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The Effectiveness of Logistics Management - A Case Study of: Future
Supply Chain Solutions Ltd (FSC)
Londiwe Velile Dlamini
Student School of International Business Andhra University, Visakhapatnam, India
ABSTRACT
This study evaluates the logistics management practices at Future Supply Chain Solutions Ltd (FSC), focusing
on key areas like facility management, quality control, technology, and employee involvement. The findings
highlight FSC's efficient warehouse operations and advanced tracking systems, but identify areas for
improvement, including enhancing quality reporting, employee participation, documentation practices, and
customer complaint resolution. The study suggests that while FSC's workforce is experienced, challenges with
knowledge transfer may arise due to an aging workforce. To maintain its competitive edge, FSC should continue
investing in technology, employee training, and process improvements.
Index Terms: Logistics management, Facility management, Quality control, Technology utilization, Employee
involvement, Human resources, Documentation efficiency, Delivery processes, Tracking systems, Customer
complaint resolution, Knowledge transfer, Operational efficiency, Future Supply Chain Solutions Ltd (FSC),
Workforce training, Process improvement.
INTRODUCTION
Effectiveness of Logistics management involves the planning, implementation, and control of the efficient
movement and storage of goods, services, and information from the point of origin to the point of consumption.
It encompasses various activities such as procurement, production, transportation, distribution, and disposal,
with the aim of meeting customer requirements (needs) while minimizing costs. Effective logistics management
involves coordinating the flow of materials and information throughout the supply chain, optimizing processes
to enhance efficiency, and ensuring timely delivery of products or services. The key components of logistics
management include inventory management, transportation management, warehousing, order fulfillment, and
demand forecasting. The goal is to streamline operations, reduce lead times, and enhance overall supply chain
performance. (Source: Donald J. Bowersox, David J. Closs, and M. Bixby Gilliland (2022)).
Logistics coordination is organization of limit and advancement in the stock plus information. Effective
logistics slashes costs, upgrades customer advantage and speeds work. Coordination in like manner incorporates
the arranged organization of material and data stream throughout the organization. Production network organize
oversees comparative issues all through the attach from your sources to your customers. Its objective is
rearranging the stock system to control add up to cost, upgrade add up to quality, improve client administration,
and augmentation benefit. (Source: David Blanchard (2020)).
Logistics administration system
For the most part, a logistics system includes an assortment of segments: corporate head office, retail locations,
distribution centers (DCs), suppliers, manufacturers, wholesalers, transporters, systems, data specialist co-ops,
insurers and bankers. A tremendous general merchandiser with topographically scattered DCs and retail outlets
may require a dedicated satellite system. To this end, for example, Wal Mart's use of correspondences has been
a crucial cutting-edge innovation in its accomplishment of passing on items towards the provisions. The Point
of Sale (POS) depots in respective store are linked to a satellite network via the POS Terminal/POS Workstation
allowing for real time buyer requests to be transmitted directly from the concentrated server to the POS Terminal
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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at the store. (Source: Rodolfo A. Nuñez and Dante C. Sanchez (2021)).
Future Supply Chain Solutions Ltd
Future Supply Chain Solutions Limited (FSC) is a leading third-party logistics service operator in India and
covers the entire gamut of supply chain services across logistics value chain including smart warehousing an
efficient transportation and distribution system temperature-controlled logistics and last mile delivery logistics.
FSC operates a pan-India distribution network offers integrated warehouse management systems with highly
automated state-of-the-art technology systems and hub and spoke transportation model that enable innovative
service offerings to the customers in an optimized and cost-efficient manner. It caters to corporates in Fashion
& Apparels Food & Beverages Consumer Electronics & High Tech Automotive & Engineering Home &
Furniture Healthcare General Merchandise and E-Commerce sectors. As of September 30 2018, FSC operations
are run through 80 distribution centers across India covering approximately 6.40 million sq. ft. of warehouse
space. Its 'hub-and-spoke' distribution model comprising 14 hubs and 129 branches across India covering 11559
pin codes across 29 states and 5 union territories. During September 2018 FSC operated 832 containerized
vehicles and 116 company owned refrigerated trucks. The Company is promoted by Future Enterprises Limited
which is promoted by Kishore Biyani.
Nature of Business
FSC has been a pioneer in modernizing logistics and supply chain in India by means of having applied current
and present day deliver chain management practices in India through implementation of international best
practices, indigenized and satisfactory tailored for local settings. Significant Investments have been made in
developing Goods and Services tax (GST) geared up Logistics Parks, state-of-art warehouses and delivery hubs
and branches to create a unbroken delivery chain community across India.
In India, the Supply Chain and Logistics (SC&L) function in groups/companies has evolved from a support role
to a strategic role, which encompasses supply and demand management, sourcing, procurement, inbound
transportation and logistics, manufacturing, first-rate guarantee.
Need of the study
The study titled "The Effectiveness of Logistics Management - A Case Study of Future Supply Chain
Solutions Ltd (FSC)" is essential to assess and enhance the operational efficiency of Future Supply Chain.
While the organization exhibits strengths in facility and quality, technology utilization, and profitability;
identified areas for improvement, such as employee involvement, human resources enhancement, and
technological advancements, necessitate a comprehensive evaluation. In a rapidly evolving logistics and cargo
industry, understanding and optimizing logistics management are crucial for sustaining growth, ensuring
customer satisfaction, and securing FSC's position as a leading service provider. This study will provide
actionable insights to refine strategies, address challenges, and capitalize on opportunities, thereby contributing
to FSC's long-term success.
In summary, the study is crucial for Future Supply Chain as it not only recognizes the organization's strengths
but also provides actionable insights for improvement. After completion of the study, the findings, suggestions,
and conclusions collectively create a compelling case for further investigation into the effectiveness of logistics
management at FSC, making the study imperative for the organization's continued success and prominence in
the industry.
Scope of the research
The scope of the research titled "The Effectiveness of Logistics Management - A Case Study of Future
Supply Chain Solutions Ltd (FSC)" encompasses a thorough examination of Future Supply Chain Solutions'
current logistical processes and their impact on overall organizational performance. The study will delve into
areas such as facility management, quality control, technology utilization, and employee engagement. It will
assess the identified areas for improvement, including decision-making involvement, human resources,
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documentation, working environment, Research and development (R&D), and tracking systems. The research
aims to provide actionable recommendations for optimizing logistics operations, expediting delivery processes,
and implementing cost-effective measures. By focusing on these aspects, the study seeks to enhance FSC's
competitiveness, customer satisfaction, and overall success in the dynamic logistics and cargo industry.
Statement of Problem
This study addresses the specific challenges faced by Future Supply Chain Solutions Ltd (FSC) in logistics
management, an area critical to organizational success in today’s business landscape. While FSC excels in
facility management, quality control, and technology, it struggles with employee engagement, human resource
development, documentation processes, and work environment optimization. These issues may undermine its
efficiency and competitive edge. Existing research offers limited guidance on resolving such challenges within
FSC’s unique context. The study aims to fill this gap by analyzing these obstacles and providing actionable
recommendations to enhance FSC's logistics efficiency, improve employee motivation, streamline
documentation, and strengthen its competitive position.
Objectives of the study
1. To Evaluate Current Logistics Practices: Assess the existing logistics management practices at Future
Supply Chain, focusing on facility management, quality control, and technology utilization.
2. To Assess Employee Involvement: Examine the level of employee involvement in decision-making
processes and propose strategies to enhance collaboration for more effective logistics management.
3. To Assess Human Resources Impact: Evaluate the impact of human resources practices &/or policies on
employee motivation and propose measures to strengthen this aspect, contributing to improved logistics
performance.
4. To Strengthen Documentation Division: Investigate the documentation division's effectiveness, identifying
areas for improvement and proposing strategies to enhance efficiency in record-keeping and information flow.
5. To Expedite Goods Delivery: Investigate current delivery processes and suggest measures to expedite the
transportation of goods, ensuring timely and efficient service to clients.
6. To Enhance Tracking Systems: Evaluate the effectiveness of existing tracking and live tracing systems,
recommend strategies to improve transparency and accuracy in monitoring goods throughout the logistics /
supply chain.
Research Questions
1. How does FSC leverage its strengths in facilities, quality control, and technology to manage its overall
logistics operations?
2. To what degree are logistics employees included in decision-making processes, and how does this impact their
motivation?
3. How effectively does FSC's documentation function manage information flow within logistics, and what
improvements can be made?
4. How effective is the documentation division in managing and facilitating information flow within the logistics
processes at FSC?
5. What are the existing challenges and opportunities in the delivery processes, and how can goods delivery be
expedited to meet or exceed client expectations?
6. How effective are the current tracking and live tracing systems in place, and what can be made to improve the
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accuracy and transparency of monitoring goods throughout the logistics chain?
RESEARCH METHODOLOGY
This research will employ a mixed-methods approach, which combines quantitative and qualitative research
methods. This approach is particularly well-suited for this study due to the following reasons:
• Understanding a Complex System: Logistics is a complex system with both quantitative aspects (e.g.,
delivery times, employee numbers) and qualitative aspects (e.g., employee experience, decision-making
processes). A mixed-methods approach allows for a more comprehensive understanding of how these
elements interact within FSC's logistics operations. ([Source: Johnson, R. B., & Onwuegbuzie, A. J. (2004).
Mixed methods research: A research design primer. Sage publications]).
• Gaining Insights and Context: While quantitative data provides a numerical picture of efficiency,
qualitative data from surveys and interviews can reveal the underlying reasons behind these numbers. This
helps understand employee experiences, decision-making processes, and potential areas for improvement.
([Source: Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approach.
• Triangulation: Combining data sources allows for triangulation, where findings from one method are used
to corroborate or refine findings from the other. This strengthens the overall research validity. ([Source:
Greene, J. C., Caracelli, V. J., & Graham, W. F. (1989).
Quantitative Aspect - Survey:
Within the mixed-methods approach, a survey questionnaire will be distributed to representatives of the logistics
department at FSC. Surveys are a good fit for this study because:
Efficiency: They allow for collecting data from a large number of participants in a relatively short
timeframe.
Standardization: Standardized questions ensure data consistency and facilitate statistical analysis.
Data on Specific Aspects: Surveys can be designed to gather data on specific areas of interest, such as
employee involvement, decision-making processes, and experiences with documentation and
technology.
Qualitative Aspect Secondary Data
The specific qualitative methods will be determined based on initial findings from the survey and may include:
Different books of Logistics Administration for writing reference, Web-based interfaces, firm’s website,
Organization transporting and warehousing manual.
Overall, the mixed-methods approach allows for a more comprehensive and nuanced understanding of the
effectiveness of FSC's logistics organization.
Data and sources of data
Primary Data: refers to information collected directly from the original source for a specific purpose.
This data is gathered through methods such as surveys, experiments, observations, and interviews. It is
fresh, original, and tailored to the specific research objectives or needs of the researcher. Primary data is
considered more reliable and accurate because it hasn't been altered or interpreted by others. The survey
will play a significant role in gathering first-hand information with different perspectives from the
employees.
• Secondary Data: refers to information that has already been collected, processed, and published by others
for purposes other than the current one. It includes data from sources like books, journals, articles,
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government publications, and databases. Secondary data is often used for background information,
comparison, or to complement primary data. While it's convenient and cost-effective, its reliability can
vary depending on its source and how it was collected. Different books of Logistics Administration for
writing reference, Web-based interfaces, firm’s website, Organization transporting and warehousing
manual.
(Source: https://byjus.com/commerce/what-are-the-sources-of-data/ )
Research Design
1. Questionnaire Technique
This is an imperative and extremely prominent technique for information accumulation. This is embraced by
people, associations and Government. In this strategy a poll is arranged and sent to respondents. The poll when
sent to the respondents, a demand is made that the inquiries ought to be addressed and returned. The achievement
of this technique to a great extent relies upon the correct drafting of inquiries. Drafting survey required a lot of
aptitude and experience. ([Source: Greene, J. C., Caracelli, V. J., & Graham, W. F. (1989).
2. Statistical tools
a) Percentage Analysis
The motivation behind utilizing proportion or rate is to disentangle the issue of examination. Rates lessen two
appropriations to a typical base, in this way make correlation straightforward.
b) Pie Diagrams
A pie table (or a circle diagram) is a round layout parceled into territories, depicting degree. In a pie chart, the
roundabout fragment length of each division (and hence its point of convergence and district), is comparing to
the sum it addresses. At the point when edges are estimated with, 1 turn as unit then various percent is related to
a similar number. ([Source: Greene, J. C., Caracelli, V. J., & Graham, W. F. (1989).
Sampling method
The researcher chose to use the Convenience sampling method which is a non-probability sampling technique
where samples are selected based on their availability and ease of access. This method does not provide every
individual in the population with an equal chance of being selected, making it less representative and more prone
to bias. Given the type of the population of the study are working employees, convenience sampling is the most
feasible method.
a)
Universe – Future supply chain solutions employees
b)
Sample frame - 150
c)
Sample size - 100
d)
Sampling method: Convenience sampling method
Hypothesis
This is the proposed suspicion to be demonstrated or opposed by the examination discoveries. An exploration
examine comprises of two speculation i.e. invalid theory and elective speculation. The theory being tried is called
as invalid speculation and it is assigned as H. The elective speculation is the contrasting option to invalid theory.
Both the invalid speculation and elective theory is to be chosen before information accumulation. These theories
are being tried by applying factual devices, similar to Z test, F test and others. The understudy needs to make
legitimate choice of the test. Invalid theory investigations the contrast between two reactions estimated on the
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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same measurable unit.
There is no significant association between the two variables being analyzed (e.g., no
relationship between employee department and involvement in decision-making).
There is a significant association between the two variables (e.g., there is a
difference in decision-making involvement based on employee department).
Limitations of the study
The fundamental data about the task was given by the organization and a portion of the investigation was
relied upon perception.
I.
In this study though the logistics industry as a whole is considered, but respondents are limited to
Future Supply Chain Solutions Ltd alone which limits the scope of the study as it only provides insights
into a single company's logistics organization. A broader industry perspective could reveal best
practices, common challenges, and potential solutions that are not specific to FSC. Moreover, without
data from other companies, it's difficult to assess how FSC's logistics performance stacks up against the
industry standard.
II.
Responses that are generated are neither completely genuine nor fake, its left to one’s conscience, hence
it is hard to determine 100% accuracy.
III.
Time and availability of employee is another constraint. The researcher has to constantly make follow
ups and push for co-operation which might not be appreciated by the employees.
IV.
Another serious limitation of the study is that it is not possible to reveal some of the financial data owing
to the policies and procedures laid down by FSC Ltd. However, the available data is analyzed with great
effort to get an insight on the company.
V.
The study is carried basing on the information and documents provided by the organization which is on
a limited scope based on works undertaken.
VI.
Being a foreign student, it was a challenge to work, be understood or communicate effectively with the
respondents and officials due to culture and language barriers.
REVIEW OF LITERATURE
The incorporated logistics administration framework: A structure and contextual analysis
The analyst Huan Neng Chiu presents this structure for scattering associations to set up and improve their
logistics systems continually. Starting late, much thought has been given to robotization in administration, the
use of new data innovation and coordination of inventory network arrange. These areas which can grow logistics
productivity and outfit customers with high state benefit. The examination of each territory is progressed with
Taiwanese organization rehearse system. (Huan Neng Chiu, 1995).
3PL practices: An Indian point of view
An entire review on 3PL applicability in India and to set up the effect of use of outsider logistics benefits on
business comes about. Starts by investigating plus examinations did on 3PL practices and working up an
exploration system. The factors to the examination system portray the association particular highlights for
instance, the level of usage of 3PL administration, the reasons behind outsourcing and the impact of utilization
of 3PL administration. (B. S. Sahay, 2006).
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Issues in inventory network costing
Combination of the production network offers numerous chances to enhance client benefit and dispense with
superfluous expenses. Supply chain costing gives a way to deal with estimating the cost of exercises crossing
the whole channel. Having the ability to enhance client esteem while focusing on open doors for cost lessening
opens new outskirts for production network administration. (Bernard J. Lalonde, Terrance L. Pohlen, 2023).
Emerging global coordination systems: Implications for Transport frameworks and Policies
Coordination binds ceaselessly altering to support logically overall advancements. These examples impact in
that change of advancement with the improvement of wellbeing in different world zones in different ways. The
above titled paper drafts an investigation inspiration that will upgrade appreciation of relationships amongst
trade, coordination, transport, and common change at an overall gauge. (L.A. Tavasszy, C.J Ruijgrok, M.J.P.M.
Thissen).
a) Implications for Transport frameworks by developing international logistics networks
The latest period we have understood a steady advancement in overall trade along the worldwide transport. This
paper will upgrade our cognizance with the relationships between exchange, coordination, transport and local
progression at a worldwide scale. Our significant starting stage is that the necessity for huge capable
transportation in complex logistics coordination shapes. (Zhaojian Liu, Guangqi Sun, Qing).
b) Factors affecting logistics cost and administration quality: A review inside the Indian steel segment
The inspiration driving this paper to fathom piece of fiscal plus social factors affecting the logistics rate for the
Indian steel zone and its relationship of the organization value. A sorted-out survey think about is used for the
data collection in this examination. The survey included assorted parts of coordination cost on inbound and
outbound coordination, and organization quality. This examination perceived distinctive basic segments of
logistics coordination cost for Indian steel division and watched its relationship with transportation cost,
warehousing cost and administrative cost. The disclosures of this examination demonstrated positive association
between logistics coordination cost and organization quality. (N. Jena)
c) Key achievement factors and their execution suggestions in the Indian outsider logistics coordination
(3PL) industry
This paper uses the surviving written work to perceive the key accomplishment influences are connected with
execution in the Indian pariah coordination expert centers (3PL) region. To furthermore unravel the cases of
these results, a plausibility examination of these associations as demonstrated by firm size was in like manner
coordinated. Relationship with 3PLs was critical free of firm size. Our revelations add to academic speculation
and authoritative practice by offering setting specific suggestions on the support of specific key accomplishment
factors in light of their potential effect on operational and fiscal execution in the Indian 3PL industry. (S Mothilal,
Angappa Gunasekaran, S.P. Nachiappan and Jayanth Jayaram).
d) Determinants of client joining forces conduct in coordination outsourcing connections: a relationship
showcasing viewpoint
Growing comfortable associations with third logistics providers (3PLs) has been recognized in the writing as a
valuable methodology for 3PLs and client firms. It has been demonstrated that clients implanted in cost
associations with 3PLs accomplish more elevated amounts of operational and money related execution.
Specifically, prove is discovered that client particular qualities, for example, a client relationship promoting
introduction and related knowledge with 3PL banding together, positively affect a client joining forces conduct,
well outside the impact of between authoritative environments, as pushed in conventional behavioral prototypes.
(Rossiter Hofer, Adriana)
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e) Recent advancements in the act of supply network administration and coordination in India.
Indian assembling and administration ventures are at a vital crossroads of fast headway and blast, which is
required to take the nation to the following level of worldwide intensity. Supply chain management degrees to
the expansion also volume of crude materials, work-in method stock plus complete stock through point of
inception to point of consumption. SCM gives a differing payback to a business and utilizes the arranging
especially in most ideal utilization of time and space. An inventory network is a structure of association,
gathering of individuals, innovation, activities, data and assets engaged with movement of a stock, items and
administrations from a provider to the end client. (Parkan; Dubey, Rameshwar).
Handling 3PL relationships
Most of the organizations refer to big noteworthy adaptableness, working proficiency, enhanced shopper profit,
better-quality production web implementation also better limelight on their centre groups as a major aspect
advantage of drawing in the directions with outsider logistics suppliers. In spite of the unlimited points of interest
of outsider logistics and store network exercises, a great deal of connections either come up short or are broken
down. Study discoveries demonstrate that huge- inclusions of 3PL connections, prompting shared associations,
will positively affect expanded utilization of 3PL administrations. (B.S. Sahay, 2006).
Emerging Logistics Policies: Proposals for the Then Period
Looks, inside and out, at corporate logistics system, especially as to the USA. Talks about procedure alluding to
a general idea of tasks directing all exercises towards an extreme objective – worldwide instead of nearby. Orders
some real American organizations also their dispositions also think about the arrangements and results.
Demonstrations inventory network administration plus process duration pressure to supplement logistics
methodologies for dynamic US firms. (Bernard J. LaLonde, 2023)
The Role of Transportation in Logistics Chain
The assignment of shipping chooses the viability of moving things. The progress in techniques and organization
models improves the moving weight, transport speed, advantage quality, movement costs, the utilization of
workplaces and imperativeness saving. Transportation takes a fundamental part in the control of computed.
Surveying the current condition, a strong structure needs an unmistakable packaging of coordination and a
proper transport realizes and frameworks to interface the making strategies. The objective of the broadside is to
describe the piece of moving for reference of additional variation. The inspection endeavored to help
coordination chiefs, researchers and transportation coordinators to portray and value the principal points of view
also its distinctive applications and the associations among coordination’s and transportation. (Yung-Yu
TSENG).
Third party logistics (3PL)
The proposed 3PL research characterization structure depends on an extensive writing survey, which focuses
on peer-checked on diary papers distributed inside the period 19902005. The audit uncovers that 3PL research
is observational engaging in nature and that it by and large does not have a hypothetical establishment. It
proposes that concentration ought to be coordinated towards more standardizing, hypothesis driven and
subjective strategy-based investigations. It basically furnishes the two scholastics and professionals with a
calculated guide of existing 3PL research and furthermore calls attention to open doors for future research.
(Konstantinos Selviaridis and Martin Spring.
From a writing audit to a theoretical structure for economical production network administration
Scholarly and corporate enthusiasm for practical inventory network administration has risen impressively as of
late. To build up the area further, motivation behind this is double. In the initial place, its suggestions a writing
survey happening supportable inventory network administration considering documents distributed. It provides
an applied system to outline examination in that case involving three sections. The two specialists in
organizations and scholastics may discover the audit valuable, as it plots significant track to study in the area.
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Supplementary, it examines particular highlights maintainable inventory chains and in addition constraints of
existing examination; this ought to fortify further research. (Seuring A, Muller B).
Marketing Logistics
Ryszard Barcik and Marcin Jakubiec indicated genuine points concerning association amongst showcasing and
logistics and their circles. The paper is partitioned into four primary sections which include: great's
appropriation and showcasing instruments, logistics and advertising, promoting logistics and strategic
advertising administration. Showcasing couldn't exist without logistics and logistics couldn't exist without
advertising – these principal points creators endeavored to enhance in following papers. All positive and negative
variables of connection amongst advertising and logistics were appeared. This connection made current
administration – calculated promoting administration. Showcasing couldn't exist without logistics and logistics
couldn't exist without (Ryszard Barcik and Marcin Jakubiec).
Conceptual Framework
Logistics coordination is organization of limit and advancement in the stock plus information. Extraordinary
logistics slashes costs, upgrades customer advantage and speeds work. Coordination in like manner incorporates
the arranged organization of material and data stream all through your association. Production network organize
oversees comparative issues all through the attach from your sources to your customers. Its objective is
rearranging the stock system to control add up to cost, upgrade add up to quality, improve client administration,
and augmentation benefit.
Logistics administration system
For the most part, a logistics system includes an assortment of segments: corporate head office, retail locations,
distribution centers (DCs), suppliers, manufacturers, wholesalers, transporters, systems, data specialist co-ops,
insurers and bankers. A tremendous general merchandiser with topographically scattered DCs and retail outlets
may require a dedicated satellite system. For example, Wal Mart's use correspondences has been a crucial factor
cutting-edge its accomplishment in passing on items towards the provisions. The POS depots in respectively
store are related with a little scale or littler than ordinary PC. The store screen is then connected with a satellite
framework plus be gotten to explicitly by the company unified PC. As needs be, buy requests can be transmitted
definitely from the concentrated server to the PCs of the sellers.
Relating logistics with inventory chain administration
Inventory network arrange administration is tied in with getting a smooth and viable spill out of crude material
to finished merchandise in client's grasp. It is a thought, which is logically supplanting conventional partitioned
administration approaches to manage buying, putting away and moving products. Dealing with those stocks
implied purchasing enough merchandise sufficiently far ahead of time to guarantee that long, relentless
generation runs were only occasionally endangered by deficiencies of segments. Harder competition brought
smaller thing life cycles and made that approach continuously exorbitant. Store chain administration joins
between huge business, multi-viable techniques that target everything from the supplier's inbound load to the end
purchaser. LM is more sensible, practical part of the stock system where items are transported into an office,
authentically set away, dealt with and transported out.
The advancement and central purposes of logistics administration, challenges organizations have inside these
central focuses and the prescribed procedures to accomplish upgraded logistics, which prompts prevalent
customer profits.
Get Assistance from a 3PL:
A 3PL is an awesome asset to cause offer some incentive to your client. 3PLs have inside and out industry
information and innovation fit for seeing wasteful aspects in the supply network. Most 3PLs have their own
restrictive TMS with itemized announcing capacities. A 3PL can likewise contact a client if the conveyance will
be late, clarify why, and give a refreshed, inexact time of conveyance keeping in mind the end goal to enhance
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client benefit. Above all, a 3PL can work with a bearer who has had poor past execution. 3PLs have imply
industry information and, contingent upon the 3PL, offer bearer instructing for any wellbeing or execution issues.
Benefit notices, share value weights, mergers, rearrangements, movements, transfers, agonizing cutbacks and
incredible geopolitical vulnerabilities can clear away even the most thorough Logistics procedures - and that is
regardless of exceptional administration over numerous years. These are outstandingly troublesome
circumstances, critical to associate also cargo wanting for official. It is simple of dismiss master plan in the race
to cut foundation cost and preserve money.
Logistics are inescapable later on and basically the administration arrangement additionally has a critical part
later on of world. For the most part, the examination highlighted along all parts of administration in coordination
also cargo territories. (cross docking, warehousing, system configuration, and value including, logistics
incorporate transportation).
Global Comparative analysis
a) Sustainability Initiatives and Environmental Impact
Global logistics leaders are increasingly prioritizing sustainability, integrating environmental metrics and green
practices into their core operations. DHL Group aims for "Green Logistics of Choice," targeting less than 29
million metric tons of CO2e by 2030, and is electrifying its fleet and designing carbon-neutral buildings.
Amazon's emissions rose to 68.25 million metric tons of CO2e in 2024, tripling since 2019, yet it aims for net-
zero by 2040, achieved 100% renewable energy matching in 2023/2024, and is rapidly expanding its electric
vehicle fleet (from 19,000 to over 31,000 in 2024) while eliminating plastic packaging.
Maersk is committed to net-zero by 2040, introducing dual-fuel methanol vessels and offering "ECO Delivery"
for low-GHG shipping, alongside an Emissions Dashboard for transparency.
These efforts highlight a global
shift towards reducing carbon footprints, adopting sustainable fuels, and implementing eco-friendly packaging,
setting a benchmark for all logistics providers, including FSC, to integrate robust environmental strategies.
b) Emerging Technology Trends: AI, IoT, and Blockchain Applications
The global logistics industry is undergoing a profound digital transformation driven by advanced technologies
such as Artificial Intelligence (AI), the Internet of Things (IoT), and Blockchain. These technologies are
reshaping operational paradigms, enhancing visibility, and fostering greater efficiency and security across supply
chains.
Artificial Intelligence (AI): AI is central to optimizing complex logistics operations. DHL utilizes AI-
driven Computer Vision to enhance interconnectedness and efficiency, alongside data analytics and
robotics for supply chain optimization. Amazon has deployed over one million robots, coordinated by
Deep Fleet, a generative AI foundation model that optimizes travel paths and reduces congestion, leading
to a 10% improvement in travel efficiency. Amazon also leverages AI and Machine Learning (ML) for
demand prediction, inventory management, and optimizing delivery routes to ensure faster package
delivery. Similarly, Maersk applies AI/ML to optimize global supply chains, including vessel routing,
network design, and resource utilization, supported by Business Intelligence for large-scale analytical
forecasting.
Internet of Things (IoT): IoT devices are crucial for real-time data collection and enhanced visibility.
DHL employs Smart Sensors for precise geo-tracking and RFID across the technology supply chain to
provide real-time end-to-end visibility. Maersk leverages IoT with intelligent assets that broadcast data
for improved vessel operations, cargo visibility, predictive maintenance, and quality assurance across the
supply chain. Maersk also piloted a Remote Container Management (RCM) system for its refrigerated
containers, allowing real-time monitoring of temperature and location to prevent spoilage and reduce
inspection costs.
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Blockchain: Blockchain technology is transforming supply chain transparency and security by providing
an immutable and distributed ledger. DHL highlights its use for Digital Product Passports, enabling
tracking of products from production to end-of-life, increasing credibility, acceptance, and sustainability
by identifying all parties involved and monitoring physical location via IoT. It also uses blockchain for
Crypto Stamps and to enhance traceability and transparency, acting as a single source of truth to prevent
fraud, counterfeiting, and ensure compliance with international trade laws. Amazon, through AWS,
offers Amazon Managed Blockchain for building Web3 applications, providing real-time blockchain
data, fully managed infrastructure, and instant scalability. This supports use cases like creating token-
gated experiences and building digital asset wallets, with support for various public and private
blockchains. Maersk partnered with IBM to create Trade Lens, a blockchain-based platform that uses
smart contracts and digital signatures to track and trace goods, improving transparency, reducing delays
and errors, simplifying customs clearance, and enhancing food safety.
c) Employee Voice and Well-being: Diversity, Digital Upskilling, and Mental Health
The well-being and development of the workforce are increasingly recognized as critical components of logistics
efficiency and long-term business success. Global leaders are investing in comprehensive strategies that
encompass diversity, digital upskilling, and mental health support.
Workforce Diversity: DHL actively promotes diversity and inclusion, fostering an inclusive work
environment where discrimination is rejected, and mutual esteem and respect are foundational values.
Maersk is committed to creating a diverse, equal, and inclusive workplace, with global priorities focused
on building and valuing diverse talent, fostering equity and inclusion, and creating societal impact. Their
commitments include leadership advocacy, fair hiring principles, unconscious bias training, extended
parental leave, and promoting psychological safety. In contrast, Amazon recently scaled back its
Diversity, Equity, and Inclusion (DEI) initiatives in December 2024, shifting towards a "performance-
driven diversity" model, which has raised concerns about workplace inclusivity.
Digital Upskilling: All three global giants recognize the importance of upskilling their workforce to
adapt to technological advancements. DHL employs a "70-20-10" learning model, emphasizing
experiential and collaborative learning alongside formal training, including e-learnings and leadership
development sessions. They also run the "Go Teach" program to improve employability for young
people, providing digital literacy and professional skills. Amazon has invested over $1.2 billion in free
skills training for its U.S. employees since 2019, with programs like Career Choice (pre-paid college
tuition), Machine Learning University, Robotics Management Apprenticeship, AWS Training and
Certification, and UX Research and Design Apprenticeships. These initiatives aim to transition
employees into high-paying, in-demand roles and adapt to automation. Maersk Training offers extensive
e-learning solutions, including immersive technologies like Virtual Reality (VR) and Extended Reality
(XR), scenario-based learning, gamified learning, and simulated equipment training to enhance skills and
prepare professionals for real-world challenges.
Mental Health: Employee mental health and well-being are increasingly integrated into HR strategies.
DHL prioritizes a healthy, safe, and balanced work environment, with a global network of Health &
Wellbeing Committees and Champions. They share over 2,000 initiatives annually for best practices and
conduct mental health awareness workshops. Amazon provides a comprehensive mental health benefit
for its U.S. employees and their families, offering free counseling sessions via its Global Employee
Assistance Program, 24/7 support, single session consultations, and digital applications like Dario Mind
for stress management. They also provide mental health awareness training for managers. Maersk
promotes a global focus on mental health and encourages locally relevant well-being initiatives. Maersk
Training offers specialized courses for leaders in high-pressure environments to spot early warning signs,
support colleagues, and build resilient team cultures, emphasizing that mental health affects performance,
retention, and safety.
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Data Analysis and Interpretation
Data analysis is the crucial step that transforms raw information into actionable insights, enabling us to evaluate
FSC's logistics performance and identify areas for improvement.
The information gathered through the research questionnaire is analyzed to give insights based on the
researcher’s objectives of the study. The data accumulated through the responses is represented in tables, graphs
and charts and further interpreted.
This chapter delves into the heart of our study - analyzing the data collected through questionnaires to assess the
effectiveness of logistics management at Future Supply Chain Solutions Ltd (FSC). Questionnaires are a
valuable tool for gathering data on perceptions and experiences. The data collected from FSC's employees
through the questionnaires will be analyzed using appropriate statistical methods.
This chapter will meticulously analyze the questionnaire data, transforming it into a compelling narrative that
unveils the effectiveness of FSC's logistics operations. The results will be presented in a clear and concise
manner, allowing FSC to make data-driven decisions for continuous improvement.
Demographics
Figure 1: Gender Distribution
Interpretation:
The gender distribution of FSC employees is nearly balanced, with a slight majority being male (52.0%) and a
minority being female (48.0%). This reflects FSC as a gender balanced organization, an inclusive and an equal
opportunity employer. (Objective 3: Human Resources impact).
Figure 2: Age Distribution
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Interpretation:
The age distribution of FSC’s employees skews towards more experienced workers. Younger Workers (Below
34 years old): Represent a minority (29%) with 18% below 24 and 11% between 25-34. Experienced Workers
(45 years and above): Represent the majority (59%). This suggests FSC's warehouse workforce have a strong
foundation of experience but the company could benefit from attracting younger talent especially for succession
planning and adaptation to the changing environment, especially in the era of AI and globalization. (Objective
3: Human Resources impact).
Figure 3: Educational Background
Interpretation:
The educational background of FSC's employees leans towards higher education. Higher Education
(Postgraduate & Graduate): Forms the majority at 76% (40% Postgraduate & 36% Graduate). This suggests
that FSC prioritizes higher education when recruiting, which beneficial because higher education equips
individuals with analytical and problem-solving skills that can be applied to complex warehouse operations. This
is because specific logistics skills are only gained through practice. (Objective 3: Human Resources impact).
Figure 4: Employee Retention
Interpretation:
The majority of FSC employees have been with the company for a medium length of time. High levels of
employee satisfaction are correlated with low turnover rates, indicating a positive workplace culture. This
suggests FSC is benefiting from implementing effective strategies to retain employees for longer periods.
(Objective 3: Human Resources impact).
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Current Logistics practices
Figure 5: Warehouse Facilities Efficiency
Interpretation:
Based on the ratings provided, the overall efficiency and organization of FSC's warehouse facilities are rated as:
Efficient and Organized. This is reflected by an average rating of 4.3 out of 5 with 47% of users rating the
facilities as a 5 (very efficient and organized) and 34% rating them as a 4 (efficient and organized). This translates
to several key benefits. Finding products is likely a breeze for staff, saving time and minimizing errors. Faster
picking and packing get products into customers' hands quicker. Accuracy in orders improves customer
satisfaction and reduces the hassle of returns. (Objective 1: Evaluation of Current logistics practices).
Figure 6: Warehouse improvements
Interpretation:
While a significant portion of respondents (64%) believe the warehouse doesn't require workflow or storage
improvement, a minority (36%) sees room for enhancement. This suggests there might be areas for optimization
even if a majority is satisfied with the current state. (Objective 1: Evaluation of Current logistics practices).
Table 1: Warehouse Areas of Improvement
Areas of Improvement
Percentage (%)
Storage and Space
33
Automation
30
Very Inefficient
Very Efficient
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Inventory Management
15
Safety
12
Technology
8
Others
2
Interpretation:
The main areas for improvement in the FSC warehouse can be summarized as follows;
(i) Storage and Space: Limited storage capacity, needing better organization, potentially needing more
space or improved zoning.
(ii) Automation: Warehouse could benefit from increased automation in various areas including
storage/retrieval, order processing, and equipment monitoring.
(iii) Inventory Management: Improvements needed in inventory management, possibly including
automation.
(iv) Safety: Warehouse safety can be improved.
(v) Technology: Upgrades needed in areas like equipment monitoring and potentially AI for order
processing.
(vi) Other: Fire safety needs addressing, and overall hygiene could be improved.
(Objective 1: Evaluation of Current logistics practices).
Figure 7: Current quality control procedures ratings
Interpretation:
Based on the provided data, user satisfaction with the current quality control procedures is: Very Satisfied. 83%
of users reported being satisfied or very satisfied, with 46% indicating they are very satisfied. Only 17% of users
reported being neutral, and none reported being dissatisfied. This suggests that the majority of users are very
satisfied with the current quality control procedures in place. (Objective 1: Evaluation of Current logistics
practices).
Very Dissatisfied
Very Satisfied
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Table 2: Current Approaches to Quality Control
Current Approach to Quality Control
Percentage (%)
Inspection
45
Standardization
27
Data and Documentation
15
Technology
10
Continuous Improvement
2
Others
1
Interpretation:
The multilayered approaches to quality control currently employed by FSC which includes:
Inspections: This is a core method, with inspections happening at various stages like receiving, storage,
and shipping.
Standardization: They have established procedures (SOPs) and use industry standards (ISO) to ensure
consistent quality.
Data and Documentation: They use statistical methods (SPC) to monitor quality and keep records for
improvement.
Technology: They leverage technology like RFID tags and Warehouse Management Systems (WMS)
for tracking and control.
Continuous Improvement: They implement philosophies like Total Quality Management (TQM) that
focus on ongoing improvement.
Other Methods: FIFO (First In, First Out) stock rotation and proper storage conditions are also
employed for quality control.
(Objective 1: Evaluation of Current logistics practices).
Figure 8: Employee Empowerment
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Interpretation:
The data shows a split among FSC employees regarding their willingness to report quality issues. While a
majority (88%) feel empowered to do so, a significant minority (12%) do not. This suggests there might be room
for improvement in how FSC fosters a culture of quality reporting. (Objective 1: Evaluation of Current
logistics practices).
Table 3: Employee empowerment in reporting quality issues
Reasons
Percentage (%)
Fear of Repercussions
48
Lack of Reporting Channels
32
Not involved in logistics
15
New or not sure
5
Interpretation:
The main reasons employees don't feel empowered to report quality issues at FSC are:
Fear of Repercussions: Employees fear they won't be taken seriously or might lose their jobs if they
report problems.
Lack of Reporting Channels: There are no clear channels for employees to report quality issues to
management.
Not Involved in Logistics: Many employees simply aren't involved in receiving or shipping goods, so
reporting wouldn't be their responsibility.
New or Not Sure: New employees may not feel comfortable raising concerns, or some may not fully
understand the reporting process. (Objective 1: Evaluation of Current logistics practices).
Figure 9: Logistics management systems currently used
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Interpretation:
FSC leverages a combination of warehouse management and data management systems to streamline its
warehousing and logistics operations. A significant emphasis is placed on warehouse management, as evidenced
by the widespread adoption of Warehouse Management Systems (WMS). Inventory control is enhanced through
the utilization of both barcodes and RFID technology. Furthermore, integration with enterprise systems like SAP
and EDI facilitates seamless data flow across the organization. While FSC possesses a solid technological
foundation for core warehouse functions, there is potential to optimize its system landscape by exploring the full
capabilities of existing platforms or implementing specialized solutions for transportation and fleet management.
(Objective 1: Evaluation of Current logistics practices).
Figure 10: Technology Utilization
Interpretation:
The provided data shows that the majority of respondents (59%) always utilize logistics management software
in their daily tasks. A significant portion (31%) also indicated using the software at least occasionally (14%
occasionally and 17% sometimes). Only a small minority (10%) rarely or never use logistics management
software This data suggests a high reliance on logistics management software, which likely translates to
increased efficiency and accuracy in warehouse operations (implied from widespread use). However, the
company has to consider investing strongly on cybersecurity as a proactive measure to avoid any system
disruptions. (Objective 1: Evaluation of Current logistics practices).
Figure 11: Effectiveness of current logistics software
Interpretation:
The vast majority of respondents (97%) find the current logistics software user-friendly and effective. This
suggests a high level of satisfaction with the software's usability and its ability to support daily tasks. With only
Never
Always
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3% expressing dissatisfaction, there seems to be general acceptance of the current system. Therefore, there's
strong evidence to continue using the current logistics software keeping an eye for updates in the existing
framework. (Objective 1: Evaluation of Current logistics practices).
Employee Involvement
Figure 12: Employee Involvement
Intepretation:
The data shows a mixed response regarding how much employees feel their voice is heard on logistics
improvements. Feel Heard: Represents 67% of employees (39% Completely & 28% Somewhat). Neutral or
Feel Unheard: Represents 33% of employees (21% Neutral & 9% Not Heard). While a significant portion feels
heard, a sizeable minority doesn't. This suggests FSC could improve communication channels to ensure
employee feedback on logistics processes is valued and considered so as to harness the collective knowledge
and experience of the workforce to optimize logistics processes, increase employee engagement and reduce
turnover rates. (Objective 2: Assessing Employee involvement).
Figure 13: Team involvement
Interpretation:
The data indicates a generally good level of employee involvement in logistics planning discussions. Frequent
Involvement (4 or 5): Represents 75% of employees and Less Frequent Involvement (1 to 3): Represents 25%
of employees. This suggests that most of the key logistics employees have an opportunity to contribute to
logistics planning, though there's room to ensure everyone feels included in these discussions to improve
employee morale and efficiency in operations. (Objective 2: Assessing Employee involvement).
Never
Always
Never
Always
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Figure 14: Employee level of comfortability with management
Interpretation:
The data shows a split among FSC employees regarding their comfort level approaching supervisors with
logistics ideas or concerns. While a majority (88%) feel comfortable doing so, a significant minority (12%) do
not. (Objective 2: Assessing Employee involvement).
Table 4: Employees relationship with supervisors
Reasons
Percentage (%)
Perceived Lack of Receptiveness
58
Discouragement and Frustration
36
Lack of Communication Channels
6
Interpretation:
The main reasons employees don't feel comfortable approaching supervisors with logistics ideas or concerns at
FSC are:
Perceived Lack of Receptiveness: Employees feel their suggestions are ignored or not taken seriously.
Discouragement and Frustration: They feel a sense of futility because suggestions rarely lead to action.
Lack of Communication Channels: There seems to be a lack of clear channels for upward
communication regarding logistics. (Objective 2: Assessing Employee involvement).
Table 5: Strategies to enhance employee collaboration
Strategies
Percentage (%)
Communication and Transparency
34
Teamwork and Collaborations
31
Training and Development
24
Recognition and Development
9
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Technology and Tools
2
Interpretation:
Strategies to enhance employee collaboration:
Communication and Transparency: Regular meetings, briefings, and updates to keep everyone
informed. Open-door policy for supervisors to encourage feedback and communication. Clear
communication channels for suggestions and concerns.
Teamwork and Collaboration: Cross-functional teams to foster understanding and collaboration
between departments. Team-building activities to strengthen relationships and trust.
Training and Development: Cross-training employees in multiple roles for increased flexibility.
Recognition and Appreciation: Rewards and recognition programs for teamwork, collaboration, and
achieving goals. Encouragement and appreciation for collaborative behavior and contributions.
Technology and Tools: Collaborative digital platforms for communication, task management, and
document sharing. (Objective 2: Assessing Employee involvement).
Figure 15: Employee Schedules
Interpretation:
This suggests that most employees at FSC are punctual and adhere to their assigned schedules, reflecting a high
level of discipline and reliability within the workforce. (Objective 2: Assessing Employee involvement).
Table 6: Negative impacts of not respecting schedules
Negative Impacts
Percentage (%)
Delays
55
Customer Dissatisfaction
25
Overworked Employees
15
Overall Inefficiency
5
Interpretation:
Failure of employees to respect their schedules leads to several negative impacts on task execution:
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Delays: Frequent delays occur due to late arrivals and incomplete relay tasks, where one task depends
on the completion of another.
Customer Dissatisfaction: Delays result in customer dissatisfaction.
Overworked Employees: The punctual employees may become overworked as they try to compensate
for the delays caused by others.
Overall Inefficiency: The overall workflow is disrupted, causing further delays in completing tasks.
Delays can also lead to spoiled goods. (Objective 2: Assessing Employee involvement).
Human Resources Impact
Figure 16: Employee Training and development ratings
Interpretation:
The data reflects employee satisfaction with the training and development opportunities for improving logistics
skills. the majority of employees (68%) are satisfied or very satisfied with the training and development
opportunities, indicating a positive perception of the efforts to improve logistics skills. (Objective 3: Assessing
Human Resource Impact).
Figure 17: Performance and Rewards
Interpretation:
The data indicates employee perceptions of the connection between performance in logistics and
recognition/rewards. It suggests that most employees (85%) believe their efforts and performance in logistics
are appropriately recognized and rewarded, which can enhance motivation and job satisfaction. (Objective 3:
Assessing Human Resource Impact).
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Table 7: Employee Motivation Approaches
Employee Motivation Approaches
Percentage (%)
Bonuses and pay
63
Recognition and Awards
25
Regular Feedback
9
Career Development
3
Interpretation:
The information outlines several ways to better motivate FSC employees, particularly in logistics:
1. Bonuses and Pay: Employees feel they are not adequately rewarded and suggest bonuses and market-
rate remuneration as incentives.
2. Recognition and Awards: Public acknowledgment of achievements and clear KPI and reward structures
are seen as strong motivators.
3. Regular Feedback: Implementing regular performance reviews and feedback sessions could enhance
motivation.
4. Career Development: Offering training, advancement opportunities, and clear career paths based on
performance is important. (Objective 3: Assessing Human Resource Impact).
Documentation Division
Table 8: Required Documents for Logistics Task
Required Documents
Percentage (%)
Shipping and Receiving Documents
25
Inventory Records
24
Purchase Orders
15
Invoices
12
Compliance and Regulatory
10
Transportation Documents
9
Warehouse and Management Documents
5
Interpretation:
The following documents are typically required for daily logistics tasks at FSC:
1. Shipping and Receiving Documents: Includes bills of lading, packing lists, and delivery receipts.
2. Inventory Records: Stock levels, inventory counts, and movement logs.
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3. Purchase Orders: Authorization for procurement of goods and services.
4. Invoices: Billing statements for shipped or received goods.
5. Compliance and Regulatory Documents: Customs declarations, import/export permits, and safety data
sheets.
6. Transportation Documents: Freight bills, waybills, and transportation contracts.
5. Warehouse Management Records: Storage location maps, pick lists, and stock replenishment forms.
(Objective 4: Strengthening Documentation Division).
Table 9: Documentation Methods
Documentation Methods
Percentage (%)
Enterprise Resource Planning Software
45
Warehouse Management Systems
30
Barcode and RFID Scanning
20
Electronic Data Interchange
5
Interpretation:
For documentation purposes, FSC uses the following methods and technologies:
1. Enterprise Resource Planning (ERP) Software: Integrated software for tracking and documenting
logistics processes such as Systems, Applications, and Products (SAP).
2. Warehouse Management Systems (WMS): Software for managing inventory, storage locations, and
order fulfillment.
3. Barcode and RFID Scanning: Technologies for tracking and documenting inventory and shipments.
4. Electronic Data Interchange (EDI): Systems for electronically exchanging documents between
businesses. (Objective 4: Strengthening Documentation Division).
Figure 18: Efficiency of documentation access
Very Easy
Very Difficult
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Interpretation:
The data reflects the ease with which employees can find necessary documentation related to their logistics tasks.
the majority of employees (85%) find it easy or very easy to locate necessary documentation, indicating that the
current system for managing logistics documentation is effective and user-friendly. (Objective 4:
Strengthening Documentation Division).
Figure 19: Efficiency of the Documentation Division
Interpretation:
The data indicates employee perceptions of the efficiency of the documentation division in processing and
storing logistics information. This suggests that the documentation division is highly regarded for its efficiency
in handling logistics information, reflecting strong confidence in its processes and systems. (Objective 4:
Strengthening Documentation Division).
Expediting Goods Delivery
Figure 20: Efficiency of the current delivery process
Interpretation:
The data represents employee satisfaction with the current speed and efficiency of the goods delivery process.
the majority of employees (85%) are satisfied or very satisfied with the speed and efficiency of the goods delivery
process, indicating a positive perception of the logistics operations in this regard. (Objective 5: Expediting
goods delivery).
Very Dissatisfied
Very Satisfied
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Figure 21: Customer complaints rate
Interpretation:
The data shows the distribution of customer complaints received per month. The majority of respondents (73%)
experience a relatively low volume of customer complaints per month, indicating generally satisfactory
performance in customer service and logistics operations. (Objective 5: Expediting goods delivery).
Table 10: Main Complaints Received
Main Complaints
Percentage (%)
Delays and Late Deliveries
58
Damaged and Lost Shipment
32
Poor Customer Service and Support
10
Interpretation:
The main complaints at FSC can be categorized as follows:
1. Delays and Late Deliveries: Issues with delayed deliveries, missed deadlines, and extended transit times.
2. Damaged or Lost Shipments: Complaints about damaged goods, lost packages, and incorrect deliveries.
3. Poor Customer Service and Support: Complaints related to unresponsive customer service, lack of
support, and unsatisfactory resolution of issues. (Objective 5: Expediting goods delivery).
Figure 22: Departments Handling Complaints
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Interpretation:
The data shows that the majority of complaints (73%) are handled by the Customer Services Department. The
Customer Services Department plays a central role in addressing and resolving customer complaints,
highlighting their importance in maintaining customer satisfaction and operational efficiency. This Emphasizes
the need for the Customer Service Department to get on-time information from all the departments so as to
handle customer complaints on time. (Objective 5: Expediting goods delivery).
Table 11: Measures to Reduce Complaints
Measures to reduce complaints
Percentage (%)
Training and Development
27
Returns Policy
21
Robust Inventory Management
15
Customer Communication
12
Quality Management Controls
11
Process Optimization
8
Real-Time Data Sharing
5
Additional Staff and Resources
1
Interpretation:
Several measures have been initiated at FSC to reduce complaints:
1. Training and Development: Enhancing workforce skills and productivity through training programs.
2. Returns Policy: Implementing or improving policies for returns and exchanges.
3. Robust Inventory Management: Strengthening inventory control and management practices.
4. Customer Communication: Enhancing communication channels such as toll-free lines, FAQs, and
customer reviews on the website.
5. Quality Management Controls: Implementing controls to improve product quality and increasing the
number of delivery trucks.
6. Process Optimization: Optimizing operational processes for efficiency and faster production times.
7. Real-Time Data Sharing: Improving data sharing capabilities to enhance operational transparency and
decision-making.
8. Additional Staff and Resources: Increasing workforce and delivery resources to meet demand and
improve service reliability. (Objective 5: Expediting goods delivery).
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Figure 23: Delays in Delivery
Interpretation:
A significant minority (32%) of employees have encountered delays in getting goods delivered to clients. While
delays have affected a notable portion of deliveries, the majority (68%) have not encountered issues, indicating
a generally reliable delivery process with room for improvement in addressing occasional delays. (Objective 5:
Expediting goods delivery).
Table 12: Causes of Delays
Causes of Delays
Percentage (%)
Operational Inefficiencies
46
External Factors
30
Administrative Issues
20
Addressing and Communication
4
Interpretation:
The causes of delays in deliveries at FSC:
1. Operational Inefficiencies: Issues such as inefficient routing, capacity constraints, and equipment
failures.
2. External Factors: Challenges from traffic congestion, weather conditions, and natural disasters affecting
delivery schedules.
3. Administrative Issues: Problems with customs clearance, inventory management, and delayed inbound
logistics.
4. Addressing and Communication: Incorrect addresses provided by customers leading to delivery delays.
(Objective 5: Expediting goods delivery).
Tracking systems
Table 13: Department responsible for codes and seals
Departments
Percentage (%)
IT and Engineering Departments
100
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Interpretation:
At FSC, the IT and engineering departments play a crucial role in providing seal codes for loads. This involves
implementing secure and reliable coding systems that ensure the integrity and safety of transported goods. These
seal codes are designed to prevent tampering, theft, or unauthorized access during transit, thereby maintaining
the security and accountability of shipments throughout the logistics process. The collaboration between IT and
engineering ensures that advanced technologies and robust protocols are in place to effectively manage and track
these seal codes, enhancing overall operational efficiency and customer confidence in FSC's logistics operations.
(Objective 5: Expediting goods delivery).
Figure 24: Current Tracking Systems Accuracy
Interpretation:
The data indicates employee satisfaction with the accuracy and reliability of the current tracking system for
goods. A very small proportion (1%) expressed dissatisfaction. The majority of employees (91%) are satisfied
or very satisfied with the tracking system, indicating a positive perception of its effectiveness in monitoring and
managing goods during transit. (Objective 6: Enhancing Tracking Systems).
Figure 25: Transparency of Tracking System
Interpretation:
The data shows that all respondents believe the tracking system provides sufficient transparency for both internal
and client use. This unanimous agreement suggests that the tracking system is perceived as effective in meeting
both internal operational needs and client expectations for transparency and accountability in tracking goods.
(Objective 6: Enhancing Tracking Systems).
Very Dissatisfied
Very Satisfied
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SUMMARY AND CONCLUSION
Findings
The study titled "The Effectiveness of Logistics Management – A Case Study of Future Supply Chain Solutions
Ltd (FSC)" provides insights into various aspects of the company's operational dynamics.
a) Workforce Composition
The study reveals a balanced gender distribution within FSC's workforce, predominantly consisting of
experienced employees aged 45 and above. Educational backgrounds favor higher education, indicating a
preference for well-educated hires. FSC's workforce exhibits a balanced gender distribution with a concentration
of experienced employees aged 45 and above, suggesting a wealth of institutional knowledge but potential
knowledge transfer challenges in the future. The company's preference for higher education qualifications
indicates a skilled workforce, yet a skills gap analysis is necessary to align education with specific industry
requirements. While gender balance is positive, a broader diversity assessment is recommended to unlock the
full potential of a diverse workforce. To ensure business continuity and growth, FSC should prioritize talent
acquisition and development strategies to address the age profile and build a sustainable talent pipeline.
b) Current Operational Practices
FSC maintains highly efficient and organized warehouse facilities, leading to strong employee satisfaction
ratings. Quality control procedures are well-regarded, although opportunities exist to improve reporting channels
for quality issues and suggestions. FSC excels in warehouse operations, boasting well-organized facilities and
high employee satisfaction. This likely stems from a combination of factors like strategic warehouse layout,
technology integration, and a skilled workforce. However, there's room for improvement in how quality issues
and suggestions are reported. Implementing a dedicated system, fostering open communication, and promptly
addressing feedback can lead to earlier problem detection, proactive process improvement, and a more engaged
workforce. By strengthening this area, FSC can solidify its position with efficient warehouses and a culture of
continuous improvement.
c) Employee Involvement
FSC shows promise with employee involvement in logistics planning. 75% of employees frequently participate
in discussions, indicating a good level of engagement. However, there's room for improvement. The remaining
25% have less frequent involvement, suggesting a gap in inclusivity. Additionally, even among those involved,
there might be a hesitation to approach supervisors freely. To create a more inclusive environment, FSC could
implement structured feedback mechanisms, promote an open-door policy with approachable supervisors, and
even recognize employees who actively contribute. This can unlock a wider range of ideas, improve problem-
solving through everyday experience, and foster a sense of ownership that leads to better logistics processes. By
addressing these areas, FSC can turn their current involvement into a true strength.
d) Technological Adoption
FSC employs advanced tracking systems that are appreciated for their accuracy and transparency, both internally
and among clients. This technology is crucial for maintaining operational efficiency and customer satisfaction.
FSC leverages advanced tracking technology, fostering high levels of internal and client satisfaction (with only
1% expressing dissatisfaction). This technology plays a key role in operational efficiency and customer
satisfaction. Reliable seal codes, implemented by IT and engineering departments, ensure shipment integrity and
prevent tampering. The seamless collaboration between these departments allows for robust tracking protocols,
further enhancing operational efficiency and customer confidence in FSC's logistics capabilities.
e) Goods Delivery efficiency
FSC is hitting the mark on delivery speed and efficiency! A whopping 85% of employees report satisfaction
with how quickly and efficiently goods get delivered. This translates to a positive perception of logistics within
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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the company, likely leading to smoother operations that benefit both customers and FSC itself. Satisfied
employees likely contribute to a well-oiled delivery machine, ultimately leading to happier customers.
Additionally, efficient deliveries can reduce costs and potentially boost sales through faster turnaround times.
To stay ahead of the curve, FSC can keep investing in logistics technology and automation, regularly assess
delivery performance for improvement opportunities, and empower employees through ongoing training. By
focusing on these areas, FSC can solidify its reputation for swift and efficient goods delivery.
f) Handling customer complaints
FSC's Customer Service Department (CSD) shoulders a significant responsibility, handling a whopping 73% of
customer complaints. This department plays a critical role in keeping customers happy and operations running
smoothly. However, the data suggests a key area for improvement: timely information flow. With such a high
volume of complaints, the CSD likely needs up-to-date information from other departments (warehouse,
shipping, etc.) to resolve issues quickly. Delays in information sharing can lead to slow resolution times,
frustrated customers, and missed opportunities to identify broader trends. To empower the CSD and ultimately
enhance customer satisfaction, FSC can implement a centralized information system, establish clear
communication channels between departments, and hold regular meetings to foster collaboration. By ensuring a
smooth flow of information, FSC can equip the CSD to effectively resolve complaints, leading to happier
customers and a more efficient overall operation.
RECOMMENDATIONS
Expand operations to new geographical areas to increase market share. Broadening the market reach
allows for a larger customer base, leading to increased sales and revenue. It also diversifies risk, reducing
dependence on a single market.
Focus on training employees on new logistics concepts and cost-saving strategies. Well-trained
employees can implement more efficient logistics practices, reducing operational costs and improving
overall productivity and profitability.
Establish regular feedback mechanisms to continuously assess employee satisfaction and identify
areas for improvement. Regular feedback fosters a positive work environment, increases employee
engagement and retention, and helps identify and address potential issues early.
Implement strategies (Dynamic Pricing) to address seasonal variations in order patterns (e.g.,
discounts during slow periods). Mitigating the impact of seasonal fluctuations helps maintain steady
revenue streams and optimizes resource utilization throughout the year.
Improve customer engagement strategies to further enhance customer satisfaction. Enhanced
customer engagement leads to higher satisfaction and loyalty, encouraging repeat business and positive
word-of-mouth referrals.
Explore additional customer follow-up methods (i.e integrating a customer care layer into the
systems) beyond phone calls and address any remaining issues with customer service and delivery
to further reduce complaints and enhance customer satisfaction. Diversifying follow-up methods
ensures better communication and resolution of customer issues, leading to fewer complaints and higher
satisfaction rates.
Invest in improving inventory storage and management processes. Efficient inventory management
reduces waste, lowers storage costs, and ensures timely availability of products, leading to better
customer service and increased profitability.
Increase employee involvement in the decision-making process. Empowering employees to
participate in decision-making boosts morale, enhances their commitment to company goals, and can
lead to more innovative and effective solutions.
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Encourage cross-functional teams to facilitate better collaboration between departments for
improved logistics planning and execution. Cross-functional collaboration breaks down silos,
improves communication and coordination, and leads to more efficient and cohesive logistics operations.
Allocate additional funds for R&D activities. Investing in research and development fosters
innovation, leading to new products, improved processes, and a competitive edge in the market.
Explore enhancements in logistics software and systems to further streamline operations and
improve efficiency. Upgrading logistics technology enhances operational efficiency, reduces errors, and
allows for better tracking and management of the supply chain, ultimately improving service levels and
cost-effectiveness.
Conclusion
The study concludes that Future Supply Chain Solutions Ltd (FSC) has established an effective logistics
framework, driven by broad geographical coverage, a focus on express shipments, barcode tracking, and
adaptability to market fluctuations. FSC excels in cost management, operational efficiency, and integrating
marketing logistics with its overall system. Positive employee perceptions and frequent reviews reflect a culture
of continuous improvement, while customer satisfaction is prioritized through timely complaint resolution and
strong CRM practices. Certifications in quality, environmental, and safety management further strengthen FSC's
industry position. The study suggests ongoing evaluation of logistics practices, with future research focused on
the long-term impact of recommended strategies on efficiency, employee satisfaction, and performance.
Future Supply Chain Solutions Limited operates as a leading third-party logistics provider within the Indian
market, characterized by a comprehensive service portfolio and a robust pan-India distribution network. While
FSC demonstrates strengths in facility management, quality control, technology utilization, and profitability, the
comparative analysis with global logistics giants—DHL Group, Amazon Logistics, and A.P. Moller – Maersk—
reveals a substantial disparity in operational scale and the depth of advanced technological adoption. FSC's 2018
operational data, with approximately 6.4 million square feet of warehouse space and a fleet of around 950
vehicles, is significantly smaller than the hundreds of millions of square feet and tens of thousands of vehicles
operated by these global entities.
However, FSC's competitive advantage is rooted in its "indigenized" approach, tailoring international best
practices to India's complex geography and diverse market needs. This localized expertise allows FSC to
navigate challenges that global players might face in adapting to hyper-local conditions. The analysis
underscores that for FSC, aligning with "global standards" is not about matching sheer size but about strategically
adopting and adapting best practices.
The imperative for FSC's continuous evolution lies in several key areas. Firstly, targeted investment in next-
generation logistics technologies, specifically AI, machine learning, and advanced robotics, is crucial. This will
enable FSC to move beyond basic automation to intelligent, self-optimizing systems that drive predictive
capabilities, dynamic optimization, and superior service levels, learning from the advanced deployments seen at
Amazon and Maersk. Secondly, a proactive and human-centric approach to human capital management is
essential. FSC must address identified weaknesses in employee involvement, HR enhancement, and working
environment optimization by fostering a culture of engagement, well-being, and continuous training, drawing
lessons from DHL's positive practices and Amazon's challenges with worker satisfaction and safety. Thirdly,
optimizing documentation and information flow through comprehensive digitization and integration is
foundational. This will ensure real-time data exchange across its network, which is critical for leveraging
advanced technologies and improving overall operational efficiency, including tracking and delivery processes.
Lastly, fostering a dedicated Research & Development capability will enable FSC to continuously identify,
adapt, and pilot global innovations specifically for the Indian context, maintaining its leadership in a rapidly
evolving market.
By strategically investing in advanced technologies, enhancing its human capital management, optimizing
information flow, and cultivating a culture of localized innovation, FSC can solidify its leadership position in
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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the dynamic Indian market and ensure sustained growth and competitiveness, even while operating at a different
scale than its global counterparts.
ACKNOWLEDGEMENTS
In presentation of this project, I extend my gratitude to those who helped me in this process and without whom
this work would not have been a success.
I sincerely acknowledge and appreciate my respected project guide Prof. K. Satya Murty, who has guided me
throughout the study for the presentation of the project titled he Effectiveness of Logistics Management - A
Case Study of Future Supply Chain Solutions, Ltd.
I would like to thank all other faculty members of Andhra University School of International Business (AUSIB),
Visakhapatnam for their inspiration and contributions towards knowledge and my skills development which
were paramount for the completion of this project.
I express my deep sense of gratitude to the management of Future Supply Chain Solutions, Ltd,
Visakhapatnam for giving me an opportunity to undergo field training in their esteemed organization.
Lastly, this project is dedicated to my mother, Juliet Dlamini, who is forever a source of inspiration to me.
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