Business Process Re-Engineering

  1. Improvements in  Containers Handling and Co-ordination with Port Terminal

Situation:

A Fleet of 20 Container Haulage Trailers were in use for  transporting loaded containers from the Port Container Terminal to DC and returning of empty ones from DC to the Terminal. Trailer Turn Around Time at the DC was too long and demand for enhancing the fleet size by 25% was projected to ease this operation.

Benefits Delivered:

  • Total elimination of Trailer queuing and congestion at the DC Yard
  • Daily receipt capacity for inbound containers dramatically increased by 50%, from 20 FEU Containers to 30+ FEU Containers using the same trailer fleet and other supporting resources
  • More efficient operation resulting in avoidance of demurrage payments on account of container delays, holding charges at the Port Terminal, etc.
  • Smoothened and independent receiving operations at the DC
  • Smoothened and independent flow of loaded containers from Port to DC and empty containers from DC to Port
  • Trailer Fleet optimized and reduced by 25%, and with a reduced fleet of 15 Trailers the same volumes could be conveniently handled.

 

Business Process Re-Engineering Projects

  1. New Storage Methods for Heavy Machinery Components

Situation:

Ground Engaging Tools, that are usually heavy metallic forgings, were traditionally stored on fixed heavy duty storage racks erected and left in open yards.  Customer acceptance for these components progressively reduces as they remain in the open yard for prolonged periods.

Benefits Delivered:

  • Damage reduction and loss prevention on this category of products
  • Efficiency improvement in handling and operations
  • Enhancement of quality and service levels for improved customer satisfaction

Business Process Re-Engineering Projects

3. In-house Facility Development

Situation: 

Consumption of Wooden Pallets for shipping and storage were steadily increasing and procuring them from outside vendors became a costlier affair with associated quality issues. Also there was no facility available in-house to repairing and reconditioning  of old pallets regularly received through inbound supply.

Benefits Delivered:

  • Sustainability, reuse and recycling of available resources could be initiated for pallets and packing consumables
  • Savings achieved were considerable due to recycling and minimized volumes of scrapping and disposal of pallets and case material
  • Consumption of packing supplies got controlled considerably resulting in additional cost savings
  • Dependence on external sources of supply got eased out within a short period of time

Business Process Re-Engineering Projects

  1. DC Storage Density Enhancement Project 

Situation:

A point was reached when the current DC could not be worked around much for accommodating higher volumes of material as demanded by business growth opportunities. Moving out some SKUs entirely or partially in to a different facility was not considered a good option by the team. Also, putting up a larger DC had many challenges in terms of higher costs, time required for development and other strategic disadvantages.

Benefits Delivered:

  • Huge capital outlay decisions required for any type of expansion programs were dropped or postponed by at least next 5 to 10 years
  • All advantages of the current location could be leveraged further for adding up to 25% more volumes without a need for making any large additional investments
  • No time loss or hampering of current business operations encountered, as the DC was kept fully functional when the layout modification was being carried out in a phased manner over a period of six months