what are the challenges faced by the during the operation in pantaloons

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“FINDING CHALLENGES IN WAREHOUSE OPERATION”
IN RETAIL INDUSTRY-A STUDY ON PANTALOONS
A Report Submitted to
Asian School of Business Management
In partial fulfilment of the requirements for award of the degree of
Post Graduate Diploma in Management
By
AMIYA MOHANTY
PGDM/14-16/10
Under the guidance of
MR.SARASWATSWAIN
ASSISTANTSTOREMANAGER
PANTALOONS FASHIONAND RETAIL
LIMITED,ADITYA BIRLA
GROUP,BHUBANESWAR
PROF.M N SAMANTARAY
PGP CHAIRMAN
ASIAN SCHOOL OF BUSINESS
MANAGEMENT,BHUBANESWAR
ASIAN SCHOOL OF BUSINESS MANAGEMENT
BHUBANESWAR
July, 2015

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CERTIFICATE
Certified that the project work with the title “FINDING CHALLENGES
IN WAREHOUSE OPERATION”IN RETAIL INDUSTRY-A STUDY ON
PANTALOONS, undertaken by AMIYA MOHANTY, was conducted
under my guidance and supervision. He has designed the research,
collected the data, analysed the results, interpreted the findings and
observations and prepared the report.
(Name of Faculty Guide)
Faculty Guide

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DECLARATION
I hereby declare that the project report with the title “FINDING
CHALLENGES IN WAREHOUSE OPERATION”IN RETAIL INDUSTRY-
A STUDY ON PANTALOONS , being submitted to Asian School of
Business Management in partial fulfilment of the requirements for
award of the degree of Post Graduate Diploma in Management, is an
original piece of research work carried out by me. It has not been
published/awarded elsewhere, nor has it been submitted in full or
part for any other degree or diploma.
AMIYA MOHANTY
(Name of the student)
Date

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ACKNOWLEDGEMENT
I would like to express my immense gratitude towards the organization,
Pantaloons which had given me a great opportunity to do my Summer
Internship Project. I would like to thank Mrs. Mecon Swain, HR, Pantaloons
for her constant support during the period of stay at Pantaloons. Also I would
like to convey my profound thanks to all the staff members of Pantaloons who
were directly and indirectly helped me in completion of the project.
I convey my deepest gratitude to my corporate guide, Mr. Saraswat Swain for
extending his cooperation to successfully complete the project. He gave
valuable suggestions, information and guidelines from time to time for the
preparations of project. And he also enlightened me regarding the tactics
related to logistics and supply chain management.
I am also thankful to my faculty guide, Prof. M. N. Samantaray for extending
his cooperation and guidance. His constructive criticism, and valuable
instruction and suggestions regarding the topic helped me to analyse and
interpret the data.
I heartily thank Asian School of Business Management who had given me an
opportunity and scope to work practically in Pantaloons and apply all my
theoretical knowledge. I extend all my sincere regards to our beloved Director,
Prof. (Dr.) Biswajeet Pattanayak who is the constant source of inspiration and
support for all of us. I also extend my profound thanks to Prof. RAJ KAMAL
VERMA (Assistant Dean Placement) and Mr. K. Chandrasekhar (Placement
Officer) who had provided an opportunity to work in an organization and gain
experience.
I would like to thank my parents whose blessings, motivation, inspiration and
constant support made my effort fruitful.
AMIYA MOHANTY
PGDM/14-16/10

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EXECUTIVE SUMMARY ON THE TOPIC
The topic “Finding challenges in warehouse operation on retail industry” this
study was conducted at pantaloons fashion and retail limited .The key focus
areas of this project are retail warehouse design, and reliable control of
warehouse operations. The operations in a warehouse are controlled by a
warehouse management and control system (WMCS). For a warehouse to
achieve high performance, the responsible WMCS must make use of a
warehouse limited resources in an efficient manner. These systems are
inherently complex due to the size of modern warehouses, the large variety of
warehouse equipment, and the fact that these systems are tailored to fulfill
very specific needs of different warehouse customers. The specificity of the
delivery requirements drastically reduces the potential of reusing the same
warehouse management and control functionality for different warehouses.
This implies that the WMCS design process is time consuming. To address
this problem, a central distribution center WMCS reference architecture has
been adopted. This reference architecture standardizes the warehouse
components, their interfaces, and their functionalities. The generic components
and the skeleton behaviors defined in the reference architecture ensure
reusability, which has a great impact on the WMCS development effort. The
implementation focuses on a limited part of the system that contains the most
important component behaviors. The goal of this project is to find the different
challenges in the warehouse and the measures that can be taken for the
warehouse system. To meet this goal, certain techniques has been adopted by
the researcher learning various transaction of the warehouse and in warding
and out warding techniques. I have found different problems that are faced by
the staffs as well as the warehouse manager such as unavailability of
manpower, unavailability of space for warehouse, time constraints that are
face by the staffs for the operation of the warehouse. Some of the staffs are
equipped about the replenishment procedure and those staffs are always
engaged in the replenishment process. The other staffs must be also trained
about the warehouse operations. Thus, this project analyzes Customer service,
the timely flow of goods to market, and value-adding services to partners in
the supply chain, all require modern Warehouse Management Systems in order
to succeed. The complexity inherent in the performance of these seemingly
simple tasks consumes a major portion of the time, labor and cost of the supply
chain. As such, the selection of the best possible WMS solution is critical—
knowing what the options are and how to rate and evaluate functionality takes
skill and an understanding of the business impact of the implementation. Of
late, these have been radical changes in the Supply Chain Market especially in
the Warehouse and Logistics sector. Mergers & Acquisitions, as well as new
exciting capabilities, give the buyer new approaches to implementation as well
as enhanced value. Today’s domain leaders in Warehouse management are
real partners in your road to value—not just technology providers. Not only

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enriching the business process to extract better performance has to be
constantly reviewed, but also in today’s global supply chain, the Orchestration
of the chain needs to be managed with 21st Century Supply Chain technology!
Today’s choices are better than ever! This report is basically designed
considering the implementation of warehouse management systems and
different challenges that are faced in the warehouse and provides a blueprint
for evaluating and selecting appropriate technology and facilities for the
distribution operations at pantaloons Bhubaneswar

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CONTENTS
CHAPTERS TOPIC PAGE NO.
CHAPTER-1 INTRODUCTION & REVIEW
OF LITERATURE
8-15
CHAPTER-2 METHOD OF STUDY 16-19
CHAPTER-3 RESULTS 20-32
CHAPTER-4 DISCUSSION & CONCLUSION
33-35
REFERENCES 36-38
ANNEXURE 39-54

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CHAPTER-1
INTRODUCTION
&
REVIEW OF LITERATURE

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1.1 Introduction
The retail market in India has been one of the most attractive investment
destinations for multinationals and private equities. India is the third-most
attractive retail market for global retailers among the 30 largest emerging
markets. Favourable demographics, rising disposable incomes, increasing
urbanization, relatively low penetration along with increasing industrial
investments in manufacturing and IT investments are expected to drive the
growth of retailing in India.
Indian industries due to globalization facing lot of competition, in order to
protect the business interest, retail industry is trying to improve their process it
could make the cheaper product with better quality. The success and
credibility of retailers depends on ensuring continuous availability of a wide
range of products in optimum quantities across a widely spread operational
network. This translates to a high level of control on logistics. The retail
segment also demands the highest quality of service from logistics solution
providers. Global benchmarks are being increasingly applied to retail
operations in India. Not only do logistics service providers require breadth of
transportation network but also expertise in storage and value-added services
to cater to such a dynamic market.
In the organized retail market in India, the role of supply chain is very
important for the Indian customer demands at affordable prices a verity of
product mix and it is ensure to the customers in all the various offering that
company decides for its customer, be it cost, service, or the quickness in
responding to ever changing taste of the customer. One of the most important
challenge in organized retail in India is faced by poor supply chain and
logistics management. The importance can be understood by the fact that the
logistics management cost component in India is as high as 7% - 10% against
the global average of 4% - 5% of the total retail price. Therefore, the margins
in the retail sector can be improved by 3% to 5% by just improving the supply
chain and logistics management.
For that purpose industries are trying to redefine, reorganize and reengineering
their traditional processes. More emphasis is given on the effectiveness of the
whole supply chain rather than single function of the supply chain. Supply
chain management is complex process of different function; involves so many
issues at different levels. And many organized retail stores adopted six sigma
concepts to reduce the cost, defect, cycle time reduction and to increase the
customer relationship management, market growth share, productivity and
product and service management.

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The supply chain management is logistics aspect of a value delivery chain. It
comprises all of the parties that participate in the retail logistics process:
manufacturers, wholesalers, and third party specialists like shippers, order
fulfilment house etc. and the retailer. Here, logistics is the total process of
planning, implementing and coordinating the physical movement of
merchandise from manufacturer to retailer to customer in most timely,
effective and cost efficient manner possible. Logistics regards order processing
and fulfilment, transportation, warehousing, customer service and inventory
management an interdependent functions in the value delivery chain. It
oversees inventory management decisions as items travel through a retail
supply chain. If a logistics system works well, the retail reduces stock outs,
hold down inventories and improve customer service – all at the same time.
Logistics and supply chain enables an organized retailer to move or store
products more effectively, efficient logistics management not only prevents
needless movement of goods, vehicles transferring products back and forth;
but also frees up storage space for more productive use. Retail analysts say on-
time order replenishments will become even more critical once the Wal-
Mart/Bharati combine begins operations – the American retailer works almost
entirely on cross-docking and is likely to demand higher service levels,
including potential levies for delays in shipment.
The efficiency and effectiveness of supply chain and logistics management can
also be understood by the fact that modern retail stores maintain lower
inventories. This has benefitted both the manufacturer well as the
retailer. This could be possible because of efficient storage facilities available
for retailers. Retailers are having warehouse or distribution centres to keep
stock in anticipation of or to react to demand for products. Warehouse
operations are considered to be the important aspect of retailers in the modern
retailing scenario. It includes inbound operations, receiving goods, maintaining
quality, cross docking, storage location and management and outbound
operations etc.
Using the storage facilities, Pantaloons is focusing on effective warehouse
operations for satisfying customers by delivering goods on time and
maintaining quality of the products. In view of the market size and growth
potential, the challenge of warehouse operations to retailers like Pantaloons
becomes an important area for research. The present study tries to find out the
challenges of warehouse operations faced by employees in Pantaloons as the
retailer is serving premium customer segments where delivery of goods plays a
vital role for the customers.

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1.2 Review of Literature
Tan et al. (1998) state that supply chain management encompasses
materials/supply management from the supply of basic raw materials to final
product (and possible recycling and re-use). Supply chain management focuses
on how firms utilize their suppliers’ processes, technology and capability to
enhance competitive advantage. It is a management philosophy that extends
traditional intra-enterprise activities by bringing trading partners together with
common goal of optimization and efficiency.
Berry et al. (1994) in their study stated that supply chain management aims at
building trust, exchanging information on market needs, developing new
products, and reducing the supplier base to a particular OEM (original
equipment manufacturer) so as to release management resources for
developing meaningful, long term relationship. Supply chain management is
an integrative approach to deal with the planning and control of the materials
flowing from suppliers to end users (Jones and Riley, 1985).
In an another study, Saunders (1995) stated that external chain is the total
chain of exchange from original source of raw material, through the various
firms involved in extracting and processing raw materials, manufacturing,
assembling, distributing and retailing to ultimate end customers. In other
words, a network of firms interacts to deliver product or service to the end
customer, linking flows from raw material supply to final delivery (Ellram,
1991).
Christopher (1992) describes that network of organizations that are involved,
through upstream and downstream linkages, in the different processes and
activities that produce value in the form of products and services in the hands
of the ultimate consumer. In other hand Lee and Billington (1992) says that
networks of manufacturing and distribution sites that procure raw materials,
transform them into intermediate and finished products, and distribute the
finished products to customers.
Kopczak (1997) found that the set of entities, including suppliers, logistics
services providers, manufacturers, distributors and resellers, through which
materials, products and information flow. In other words, Lee and Ng (1997)
stated that a network of entities that starts with the suppliers’ supplier and end
with the customers’ customers for the production and delivery of goods and
services.
Supply chain management and other similar terms, such as network sourcing,
supply pipeline management, value chain management, and value stream
management have become subjects of increasing interest in recent years, to
academics, consultants and business management (Christopher, 1992; Hines,
1994; Lamming, 1996; Saunders, 1995, 1998). It is recognized in some parts

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of the literature that the supply chain should be seen as the central unit of
competitive analysis (Macbeth & Ferguson, 1994; Cox, 1997).
Companies will not seek to achieve cost reductions or profit improvement at
the expense of their supply chain partners, but rather seek to make the supply
chain as a whole more competitive. The contention in that it is supply chains,
and not single firms, that compete is a central tenet in the field of supply chain
management. (Christopher, 1992; Macbeth & Ferguson, 1994). Supply chain
management has received attention since the early 1980s, yet conceptually the
management of supply chains is not particularly well-understood, and many
authors have highlighted the necessity of clear definitional constructs and
conceptual frameworks on supply chain management (Saunders, 1995, 1998;
New, 1995; Cooper, Lambert & Pagh, 1997; Babbar & Prasad, 1998).
Another antecedent can be found in the Total Cost approach to distribution and
logistics (Heckert and Miner, 1940; Lewis, 1956). Both these approaches show
that focusing on a single element in the chain cannot assure the effectiveness
of the whole system. Knowledge necessary for supply chain management is
not so clearly or consistently presented. Handfield and Nichols (1999) cite
time–base capabilities as a fundamental knowledge necessary for supply chain
management.
Chetan Ahya (2006) argues that the rising scale of organized retail distribution
network and increasing competition will force players to focus on restructuring
the whole supply chain to improve productivity and to provide a better deal to
the customers.
Leigh Sparks (2006) gave a detailed account of the evolution of retail supply
chain management in his paper. He discussed a number of changes that are
taking place in modern retail supply chain in direct response to the changing
demands of consumers. He also explained how these changes prompt a
number of implications for the management of the retail supply chains. That
logistics is an important component of modern supply chain management
needs no emphasis. Logistics may be external or internal to the retail outlets.
Kotzab (2005) shows the importance of logistics in (in store) an outlet. That
logistics is an important component of modern supply chain management
needs no emphasis. Logistics may be external or internal to the retail outlets.
Kotzab (2005)34 shows the importance of logistics in (in store) an outlet.
Seyed-Mahmoud Aghazadeh (2004) in his paper explores ways of improving
logistics and distribution supply chains of the food retail industry. The paper
explains the concepts of logistics and supply chain as well as the new
challenges in the food industry.

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Avirat Sonpal (2006) states that retail supply chain efficiency is all about
learning what the customer needs and then actively working to fulfil those
needs through sourcing, merchandising and product development mechanisms.
The author enumerates the benefits of effective supply chain management in
retailing.
Steckel (2004) using simulation models shows how the changes in the order
and delivery cycles, availability of shared Point-of-sale (PoS) information and
the pattern of customer demand affect the supply chain efficiency. Gibson,
Brain et al (2009) observe that the retailers are more reliant than ever on
supply chain management for organizational success. The focus of SCM is to
cut down inventory levels while maintaining high in-stock availability,
reducing transportation expenses in the context of fuel price volatility. Efforts
are well under way to link SC strategies to organizational plans.
Schonfeld and Sharafeldien, (1985) in their research focused on strategic
design planning issues such as the number of births and the size of storage
space. According to them, the number of births and size of storage space is the
key factor of strategic design planning.
Van Den Berg and Zijm (1999) in their study discussed warehousing systems
and present a classification of warehouse management problems. The
investigators start with a typology and a brief description of several types of
warehousing systems. Next, present hierarchy of decision problems
encountered in setting up warehousing systems, including justification, design,
planning and control issues. In addition, examples of models supporting
decision making at each of these levels are discussed, such as distribution
system design, warehouse design, inventory management under space
restrictions, storage allocation, and assignment and scheduling of warehouse
operations.
Ganeshan (1999) in his model pinpointed that inventories exist throughout the
supply chain in various forms for various reasons. Since carrying these
inventories can cost anywhere from 20% to 40% of their value a year,
managing them in a scientific manner to maintain minimal levels make
economic sense. The model is a synthesis of three components: (i) the
inventory analysis at the retailers, (ii) the demand process at the warehouse,
and (iii) the inventory analysis at the warehouse. The key contribution of the
model is the seamless integration of the three components to analyse simple
supply chains. The decisions in the model were made through a
comprehensive distribution-based cost framework that includes the inventory,
transportation, and transit components of the supply chain.

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1.3 Objectives of the Study
 To give an overview of challenges faced by retail industry in supply chain
management.
 To find the challenges of warehouse operations faced by Pantaloons in
Bhubaneswar.
 To analyse the solutions to the problems faced by Pantaloons.
1.4 Hypothesis
There is a difference in frequency of receiving stock at warehouse from
various categories (sources) of supplies.
1.5 Scope of the Study
Warehouse operation is becoming more critical activity in the supply chain to
gain competitive advantage on customer service, lead time and cost. Therefore,
the study was carried out to get a clear picture of warehouse operations and
challenges faced by retail outlets.
In recent market scenario, warehouse management system (WMS) plays a vital
role, to achieve high performer and efficiency in serving the customer. This
study would serve as the basis for understanding challenges faced due to
warehouse operations and give a picture of effect of such operations on
retailers like Pantaloons.
It will be interesting to investigate challenges of supply chain management
faced by other retailers as warehouse management is the essential part to cost
efficiency.
1.6 Limitations of the Study
This study was mainly conducted with the aim of understanding challenges of
supply chain management with respect to warehouse operations. Despite its
contribution, the study had several limitations.
 The research was done in one store so it was impossible to take a
comprehensive view of challenges faced by other retail stores.
 As only Pantaloons in Bhubaneswar is dealt in the study, it may not
represent the view of the total retail market.
 Not all areas of supply chain management were considered for the study.
Therefore, a comprehensive comparison was not possible.

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 The sample size of 60 was considered for the study where a larger sample
size is required for future studies.

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CHAPTER-2
Research Methodology

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2.1 ResearchMethodology
Research methodology is a way to systematically solve the research problem.
It may be understood as science of studying how research is done
systematically. Research methodology is used to search answers of the
research questions. An attempt has been made to describe the behaviour of
painters of Jamshedpur city by the study of the samples.
2.1.1 ResearchDesign
It is a framework for conducting the market research on given topic or project.
It specifies the details of procedures necessary for collecting the information
needed to structure or solve the problems. These are of three types:-
 Exploratory: - It is used when much is not known about the situation
and one wants to have some assessment and solve the problem without
having any information about the matter.
 Descriptive: - It is a pre-planned and design and focuses on data and
characteristics about the population being studied. It answers questions
who, what, where, when and how.
 Sampling: - It is an element or unit containing the element that is
available for selection at some stage of sampling process.
In this project, the model prepared for designing the research is the descriptive
method. This method describes market characteristics and functions; it is
preplanned and structured design. It mainly focuses on the data characteristics
about the painters’ perception. Descriptive research answers the basic queries
like who, what, where, when and whom.
Since in this case the researcher has sufficient information available on what
data need to be collected and the purpose of the study, the source from where
we need to collect the information, so it is appropriate to go for descriptive
study.
In review of various marketing literatures, it is found that the various
challenges of supply chain management are faced by retailers. Warehouse
operation is one of the major challenges faced by the retailers. Hence, this
study focused on warehouse operations challenges faced by the staff members
of Pantaloons in retailing.
2.1.2 Data Collection
Because of the uniqueness of the research, the researcher collected both
secondary and primary sources of data for the study.

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Secondary data were collected from the sources such as periodicals, journals,
internet and company websites. These sources were used in order to have a
complete knowledge of the concerned topic. Primary sources of data are
collected directly by the researcher for some specific purpose. The primary
information was collected through means of survey method. The staff
members of Pantaloons who are directly involved in warehouse operations
were interviewed to find the challenges faced by retail industry as a whole and
pantaloons in particular.
The main work of the project was to identify the challenges of warehouse
operations in Pantaloons, Bhubaneswar. It was an individual survey carried on
employees. The staff members were interviewed individually to know the
challenges faced at warehouse of pantaloons. The data was collected as per the
purpose of study and research objectives. A structured and standardized
questionnaire was used to collect data from the respondents as it is used
everywhere to collect primary source of information. The questionnaire
method was used to record the information from the respondents and was
prepared in such way to motivate the respondents to answer even difficult
questions. This method of data collection is quite popular, and is adopted by
private individuals, research workers, private and public organization and even
by government.
A questionnaire consists of a number of questions printed or typed in a definite
order on a form or set of forms. Two types of questions such as closed and
open end questions were selected in preparing questionnaire to facilitate easy
interpretation and tabulation. The researcher used questionnaire form for
collecting information because of maintaining respondents’ anonymity. The
researcher has only collected data from 60 respondents due to limitation of
time. The questionnaire was having two parts. Part A was having questions
related to demographic information. Part B was framed to identify the
challenges faced by employees during warehouse operations.
2.1.3 Sampling Unit
A sampling unit is an element or a unit containing the element that is available
for selection at some stage of the sampling process. Before selection for survey
a sampling unit is taken. Here the sampling unit was the staff members who
are ought to be involved in warehouse operations at pantaloons, Bhubaneswar.
2.1.4 Sample Size
It is total size of the units that are used for analysis of data. A method of
convenience sampling was adopted to determine the final or net sample size
that must be achieved in order to ensure that the parameters are estimated with
the desired degree of freedom and given level of confidence. In order to
achieve the sample size, a much greater number of potential respondents have

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to be contacted. The study covered 60 employees such as warehouse assistants,
warehouse managers and pantaloons Sales Staff.
2.1.5 Data Analysis
Data Analysis is a significant function of the study. After collection of data,
the researcher focused his attention on analysis and interpretation. For
analysing data, it involves data processing and statistical analysis.
After data collection, the information was processed with the help of
computer. The researcher processed with the help of MS-Excel spread sheet.
This helped in coding and entering data for all the respondents. Coding was
done for all the questions because to convert all the data into numerical forms
which can be easily counted for the categorization.
Results were summarized in the form of tables that consists of counting the
number of cases that fell into various categories. The study used simple
tabulation and cross-tabulation for presenting information. Also graphs and
suitable charts were used to present the data graphically. The researcher used
simple statistical calculation like average (mean) etc.
2.2 Plan of the Report
The entire report has been divided into four chapters and again each chapter is
further divided into various sections and sub-sections.
The First chapter deals with introduction and review of literature. This chapter
presents a review of the existing marketing literatures about influencers,
highlights objectives of the study, scope of the study and limitations of the
study.
The Second chapter is research methodology. It narrates the framework for a
study which guides to collect and analyse the information.
The Third chapter covers analysis of the questionnaire, which was
administered to respondents for collecting primary information. It states
findings of the study after carefully analysing the questionnaire and presents
interpretations prior giving suggestions.
The Fourth chapter presents conclusions and recommendations. It discusses
and assesses the interpretations of the study and highlights conclusions
regarding the topic.

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CHAPTER – 3
RESULT
AND
ANALYSIS OF WORK

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Retailing and logistics are concerned with product availability. Many have
described this as getting the right products to the right place at the right time.
In this regard, warehouse operations plays a vital role in making product
available for the customers. Pantaloons focuses on effective replenishment
process. However, the retailers face challenges in warehouse operations.
The data for this study was collected from 60 respondents who were staff
members of Pantaloons, Bhubaneswar. Vital parameters of importance were
studied to bring to characteristics of respondents.
3.1 Demographic Characteristics
Table 3.1: Respondents designation
Designation Frequency Per cent
Warehouse Assistant 2 3.3
Warehouse Manager 2 3.3
Pantaloons Sales Staff 56 93.4
T0000000000otal 60 100
Source: Primary Data
The above table showed that 93.4% respondents surveyed were Pantaloons
Sales Staff followed by Warehouse Assistant (3.3%) and Warehouse Managers
(3.3%).
It was found that majority of the respondents were Pantaloons Sales Staff as
they are directly involved in warehouse operations carrying out the activities
like counting of inbound materials, arrangement of stock etc.

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Table 3.2: Frequency by work experience
Duration Frequency Per cent
0-6 month 9 15
6-12 month 18 30
1-2 years 12 20
2-4 years 18 30
4 years & above 3 5
Total 60 100
Source: Primary Data
The above table showed that 30% respondents were having work experience of
6-12 months and 2-4 years followed by 1-2 years (20%), 0-6 months (15%)
and more than 4 years (5%).
It was found rom the figure below that majority of the respondents were
having work experience at pantaloons.
Figure 3.1: Frequency by work experience
Source: Primary Data
0-6 month
15%
6-12
month
30%1-2
years
20%
2-4 years
30%
4
years
&
above
5%
WORK EXPERIENCE
0-6 month 6-12 month 1-2 years 2-4 years 4 years & above

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3.2 Descriptive Statistics
Table 3.3: Categories of stock received
Categories Frequency Per cent
Central distribution centre 8 13
Vendor 14 23
Both 29 49
Can’t say 9 15
Total 60 100
Source: Primary Data
The above table showed that 49% respondents opined that the stock received
from both vendor and Central Distribution Centre, 23% received from only
vendor and 13% received from Central Distribution Centre. There were 15%
respondents not knowing the source from where they were receiving stock.
It was found from the figure below that majority of the respondents were
having knowledge that the stock was received from vendor as well as Central
Distribution Centre. It was surprising to figure out that many were not aware
of the source of stock generation.
Figure 3.2: Categories of stock received
Source: Primary Data *CDC-Centraldistribution centre
13%
23%
49%
15%
CDC VENDOR BOTH CANT SAY

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Table 3.4: Frequency of stock received
Duration Frequency Per cent
Daily 32 53
Weekly 13 25
Monthly 15 22
Quarterly 0 0
Total 60 100
Source: Primary Data
The above table showed that 53% respondents gave opinion that the stock was
received at warehouse daily followed by monthly (25%) and weekly (22%).
It was from the figure that the employees receive the products daily as the
stock belongs to in-house product whereas others felt that the stocks weekly
because they belongs to non apps category.25% of the employees receive the
stocks monthly because they belongs to vendor category.
Figure 3.3: Frequency of stock received
Source: Primary Data
Accurate inventory management is essential to customer satisfaction and
employee productivity. The first step to having an accurate inventory is
processing receipts accurately. In supply systems, items ordered and received
plays a vital as it is a time consuming process. Based on this discussion, the
following hypothesis is tested to find out differences in frequency of stock
received from the sources of supplies.
53%
22%
25%
0%
DAILY WEEKLY MONTHLY QUATERLY

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Hypothesis 1: There is a difference in frequency of receiving stock at
warehouse from various categories (sources) of supplies.
Table 3.5: Frequency of stock received from sources of supplies
Sources of supplies Frequency of stock received
Daily Weekly Monthly Total
CDC 29
(100%)
0 0 29
(100%)
Vendor 3
(33.3%)
2
(22.2%)
4
(44.5%)
9
(100%)
Both (CDC & Vendor) 0 5
(62.5%)
3
(37.5%)
8
(100%)
Can’t say 0 6
(43%)
8
(57%)
14
(100%)
Source: Primary Data
The above table revealed that 100% respondents ordered received from CDC
on a daily basis. 44.5% respondents stated that stocks received from vendor on
a monthly basis followed by 33.3% on a daily basis and 22.2% on a weekly
basis. 62.5% respondents stated that ordered received at warehouse from both
the sources (CDC & Vendor) on a weekly basis and 37.5% on a monthly basis.
It was surprising to see that 43% respondents stated that ordered were received
on a weekly basis and 57% on a monthly basis, but could not recalled the
sources of supplies.
To verify the differences in frequency of receiving stock at warehouse from
various sources, single factor ANOVA used to test the hypothesis.
Table 3.6: ANOVA
Source of
Variation
SS df MS F P-value F crit
Between
Groups
193.3333 2 96.66667 1.340111 0.341972 5.786135
Within
Groups
360.6667 5 72.13333
Total 554 7
Source: Primary Data

26. 26
The ANOVA test revealed that there is no significant differences in frequency
of receiving stock at warehouse from various sources r at the 5% level. It
clearly states that the null hypothesis is accepted as F-statistics of 1.34 on (2,
5) degrees of freedom for which p-value is 0.34. In other words, the frequency
of stock received at warehouse in a uniform manner from sources of supplies.
Table 3.6: Respondent opinion period of discrepancy
Period of Discrepancy Frequency Per cent
Once a week 18 30
Once a month 12 20
Occasionally 30 50
Total 60 100
Source: Primary Data
The above table showed that 50% respondents said that discrepancies were
found occasionally, 30% found once in a week and 20% found once in a
month.
It can be interpreted that majority respondents found discrepancies
occasionally whereas the respondents who faces discrepancy once in a week
because they are mainly related to cosmetics apps.
Figure 3.4: Frequency of discrepancy
Source: Primary Data
REGULARLY
0%ONCE A WEEK
30%
ONCE A MONTH
20%
OCCASIONALLY
50%
REGULARLY ONCE A WEEK ONCE A MONTH OCCASIONALLY

27. 27
Table 3.7: Opinion regarding process of filling discrepancy
Process of filling
discrepancy
Frequency Per cent
Friendly 35 58
Difficult 25 42
Total 60 100
Source: Primary Data
The above table showed that 58% respondents had an opinion that process of
filling discrepancy from warehouse was friendly because they are related to in
house product.
Rest were found process of filling of discrepancy from warehouse to be
difficult (42%) because they were related to vendors and non apps products.
This shows the forwardness of the warehouse.
Figure 3.5: Opinion regarding process of filling discrepancy
Source: Primary Data
58%
42%
FRIENDLY
DIFFICULT

28. 28
Table 3.8: Duration of resolution of discrepancy
Duration Frequency Per cent
One day 60 100
Total 60 100
Source: Primary Data
The above table showed that 100% respondents were saying they found time
of resolution of discrepancy is one day. This shows the strong responsive of
the warehouse team.
Table 3.9: Opinion regarding infrastructure of the organisation
Opinion Frequency Per cent
Strongly agree 0 0
Agreed 1 2
Disagree 32 53
Strongly disagree 27 45
Total 60 100
Source: Primary Data
The above table showed that 53% of the respondents were not satisfied with
the infrastructure for carrying out their job. 45% of the respondents were
strongly disagree about the infrastructure where they work. Only 2% of the
employee agreed to the available infrastructure. Because they were basically
belonged to billing counter.
This can be interpreted that majority of respondents were not satisfied with the
infrastructure because their work was related to replenishment, counting &
arranging of stocks, tagging & out warding of stocks.
Figure 3.6: Opinion regarding infrastructure of the organisation
Source: Primary Data
0%2%
53%
45%
STRONGLY AGREE
AGREED
DISAGREE
STRONGLY DISAGREE

29. 29
Table 3.10: Opinion regarding managing their time in warehouse operation
Opinion Frequency Per Cent
Yes 42 70
No 14 23
Can't say 4 7
Total 60 100
Source: Primary Data
The above table shows that 70% of the respondents managed their time while
working and 23% felt to be no. Because they were not well trained. Only 7%
of the respondents didn’t know whether they managed their time or not.
Figure 3.7: Opinion regarding managing their time in warehouse operation
Source: Primary Data
70%
23%
7%
YES NO CAN'T SAY

30. 30
Table 3.11: Opinion regarding using of sap software in warehouse operation
Source: Primary Data
The above table shows that 100% of the respondent found SAP was easy for
their operation. Because it saved the time of the employees & work load.
Figure 3.8: Opinion regarding using of sap software in warehouse operation
Source: Primary Data
100%
0%0%
YES
NO
CAN' SAY
Opinion Frequency Per cent
Yes 60 100
No 0 0
Can't say 0 0
Total 60 100

31. 31
Table 3.12: Respondent opinion on replenishment
Duration Frequency Per cent
Hourly 27 45
Daily 19 32
Weekly 0 0
Monthly 14 23
Total 60 100
Source: Primary Data
The above table shows that 45% of the respondents replenish their stock
hourly and 32% of replenish daily. 23% respondents replenish weekly as per
their need.
It can be interpreted that majority of respondents had an opinion that stock
replenishment was carried out on an hourly basis.
Figure 3.9: Frequency of discrepancy
Source: Primary Data
45%
32%
0%
23%
HOURLY
DAILY
WEEKLY
MONTHLY

32. 32
Table 3.13: Opinion regarding related issues
Opinion Frequency Per cent
Yes 16 27
No 44 73
Can't say 0 0
Total 60 100
Source: Primary Data
The above table shows that 73% of the respondent didn’t find any issue related
to warehouse operations. Only 27% of the respondent found some problems
like server down, scanner problems and slowdown of the machines.
This can be interpreted that majority of respondents did not find any problem
related to warehouse operations.
Figure 3.10: Opinion regarding it related issue
Source: Primary Data
27%
73%
0%
YES
NO
CAN'T SAY

33. 33
CHAPTER-4
CONCLUSION
&
RECOMMENDATIONS

34. 34
CONCLUSION & RECOMMENDATIONS
Retailing and distribution are concerned with product availability. It has been explained
by many experts that retailing and distribution focus on making the right products
available at right place at the right time. In this process, warehouse plays a vital role in
stocking goods to meet vulnerable demands of consumers.
Pantaloons is having various distribution centers like Central Distribution Centre,
Mother Distribution Centre, Regional Distribution Centre etc., where the products are
distributed to the retail stores. In this regard, it was found that the stock received from
the vendor as well as from the Central Distribution Centre. But it was surprising to
observe that maximum number of employees were not aware of sources or categories of
the stocks received at the warehouse. Therefore, the organization could have considered
implementing IT modules so it may help determine location source and identify various
stocks relating to SKU and its quantity.
The researcher observed that Pantaloons in-warding process is different and confusing.
Pantaloons have mainly given emphasis to in-warding process of in-house products.
Like if they inward in-house products which are coming in big lots, they were not
interested to inward small lots of vendor products. Therefore, Pantaloons avoid selling
those product even though they have enough stocks in their hand. To serve better, the
organization could have opted for different in-warding zones for vendors, non-apps
products and CDC/MDC/Madura fashion products so that the process of in-warding
would have been easy. This could lead to selling all the categories of products on time.
Proper management of the warehouse manpower is an essential criteria for efficient
warehouse operations. In retailing the most important thing is to achieve process cost
efficiency. But it was found that due to lack of trained manpower in the warehouse, the
organization is facing problems in the whole process of warehouse operations. It was
also found that non availability of manpower was leading to incomplete task.
Therefore, the organisation would focus on giving proper training to people working in
warehouse and also creating awareness among the staff members of Pantaloons.
It has been known that different types of stocks are received at warehouse. Sometimes
it was found that stocks are missing or there is a discrepancy in received packets. In
most of the cases, it was observed that there is a shrinkage because of vendor fraud.
Therefore, the staff members at the warehouse would have taken steps to check
efficiency of vendors prior to appoint them as suppliers. The consignee would have
taken more responsibility regarding shortage of stock and created a warning systems for
the shortage of stock.
In a retail sector, the most important part is replenishment of stock in right time and
right place. Surprisingly, it was found that because of lack of knowledge and training,
the replenishment has attained a greater lead time. The organisation would look into
this case so that the respective departmental managers create the awareness among the

35. 35
staff members for timely replenishment process which will lead to less stockout in the
retail floor.
It is a known fact that the warehouse will always having full of packets in terms of
cartoons, boxes, racks and many more accessories which is required for carrying out
warehouse operations effectively and efficiently. For this to achieve, the warehouse
should have enough space to stack appropriate inventories. It was found that in the
warehouse of Pantaloons, the space is limited as well as lack ventilation which is
creating unhygienic conditions to work. This has demotivated the workers to work in
warehouse. Pantaloons may look into this aspect of designing space and creating
hygienic condition which will lead to a pleasant work environment.
The implementation of IT in warehouse operations will lead to reduce workload of the
workers engaged manually. But it also requires proper maintenance of the IT tools to
avoid problems in warehouse operations. But it was found that though the retailer
implemented IT tools, many of these tools were giving problems like no proper input
from barcode scanner, slowdown of SAP software, frequent server down etc. So the
retailer may concentrate of proper maintenance of the equipment in scheduled manner
to help smooth completion of the work.

36. 36
REFERENCE

37. 37
BIBLIOGRAPHY
Books
Levy Weitz (2002). Retail Management. Tata McGraw hill
Kothari, C.R (2004). Research Methodology. New Age International
Chopra, S., Meindl, P. & Kalra, D. V. (2007). Supply Chain Management.
Pearson Prentice Hall™
Bajaj, Tuli & Srivastava (2010). Retail Management.Oxford University Press.
Periodicals
 Tan, K.C., Kannan, V.R. and Handfield, R.B., 1998. Supply chain
management: supplier performance and firm performance. International
Journal of Purchasing and Material Management, 34 (3), pp. 2-9.
Warehousing Development Regulatory Authority (WDRA)
 Berry T., Ahmed A. et al. 1997. The consequences of interfere supply
chains for management accounting. Management Accounting: 75(10) pp.
74-75.
 Saunders M. J. 1995. Chains, Pipelines, Networks and Value Stream: The
Role, Nature and Value of Such Metaphors in Forming Perceptions of the
Task of Purchasing and Supply Management, 1st Worldwide Research
Symposium on Purchasing and Supply Chain Management, Tempe,
Arizona: pp. 476-485.
 Kopczak L. R. 1997. Logistics Partnership and Supply Chain
Restructuring: Survey Results from the U.S. Computer Industry.
Production and Operations Management, 6(3) pp. 226-247
 Christopher, M. 1992, Logistics and Supply chain management, Pitman
Publishing, London.
 Lee H. L., Ng S. M. 1997. Introduction to the Special Issue on Global
Supply Chain Management, Production and Operations Management, 6(3)
pp. 191-192. 200.

38. 38
 Lee H., Billington C 1992. Managing Supply Chain Inventory: Pitfalls and
Opportunities. Sloan Management Review 33(3) pp. 65-73.
 Chetan Ahya, "The Retail Supply Chain Revolution", Economic Times,
7th December 2006.
 McKinsey Quarterly – “Transforming India’s Logistics infrastructure”
 AT Kearney’s report on retailing
 Jones Lang LaSalle Meghraj – “The Transforming Landscape of Indian
Warehousing”
 Frost and Sullivan – “Strategic Analysis of Growth Opportunities in Indian
Warehousing Market”
 International journal of computer application
WEBLIOGRAPHY
 www.indiaretailbiz.com
 www.pantaloon.com
 http://www.pwc.com/india
 www.citeseerx.ist.psu.edu/viewdoc/download
 www.projectvendor.com/supplychain/articles
 www.researchgate.net

39. 39
ANNEXURES

40. 40
ANNEXURE-I
THE ORGANIZATION PROFILE
ADITYA BIRLA GROUP
Pantaloons is now an integral part of the prestigious Aditya Birla Group, a
USD 40 billion Indian multinational operating in 36 countries across the globe
with over 120,000 employees.
A US $40 billion corporation, Aditya Birla Group is in the League of Fortune
500 companies. In 2011, the Aditya Birla Group was ranked Number 4 in the
Global 'Top Companies of Leaders' survey and ranked Number 1 in Asia
Pacific.
The company is anchored by an extraordinary force of over 120,000
employees belonging to 42 different nationalities and operates in 36 countries
– Australia, Austria, Bangladesh, Brazil, Canada, China, Egypt, France,
Germany, Hungary, India, Indonesia, Italy, Ivory Coast, Japan, Korea, Laos,
Luxembourg, Malaysia, Myanmar, Philippines, Poland, Russia, Singapore,
South Africa, Spain, Sri Lanka, Sweden, Switzerland, Tanzania, Thailand,
Turkey, UAE, UK, USA and Vietnam. Over 50% of the company's revenues
flow from its overseas operations.
ADITY BIRLA: THE GLOBAL SENARIO
ADITYA BIRLA GROUP IS KNOWN IN THE WORLD A metals
powerhouse, among the world's most cost-efficient aluminium and copper
producers. Hindalco-Novelis is the largest aluminium rolling company. It is
one of the three biggest producers of primary aluminium in Asia with the
largest single location copper smelter
 No.1 in viscose staple fibre
 No.1 in carbon black
 The fourth-largest producer of insulators
 The fourth-largest producer of acrylic fibre
 Among the top 10 cement producers

41. 41
 Among the best energy-efficient fertilizer plants
 The largest Indian MNC with manufacturing operations in the USA.
ADITYA BIRLA GROUP: THE INDIAN SENARIO
In India Aditya Birla is known for:
 The largest fashion (premium branded apparel) and lifestyle player.
 The second-largest manufacturer and largest exporter of viscose filament
yarn.
 The largest producer in the chlor-alkali sector.
 Among the top three mobile telephony companies.
 A leading player in life insurance and asset management.
 Among the top two supermarket chains in the retail business
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where
success does not come in the way of the need to keep learning afresh, to keep
experimenting.
ADITYA BIRLA BEYOND THE BUSINESS
 Works in 3,000 villages
 Reaches out to seven million people, annually, through the Aditya Birla
Centre for Community Initiatives and Rural Development spearheaded by
Mrs. Rajashree Birla
 Focuses on healthcare, education, sustainable livelihood, infrastructure
and espousing social reform in India, Brazil and Egypt, as well as
Philippines, Thailand, Laos, Indonesia, Korea and other Asian countries
 Set up the Aditya Birla India Centre at the London Business School
 The Aditya Birla Group runs 42 schools, which provide quality education
to 45,000 children. Of these 18,000 students belong to the underprivileged
segment. Merit scholarships are given to an additional 12,000 children
from the interiors.
 The 18 hospitals run by the Aditya Birla Group tend to more than a
million villagers.

42. 42
 In line with its commitment to sustainable development, the Aditya Birla
Group has partnered with Columbia University in establishing the
Columbia Global Centre's Earth Institute in Mumbai.
 The idea of embedding CSR as a way of life in organizations has led to
the setting up of the FICCI – Aditya Birla CSR Centre for Excellence, in
Delhi. The Aditya Birla Group transcends the conventional barriers of
business because we believe it is our duty to facilitate inclusive growth.
VISION
To be a premium global conglomerate, with a clear focus on each of the
businesses.
MISSION
To deliver superior value to our customers, shareholders, employees and
society at large.
VALUES
 Integrity: Acting and taking decisions in a manner that is fair and honest.
Following the highest standards of professionalism and being recognized
for doing so. Integrity for us means not only financial and intellectual
integrity, but encompasses all other forms as are generally understood.
 Commitment: On the foundation of Integrity, doing all that is needed to
deliver value to all stakeholders. In the process, being accountable for our
own actions and decisions, those of our team and those in the part of the
organization for which we are responsible.
 Passion: An energetic, intuitive zeal that arises from emotional
engagement with the organization that makes work joyful and inspires
each one to give his or her best. A voluntary, spontaneous and relentless
pursuit of goals and objectives with the highest level of energy and
enthusiasm.
 Seamlessness: Thinking and working together across functional groups,
hierarchies, businesses and geographies. Leveraging diverse competencies

43. 43
and perspectives to garner the benefits of synergy while promoting
organizational unity through sharing and collaborative efforts.
 Speed: Responding to internal and external customers with a sense of
urgency. Continuously striving to finish before deadlines and choosing the
best rhythm to optimize organizational efficiencies.
Pantaloons Story
Pantaloons success and continuous growth in the Indian organized Retail
market can be attributed to a number of factors, some of which have been
derived from the strategies of large retailers in the west, while others are
completely tailor-made for the Indian market. What is evident at the outset is
that Biyani has foreseen and understood the Indian retail roadmap better than
anyone else.
Pantaloons major advantage over its competitors in the retail sector has been
its unique understanding of the Indian organized retail market with all its
quirks, shortcomings and challenges. By creating a retail business from the
ground-up and expanding rapidly, Pantaloon has followed a Wal-Mart-like
pattern of growth. However, unlike Wal-Mart, it decided to experiment with as
many retail formats, product-mixes and brands as was possible in order to gain
maximum knowledge about the uncertain Indian mindset. In fact, newer
entrants in the organized retail market would learn the ways of the unique
Indian organized retail sector as well as find a way to combat Pantaloons
dominant market share in almost all forms of organized retail a daunting task.
PANTALOONS- BHUBANESWAR
Pantaloons was launched amidst much fanfare in Gariahat, Kolkata in 1997.
Over the years, the brand has undergone several transitions therefore re-
inventing itself to bring forth compelling trends and styles for men, women
and kids. It started as a discount format, moving to a family concept store and
finally evolved into a fashion destination with a sharp focus on bringing the
latest in fashion.

44. 44
Pantaloons Fashion & Retail Limited is situated at Sahid Nagar Bhubaneswar,
it is one of the top clothing brands in the world, is India's fastest growing
premium lifestyle company. With innovative designs, concepts and products,
the company brings the latest trends in fashion and clothing styles to the
apparel market.
Pantaloons, previously controlled by the Future Group, has been recently taken
over by Aditya Birla Nuvo Limited, a US $4 billion premium diversified
conglomerate and India's largest manufacturer of linen fabric.
Pantaloons offer multiple accessories and clothing brands across a spectrum of
categories for men, women and kids. The company provides an incredible and
complete one-stop shopping experience to its buyers through its vast collection
of more than 200 prestigious brands for the discerning fashionista. Pantaloons,
with a presence across 49 cities through 104 aesthetically designed large
format stores and 26 factory outlets, displays a range of classy and trendy
merchandise that truly lives up to Pantaloons’ maxim of ‘fresh fashion’.
A typical Pantaloons store comprises a brand portfolio that runs across a
gamut of styles that spell class. The collection includes ready-to-wear western
and ethnic apparel for men, women and kids, complemented by an exhaustive
range of accessories. The variety of products and brands has helped propel
Pantaloons to become one of the best clothing brands in India.
APPARELS & ACCESSORIES
Pantaloons offer its customers a collection of apparels and accessories from
the stables of globally renowned brands. The private labels for men in western
wear include Lombard, Rig, Bare Denim, Bare Leisure, SF Jeans, Byford, F
Factor and JM Sport apart from trendy brands like Urbana, Scullers, John
Miller and Indigo Nation. Akkriti provides a wide selection of ethnic wear.
The women’s section houses the private labels — Bare Denim, Bare Leisure,
Rig, Annabelle, Honey, and Ajile — in western wear, as well as the choicest
ethnic wear from RangManch, Trishaa and Akkriti. Popular brands like Lee
Cooper, Biba and W are also available. The formal wear section offers a range

45. 45
of crisp and well-tailored collection by popular international brands such as
Van Heusen, Allen Solly, Peter England and Louis Philippe.
Kids can choose from private labels like Bare Denim, Bare Leisure, Rig, or
indulge in exclusive brands like Lee Cooper Juniors, Chalk, Poppers, Pink &
Blue, and Sach in addition to international brands like Barbie and Disney. For
the ethnic look, they can opt for traditional wear from Akkriti. The portfolio of
brands also includes infant wear by Chirpie Pie.
Pantaloons offer much more than just apparel. Customers can shop from an
assortment of watches from renowned international brands, including Tommy
Hilfiger, Esprit, Kenneth Cole, Citizen, Timex, Titan and others.
Trendy sunglasses from Polaroid, Guess, Police, Scott, I Dee and Allen Solly
are also available. The accessories and beauty segments display an attractive
collection of ladies handbags from Lavie, Caprese, Fiorelli and Fastrack. Also
available are products from colour cosmetic brands such as Bourjois,
Chambor, Deborah, Faces, Revlon, Maybelline, and Lakme, as well as a wide
collection of exotic fragrances.
In its endeavour to meet the consumer’s ever-changing fashion needs,
Pantaloons has introduced new brands that include Candies, Alto Moda,
Turtle, Spykar, 109F, AND, Chemistry, Global Desi and Giny & Jony.
Pantaloons is an integral part of the prestigious Aditya Birla Group, a USD 40
billion Indian multinational company, operating in 36 countries across the
globe with over 120,000 employees. Voted as ‘India’s Most Trusted Apparel
Retail Brand’ in the prestigious Brand Equity Survey 2014, Pantaloons
continues to nurture consumer trust and confidence.
With its overwhelming repertoire of lifestyle apparel brands, the company is
focused on growth while continuing to create fresh fashion. Among some of
the top clothing brands in India, Pantaloons is recognised by its warm
personalised service that completes the core proposition of this trendy chain.

46. 46
WAREHOUSE OPERATION IN PANTALOONS
A supply chain is a system of organization, people, technology, activities,
information, and resources involved in moving a product or services from
supplier to customer .supply chain transform natural resources, raw materials
and components into a finished product that is delivered to the end customers.
Types of Warehouse & From Where Merchandise Comes In Pantaloons
Stores
 Central distribution center
 Mother distribution center
 Regional distribution center
 Vendors for non-pantaloons brands
 From other pantaloons stores
Job Responsibilities Of A Warehouse Manager
 Inward of the merchandise
 Outward of the merchandise
 Maintaining register
 Proper merchandising handling at ware house
 Proper segregation of cartons
 Brand wise segregation at back storage area
In warding Process At Ware House
 1st step-checking of paper whether who sent the product on which address.
 Check the waybill & pass the waybill
 Check the consignee name is pantaloons or not
 Check invoice no ,qty & tally with physical qty
 Tally waybill with the invoice no.
 Then we receive the stock
 2nd step-check the docket no. or l.r no. & cartoon box qty
 3rd step-security check point
 Security updated the inward register
 4th step-placing the cartons at proper places i.e cdc/mdc stock according to
l.r no. & vendor stock brand wise
 5th step-warehouse Inwarding process
 Open sap software

47. 47
 Open z store
 Site code
 Put p.o no (purchasing document
 Put invoice no.
 Put irn no.
 Press f8
 Then scan the product in the box
 Then post the scan file in the sap
 Generate GRN no & write on the paper
Discrepancy Note
If any shortage arises then we use this type of note
 No. of shortage in cartons
 Then we write that shortage and and mail to the concern authority
 Put IRN no in the sap
 Then p.o no.
 Then GRN no.
 Consignee name
 Challan no./invoice & date
 Quantity-price-amount
( Ptv no.-security inward no.,p.o no.-it contains 10 digit)
Out warding Process At Ware House
1st step-in every season we replace the old stock to the new one
2nd step-zonal head send the article no through mail
3rd step-then we outward scanning the barcodes of that product
4th step-then we detaches the hard copy.
5th step-scanning in excel brand wise
6th step-we pack it with polythene pack to whole box
7th step-we send it to the as per the instruction.
8th step-after receiving sto we are creating the delivery no.

48. 48
Stock Take
 Put location on the racks & boxes
 Put G.C in the system
 Scanning all the product in the location
 If inf then put red color sticker with last 4 digit barcode no.
 Wbc without barcode happens then handed over to the respective dm
RegisterMaintained By Supply Chain Department & Its Purposes
1. CDC/MDC/RDC & Store inward register
2. CDC/MDC/RDC & Store outward register
3. SIS/vendor inward register
4. SIS/vendor outward register
5. Tag inventory register
6. Soft tag/hard tag/string tag issue register
7. Carry bags inventory register
8. Barcode control register
9. Hanger inventory register
There are various purposes for maintaining these registers-
 Record that how much merchandise comes from ware house & other pt
stores.
 Inventory control
 Security purposes

49. 49
Format of Warehouse Registers
Format of Warehouse Inward Register
S.No. Date Security
inward
reference
no.
Security
inward
reference
date
Invoice Detail
Invoice No. Invoice Date Qty Inward
P.O.
No.
L.R Detail G.R.N
Detail
Discrepancy
Detail
Sign.
Warehouse
In charge
Remark
Trans
porter
Name
L.R
No
L.R
Date
Date Qty No. Date Qty Amm

50. 50
Format of Warehouse Outward Register
S.No. Outward
Date
Security
Outward
reference
no.
Security
Outward
Date
Receiving
Site Code
Description
Of Goods
Gate
Pass
No.
Gate
Pass
Date
No.Of Pkgs
(cartons)
Delivery detail
Transporte
r Name
G.R.N
Date
Sign of
warehouse
in charge
No. Date Qty Amm.

51. 51
Sis/Vendor Inward Register
S.No. Date Security
inward
reference
no.
Security
inward
reference
date
Description
Of goods
Invoice Detail
Invoice
No.
Invoice
Date
Qty Inward
P.O.
No.
l.R Detail G.R.N
Detail
Discrepancy Detail Sign.
Warehouse
In charge
Remark
Trans
porter
Name
L.R
No
L.R
Date
Date Qty No. Date Qty Amm

52. 52
Sis/Vendor Outward Register
S.No. Outward
Date
Security
Outward
reference
no.
Security
Outward
Date
Receive
Site
Name
Receive
Site
Code
Descri
ption
Of
Goods
Gate
Pass
No.
Gate
Pass
Date
Hanger Inventory Register
Date Hanger
Type
Opening
Stock
Qty Received Inward Qty Closing
stock
Staff Name
No. Of Pkgs
(cartons)
Delivery detail Transporter
Name
G.R.N
Date
Sign of
warehouse in
chargeNo. Date Qty Amm

53. 53
Carry-Bag Inventory Register
Date Carry-Bag
Type
Opening
Stock
Qty
Received
Inward
Qty
Closing
stock
Staff
Name
Barcode Control Register
S.No Date Name of the Vendor/Staff Item Discription Barcode No.
Receivers
Signature
Manager
Signature
Reason
for
Printing
Printing
Qty
Sign of
Person
Printing
Barcode
Manager
Signature
Soft Tag Issue Register:
Date Opening
Stock
Qty
Qty received
from security
Issued
Qty
Closing
stock qty

54. 54
ANNEXURE-II
QUESTIONNAIREFOR STAFF W/H OPERATIONS
NAME_________________________________________GENDER: M F AGE:__________________
DESIGNATION_______________________________DEPARTMENT________________________________
WORK EXPERIENCE: (A) 0-6 MONTHS (B) 6-12MONTHS (C) 1-2 YR (D) 2-4YR (E)
4YR&ABOVE
1. WHAT ARE THE DIFFERENT CATEGORIES OF STOCK RECIEVED AT
WAREHOUSE?
CDC VENDOR BOTH CANT SAY
2. FREQUENCY OF STOCK RECEIVED AT WAREHOUSE?
DAILY WEEKLY MONTHLY QUATERLY
3. HOW OFTEN DO YOU RECEIVE DISCRIPANCY?
REGULARLY ONCE A WEEK ONCE A MONTH OCCASIONALY
4. HOW DO YOU FIND THE PROCESS OF FILLING DISCRIPANCY?
 FRINDLY
 DIFFICULT
5. TIME OF RESOLUTION OF DISCRIPANCY. ONE DAY ONE WEEK
ONE MONTH
6. DO YOU FIND THE INFRASTRUCTURE SUFFICIENT FOR CARRYING OUT
YOUR JOB?
STRONGLY AGREE AGREED DISAGREE
STRONGLY DISAGREE
7. DO YOU MANAGE YOUR TIME? YES NO CAN’T SAY
8. DO YOU FIND SAP EASY FOR OPERATION? YES NO CAN’T SAY
9. HOW DO YOU CARRY OUT REPLENISHMENT?
HOURLY DAILY WEEKLY MONTHLY
10. DO YOU FIND ANY IT RELATED ISSUE? YES NO CAN’T SAY

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