Submitted by: Baber Amanullah

SUKKUR IBA CDC DEPARTMENT

INTERSHIP REPORT

Contents 1. Joining of Abudawood Pakistan as an Internee..............................................................................3

2. Introduction and Orientation .......................................................................................................3

3. Organizational Structure of CS&L..................................................................................................4

4. Warehouse operations: ...............................................................................................................4

4.1 Receiving Stock .........................................................................................................................4

4.2 Supply Chain of GT after Stock Receiving ....................................................................................5

4.3 Supply Chain of Sub-Distribution ................................................................................................5

4.4 Supply Chain of Network Branch ................................................................................................6

4.5 Physical Counting of Inventory ...................................................................................................6

4.6 House Keeping of Warehouse ....................................................................................................6

4.7 Damages types ..........................................................................................................................7

4.7.1 Transportation Damages: when come from Business Partners ...............................................7

4.7.2 Transportation Damages: Branch Operations........................................................................7

4.7.3 Expiry Product ....................................................................................................................7

4.7.4 Manufacturing Shortage ......................................................................................................8

4.7.5 Manufacturing Damage .......................................................................................................8

4.7.6 Excess or damage excess stock.............................................................................................8

4.7.8 Trade Handling Damages .....................................................................................................8

5. Suppliers Operations ...................................................................................................................8

6. Accounts Office of Branch ............................................................................................................9

7. IT Office Operations.....................................................................................................................9

8. Objectives................................................................................................................................. 10

9. Introduction to Project ............................................................................................................... 10

10. When only Day operations ..................................................................................................... 10

11. Beginning of Night Operations ............................................................................................... 12

11.1 Night Shift Schedule .............................................................................................................. 12

Starting Date: 18/07/2016 .......................................................................................................... 12

11.1.1 Data of night operations for GT ........................................................................................ 13

11.1.2 Average time taken ......................................................................................................... 13

11.1.3 Data of night operations for Sub-Distribution.................................................................... 13

11.2 Day Shift Operations ............................................................................................................. 14

Starting Date: 19/07/2016 .......................................................................................................... 14

11.2.2 Day operations for GT ..................................................................................................... 15

11.2.3 Average Time Taken ........................................................................................................ 15

12. Recommendations ................................................................................................................. 16

13. Internship Experience/Learning…………………………………………………………………...14

1. Joining of Abudawood Pakistan as an Internee I was selected as an internee in the Abudawood Pakistan at Sialkot Branch. I join Abudawood at

15th June, 2016. It was my first time to work in multi-national company, I saw excellent culture

maintained by employees, team work of branch employees with each other and they are supportive

to each other. The goals and objectives are very clear to employees and they work sharply to meet

their goals. I was really happy to saw this and I was very excited to be the part of such a good

organization. Branch manager at the very first day execute my orientation plan.

My timing at branch is 9:30 am to 4:30 pm in Ramadan and 9:30 am to 5:30 pm after Ramadan,

but I came into branch at early 7:00 am to observe the operations of the warehouse properly as

instructed by branch manager (Mr. Faheem Saif). I sometimes did picking and segregation with

loaders to completely understand the operations of warehuse and analyze that at which stage the

operations need some change for improvement. Everybody at branch is good to in sharing of

knowledge regarding branch operations and in behavior, especially branch manager and CSL team

(they all are being very supportive to me). Excellent working environment and culture is

maintained in Sialkot branch. Time management, cost saving and smooth running of operations

are the most important steps that are followed in the branch for accurate and efficient operations

in the branch.

2. Introduction and Orientation Abudawood was founded in 1935 by Sheikh Ismail in Jeddah, Saudi Arab. Firstly Abudawood was the small wholesale business, than it grown as best brand partners. Abudawood was came

Pakistan in June 2008 by taking over the business from IBL. It is the sale and Distribution Company of P&G and Wella products. Its Head office is in Karachi. Abudawood network in Pakistan is very strong now, it has hub branches and network town in all over the Pakistan. All the

network town are linked with hub branches and all the hub branches are linked with Head Office in Karachi. In Sialkot branch of Abudawood, followings are the SKU’s (stock keeping unit):

1. Safeguard

2. Ariel

3. Pantene

4. Head & Shoulder

5. Pamper

6. Always

7. Gillett

8. Olay

9. Vicks

3. Organizational Structure of CS&L The organizational structure of Abudawood Pakistan is very simple and easy to understand.

Following is the organizational chart of Sialkot branch of Abudawood Pakistan:

There is also a third party working in the branch. The person who handle all the operations

regarding maintenance and repair, and also responsible for hiring the Van and drivers for CSL

operations support, such person is called Admin (Adnan Nabi).

4. Warehouse operations:

4.1 Receiving Stock After container arrive at branch, warehouse officer/supervisor check the leakage and

seal of container.

After loading stock from container, warehouse officer tally the stock and then stock is

placed in warehouse at their respective location inside the warehouse, such as

ambient, temperature and damage location. W/O also ensure the FIFO while placing

stock at warehouse.

Warehouse supervisor receive GRN (good receiving note) and enter the stock in

software (SAP) at the three locations:

Ambient

Temperature

Damage

(In SAP, the GT stock is placed in these two locations, whereas the Sub-D and network

Branch stock is placed in Van location to distribute the stock as per target)

Branch Manager Faheem Saif

Warehouse Supervisor Amir Sajjad

Supplier Supervisor Khalid Qadri

Warehouse Officer M. Suleman

Supplier Officers

Loaders

Any damage unit receive is posted as manufacturing /transportation damage. If the

damage is more than Rs.5000 than whole container is returned.

Paper and detergent product placed as far as possible in the warehouse.

4.2 Supply Chain of GT after Stock Receiving

SR

4.3 Supply Chain of Sub-Distribution

Stock of Sub-D is placed in Van (code of SAP) after receiving

SR

Stock supply to Sub-D almost every day in a week.

Van load should fulfill the requirement of assigned Van (load should be complete), so that

the cost can be minimized; and sometimes two sub-D is supplied at one Van to decrease

the cost.

There are eight active Sub-D at Sialkot branch of Abudawood Pakistan:

SR take orders from

market on palmtop SR submit orders to

H/O through palmtop

Submit palmtop to IT

officer

IT Officer receive

conformation to issue

order from H/O, and

also print CMR

according to account

department instructions

IT officer print bill,

picking list and VLS

Loaders pick and

segregate the stock

according to Picking

List and VLS as per W/O instructions

Stock loading at docks

by loaders to SO SO dis tribute s tock

as per invoices and

take cash from reta i lers

SO submit cash to

account department

Accountant confirm

payment of Sub-D

Post order in

Software (SAP)

Generate Bi l l s , Picking Lis t and VLS

Loaders pick the

s tock as per

instruction by warehouse officer

Warehouse officer

ta l ly the s tock

Loaders load the stock into the

dedicated Van

Name of Locations Chawinda Badyana Daska Mundeki Pasrur Samreyal

No. of Sub-D’s 1 1 2 1 1 2

4.4 Supply Chain of Network Branch

SR

Stock supply to NWT two days in a week

Stock supply to NWT as per the requirements of NWT.

The stock of NWT is placed separately by warehouse officer/supervisor in VAN inventory,

so that it can be separately operated from GT.

4.5 Physical Counting of Inventory

After picking stock for GT and Sub-D, W/O physically count the stock at warehouse as per

stock report send by Head Office. This will help the warehouse officer to maintain the

100% IRA.

Stock is placed on pallets as per layers SOP of company, so that the whole pallet can be

easy to count.

Loose pallets and loose units are placed in such a way so that it can count easily, it increases

the efficiency and speed of physical counting of stock.

4.6 House Keeping of Warehouse Warehouse is properly clean every day at 9:00 am.

All the brands in the warehouse is placed at their given location.

Maintenance and repairing of warehouse is done as per requirement.

Doors of warehouse are closed and only authorized persons are allowed to enter, this

prevents any insect in the warehouse.

Warehouse team maintain the list of authorized persons in warehouse.

Warehouse team must check the pallet every day.

NWT check the stock

status as per stock save by hub branch

STO request by NWT as

per target to hub branch

Hub branch issue

Delivery Note against

STO

Stock picked for NWT according to DN

IT Stock is loaded in

Mazda truck Offloading of stock at NWT from Mazda truck

NWT generate GRN

against receiving stock

by using Migo Command at SAP

NWT maintain two

copies of GRN, one for

inter branch and other for hub branch

Any fire material such as smoking and flammable liquid is strictly prohibited in the

warehouse.

Fire prevention material and safety training must be provided to warehouse team.

Any warehouse team member who is wounded, can be excluded from the operations of the

warehouse until he is healed.

4.7 Damages types

There are six types of damages in the SAP, so warehouse supervisor must post the damages

among these eight if any damage occurs.

On every 25th of a month, the damages report is shared with W/S and BM.

4.7.1 Transportation Damages: when come from Business Partners Damages that occurs during the offloading of stock from the container while receiving operations

is called transportation damages.

Any discrepancy in the stock or damage unit during receiving of stock is posted as

transportation damages, warehouse supervisor take the signature of transporter on truck

receipt (TR) and take the picture of that stock. If the damage stock value is more than

Rs.5000, than whole container will be returned to business partner.

Any leak unit or damage unit is immediately placed at damage location of the warehouse

on the pallet, and its detail is written for the SAP record.

Customer compliant form is used to complain business partners about the shortage, excess

or damage of stock.

4.7.2 Transportation Damages: Branch Operations

During GT Loading During NWT/Sub-D Loading

While loading the stock on docks, SO should be

take that stock that is not damage. This damage

stock during the loading is returned by SO.

If any shortage or damage of unit/case is found by

NWT during offloading of stock, than NWT note

this stock on three documents.

VLS

TR

Delivery Note

Also take sign from transporter.

The Stock is loaded into the as per VLS (van load

summary).

Parent branch issue the new stock on damage stock.

4.7.3 Expiry Product

Any product reach two months of expiry date or pass its expiry date is written on Expiry

Product Claim form. NTW communicate with its hub branch in case of expiry products.

With the approval of regional manager, the expiry product is posted into the system as

Manufacturing Damages due to expiry.

4.7.4 Manufacturing Shortage

Any shortage of unit found in the stock case.

If any manufacturing shortage is identified, than warehouse supervisor fill the shortage

reporting form and submit it to branch manager. Branch manager randomly tally stock and

identify shortage, than sign off the manufacturing shortage reporting form and hand it over to

the warehouse supervisor. The W/S transfer the relevant stock to shortages and file one copy

of it for warehouse record.

4.7.5 Manufacturing Damage Any damage of unit/case found in the stock.

If any manufacturing damage is identified, than warehouse supervisor fill the damage reporting

form and submit it to branch manager. Branch manager identify damage, than sign off the

manufacturing damage reporting form and hand it over to the warehouse supervisor. The W/S

transfer the relevant stock to damage location in warehouse and file one copy of it for

warehouse record.

4.7.6 Excess or damage excess stock If any excess stock is identified, than warehouse supervisor fill the excess stock reporting form

and submit it to branch manager. Branch manager identify excess stock, than sign off the

excess stock reporting form and hand it over to the warehouse supervisor. The W/S transfer

the relevant stock to excess location in warehouse and file one copy of it for warehouse record.

In case of damage excess stock, all the excess stock step is followed but stock move to damage

location.

4.7.8 Trade Handling Damages

Any stock who is outdated or damage is reissued at the request of CBD with the approval of

unit manager or district manager.

The stock will not be reissued if the price of stock changed or packaging is changed.

5. Suppliers Operations

SR

SO take good stock during loading at docks.

Meeting of SO’s with

supplier supervisor

every morning

Invoices, VLS and CMR

are distributed among

SO as per their target

location. Also merge the VLS if required.

SO after meeting go

to docks of WH for

loading

SO load the stock in Van as per VLS

Distribute the stock at

their target location as

per invoice and take cash from retailer

Take print of cash

return summary from

IT officer and hand

over the returned

stock to warehouse staff

Submit remaining cash

after returning stock to

accounts office of branch

Responsible of cash take from retailer.

On merchandizing Discount, take cash from retailer after discount as per CMR issued by

branch accountant.

SO’s time out and time in from the gate of branch is noted by security guard for their KPI.

The meter of Van is also note by security guard.

6. Accounts Office of Branch CMR & Knock off

Credit memo report is used to discount the customers against their purchasing of stock from

Abudawood. When customer take discount from the CMR issued by accountant, than

accountant knock off the discount of customer from the software (SAP).

7. IT Office Operations

SR

He is responsible for print invoices, VLS, Picking List of GT and Sub-D at time (night), so

that all the other operations of branch can be perform at time. Time management at every

level of operation in the branch is the very important step to follow for accuracy and effic ient

management.

Charge and Distribute

the Palmtops among SR

SR submit orders to

H/O through palmtop

SR Submit palmtop to

IT officer

IT Officer receive

conformation to issue

order from H/O, and

also print CMR

according to account

department instructions

Print the stock return

report to SO’s

IT officer print bill,

picking list and VLS.

Also print Picking list for Sub-D

Also Print CMR after

confirmation of branch

accountant

Night operations at Sialkot Branch of ABD This is a testing project, which has been done to manage the operations efficiently

and effectively.

8. Objectives Control the delay time of segregation.

Control the quality issues.

Make the loaders more efficient.

Make SOs to be at docks within target time of company.

Make the hectic operations efficient and effective during day and night.

Make the Van out timing from branch gate more efficient and responsive to target.

9. Introduction to Project The night operations is started by Baber Amanullah (internee) under the supervision of Branch

Manager (Faheem Saif). We had a meeting on it and the shift timing is decided as per company

policy.

All the night and day operations need excellent management in order to succeed. If any person or

team is not do its part timely and efficiently than the cost of the operations will increase and there

will be no result appeared for hardworking of other team of the branch. Synergy is what we need

if we want to do operations at night.

10. When only Day operations Supplier Officers = 15

Loaders = 6

Day shift Starting Time = 7:00 AM

This data has been taken very carefully by deeply observing the day operations in the

warehouse. This data is only for picking, segregation and loading of GT.

Picking

Start

Time

Picking

End

Time

Tally of Picking

by W/O (mostly

Parallel with

picking)

Segregatio

n Time

Start

Segregation Time

End (mostly

Parallel with Van

Loading)

SO

arrival

Time at

Docks

Start

Loading

Start

Time

Loadi

End

Time

7:00

AM

7:43

AM

7: 45 AM 7:45 AM 9:50 AM 8:45 AM 8:53 AM 10:10

AM

7:00 AM

7:43 AM

7: 45 AM 7: 45 AM 9:20 AM 9:05 AM 8:50 AM 10:00 AM

7:00 AM

7:45 AM

7: 52 AM 7: 52 AM 10:00 AM 9:35 AM 9:35 AM 10:21 AM

7:00 AM

7:35 AM

7: 40 AM 7: 40 AM 9:10 AM 9:00 AM 9:10 AM 10:05 AM

Picking Time Tally Time Segregation Time SO arrival Time at Docks start Loading Time

41 min 4 min 1:50 hour 9:06 AM 1:02 hour

Total Time Taken on Picking and Segregation of Stock:

41 min + 4 min + 110 min = 154 min

By seeing this given data we can easily identify that the segregation is late and hectic in the

very short period of time. If the operations start at 7:00 AM, than the clock time according to

given data will be 9:34 AM.

Also during segregation if a stock is misplaced to another VLS, than it is very hard to find it

in a short period of time, and due to this sometimes the SO wait for their stock at docks.

Loaders take more pressure of work and also they became tired of this lengthy operation.

Although the arrival time of SO at docks is not set due to late segregation and parallel loading.

11. Beginning of Night Operations

11.1 Night Shift Schedule

Starting Date: 18/07/2016

Name Designation Responsibilities of Night

Operations

Timing

(Monday-Saturday)

Muhammad

Salman

Warehouse Officer

Receive Picking List

(GT & Sub-

Distribution) and VLS

from IT Officer

Distribute the work

among Loaders

Verify picked and

segregated stock

against Picking List

and VLS

11:00 PM-7:30 AM

Baber Amanullah

Internee

By observing the

operations of picking

(GT & Sub-D) and

segregation, plan to

reduce time and cost of

operations.

11:00 PM-7:30 AM

-

Loader

Follow the instruction

of Warehouse Officer

Pick (GT & Sub-D)

and Segregate Stock as

per Picking List and

VLS

11:00 PM-7:30 AM

-

Loader

Follow the instruction

of Warehouse Officer

Pick (GT & Sub-D)

and Segregate Stock as

per Picking List and

VLS

11:00 PM-7:30 AM

Night Loaders = 2

This data has been taken very carefully by deeply observing the day operations in the

warehouse. This data is only for picking and segregation of GT.

11.1.1 Data of night operations for GT

11.1.2 Average time taken

Picking Time Tally Time Segregation Time

60 min 7 min 133 min

Total Time Taken on Picking and Segregation of Stock:

60 min + 7 min + 133 min = 200 minutes or 3:20:00

If the night operations start at 10:30 PM, then this process approximately ends at 01:50 AM

(only for GT).

Loaders are relax and work effectively.

Any misplace of stock during segregation can easily be find and placed at right VLS.

SOs are informed to be at time at docks for loading operation.

Drivers are informed to be at time at docks.

The quality issues has also been control at night.

The stock is zero at the picking area and all the stock is segregated 100% at night.

11.1.3 Data of night operations for Sub-Distribution

Date Picking Start Time Picking End Time

July 18 2:40 AM 4:10 AM

July 19 2:07 AM 2:35 AM

July 20 No picking of Sub-D No picking of Sub-D

July 21 2:50 AM 3:15 AM

Sub-D picking is also pick by the loaders at night in the given time.

This process is very helpful for the day operations loader and warehouse supervisor.

Loaders only take 20-30 min for picking the stock for Sub-D.

As from the given data we found that the night team is done its part and keep the stock ready for

loading for day operations. All the operations during night is done timely and with effic ient

Date Picking Start

Time

Picking

End Time

Tally of Picking by

W/O (mostly

Parallel with

picking)

Segregatio

n Time

Start

Segregation

Time End

July 18 10:35 PM 11:40 PM 11: 47 PM 11:47 PM 2:00 AM

July 19 10:40 PM 11:40 PM 11:45 PM 11:45 PM 2:05 AM

July 20 10:20 PM 11:15 PM 11:18 PM 11:30 PM 2:45 AM

July 21 10:00 PM 11:00 PM 11:15 PM 11:22 PM 2:45 AM

management, so that there will be no hurdle during day operations and all the operations run

smoothly.

11.2 Day Shift Operations

Starting Date: 19/07/2016

Name Designation Responsibilities of Night

Operations

Timing

(Monday-Saturday)

Amir Sajjad

Warehouse

Supervisor

Ensure the loading of

GT as per target

Distribute the work

among Loaders

Physical Counting of

stock

Ensure receiving of

stock and post it in

SAP

Handling Damages

Handling return of

stock

8:30 PM-4:30 PM

-

Loader

Follow the instruction

of Warehouse

Supervisor

Load GT as per target.

Load Sub-D, and Pick

Sub-D if required.

Pick and Load for

Network branch.

8:30 PM-4:30 PM

-

Loader

Follow the instruction

of Warehouse

Supervisor

Load GT as per target.

Load Sub-D, and Pick

Sub-D if required.

Pick and Load for

Network branch.

8:30 PM-4:30 PM

-

Loader

Follow the instruction

of Warehouse

Supervisor

Load GT as per target.

Load Sub-D, and Pick

Sub-D if required.

Pick and Load for

Network branch.

8:30 PM-4:30 PM

-

Loader

Follow the instruction

of Warehouse

Supervisor

Load GT as per target.

Load Sub-D, and Pick

Sub-D if required.

Pick and Load for

Network branch.

8:30 PM-4:30 PM

Loaders must arrived at time in warehouse and only load GT as per target time.

SOs should arrived at time if efficient operations is required, supplier supervisor is responsible

for them.

Drivers should also arrived at time, branch admin is responsible for them.

Loading of Sub-D is also done by loaders during day at time.

Receiving of stock from business partner.

11.2.2 Day operations for GT

Supplier Officers = 15

Day Loaders = 4

This data has been taken very carefully by deeply observing the day operations in the

warehouse. This data is only for loading of GT.

11.2.3 Average Time Taken

SO arrival Time at Docks Loading Start Time Loading End Time

8:48 AM 8:59 AM 9:11 AM

The Van load target time is controlled a bit as per target, but not up to the mark as we have planned.

The reasons for it is late arrival of supplier officers and drivers. Currently we are going to manage

the time of SOs and drivers and for this purpose we talk to supplier supervisor and admin officer.

This issue will be resolve soon and the operations will be done smoothly soon. No doubt the cost

of electricity bill and generator fuel cost is increased by having night operations, but our team use

the resources of the company efficiently to keep the cost as low as possible. Loaders and other

team members at night switch on only the light that is needed.

Date Average SO arrival

Time at Docks

Average Loading Start

Time

Average Loading End

Time

July 19 8:56 AM 9:05 AM 9:14 AM

July 20 8:50 AM 9:00 AM 9:13 AM

July 21 8:43 AM 8:56 AM 9:09 AM

July 22 8:44 AM 8:56 AM 9:08 AM

12. Recommendations

Supplier officers should arrive at time at docks, so that the stock is loaded in vans and

operations are done as per target time of branch.

Drivers should also arrive at branch at time, so that the vans timing out is controlled.

One more loader is needed at night, because currently the night operations are done in time

with the help of internee and W/O help. It is very difficult for two loaders to pick and

segregate of 16 VLS along with the picking of Sub-D.

Continuous improvement in the operations are needed for the successful execution of night

project.

13. Internship Experience/Learning

• Learned to manage every operations of CS&L department of Abudawood Pakistan

effectively and efficiently, especially warehouse operations.

• Learned to utilize the resources of the organization.

• I have learned how to maintain mutual respect and best organizational culture in the

professionalism.

• I have developed the skills to lead the team by giving intrinsic motivation to employees &

sub-ordinates, and how to be self-motivated.

• I have learned to handle the project in the best possible way by following the Standard

Operating Procedures (SOPs) of company.

• Learned to maintain the quality and continuous improvement in the operations.

• I have completely understood the importance of logistics management in the professiona l

work.

• I have learned to take effective decisions in the challenging environment of organization.