delivery service for packages. Click on Transit Time Finder or Contact Blue Dart for information on delivery time. | | Free pick-up
From your location. Contact Blue Dart to schedule a pick-up and supply of Smart Box. | | Real-time Tracking
Through the net, providing you with information on your shipments from pick-up to delivery. You may also Contact Blue Dart for information on the status of your shipments. | | Regulatory Clearances
For all States in India taken care of by our team of specialists, to resolve your regulatory requirements. Click on Regulatory to confirm details of the paperwork required to clear your shipments, or Contact Blue Dart. | | Proof of Delivery
Confirming the date and time of delivery as well as the name of the recipient. You can also view, download and print copies of Proof Of Deliveries and Delivery challans of Smart Box shipments | | Trouble Free Service
Smart Box provides you packaging, a door-to-door, trouble-free delivery service and real-time information on the status of your shipment. |

Regional Services | Between India, Bhutan and Nepal.

Regional Priority services are subject to the Terms and Conditions of International Carriage - Blue Dart, and the liability terms incorporated therein. Please read these carefully before you avail of our services.

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. | | 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 upto 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. |

Airport to Airport |

Our services are subject to our Terms and Conditions of Domestic Carriage - Airport to Airport, and the liability terms incorporated therein. Please read these carefully before you avail of our services

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, Hyderabad and Ahmedabad. The advantages of an airport-to-airport service are: | | No 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 B757-200 and B737-200 freighter services within India and can offer a larger capacity than other domestic airline. Charters | Our services are subject to our Terms and Conditions of Domestic Carriage - Airport to Airport, and the liability terms incorporated therein. Please read these carefully before you avail of our services.

Blue Dart Aviation operates the only domestic express airline in India, 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. | | | Interline | Our services are subject to the Terms and Conditions laid out in our bilateral Interline Air Cargo Agreement.

Blue Dart Aviation operates the only domestic express airline in India, 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. |

International Services

| International services are subject to and the liability terms incorporated therein. Please read these carefully before you avail of our services.

|

Value Added Service These tools may be efficiently integrated with your systems to provide you with a convenient and cost-effective solution to your shipping requirements.

Blue Dart has been the only Indian Air Express Company that has invested extensively in Technology infrastructure to create differentiated delivery capabilities, quality services and customised solutions for the customer.

Some of the technology-based business offerings are as follows : | InternetDartTM
ShopTrackTM
PackTrackTM
MobileDartTM
ShipDartTM
ImageDartTM
| InternetDartTM:
Track on-line the status update of your shipments sent over the last 45 days. You may track by a range of dates, origin, destination, delivered or undelivered shipments or service used, on-line. You may generate a series of reports, at a pre-determined frequency, and sort the results on-line.

For on-line queries and reports: on providing the input of range of pickup dates, origin, destination and services used, you can check any of the following, on-line: | | | Waybill details and status of all shipments sent during a given period | | Details of all delivered shipments | | Status of all undelivered shipments | | Details of all RTO (Return to Origin) shipments | | Details of all Re-directed shipments | You may download the tracking and status data. This tool will benefit most medium to large businesses in managing their tracking processes and integrating them with their back-end systems. This tool is available only to registered customers of Blue Dart. If you are a regular customer of Blue Dart, ShopTrackTM :
ShopTrackTM is an API (Applications Program Interface) designed specifically to support and enhance the services provided by a portal or any e-business. Research indicated that, while etailers provided an entire gamut of product services and information, eshoppers invariably had to leave the website or use manual means to track their purchases. The result - less eyeball time on their pages. Portals that sought to resolve this dilemma were faced with the unattractive alternative of database maintenance and call centres.

ShopTrackTM provides an effortless, customised solution. Customers no longer have to leave the Portal site to track their purchases. They just need to enter the order-number of their purchase and the shipping and delivery details are displayed on the same page. The Portal can decide how to display the data elements and may even store them in their database. ShopTrackTM is another time and cost-saving tool created to arm Blue Dart's customers with a competitive edge.TopPackTrackTM :
PackTrackTM is an API (Applications Program Interface) designed for any client involved in logistics, distribution and inventory control. It has been designed to streamline and integrate shipping processes. PackTrackTM can be integrated into the client's systems and enables him to keep track of the entire distribution status of all his customers. It is simple, easy-to-use and can be easily integrated with any windows-based application or any Java compliant machine. Queries are fetched immediately from Blue Dart's database, providing a seamless service for the client and his customers, and bringing the entire chain within his domain. The client may store this data in his database, providing him with an effective CRM tool.

These ebusiness tools, the first of their kind in the country, bring increased efficiencies to most B2C, B2B and C2C transactions.

Both ShopTrackTM and PackTrackTM provide the following : | | On-line, real-time status details of the waybill number | | On-line, real-time status details of all the waybills linked to an order number | | Results in either XML, TEXT or HTML formats | | Supports JSP & ASP | Requirements:
To integrate ShopTrackTM and PackTrackTM you will need: | | Windows 95, 98, NT, SCO Unix, Solaris, Linux or any other operating system supporting Java 2 and above | | Access to the internet | | A valid Blue Dart Account Number (if you do not have a Blue Dart Account Number, you can register for one) | | Developers familiar with developing applications and web sites | MobileDartTM:
MobileDartTM - WAP works on any mobile phone or device which supports Wireless Application Protocol.

Using MobileDart-WAP, the customer can check the current status of his shipments on-line by entering the waybill number. In the case of an undelivered shipment, he can choose to receive delivery details by email or SMS. The customer can also access the Location Finder which provides details about all locations service by Blue Dart, based on a pincode. Information about all the Service product offerings as well as the company is also available on the WAP site (wap.bluedart.com). This enables the customer to make a shipping decision on the run.

MobileDartTM - SMS works on any mobile phone or device which supports sending SMS (Short Messaging Service).

This service provides two tracking features - current status of shipments forwarded, and automated intimation on delivery of the shipment.

For instance:

T- For current status: Type T< space >airwaybill number and send an SMS to 56767(eg; T 123456789) to receive the current status of the shipment on your mobile phone.

I- For status on delivery: Type I< space >airwaybill number and send an SMS to 56767(eg; I 123456789) to receive delivery status once the shipment is delivered..

ShipDartTM:
ShipDart is a Blue Dart proprietary solution especially created for the convenience of regular customers. ShipDart enables user control over the entire shipping and tracking processes. ShipDart needs to be installed at the customers premises in order to interface with their own system for the pre-shipping and post-tracking activities, thereby playing a major role in bridging the existing gap in any package movement. A set of Master Files which controls the ShipDart system has to be downloaded from the site. | ImageDartTM:
ImageDart will enable users of Blue Dart's Apex (Air Package Express) and Surfaceline services to download Proof Of Delivery (POD) and Delivery Challans (DC) online, from the Blue Dart website. The image has complete delivery details including the consignee's signature and comments and will be made available on Blue Dart's website 48 hours after delivery of the shipment. With ImageDart, Blue Dart customers will now be able to realise their collections from their own customers much faster, saving them interest costs and making their billing and recovery cycle, and supply chain more efficient. |

Facts Sheets and Annual Turnover Fact Sheet | Description | : | South Asia's premier courier and integrated air express package distribution company. | Began Operations | : | November, 1983 | Headquarters | : | Mumbai, India | The Board | : | Sharad Upasani (Chairman)
Anil Khanna (Managing Director)
Malcolm Monteiro (Director)
Clyde Cooper (Director)
Suresh Sheth (Director)
Christopher Ong (Director) | Revenues
(Jan - Dec 2009) | :<BR

<BR

: | Rs.9052 million | Number of Shareholders
(as on 31st December, 2009) | : | 4912 | Domestic Locations
Serviced | : | Over 25,498 locations | International Destinations Serviced | : | More than 220 countries and territories worldwide through sales alliance with DHL. | Air Support | : | 3 Boeing 737 and 4 Boeing 757 freighters | Ground Support | : | 5,341 vehicles | Network | : | Domestic hubs : Mumbai, Delhi, Bangalore, Chennai, Erode, Hyderabad, Kolkata, Ahmedabad and Guwahati.

International Outbound Gateways :
Mumbai, Delhi and Chennai to Dubai, London, Frankfurt, Bahrain, Hong Kong and Singapore. | Number of shipments handled (in million) | : | Jan-Dec 2009
Domestic 77
International 0.66 | Tonnage handled (in tonnes) | : | 267,533 | No. of computer terminals
(as on 30th, May, 2010) | : | Over 4,341
E-mail at 173 locations accessed by over 3,244 users | Technology | : | Cosmat IITM, SMARTTM,ShopTrackTM, PackTrackTM, MobileDartTM, TrackDartTM, MailDartTM, InternetDartTM, ShipDartTM, ImageDartTM and Schedule a Pick-up., SENTOR, CARESS and SHIELD. | People Force | : | Over 6,031 | World Wide Web address | : | http://www.bluedart.com | | | As of May 30, 2010 |

Financial Summary - Year 1996-2009 (Rupees in Crores) |

Year End March | Jan to Dec 31 2009 | Jan to Dec 31 2008 | Jan to Dec 31 2007 | Jan to Dec 31 2006 | Apr 01 to Dec 31 2005* | FY 2004-05 | FY 2003-04 | FY 2002-03 | FY 2001-02 | FY 2000-01 | FY 1999-00 | FY 1998-99 | FY 1997-98 | FY 1996-97 | Income from Operations | 905.23 | 974.47 | 808.72 | 668.02 | 415.08 | 458.32 | 354.86 | 314.99 | 286.67 | 256.17 | 204.86 | 168.67 | 160.85 | 148.65 | Other Income | 7.60 | 8.06 | 3.11 | 1.74 | 7.58 | 4.71 | 0.47 | 0.38 | 0.59 | 0.54 | 0.32 | 7.35 | 10.07 | 8.74 | Total Income | 912.83 | 982.53 | 811.83 | 669.76 | 422.67 | 463.03 | 355.33 | 315.37 | 287.26 | 256.71 | 205.18 | 176.02 | 170.92 | 157.39 | Total Expenditure | 801.50 | 849.35 | 680.83 | 568.31 | 341.11 | 382.86 | 299.67 | 270.67 | 247.26 | 215.24 | 178.72 | 156.90 | 162.87 | 146.51 | Operating Profit | 111.33 | 133.18 | 130.99 | 101.45 | 81.56 | 80.17 | 55.66 | 44.70 | 40.00 | 41.47 | 26.46 | 19.12 | 8.05 | 10.88 | Interest (Net) | 0.55 | -2.14 | 0.4 | 1.57 | 2.26 | 4.72 | 4.35 | 5.69 | 8.52 | 10.04 | 8.66 | 7.15 | 5.17 | 4.80 | Gross Profit | 110.78 | 135.32 | 130.59 | 99.88 | 79.30 | 75.45 | 51.31 | 39.01 | 31.48 | 31.43 | 17.80 | 11.97 | 2.88 | 6.08 | Depreciation | 17.76 | 16.57 | 24.02 | 22.01 | 13.14 | 15.32 | 10.01 | 7.82 | 6.21 | 5.60 | 3.79 | 4.96 | 5.33 | 4.67 | Extraordinary Items | - | - | - | - | - | - | - | - | - | - | - | - | 1.79 | 0.85 | Profit Before Tax | 93.02 | 118.75 | 106.57 | 77.87 | 66.16 | 60.13 | 41.30 | 31.19 | 25.27 | 25.83 | 14.01 | 7.01 | (4.24) | 0.56 | Taxation | 32.32 | 41.40 | 36.64 | 27.64 | 22.75 | 21.09 | 14.82 | 10.11 | 7.26 | 2.80 | 1.70 | 1.01 | - | 0.07 | Profit After Tax | 60.70 | 77.35 | 69.93 | 50.23 | 43.41 | 39.04 | 26.48 | 21.08 | 18.01 | 23.03 | 12.31 | 6.00 | (4.24) | 0.49 | Equity | 23.76 | 23.76 | 23.76 | 23.76 | 23.76 | 23.76 | 23.76 | 23.76 | 23.76 | 11.89 | 11.89 | 11.88 | 8.82 | 8.82 | Reserves | 426.05 | 368.11 | 293.53 | 226.46 | 178.94 | 139.58 | 108.66 | 94.23 | 84.79 | 95.79 | 77.33 | 67.55 | 46.18 | 50.41 | Gross Fixed Assets | 300.36 | 285.62 | 256.91 | 244.04 | 241.32 | 233.06 | 186.90 | 146.06 | 136.17 | 122.29 | 100.72 | 36.31 | 63.13 | 60.32 | Book Value(Rs.) | 189.57 | 165.15 | 133.72 | 105.39 | 85.27 | 68.60 | 55.47 | 49.30 | 45.63 | 89.72 | 73.70 | 64.00 | 57.74 | 64.76 |

Share Holding |

Statement Showing Shareholding Pattern

Name of the company : Blue Dart Express Limited Scrip Code : 526612 Quarter Ended : June 30, 2010 |

Category
Code | Category of Shareholders | No. of
Shares Holders | Total No. of
Shares | No. of Shares held in dematerialized form | Total
Shareholding
as a percentage of total number of shares
.......................
As a percentage of
(A+B)1 | Total
Shareholding
as a percentage of total number of shares
.......................
As a percentage of
(A+B+C) | Shares pledged or otherwise encumbered .......................
Number of Shares | Shares pledged or otherwise encumbered .......................
As a percentage | A | Shareholding Holding of Promoter & Promoter Group 2 | | | | | | | | (1) | Indian | | | | | | | | (a) | Individuals/
Hindu
Undivided
Family | 0 | 0 | 0 | 0 | 0 | 0 | 0 | (b) | Central/State
Government (S) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | (c) | Bodies Corporate | 0 | 0 | 0 | 0 | 0 | 0 | 0 | (d) | Financial
Institutions/Banks | 0 | 0 | 0 | 0 | 0 | 0 | 0 | (e) | Any Others/
(Specify) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | Sub Total (A) (1) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | (2) | Foreign | | | | | | | | (a) | Individuals
(Non-Residents Individuals/Foreign Individuals) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | (b) | Bodies Corporate | 1 | 19227887 | 19227887 | 81.0348 | 81.0348 | 0 | 0 | (c) | Institutions | 0 | 0 | 0 | 0 | 0 | 0 | 0 | (d) | Any Other (Specify) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | Sub Total (A) (2) | 1 | 19227887 | 19227887 | 81.0348 | 81.0348 | 0 | 0 | | Total Shareholding of Promoter and Promoter Group (A)= (A)(1)+(A)(2) | 1 | 19227887 | 19227887 | 81.0348 | 81.0348 | 0 | 0 | (B) | Public Shareholding | | | | | | | | (1) | Institutions | | | | | | | | (a) | Mutual Funds/UTI | 12 | 1743109 | 1741509 | 7.3462 | 7.3462 | | | (b) | Financial Institutions/Banks | 2 | 400 | | 0.0017 | 0.0017 | | | (c) | Central Government/State Government (S) | 0 | 0 | 0 | 0 | 0 | | | (d) | Venture Capital Funds | 0 | 0 | 0 | 0 | 0 | | | (e) | Insurance Companies | 1 | 122 | 122 | 0.0005 | 0.0005 | | | (f) | Foreign Institutional Investors | 6 | 170330 | 170330 | 0.7178 | 0.7178 | | | (g) | Foreign Venture Capital Investors | 0 | 0 | 0 | 0 | 0 | | | (h) | Any Other (specify) | 0 | 0 | 0 | 0 | 0 | | | (i) | Trust | 0 | 0 | 0 | 0 | 0 | | | | Sub Total (B) (1) | 21 | 1913961 | 1911961 | 8.0662 | 8.0662 | | | | | | | | | | | | (B2) | Non - Institutions | | | | | | | | (a) | Bodies Corporate | 209 | 1376586 | 1373886 | 5.8015 | 5.8015 | | | (b) | Individual | | | | | | | | I | Individuals - i. Individual shareholders holding nominal share capital up to Rs 1 lakh | 4369 | 828391 | 660368 | 3.4912 | 3.4912 | | | II | ii. Individual shareholders holding nominal share capital in excess of Rs. 1 lakh. | 8 | 364107 | 364107 | 1.5345 | 1.5345 | | | (c) | Any Other (specify) | | | | | | | | (c-1) | Clearing Member | 49 | 4697 | 4697 | 0.0198 | 0.0198 | | | (c-ii) | Market Maker | 0 | 0 | 0 | 0 | 0 | | | (c-iii) | NRI | 71 | 12105 | 10405 | 0.0510 | 0.0510 | | | (c-iv) | Foreign nationals | 0 | 0 | 0 | 0 | 0 | | | (c-v) | NRN | 0 | 0 | 0 | 0 | 0 | | | (c-vi) | Foreign corporate | 0 | 0 | 0 | 0 | 0 | | | (c-vii) | OCB | 1 | 200 | 0 | 0.0008 | 0.0008 | | | | Sub Total (B) (2) | 4707 | 2586086 | 2413463 | 10.8988 | 10.8988 | | | B | Total Public Holding For Public
(B)=(B)(1)+(B)(2) | 4728 | 4500047 | 4325424 | 18.9650 | 18.9650 | | | | Total (A+(B) | 4729 | 23727934 | 23553311 | 100 | 100 | | | (C) | Shares held by Custodians and against which Depository Receipts have been issued | 0 | 0 | 0 | 0 | 0 | | | | Grand Total
(A)+(B)+(C) | 4729 | 23727934 | 23553311 | 100 | 100 | | |

(l) (b) Statement showing Shareholding of persons belonging to the category "Promoter and Promoter Group" Sr. No. | Number of Shareholders | Total Shares held

.......................
Number of shares | Total Shares held

.......................
As a % of grand total (A)+(B)+(C) | Share pledged or otherwise encumbered

.......................
Number | Share pledged or otherwise encumbered

....................... | Share pledged or otherwise encumbered

.......................
As a % of grand total (A)+(B)+(C) of sub-clause (I)(a) | 1 | DHL Express (Singapore) Pte. LTD. | 19227887 | 81.0348 | 0 | 0 | 0 |

(l) (c) Statement showing Shareholding of persons belonging to the category "Public" and holding more than 1% of the total number of shares Sr. No. | Number of Shareholders | Number of Shares | Shares as a percentage of total number of shares {i.e., Grand Total
(A)+(B)+(C) indicated in Statement at para (l) (a) above} | 1 | Derive Trading Pvt. Ltd. along with PAC | 1304447 | 5.4975 | 2 | SBI Mutual Fund under various schemes | 1219895 | 5.1412 | 3 | IDFC Premier Equity Fund | 434760 | 1.8323 | | Total | 2959102 | 12.4710 |

(l) (d) Statement showing details of Locked - in shares Sr. No. | Number of Shareholders | Number of locked-in shares | Locked-in shares as a percentage of total number of shares {i.e., Grand Total (A)+(B)+(C) indicated in Statement at para (I)(a) above} | | | | | | NIL | 0 | 0 | | | | |

(II) (a) Statement showing details of Depository Receipts (DRS) Sr. No. | Type of outstanding DR (ADRs, GDRs, SDRs, etc.) | Number of outstanding DRs | Number of shares underlying outstanding DRs | Shares underlying outstanding DRs as a percentage of total number of shares {i.e., Grand Total (A)+(B)+(C) indicated in Statement at para (I)(a) above} | | | | | | | | 0 | 0 | 0.00 |

(II) (b) Statement showing holding of Depository Receipts (DRS), where underlying shares are in excess of 1% of the total numbers of shares Sr. No. | Name of the DR Holder | Type of outstanding DR (ADRs, GDRs, SDRs, etc.) | Number of shares underlying outstanding DRs | Shares underlying outstanding DRs as a percentage of total number of shares {i.e., Grand Total (A)+(B)+(C) indicated in Statement at para (I)(a) above} | | | | | | | | 0 | 0 | 0.00 |

Future Plans | Our Vision:

"To be the best and set the pace in the express air and integrated transportation and distribution industry, with a business and human conscience.

We commit to develop, reward and recognise our people who, through high quality and professional service, and use of sophisticated technology, will meet and exceed customer and stakeholder expectations profitably."

Focus on our core domestic products to expand our market share and consolidate our unique and premium position in the Indian market. 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 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. |

Similar Documents

Premium Essay

Logistic

...manufacturing, logistics and finance departments? Explain the logistics department’s role in the introduction of the new products. Logistics professionals and other knowledge managers realize, however that in spite of all the hype about the Internet, successful organizations must manage order fulfillment to their customers effectively and efficiently to build and sustain competitive advantage and profitability. At the same time, the competitive marketplace demands efficiency are controlling transportation, inventory, and other logistics related costs. A different perspective on supply chain managements views it as a complex of the logistics systems and related activities of all the individual organizations that are a part of particular supply chain. In addition, there are three principle ways in which logistics adds value such as place, time and quantity utilities. The interactions needed to take place among the marketing, manufacturing, logistics and finance departments are very important. Logistics obviously are focuses on process that cut across traditional functional boundaries, particularly in today environment with its emphasis on the supply chain. Logistics interfaces between manufacturing and logistics are related with length of the production run. Advantages and disadvantages are gives impact on inventories. The logistics managers are responsible for the inbound movement and storage of raw materials and components that will support production, logistics and manufacturing...

Words: 1398 - Pages: 6

Premium Essay

Logistics

...LOGISTICS is the function responsible for the flow of materials from suppliers into an organisation, through operations within the organisation, and then out to customers. Supply chain management, however, is about managing the flow of materials, components and information throughout the total pipeline from raw materials to end user, and is based on effective customer/supplier relationships to ensure quality, delivery, cost and flexibility can be improved throughout the supply chain. This integration will result in a reduction in the total cost of logistics rather than the cost of each activity. This is due to the improved flow of material and information, improved transport and warehouse asset utilisation and elimination of duplicated department efforts. Consequently this results in an improved capability to respond to customers ―Quick Response‖ needs. The goal is to improve customer service, save cost and increase revenues. to satisfy the end customer whilst achieving competitive advantage over any competitors through ensuring maximum efficiency and return. To respond more accurately to actual customer demand and keep inventory to a minimum (Pull System), leading companies have adopted a number of speed-to-market management techniques that help them to build a comprehensive supply chain structure, such as just in time (JIT), quick response (QR), efficient consumer response (ECR) and vendor managed inventory (VMI). There is a need to develop collaborative relationships...

Words: 4484 - Pages: 18

Premium Essay

Logistics

...TSHWANE UNIVERSITY OF TECHNOLOGY FACULTY OF MANAGEMENT DEPARTMENT OF MARKETING LOGISTICS AND SPORT MANAGEMENT CLASS TEST 1 (LGS300T) DATE: WEEK OF 25 FEB 2014 TIME: 20 MIN TOTAL MARKS: 10 INSTRUCTIONS: 1 ANSWER ALL THE QUESTIONS 2 THIS TEST IS AN OPEN BOOK TEST QUESTIONS (MULTIPLE CHOICE): 1. Which of the below is not one of the external forces driving the rate of change and shaping our economic and political landscape? a. Government policy b. Technology c. Environmental concerns d. Globalization Outsourcing involves a. moving company facilities away from the home office. b. hiring foreign nationals to manage parts of the business. c. obtaining materials, parts, and products from other companies. d. building a factory in another country. The Supply Chain Concept a. is very new and considered cutting edge technology. b. is highly dependent of computerization. c. not always well understood by senior managers. d. developed from the previous Physical Distribution concept. Logistics, in its simplest form, a. is a military term, as it was developed originally to supply the battlefield. b. combines inbound logistics with the outbound logistics of physical distribution. c. is another term for transportation management. d. does not involve customer service or other related functions. Which of the following is not part of the Supply Chain network? a. Plants b. stores c. terminals d. distribution centers Complexity in the supply chain is caused by a. the number of SKUs. c. transportation...

Words: 406 - Pages: 2

Premium Essay

Logistic

...Logistics Planning and Management Lecture 1 Prof. Ying-Ju Chen Agenda Course Information Objectives and Learning Outcomes Structure and Grading Class Participation Topics Agenda Course Information Objectives and Learning Outcomes Structure and Grading Class Participation Topics Course Information Course Title • IELM 3450: Logistics Planning and Service Management • ISOM 3760: Logistics Management Instructor • Prof. Ying-Ju Chen • Office: LSK 4035 (Business building) • Email: imchen@ust.hk • Ph: 2358-7758 Instructor Qualification • BS &MS, Dept. of Electrical Engineering, National Taiwan University • M Phil &PhD, IOMS-Operations Management Group, Stern School of Business, New York University Instructor Past Experience • Faculty, IEOR Department, University of California at Berkeley, 2007-2014 Taught Courses • Dynamic programming • Service operations management • Production system analysis •… Instructor Current Appointment • Department of ISOM, School of Business and Management • Department of IELM, School of Engineering • Joint (50 & 50) appointment • Home dept & office: SBM • Teaching: 50 & 50 • Service: 100 & 100 … Agenda Course Information Objectives and Learning Outcomes Structure and Grading Class Participation Topics Course Objectives Understand role of strategic logistics management in global firms Analyze logistics problems on a functional, business and company-wide basis Get...

Words: 736 - Pages: 3

Premium Essay

Logistics

...Logistics Name Course Institution Professor Date Abstract Logistics management implies to the process of controlling the movement of goods from the manufactures to the ultimate consumers. Activities in logistics management involves management of transportation inside a company as well as outside it, the handling of materials, management of inventory, warehousing, fulfillment of orders, the management of fleet and supply and demand planning (Commonwealth, 2007). Additionally it involves customer service, sourcing, production arrangement, packaging and procurement. There are three levels of planning and implementation that logistics management form part they include; tactical, operational and strategic level. Basically logistics management encompasses the process of amalgamation that ensures coordination between all activities that involve transportation and merging transport activities with other activities in business for instance marketing, information technology, manufacturing and finance. In this case it may be understood that logistics management is constituted in the control of supply chain processes of goods. These processes involves the arrangement, execution and control in an effective and efficient way product storage and services aimed at meeting expectations from customers (John and Langley, 2002). Activities of online logistics for instance operations that involve sourcing, international transportation as well as...

Words: 1892 - Pages: 8

Premium Essay

Logistics

...1. Why can the current movement toward supply chains be characterized as a revolution? Traditionally firms felt the need to cooperate with their supply chain partners. However the association was limited to an acknowledged dependency and institutional specialization. There was a lack of commitment primarily due to lack of high quality information. However during the last decade, rapid advancements have taken place in the area of information technology. This has enhanced the speed of obtaining and sharing of information between the supply chain partners and consequently increased the level of collaboration within the traditional distribution channel. This process was accelerated with the Internet and worldwide web explosion. With this arrangement, managers were able to reduce non-value-added services, duplication, and redundancy between the consecutive stages of order fulfillment process. Moreover the managers began to believe that such sharing could beneficial for the partners. These efforts to extend and leverage the operating range of the individual firms have propelled the manifestation of collaborative supply chains. This transformation has been so rapid and abrupt that it could be labeled as a revolution. 2. Compare the concept of a modern supply chain with more traditional distribution channels. Be specific regarding similarities and differences. Traditional distribution channels typically had an order fulfillment time of 15-30 days. But if something went wrong, this...

Words: 1968 - Pages: 8

Premium Essay

Logistics

...What does inventory management mean? Inventory management is the supervision of non-capitalized assets (inventory) and stock items.  A component of supply chain management, inventory management supervises the flow of goods from manufacturers to warehouses and from these facilities to point of sale. A key function of inventory management is to keep a detailed record of each new or returned product as it enters or leaves a warehouse or point of sale. Breaking down inventory management Successful inventory management involves creating a purchasing plan that will ensure that items are available when they are needed (but that neither too much nor too little is purchased) and keeping track of existing inventory and its use. Two common inventory-management strategies are the just-in-time method, where companies plan to receive items as they are needed rather than maintaining high inventory levels, and materials requirement planning, which schedules material deliveries based on sales forecasts. Some aspects of inventory CYCLE STOCK Cycle stock is the average amount of inventory a business needs to meet customer demand between the times it orders more inventory from suppliers. A company goes through its cycle stock inventory as it sells products and restocks inventory. It is required in order to meet demand under conditions of certainty ; that is, when the firm can predict demand and replenishment times(lead times). Cycle inventory is also known as “normal inventory” or “batching...

Words: 1002 - Pages: 5

Premium Essay

Logistics

...Furthermore, once the size, number, and the location are determined, the production flows through its customers will be available. Ruthwik (2008) states these decisions will have a great significant to the firm since they have access to customer markets and will be having considerable impact on the revenue, cost and level of service. These decisions should consider a lot of things such as production cost, limitation, traffic, distribution cost and so forth. It can be said, even though the location decisions are mainly strategic, it has the impact on the operational level. Another critical issue is the capacity of manufacturing facilities, this depends on the extent of the vertical integration with in the firm. In other words, the location of the logistics is important in order to locate the manufacturing firms. On the other hand, determining the location of manufacturing includes the distribution centers or warehouse. It is important to determine the location of distribution center or warehouses because it holds inventory. In determining the location of distribution center or warehouses, it should be located near the company because it can reduce the cost of transportation. In other words, distribution centers or warehouses should be located around major transportation hubs. This can make the transportation easier and more efficient. Example, a company from UK is a distributor and always delivers products to ASIA. It can be said, the transportation cost is expensive. It is more appropriate...

Words: 295 - Pages: 2

Premium Essay

Logistics

...Logistics is the management of the flow of goods, information and other resources, including energy and people, between the point of origin and the point of consumption in order to meet the requirements of consumers (frequently, and originally, military organizations). Logistics involve the integration of information, transportation, inventory, warehousing, material-handling, and packaging. Logistics is a channel of the supply chain which adds the value of time and place utility. Origins and definition The term "logistics" originates from the ancient Greek " " ("logos"—"ratio, λόγος word, calculation, reason, speech, oration"). Logistics is considered to have originated in the military's need to supply themselves with arms, ammunition and rations as they moved from their base to a forward position. In ancient Greek, Roman and Byzantine empires, there were military officers with the title ‘Logistikas’ who were responsible for financial and supply distribution matters. The Oxford English dictionary defines logistics as: “The branch of military science having to do with procuring, maintaining and transporting material, personnel and facilities.”Another dictionary definition is: "The time related positioning of resources." As such, logistics is commonly seen as a branch of engineering which creates "people systems" rather than "machine systems".... Military logistics In military logistics, logistics officers manage how and when to move resources to the places they are needed...

Words: 3529 - Pages: 15

Premium Essay

Logistics

...The Logistics System: A Key Element of Contraceptive Security Planning A logistics system provides excellent customer service by fulfilling the six “rights”: ensuring that the right goods, in the right quantities, in the right condition, are delivered to the right place, at the right time, for the right cost. Logistics Cycle Over the years, experts have developed a logistics cycle that describes the activities of a logistics system. The logistics cycle comprises the following: • The logistics management information system (LMIS), which is at the heart of the cycle; • Quality monitoring, which is a continuing activity throughout the cycle; and • Policies and adaptability, which constitute the logistics environment. Each activity in the logistics cycle must contribute to excellence in customer service. Logistics management includes several activities that support the six rights. The logistics cycle (JSI/DEVILVER Web site, 2005) emphasizes the interdependence of the various activities (see Figure 1). For example, product selection is based on serving customers. What would happen if, for medical reasons, customers refused to use a particular product? Logistics managers would need to reconsider their earlier decision and order products more acceptable to the customer. The decision would, in turn, affect procurement and storage, which are two other activities in the logistics cycle. Figure 1. The Main Activities in the Logistics Cycle Serving...

Words: 1522 - Pages: 7

Premium Essay

Logistics

...Logistics has an important relationship to manufacturing, marketing, finance, and other areas of the organization * Logistics Interfaces with Operations/Manufacturing * Logistics Interfaces with Marketing * Logistics Interfaces with Other Areas Interfaces w/operations/manufacturing -Length of production runs Balance economies of long production runs against increased costs of high inventories. -Seasonal demand Acceptance of seasonal inventory to balance lead production times. -Supply-side interfaces Stocking adequate supplies to ensure uninterrupted production now a logistics function. -Protective packaging Principal purpose is to protect the product from damage. -Foreign & third party alternatives Some logistics functions are being outsourced. Logistics Interfaces with Marketing: The Marketing Mix – Four Ps * Price * Product * Promotion * Place -Manufacturing and marketing are probably the two most important internal, functional interfaces with logistics. -Other important interfaces now include finance and accounting. Logistics can have a major impact on return on assets and return on investment. Logistics costs reported by cost systems measure supply chain trade-offs and performance. Economic utilities and means that add value to a product or service in the SCM * Production * Form Utility (by assembling parts into finished...

Words: 1640 - Pages: 7

Premium Essay

Logistics

...DISTANCE EDUCATION CENTRE Assessment Attachment Form DISTANCE EDUCATION CENTRE Assessment Attachment Form Student ID: Place X if YMCA Singapore student UTAS email address: 176069 | x x | Aj16@postoffice.utas.edu.au | Name and return postal address: Unit code and name: | | JNB225 | Block 216#04-289, | | Unit Co-ordinator: | Bukit Batok St 21, | | Hilary Pateman | Singapore (650216) | | Assessment no.: | 1 | | Due Date: | 18 August 2014 | Date submitted: | 20 August 2014 | Checklist Assignment conforms to the Department’s presentation and referencing guidelines Each page is numbered as per the Department’s guidelines A Reference page is included at the end of the assignment Assignment has been read to check for spelling errors and careless construction The word count is clearly visible on the cover page (exclude assignment question, abstract and list of references in word count) You have kept a copy of this assignment for your own records ------------------------------------------------- Plagiarism Declaration: *By submitting this assignment and cover sheet electronically, in whatever form, you are deemed to have made the declaration set out below. I declare that all material in this assignment is my own work except where there is clear acknowledgment or reference to the work of others and I have complied with and agreed to the University statement on Plagiarism and...

Words: 1959 - Pages: 8

Premium Essay

Logistics

...1- IMPERIAL Logistics, one of three divisions within the diversified, international industrial services Group, is a global logistics and supply chain leader that moves business and industry through innovation, inspiration and foresight. They deliver excellence in end-to-end logistics and supply chain management, daily – enabling customers to grow in an efficient, proactive and cost effective manner. a. Location: Established in 1975, today Imperial are at the forefront of the logistics industry with extensive operations in Europe and Africa, including countries such as Botswana, the Democratic Republic of the Congo, Namibia, Mozambique, Tanzania, Zimbabwe and Zambia. The Southern Africa division currently houses more than 70 operating companies. b. Volume: Employer of 17,000+ in southern Africa and largest employer of industrial engineers and professional logisticians in South Africa. Total storage capacity > 2,240,000 m² and under cover warehouse capacity 1,500,000 m². c. Competitors: 1. Unitrans 2. Barloworld Logistics d. Competitive Advantage: 1. Exposed to diverse industries, markets, countries and clients 2. Expansion in inland waterway shipping due to Lehnkering acquisition 3. Extensive, established operations in 14 African countries 4. Leader in private sector transport and warehousing operation in Africa 5. Financially strong company and good market position e. Inventory Management: Transportation solutions: IMPERIAL Logistics is a global leader in...

Words: 832 - Pages: 4

Premium Essay

Logistics

...LOGISTICS For the manufacture and sale of commercial and industrial pumps, there is no export controls placed on the selling of the company’s product to the target primary market. There is no validated export license required to export the product to the primary target market. Product can be exported under the NLR (no license required) provision. Licensing requirements were determined from the Department of Commerce’s Bureau of Export Administration. Government regulations and standards do exist in the primary market of Kazakhstan. These requirements govern material contents, labeling requirements, electric current cycles and voltage, environment standards, CE marking requirements, and ISO compliance. With the use of an outside partner agency, the company can easily fulfill these standards and regulations. There are no geographic or climate differences that will affect product functions. The product is impervious to humidity, heat and/or cold conditions. With the product being sold to industrialized and commercial operations, there are no buyer preferences that must be acknowledged in this new buyer group. There are no product size, packaging or color preferences that need to be addressed. There are no outside preferences that will influence buying decisions. Cultural aspects might influence acceptance of the product. Religious beliefs, taste preferences, habits and lifestyles will need to be discovered and addressed prior to the implementation of the plan to...

Words: 1118 - Pages: 5

Premium Essay

Logistics

...WHY LOGISTICS IS THE MOST POWERFUL FO R C E I N B U S I N E S S T O D A Y. (AND WHY YOU SHOULD UNDERSTAND IT.) In a global economy, logistics is the secret to opening markets, satisfying customers, creating sustainable supply chains and avoiding volcanic eruptions. (Story below.) It wasn’t long ago that the most important rule of business was “location is everything.” If you had location in your favor, you were more or less protected against competitors of every shape and size. Things are different now. Business is global in a way we could only imagine ten years ago. Markets are everywhere and new ones open constantly. Suppliers shift, supply chains adapt. And location has been supplanted by a new force in business: logistics. WHAT IS LOGISTICS? resources and getting things where they need to go on an ever more unforgiving schedule. And in this world, where logistics can make the daily difference between success and failure, between happy customers and angry customers, between a competitive advantage and a competitive threat, there is no more powerful resource to have in your corner than the people and systems of UPS. LOGISTICS, A COMPETITIVE ADVANTAGE more control and more options that work for you and your business. How logistics can work for you depends on what kind of business, and what kind of industry, you happen to be in. The logistics of temperature-sensitive pharmaceuticals works differently than the logistics of getting fresh lobster to seafood restaurants. UPS knows...

Words: 847 - Pages: 4