MANAGEMENT INFORMATION SYSTEM – TCS PAKISTAN

1. Introduction (Today’s Market Scenario)

1.1. The amount of competition faced by organizations today is more intensive than it was ever before. With the ever-expanding number of organizations and products, customers have a wide array of choices available. As a consequence the manufacturers and service providers now have to view their products and services from the customers’ point of view not only to maintain a high quality but also to incorporate the customer-defined improvements whenever needed. In order to remain in business for long term and ensure their survival they have to incorporate techniques that would force the customer to choose them from the rest.

1.2. The change in paradigms has forced many organizations to redefine their mission and strategies. Earlier the focus was merely on price and quality but now because of intensive competition, organizations have to come up with unique strategies that would give them competitive edge in the eyes of the customer, so that he prefers them in the long run.

1.3. Nowadays organizations are gaining advantage through ‘quick response,’ an aspect that is continuously in focus in developed countries. Quick Response mainly came into being from the manufacturing point of view i.e. in order to determine the time of replenishment in the supply chain etc. Hence quick response in the beginning was used for the betterment of the manufacturing industry. But with the rise in service organizations, quick response has become equally imperative.

1.4. Customers’ judge services by focusing on service quality dimensions, which are reliability, assurance, empathy, responsiveness and tangibles. All these dimensions are important to cater to in order to get good leverage from customers. Quick response covers all these dimensions in one way or the other depending on the organization’s mode of operations.

1.5. The markets of today have gone global, hence organizations are competing across boundaries as distances have reduced, communication costs are low and one does not need to be in a geographical region to be able to service customers. The emergence of technologies like the Internet has enabled organizations to communicate with and support customers all over the world. The power of communication is directly related to the rapidly advancing field of technology. With the dawning of every new day, these advancements notch up a gear, hence as we open our eyes to every passing day, we are hypothetically stepping into a more technologically advanced world. Technology can help an organization achieve a lot for example:

1.6. In today’s competing environment technology has become the key for success, but only if it creates a unique advantage over competitors. Therefore organizations need to make sure that: “Customer care needs to be 100% i.e. 100% availability to the customer, 100% consistency, 100% response record and 100% fulfillment of customer's needs.” 1.7. The change in paradigms from mass production to mass customization has also given way to the multiplication of communication mediums. Internet, mobile and short messaging services are the modern methods that provide round the clock availability and global connectivity. Thousands of brands of products and services are created everyday, transmission of information through media has reached enormous proportions, and thus battle for the market share has become a lot tougher.
1.8. Even a developing country like Pakistan has not stayed behind in welcoming such changes in paradigms. The changes taking place in the world markets have affected the local scene in Pakistan. Many international organizations are entering the domestic market therefore increasing competition among the various operatives. The revolution of technology has signaled expansion of IT, Internet and Telecom networks across Pakistan. The government has opened venues in other sectors as well to enhance growth and improve economic situation of the country.

1.9. One such industry in Pakistan that has become popular due to its exceeding demand in this fast paced environment is the courier industry. In Pakistan, TCS currently dominates most of the market share as compared to its competitors like OCS couriers, SpeedEx, Leopards, Gerry’s International and DHL etc. Many years ago customers had only one option for sending packages, letters etc and that was via Pakistan Post Office. But now the dynamics of the market have taken hence the new courier services with their advanced logistics and overall infrastructure are able to provide such services to the eager customer. ‘Time saving’ and ‘greater accuracy’ are essential part of every industry but courier companies would definitely be more focused on them as the services they provide solely thrive on the above two mentioned aspects. Responding quickly to customer is also essential in services but for courier companies it is way of gaining sustainable competitive advantage.

2. Aim. To analyze the Technology Communication and Supplies (TCS) Management Information System.
3. Scope. In-depth study of Management Information System of TCS.
4. Sequence The research paper will be discussed in following sequence:-
4.1. Chapter - I. General - TCS
4.2. Chapter - II. Management Information System
4.3. Chapter - III. Operation Management System (OMS)
4.4. Chapter - IV. Operational Movements and Customer Relation Management

CHAPTER I
HISTORY OF TCS

5. TCS History

5.1. Ever since its inception in 1983, TCS Pakistan has continued to lead, the courier and logistics service industry in Pakistan through innovation, pioneering spirit, commitment and passion. Starting with just 25 shipments, the TCS Express saga now spans five continents. TCS with its international look now caters South Asia with over 2000 locations in Pakistan. TCS Pakistan has also largely helped redefine the very path and direction for the entire industry to follow.

6. TCS Vision & Mission

6.1. Vision Statement. "TCS will be recognized and respected as professional, innovative, profitable information, and knowledge based logistics/services enterprise. TCS embeds internet based technologies into its internal operating structures and as business solutions for customers; with customer, employee and shareholder interests at the core of its operations; demonstrating a clear concern for ethical conduct and good corporate citizenship; with the objective of growing into a regional and global player, with emphasis on the Middle East, Europe and North America".

6.2. Mission Statement. "To direct all our organizational efforts at building upon the existing organizational strengths and brand recognition to achieve enhanced levels of profitable growth in the core business, and diversify into new areas that compliment and supplement the core business, with the diversification aimed at achieving excellence and industry leader status in the new areas. The TCS People will however be encouraged to be open to unconventional ideas and services and recognize new trends at very early stages".

7. TCS outlets worldwide
7.1. TCS has three main operational headquarters one in South Asia, Middle East and The Americas. For South Asia, TCS head office is located in Karachi, for Middle East it is in Dubai and for America the head office is in Canada.

7.2. TCS has a functional organizational structure with most of the decisions being made by the Chief Executive on the planning side and the others being made by Chief Operating Officer for the overall operations of the company. For each Area office branch manager is the decisive authority for the six departments as well as the branch and station manager.

7.3. As you can see TCS organization structure depicts that the organization is divided into two teams. One is the front-end team the other is the back end team. The back end team does not directly get in touch with the customer. It is the front-end team that deals with the customers most of the time. Each team has certain objectives, which it has to achieve. For the front-end team the back end team formulates the objectives.
8. Courier Industry
8.1. Definition. Courier is a person or company employed to deliver messages, packages & mail.
8.2. Features
8.2.1. Speed
8.2.2. Security
8.2.3. Tracking
8.2.4. Signature
8.2.5. Specialization
8.2.6. Commitment

8.3. Courier Methods
8.3.1. Ancient Time
8.3.1.1. Runners
8.3.1.2. Homing Pigeon
8.3.1.3. Riders
8.3.2. Modern Time
8.3.2.1. Bicycle
8.3.2.2. Motor Cycle
8.3.2.3 Trucks
8.3.2.4 Aircrafts
8.3.2.5 Railways

8.5. Local and International companies operating in Pakistan 8.5.1. Local Companies 8.5.1.1. TCS
8.5.1.2. Speed Ex
8.5.1.3. Leopard
8.5.1.4. DCS 8.5.2. International Companies 8.5.2.1. DHL
8.5.2.2. OCS
8.5.2.3. Fed Ex

CHAPTER II
MANAGEMENT INFORMATION SYSTEM
9. Components of TCS Courier System 9.1. Retailing 9.2. Sales
9.3. Operations
9.4. Customer Service
9.5. Accounts
9.6. Road & Transport (R&T)
9.7. Data Processor (DP)
9.8. Administration
9.9. Sentiments
9.10. Security

10. Information system in TCS
10.1. Retail Management System (RMS)
10.2. Operation System (OMS)
10.3. Customer Relationship management (CRM)
10.4. Data Processing Software (DP)
10.5. Accounts Software
10.6. Admin & HR Software

11. Retail Management System. This process is done at the front desk, where customers come to deliver their shipments for further delivery to the destination they want that shipment to be delivered.
11.1. Entry in System. The front desk receptionist will receive the package and will make the entries in the system.
11.2. Bar Code. The shipment will then be bar coded and entry in the system will be made.
11.3. Cash. Customer will be charged and billed accordingly.
CHAPTER III
Operation Management System (OMS)
12. Security Process. Security personnel are responsible for the following tasks.
12.1. Scanning: Security scans all shipments no matter how they are booked and by whom. If it is booked under a CN number then it must be entered in OMS network.
12.2. OMS Operations Transactions Barcode Security Scanning
12.2.1. Checking. Security officer is responsible for ensuring that no such item has been booked that is prohibited in company policy.
12.2.2. Counting of shipments. The officer has to make sure that he is handing over the right amount of shipments over to the operation staff.
12.2.3. Entry in logbook. Another compulsion for security officer is to maintain logbook. He keeps manual record of the number of shipments that are booked.
12.3 Processing of Outgoing Mail
12.3.1. Manifesting Process Phase I. For each and every shipment that is booked, the consignment number (CN#) must be entered in manifest phase I. The information is entered in the following path in OMS system. 12.3.2. OMS Operation Transaction Barcode Manifesting
12.3.2.1 Manifest Phase 2/ Cash Sale. Manifest phase II is also named as cash sale. In this option data entry operators enter data of those shipments, which are booked manually. The information is entered in the following path in OMS system.
12.3.2.2 OMS Manifest System Manifest Phase 2. Plastic Bag Manifest (P-Bag Manifest). According to companies’ standard operating procedure, even if there is single packet booked for a destination it must be covered in white plastic bag. Plastic bag must be prepared under serial of white sticker. The serial number and the serial yellow consignment numbers that are on plastic bag are scanned for record. The information is entered in the following path in OMS system.
12.3.2.3. OMS Red Bag Shipments. Red bag manifesting is a process in which all plastic bags are gathered for a similar destination in large white jute bag in order to fulfill the standard operating procedures. The forwarding record of this jute bag is mentioned under the serial number of red stickers. The information is entered in the following path in OMS system.
12.3.2.4. Transit Manifest. It is a printed sheet in which weight and number of red bags is entered. It is recorded in OMS in the following path.
13. Processing of Incoming Mail from Network for Deliveries. There are basically two shifts that handle mail. One shift is for incoming mail and other is for outgoing mail. Working of shift ‘A’ involves processing of incoming mail. Firstly mail comes from a network of other locations for delivery. For example assume material of Rawalpindi and Peshawar arrives through Royal cargo service around 04:15. The Peshawar runner will take its material from airport for onward processing. The process of de-bagging starts at Islamabad office where ground couriers are released for onward feeding of material to allied branches. The process of de-bagging is as follows:
13.1. Security. Here security officer is responsible to ensure that seal of parcel is not damaged. He then notes the seal number, weight and arrival time of mail in registers, which is then transferred to the logbook.
13.2. De-manifesting process. Bags are then handed over to operations for de-manifesting in which every single shipment’s consignment number (CN) is scanned to make sure that shipment is received in operation.
13.3. Sorting/Routing. The sorting process continues where couriers pick shipments of their route for deliveries.
13.4. Bar Code-Delivery Sheet Phase I. Every courier is liable to enter the shipments that he is taking for delivery in ‘delivery sheet phase I’. This sheet is then printed for signing from shift in charge officer and security officer where he makes sure, that the courier is taking the shipments that are mentioned in ‘delivery sheet phase I’. Everyone can access this sheet on the Operations Management System (OMS); a database that contains all operations related documents.
13.4.1. OMS Delivery System Transaction Bar Coded Delivery Sheet Phase 1
13.4.1.1. Deliveries. Now couriers are ready to make deliveries of their routes where they get a signature from the consignee of the shipment and if delivered they note down the time on printed delivery sheet as well.
13.4.1.2. Bar Code-Delivery Sheet Phase II. After the deliveries have been made, courier is liable to enter data regarding delivered shipments in ‘delivery sheet phase II’. The information is entered in the following path in OMS system. 13.5. OMS Delivery System Transaction Delivery Sheet Phase 2
13.5.1. Debriefing. The key feature of debriefing officer is to collect delivery sheets from couriers, to ensure that courier delivers all the shipments to consignees that are mentioned in the sheet. If there are some shipments left that are not delivered, then the debriefing officer will collect these shipments with a valid reason from couriers. The reasons can be shipments with bad address, close address, no such consignee, and wrong addressees. A shipment of close address is attempted next day and shipments with bad address and shipments for which consignee is not available are given to customer services department at the end of the day for onward processing.

CHAPTER IV
Operational Movements and Customer Relation Management
14. Operational Movements
14.1. Ground Courier movement Rwp/ISB. Rawalpindi is the hub that is why it receives mail of its allied branches. Ground couriers manage onward forwarding of the material, which is released for the following destinations from Rawalpindi.
14.2. Air Craft movement. Material arrives at hubs through aircraft. Two each AN-12 and AN-26 are operated for this task.
14.3. Out-going Operation Plan for Sunday. On Sunday aircraft’s are not operated. Therefore all outgoing mail of Lahore hub and Karachi hub is forwarded through an express runner.
14.4. In-coming Operation Plan for Sunday. Aircrafts of PIA and Shaheen airlines are used for delivering incoming mail. Then from LHE shipments reach ISB/RWP through an express runner. The use of PIA and express runner is done for ‘by hand material’. ‘Normal shipments’ of KHI for ISB reach ISB through train courier. Whereas ‘heavy material’ reaches ISB through Shaheen Cargo Service.

14.5. These are the main processes of TCS. They ensure that the parcel is delivered effectively and efficiently to its desired location. These processes are primarily concerned with TCS main service offering that is delivering parcels to recipients around the country.
14.6. TCS has strong management and organization structure as well as processes that support the recruitment of the right people to do the right job. People are its biggest asset, since they are the ones that directly come into contact with the customer. Therefore TCS has to have people who are willing to work hard as it can only lead to success.
“The only place where success comes before work is in a dictionary.” Vidal Sassoon

15. Track Your Order. TCS is providing unique service to their customers that they can track their orders by different ways. 15.1. Track by Email. Send an email to track your current order status.
15.2. Track by SMS. Track your order by sending an SMS +923332177168 with only 1 Tracking Number in the body of the SMS. (Normal SMS charges apply).
15.3. Track by Reference No. Track your order status with your reference number.
15.4. Track by Door Tag No. Use a door tag number to track the status of your order.
15.5. Call Center. The TCS also provides the service of call center to facilitate their customers in order to get your shipment updates, product and service information for domestic, international sentiments and overland's services by just call 111 123 456. This service is currently available in Karachi, Lahore, and Islamabad.
15.6. Sentiments Express. TCS Sentiments Express is a personalized, high valued gift delivery service offering a wide array of gifts from gourmet cakes, floral bouquets, ethnic sweets, to various other elegantly wrapped gifts, delivered with a personalized greeting card in Pakistan. Since 1989, TCS Sentiments Express has been part of TCS, the leading air express courier in Pakistan. In the time, it has become Pakistan’s premier gift delivery and greetings service.
16. International Express Services
16.1. The TCS Red BOX. TCS Red Box has made it so simple, convenient and cost-effective to send all you want, to your loved ones, anywhere in Pakistan, UAE, and Great Britain. Be it toys, clothes, shoes, gifts, samples or any thing you may fancy, Red Box delivers all. Show your loved ones how much you care with TCS Red Box.Just take your gifts to the nearest TCS Express Centre and we will take care of everything including the box. Red Box Service is available in a choice of two different weights. 10Kg and 25Kg. Red Box Rates Weight | UAE | 10kg | US$ 35.48 | 25kg | US$ 70.97 | Each Add. Kg | US$ 3.23 | Weight | UK | 10kg | US$ 67.74 | 25kg | US$ 112.90 | Each Add. Kg | US$ 4.44 | | | The above rates are based on NBP exchange rate (USD) prevailing on the last day of the preceding month. |
16.2 Students Express. This amazing service delivers your documents to the College, University or any other Educational Institution of your choice anywhere in the world. To avail TCS Student Express, the student will have to furnish the following at the time of booking their documents.
16.2.1. Copy of student's ID card or letter from College/University certifying the student's bona-fide status.
16.2.2. Documents should be sent to an educational institution School/ College/ University/ Hospital) abroad.
16.3. UAE Express. UAE Express provides an excellent and personalized service to all its import and export based customers for their documents and parcels express delivery services at their door step. We offer most economical rates and fastest transit time for all shipments booked through UAE Express.

UAE Express Rates Pakistan to UAE | Documents | Parcel | Rs. 850/- + GST upto 0.5kg | Rs. 1000/- for 1st kg | Rs. 150/- + GST for each additlonal 0.5kg | Rs. 200/- for each additlonal kg | UAE to Pakistan | Documents | Parcel | Rs. 900/- + GST upto 0.5kg | Rs. 1500/- for 1st kg | Rs. 300/- + GST for each additlonal 0.5kg | Rs. 300/- for each additlonal 0.5 kg | Customs duties and Govt. levies, if any, to be paid by the customer. | Pakistan to UAE - Heavy Shipment | Weight | Rate | 50 kg | Rs. 7,000/- each additional kg 175/- | 100 kg | Rs. 13,000/- each additional kg 150/- | Volumetric weight will be calculated as per IATA standards |
16.4. Domestic Express Services. TCS has emerged as the most trusted name for delivering a wide range of documents, packages, parcels and cargoes within Pakistan. Domestic Express Delivery Services include. 16.4.1. Same Day Express Delivery 16.4.2. Overnight Express Delivery 16.4.3. Second Day Express Delivery 16.4.4. Third Day Delivery 16.4.5. Time-Stipulated Express Delivery 16.4.6. Fragile & Special Handling Express Delivery 16.4.7. Out-of-Service Area Deliveries 16.4.8. 10 & 25 Kg Economical Red Boxes 16.4.9. Bulk Express (Economical dispatch for 5000 and above shipments)
16.5. Other Services
16.5.1. Quick Response. One way customer can be satisfied is by quickly responding to their needs and expectations. Response also known as flexible, reliable and quick response includes entire range of values related to timely product/service development, delivery, customer feedback and performance. Service development involves a number of complex steps starting from idea generation, which ends with post introduction evaluation. There are various types of new services that companies can introduce like major innovations, service line extensions, service improvements and style changes etc. A business can focus on any type of new service to further enhance the service experience. Firstly the idea for the new service in the planning process is screened against the established business strategy. Then the concept is evaluated with the help of customers and employees. This is done on a small-scale basis, which is further followed by a market test where a prototype of the service is offered to customers and then if each step is successful it is introduced in the market on a large scale.
16.5.2. The product and service development process can only be measured through the time its takes from the initial planning to the final introduction of the service. This process is mostly done by the top management of the company but it will only be successful if inputs from all members of the organization, as well as the employees and customers, is included the initial stages.
16.5.3. Delivery is really important for services like couriers’ especially since they promote time needed for delivering parcels. Delivery’s major measurement is time as well since everything in the organization is done to reduce the transit time. To reduce this time a series of steps are involved to ensure that package is delivered. It includes steps of how parcel is collected and scanned, then sorted out for area of delivery, then handed over to ground courier for dispatch and finally delivered to the recipient. This is just an example of how a parcel may be delivered but there are other many minute steps involved, which are needed to fulfill the requirements of delivery. But these are the internal steps taken to ensure service delivery does take place. For example even when you go to a restaurant the final delivery is the dish that you ordered fifteen or twenty minutes ago. But the internal steps involved were included in the preparation of the dish. All these steps are standardized to ensure service quality is excellent and ensures that delivery is reliable and efficient.
16.5.4. Customer feedback is also very important aspect of quick response because getting customers’ views about delivery; new services would ensure that they are according to what customers want. Customer feedback can be gathered through various ways like customer satisfaction surveys, after sale call in service or just by getting in touch with customer service and placing queries and requests. Another way to gather customer research is through complaint solicitation. Companies can use complaints as research and collect/document them. Then use the information to identify dissatisfied customers, correct individual problems where possible and identify common service failure points. Through customer feedback, companies can remove service standards and measures that are company defined to reach internal company goals for productivity, efficiency, cost or technical quality. Instead a company must set customer defined standards. Standards based on important customer requirements that are visible to and measured by customers.
16.6. Advantages of Quick Response. There are several advantages of rapid response. They are as follows.
16.6.1. Sharper focus on the customer. Customer becomes the center of attention for faster response for both standard and custom-designed items. Everything is done keeping the customer in mind.
16.6.2. Better management. Attention is focused more on improving the infrastructure and systems of the organization to make it more responsive.
16.6.3. Efficient processing. If work processes are efficient then it reduces inventories, eliminates non-value added steps, allows for things to flow smoothly and eliminates bottlenecks.
16.6.4. Higher Quality. The over all system of the organization improves to make everything accurate, reliable, consistent and correct.
16.6.5. Elimination of overhead. If unnecessary steps used in processing are eliminated then the overhead needed to run those steps reduces considerably.
16.6.6. Faster revenue generation. Since being responsive requires faster deliveries, orders can be billed faster and thus cash flow can be improved by reducing the need for working capital.
16.6.7. Better communication. Directly communicating with customer results in fewer mistakes, oversights and lost orders.
16.6.8. Improved morale. As processing steps are reduced, employees are more focused on their jobs and work diligently in producing efficiently.
16.6.9. In a fast-paced business environment, a firm's speed in product design, manufacturing, and product introduction is essential for winning customers. Companies are indeed competing against time. Speed a part of quick response has become a new source of competitive advantage. Service organizations such as McDonald's, Lens Crafters, and Federal Express have always competed on speed/time/response. Now both manufacturers and services are discovering the advantages of time-based competition.
16.7. TCS Fleet. TCS has a fleet of dedicated aircrafts, light and heavy trucks, cargo vans and cargo motorbikes to ensure the fastest possible deliveries of urgent documents and shipments across the country. It has the biggest fleet in the organized sector in Pakistan comprising over 160 vehicles with 22 trucks, 20 inter-city runners and the remaining within the city transport vehicles. It also has a network of 250 Express Centers across the country backed by a fleet of over 2000 motorcycle riding couriers. TCS has a 3,500-strong workforce and prefers to call its staff and workers as 'our people.' And a 24-hour Customer Service is always on stand-by.
16.8. TCS Aviation. Adding aircrafts to the fleet was another trend-setting new initiative by TCS, also a first for Pakistan's courier industry. This dedicated air-operation, based on two special cargo airplanes, allows TCS to follow its own exclusive timetable and thus connect hundreds of its locations across Pakistan through five airports. It also enables TCS to offer its customers an extended book-in time at its express centers till late in the evening and the timely delivery of the shipments early in the morning, anywhere in the country. The aircrafts in the dedicated TCS fleet are Russian Antonovs with a capacity of 5 - tonnes each thus, making TCS truly self reliant in their air transport capability.
16.9. TCS Fleet in Action; Trust a Leader to Deliver. When a customer books a package by TCS to another city it gives a sleepless night to around 80 people across the country. Intense coordination and effort goes into its delivery to the recipient and the dedicated staff of TCS swings into action the moment the package is handed over at the booking center. Two aircrafts wait one at Islamabad and the other at Karachi. Their cargoes arrive from different cities all over Pakistan and they travel all night loading and unloading in Islamabad, Lahore, Multan and Karachi.
16.10. Up and down these machines go manned by their Russian aircrew. Operations are conducted on all working days, regardless of rain or fog, cold or heat. From 2100 to 2230 hours TCS vans from cities like Abbottabad, Peshawar, and Islamabad arrive at the Shaheen Cargo terminal at the Islamabad airport, carrying loads of the 'Overland Express' and Courier Division. The Russian twin turboprop AN-26 is painted in the brilliant red TCS corporate colors and logo on one side and the logo of the operators Shaheen Air on the other.
16.11. The heat of the humid July night does not deter, and the staff segregates the packages of all shapes and sizes for delivery to different destinations. By 2250 hours the sorted cargo is onboard the aircraft, which has a capacity of 5 tons. Loaded to around 3 tons in Islamabad it is apparent that a lot of business is being done between the capital and Karachi. Obtaining a green signal from the control tower the rear hatch of the aircraft is gradually shut after the aircraft has started taxiing for takeoff towards Lahore.
16.12. What about the Russian technology that goes into these planes? Well apparently the overhead costs of maintenance and fuel are about 50% lesser than other European aircraft. The Russian pilots know their machines well, and hailing from a certain select part of Russia they have legendary eyesight that gives them advantage in landing in foggy nights. Where other pilots refuse to go the TCS pilots land and take off effortlessly.

17. Conclusion. Courier Service has given new dimension to delivery services, specially by the induction of IT business Models. The Customer Satisfaction is their 1st priority in providing them quality service. Through Check & balance, User friendly Business Model, Trained of Staff and through Interconnect ability we can have better courier facilities.

References * Mr. Javed Iqbal Asst Manager Overland Operations TCS * TCS Regional Office * www.tcs.com.pk