A STUDY ON CUSTOMER’S SATISFACTION MARKS CARGO PRIVATE LIMITED - 2

SANTHAN R MBA IB | PONDICHERRY UNIVERSITY
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CHAPTER - I
INTRODUCTION
Logistics is the management of the flow of goods between the point of origin and the
point of consumption in order to meet some requirements, of customers or corporations.
The resources managed in logistics can include physical items, such as food, materials,
animals, equipment and liquids, as well as abstract items, such as time, information,
particles, and energy. The logistics of physical items usually involves the overall
integration of the information flow from end to end of the process, material
handling, production,packaging, inventory, transportation, warehousing, supply chain,
and often security. The complexity of logistics can be modeled, analyzed, visualized, and
optimized by dedicated simulation software. The minimization of the use of resources is a
common motivation in logistics for import and export.
Logistics is a diverse and dynamic function that is flexible and changes according to the
various constraints and demands imposed upon it. There is, realistically, no ‗true‘ name
or ‗true‘ definition that can be universally applied, because products, organizations and
systems differ. Many terms are therefore used interchangeably, in literature and in the
humanitarian world. One quite frequently accepted view in the humanitarian sector is:
Logistics = Supply + Materials Management + Distribution
The prevalent view is that the term logistics comes from the late 19th century: from
French logistique (loger means to lodge). Others attribute a Greek origin to the word:,
meaning reason or speech; meaning accountant or responsible for counting.
The Oxford English Dictionary defines logistics as "the branch of military science
relating to procuring, maintaining and transporting material, personnel and facilities."
However, the New Oxford American Dictionary defines logistics as "the detailed
coordination of a complex operation involving many people, facilities, or supplies," and
the Oxford Dictionary on-line defines it as "the detailed organization and implementation
of a complex operation." As such, logistics is commonly seen as a branch of engineering
that creates "people systems" rather than "machine systems."

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According to the Council of Logistics Management, logistics includes the integrated
planning, control, realization, and monitoring of all internal and network-wide material,
part, and product flow, including the necessary information flow, industrial and trading
companies along the complete value-added chain (and product life cycle) for the purpose
of conforming to customer requirements.
Logistics Process
Logistics is a diverse and dynamic function that is flexible and changes according to the
various constraints and demands imposed upon it. There is, realistically, no ‗true‘ name
or ‗true‘ definition that can be universally applied, because products, organisations and

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systems differ. Many terms are therefore used interchangeably, in literature and in the
humanitarian world.
Logistics is about moving materials, information and funds from one business to another
business or from a business to the consumer. Logistics is an important part of the
business economic system and is a major global economic activity. It encompasses
activities like freight transportation, warehousing, material handling, protective
packaging, inventory control, order processing, marketing, forecasting and customer
service.
Fierce competition in today‘s global market, the introduction of products with
short life cycles, the heighten expectations of customer and the cost cutting measures
have forced business enterprise to focus attention on logistics industry. Historically, the
logistics sector was clearly separated and restricted mainly to transportation and
warehousing. The logistics management in today‘s world however, covers all the aspects
of value chain including an efficient integration of transportation, distribution,
warehousing, reverse logistics, value added services such as payment collection,
packaging, documentation, customer brokerage facilities, kitting, repair management,
reconfiguration etc. The developments of state-of-the art IT in recent years have further
had remarkable implications for the logistics industry.
Various surveys have been conducted to estimate the logistics activities as a percentage
of whole production value, and it is found that between 12 and 20% of the final retail
price of current consumer goods is associated with logistics cost. (The three major cost
components of logistics operations are inventory carrying, transportation and
administration.) Logistics industry represents a significant part of the economy, as they
generally constitute between 10and 15% of the GDP of a country. The European market
for logistics industry can be categorized as matured and crowded with several globally
strong logistics players. The 3PLpenetration rate in Europe is also estimated to be high, at
10%. It is estimated that about11.6 million jobs are involved in logistics in this region.
Having such matured market, there is only limited scope for new entrants in Europe. In
the US, the European players have started establishing strong US networks. The US
appears as the home ground of global giants of logistics players, with a reported 3PL

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penetration rate of 8%. In 2000, total business logistics costs exceeded US$ 1 trillion and
accounted for 10.1% of the country‘s GDP. The breakdown for the total logistics cost for
the US is as follows:
 Inventory carrying costs: The major cost components are interest charges, taxes,
obsolescence, depreciation, insurance and warehousing. The inventory-carrying
rate for the past 40 years has remained relatively steady at about 25%, except for
periods of recession when the rate increased to above 30%.
 Transportation costs: In the US, the trucking industry has accounted for the bulk
of the transportation costs, with inter-city trucking as the key contributor.
 Administrative cost: This cost is attributable to logistics administration and it
accounts for less than 5% of the total logistics costs.
Over the last decade, the logistics costs have come down from 15% to 9% in the US.
Back in the east, the strong presence of local players in Japan resulted in difficult market
entry in this region. Likewise, the consolidation in Australian logistics markets have
resulted in large domestic logistics companies, which also limits the scope for new
entrants.
The story is however different in Asia. There are no dominant integrated logistics
players, and the Third-Party Logistics (3PL) and Fourth-Party Logistics (4PL) service
providers are still growing concepts in Asia. As such, there is an urge for local players to
expand capabilities and move into unoccupied space before the global players dominate
the market. In addition, Asia is expected to show a tremendous growth in logistics market
and to account for over 50% of world cargo in 20 years‘ time. China and India
specifically are the two leading logistics markets in Asia which are forecasted to grow
more than 40% annually in this decade. As of the year 2000, the annual logistics cost for
China was estimated to be more than US$ 200 billion and the 3PL service providers
accounted for about 2% of the logistics market (lower than the Europe and US). The
logistics cost in China was recorded to be 20% of GDP, and by the first quarter of 2004,
the proportion increased to 21.4%. India, the second fastest economy in Asia after China,
with estimated GDP growth rate of 7.2% for2004 and with the value of logistics market
estimated at 13% of GDP, is expected to be at least US$ 50 billion worth of logistics

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industry and still growing. As such, the logistics industry in India has emerging
opportunities and is poised for continued significant grow thin the coming years
especially in the Fast Moving Container Goods (FMCG), textiles, retail, automotive,
pharmaceutical and manufacturing sectors. In the following sections we look at the
evolution of the Indian logistics industry and its future.
Logistics is concerned with physical material and information flows from raw material
through to the final destination of the finished product. Major emphasis is now placed on
the importance of information as well as physical flows, and an additional and very
relevant factor is that of reverse logistics – the flow of products and packaging back
through the system.
There is often confusion between ―logistics‖ and ―supply chain management‖. Logistics
is one activity of the end-to-end process of supply chain management. Humanitarian aid
in emergencies may well be ‗80% logistics‘ but it encompasses a wider spectrum of
activities; as Van Wassenhove observes : ―To many humanitarians, the definition of
logistics is open to interpretation‖.
Logistics is the process of planning, implementing, and controlling the effective and
efficient flow of goods and services from the point of origin to the point of consumption.
Types of logistics:
1. Inbound Logistics: It concentrates on purchasing and arranging the inbound
movement of materials, parts, and/or finished inventory from suppliers to
manufacturing or assembly plants, warehouses, or retail stores
2. Outbound Logistics: It is related to the storage and movement of the final product
and the related information flows from the end of the production line to the end
user
The main functions of a qualified logistician include inventory management, purchasing,
transportation, warehousing, consultation, and the organizing and planning of these
activities. One definition of business logistics speaks of "having the right item in the right
quantity at the right time at the right place for the right price in the right condition to the

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right customer". Business logistics incorporates all industry sectors and aims to manage
the fruition of project life cycles, supply chains, and resultant efficiencies.
Logistics Fields
Given the services performed by logisticians, the main fields of logistics can be broken
down as follows:
 Procurement logistics
 Distribution logistics
 After-sales logistics
 Disposal logistics
 Reverse logistics
 Green logistics
 Global logistics
 Domestics logistics
 Concierge Service
 RAM logistics
 Asset Control Logistics
 POS Material Logistics
 Emergency Logistics
Procurement logistics consists of activities such as market research, requirements
planning, make-or-buy decisions, supplier management, ordering, and order controlling.
The targets in procurement logistics might be contradictory: maximizing efficiency by
concentrating on core competences, outsourcing while maintaining the autonomy of the
company, or minimizing procurement costs while maximizing security within the supply
process.
Distribution logistics has, as main tasks, the delivery of the finished products to the
customer. It consists of order processing, warehousing, and transportation. Distribution
logistics is necessary because the time, place, and quantity of production differs with the
time, place, and quantity of consumption.
Disposal logistics has as its main function to reduce logistics cost(s) and enhance
service(s) related to the disposal of waste produced during the operation of a business.

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Reverse logistics denotes all those operations related to the reuse of products and
materials. The reverse logistics process includes the management and the sale of
surpluses, as well as products being returned to vendors from buyers. Reverse logistics
stands for all operations related to the reuse of products and materials. It is "the process
of planning, implementing, and controlling the efficient, cost effective flow of raw
materials, in-process inventory, finished goods and related information from the point of
consumption to the point of origin for the purpose of recapturing value or proper
disposal. More precisely, reverse logistics is the process of moving goods from their
typical final destination for the purpose of capturing value, or proper disposal. The
opposite of reverse logistics is forward logistics.
Green logistics describes all attempts to measure and minimize the ecological impact of
logistics activities. This includes all activities of the forward and reverse flows. This can
be achieved through intermodal freight transport, path optimization, vehicle saturation
and city logistics.
RAM logistics (see also logistic engineering) combines both business logistics and
military logistics since it is concerned with highly complicated technological systems for
which Reliability, Availability and Maintainability are essential, ex: weapon systems and
military supercomputers.
Asset Control logistics: companies in the retail channels, both organized retailers and
suppliers, often deploy assets required for the display, preservation, promotion of their
products. Some examples are refrigerators, stands, display monitors, seasonal equipment,
poster stands & frames.
Emergency logistics is a term used by the logistics, supply chain, and manufacturing
industries to denote specific time-critical modes of transport used to move goods or
objects rapidly in the event of an emergency. The reason for enlisting emergency logistics
services could be a production delay or anticipated production delay, or an urgent need
for specialized equipment to prevent events such as aircraft being grounded (also known
as "aircraft on ground"—AOG), ships being delayed, or telecommunications failure.
Emergency logistics services are typically sourced from a specialist provider.

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The term production logistics describes logistic processes within a value adding system
(ex:factory or a mine). Production logistics aims to ensure that each machine and
workstation receives the right product in the right quantity and quality at the right time.
The concern is not the transportation itself, but to streamline and control the flow through
value-adding processes and to eliminate non–value-adding processes. Production
logistics can operate in existing as well as new plants. Manufacturing in an existing plant
is a constantly changing process. Machines are exchanged and new ones added, which
gives the opportunity to improve the production logistics system accordingly. Production
logistics provides the means to achieve customer response and capital
efficiency.Production logistics becomes more important with decreasing batch sizes. In
many industries (e.g. mobile phones), the short-term goal is a batch size of one, allowing
even a single customer's demand to be fulfilled efficiently. Track and tracing, which is an
essential part of production logistics due to product safety and reliability issues, is also
gaining importance, especially in the automotive and medical industries.

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Business Logistics
One definition of business logistics speaks of "having the right item in the right quantity
at the right time at the right place for the right price in the right condition to the right
customer". Business logistics incorporates all industry sectors and aims to manage the
fruition of project life cycles, supply chains, and resultant efficiencies.
The term "business logistics" has evolved since the 1960sdue to the increasing
complexity of supplying businesses with materials and shipping out products in an
increasingly globalized supply chain, leading to a call for professionals called "supply
chain logisticians".
In business, logistics may have either an internal focus (inbound logistics) or an
external focus (outbound logistics), covering the flow and storage of materials from point
of origin to point of consumption. The main functions of a qualified logistician include
inventory management, purchasing, transportation, warehousing, consultation, and the
organizing and planning of these activities. Logisticians combine a professional
knowledge of each of these functions to coordinate resources in an organization.
There are two fundamentally different forms of logistics: one optimizes a steady flow of
material through a network of transport links and storage nodes, while the other
coordinates a sequence of resources to carry out some project (ex:restructuring a
warehouse).
Nodes of a distribution network
The nodes of a distribution network include:
 Factories where products are manufactured or assembled
 A depot or deposit is a standard type of warehouse thought for storing
merchandise (high level of inventory).
 Distribution centers are for order processing and order fulfillment (lower level of
inventory) and also for receiving returning items from clients.
 Transit points are built for cross docking activities, which consist in reassembling
cargo units based on deliveries scheduled (only moving merchandise).

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 Traditional retail stores of the Mom and Pop variety, modern supermarkets,
hypermarkets, discount stores or also voluntary chains, consumer cooperative,
groups of consumer with collective buying power. Note that subsidiaries will be
mostly owned by another company and franchisers, although using other
company brands, actually own the point of sale.
There maybe some intermediaries operating for representative matters between nodes
such as sales agents or brokers.
Logistic Families and Metrics
A logistic family is a set of products which share a common characteristic: weight and
volumetric characteristics, physical storing needs (temperature, radiation,...), handling
needs, order frequency, package size, etc. The following metrics may be used by the
company to organize its products in different families.
 Physical metrics used to evaluate inventory systems include stocking capacity,
selectivity, superficial utilization, volumetric utilization, transport capacity,
transport capacity utilization.
 Monetary metrics used include space holding costs (building, shelving and
services) and handling costs (people, handling machinery, energy and
maintenance).
Other metrics may present themselves in both physical and monetary form, such as the
standard Inventory turnover.
Handling and Order Processing
Unit loads for transportation of luggage at the airport, in this case the unit load has
protective function. Unit loads are combinations of individual items which are moved by
handling systems, usually employing a pallet of normed dimensions.
Handling systems include: trans-pallet handlers, counterweight handler, retractable mast
handler, bilateral handlers, trilateral handlers, AGV and stacker handlers. Storage systems
include: pile stocking, cell racks (either static or movable), cantilever racks and gravity
racks.

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Order processing is a sequential process involving: processing withdrawal list, picking
(selective removal of items from loading units), sorting (assembling items based on
destination), package formation (weighting, labeling and packing), and order
consolidation (gathering packages into loading units for transportation, control and bill of
lading).
Picking can be either manual or automated. Manual picking can be both man to goods,
i.e. operator using a cart or conveyor belt, or goods to man, i.e. the operator benefiting
from the presence of a mini-load ASRS, vertical or horizontal carousel or from an
Automatic Vertical Storage System (AVSS). Automatic picking is done either with
dispensers or depalletizing robots.
Sorting can be done manually through carts or conveyor belts, or automatically through
sorters.
Transportation
Cargo, i.e. merchandise being transported, can be moved through a variety of
transportation means and is organized in different shipment categories. Unit loads are
usually assembled into higher standardized units such as: ISO containers, swap bodies or
semi-trailers. Especially for very long distances, product transportation will likely benefit
from using different transportation means: multimodal transport, intermodal transport (no
handling) and combined transport (minimal road transport). When moving cargo, typical
constraints are maximum weight and volume. Operators involved in transportation
include: all train, road vehicles, boats, airplanes companies, couriers, freight forwarders
and multi-modal transport operators. Merchandise being transported internationally is
usually subject to the Incoterms standards issued by the International Chamber of
Commerce.
Configuration and Management
Similarly to production systems, logistic systems need to be properly configured and
managed. Actually a number of methodologies have been directly borrowed from
operations management such as using Economic Order Quantity models for managing
inventory in the nodes of the network. Distribution resource planning (DRP) is similar to

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MRP, except that it doesn't concern activities inside the nodes of the network but
planning distribution when moving goods through the links of the network.
Traditionally in logistics configuration may be at the level of the warehouse
(node) or at level of the distribution system (network).Regarding a single warehouse,
besides the issue of designing and building the warehouse, configuration means solving a
number of interrelated technical-economic problems: dimensioning rack cells, choosing a
palletizing method (manual or through robots), rack dimensioning and design, number of
racks, number and typology of retrieval systems (e.g. stacker cranes). Some important
constraints have to be satisfied: fork and load beams resistance to bending and proper
placement of sprinklers. Although picking is more of a tactical planning decision than a
configuration problem, it is important to take it into account when deciding the racks
layout inside the warehouse and buying tools such as handlers and motorized carts since
once those decisions are taken they will work as constraints when managing the
warehouse, same reasoning for sorting when designing the conveyor system and/or
installing automatic dispensers.
Configuration at the level of the distribution system concerns primarily the problem of
location of the nodes in a geographic space and distribution of capacity among the nodes.
The first may be referred to as facility location (with the special case of site selection)
while the latter to as capacity allocation. The problem of outsourcing typically arises at
this level: the nodes of a supply chain are very rarely owned by a single enterprise.
Distribution networks can be characterized by numbers of levels, namely the number of
intermediary nodes between supplier and consumer:
 Direct store delivery, i.e. zero levels
 One level network: central warehouse
 Two level network: central and peripheral warehouses
This distinction is more useful for modeling purposes, but it relates also to a tactical
decision regarding safety stocks: considering a two level network, if safety inventory is
kept only in peripheral warehouses then it is called a dependent system (from suppliers),
if safety inventory is distributed among central and peripheral warehouses it is called an

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independent system (from suppliers). Transportation from producer to the second level is
called primary transportation, from the second level to consumer is called secondary
transportation.
Although configuring a distribution network from zero is possible, logisticians usually
have to deal with restructuring existing networks due to presence of an array of factors:
changing demand, product or process innovation, opportunities for outsourcing, change
of government policy toward trade barriers, innovation in transportation means (both
vehicles or thoroughfares), introduction of regulations (notably those regarding pollution)
and availability of ICT supporting systems (e.g. ERP or e-commerce).
Once a logistic system is configured, management, meaning tactical decisions, takes
place, once again, at the level of the warehouse and of the distribution network. Decisions
have to be made under a set of constraints: internal, such as using the available
infrastructure, or external, such as complying with given product shelf lifes and
expiration dates.
At the warehouse level, the logistician must decide how to distribute merchandise over
the racks. Three basic situations are traditionally considered: shared storage, dedicated
storage (rack space reserved for specific merchandise) and class based storage (class
meaning merchandise organized in different areas according to their access index).
Picking efficiency varies greatly depending on the situation. For man to goods situation, a
distinction is carried out between high level picking (vertical component significant) and
low level picking (vertical component insignificant). A number of tactical decisions
regarding picking must be made:
 Routing path: standard alternatives include transversal routing, return routing,
midpoint routing and largest gap return routing
 Replenishment method: standard alternatives include equal space supply for each
product class and equal time supply for each product class.
 Picking logic: order picking vs batch picking

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At the level of the distribution network, tactical decisions involve mainly inventory
control and delivery path optimization. Note that the logistician may be required to
manage the reverse flow along with the forward flow.
Warehouse Management and Control
Although there is some overlap in functionality, warehouse management systems (WMS)
can differ significantly from warehouse control systems (WCS). Simply put, a WMS
plans a weekly activity forecast based on such factors as statistics and trends, whereas a
WCS acts like a floor supervisor, working in real time to get the job done by the most
effective means. For instance, a WMS can tell the system that it is going to need five of
stock-keeping unit (SKU) A and five of SKU B hours in advance, but by the time it acts,
other considerations may have come into play or there could be a logjam on a conveyor.
A WCS can prevent that problem by working in real time and adapting to the situation by
making a last-minute decision based on current activity and operational status. Working
synergistically, WMS and WCS can resolve these issues and maximize efficiency for
companies that rely on the effective operation of their warehouse or distribution center.
Logistics Outsourcing
Logistics outsourcing involves a relationship between a company and an LSP (logistic
service provider), which, compared with basic logistics services, has more customized
offerings, encompasses a broad number of service activities, is characterized by a long-
term orientation, and thus has a strategic nature. Outsourcing does not have to be
complete externalization to a LSP, but can also be partial:
 A single contract for supplying a specific service on occasion
 Creation of a spin-off
 Creation of a joint venture
Third-party logistics (3PL) involves using external organizations to execute logistics
activities that have traditionally been performed within an organization itself. According
to this definition, third-party logistics includes any form of outsourcing of logistics
activities previously performed in house. For example, if a company with its own
warehousing facilities decides to employ external transportation, this would be an

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example of third-party logistics. Logistics is an emerging business area in many
countries.
The concept of a fourth-party logistics (4PL) provider was first defined by Andersen
Consulting (now Accenture) as an integrator that assembles the resources, planning
capabilities, and technology of its own organization and other organizations to design,
build, and run comprehensive supply chain solutions. Whereas a third-party logistics
(3PL) service provider targets a single function, a 4PL targets management of the entire
process. Some have described a 4PL as a general contractor that manages other 3PLs,
truckers, forwarders, custom house agents, and others, essentially taking responsibility of
a complete process for the customer.
Logistics Management
Logistics management is that part of the supply chain that plans, implements, and
controls the efficient, effective forward and reverse flow and storage of goods, services,
and related information between the point of origin and the point of consumption in order
to meet customer requirements. A professional working in the field of logistics
management is called a logistician.
 Materials management
 Channel management
 Distribution (or physical distribution)
 Supply-chain management
Logistics Automation
Logistics automation is the application of computer software and/or automated machinery
to improve the efficiency of logistics operations. Typically this refers to operations within
a warehouse or distribution center, with broader tasks undertaken by supply chain
management systems and enterprise resource planning systems.
Industrial machinery can typically identify products through either Bar Code or
RFID technologies. Information in traditional bar codes is stored as a sequence of black
and white bars varying in width, which when read by laser is translated in a binary

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sequence, which according to fixed rules can be converted in a decimal number.
Sometimes information in a bar code can be transmitted through radio frequency, more
typically radio transmission is used in RFID tags. An RFID tag is card containing a
memory chip and an antenna which transmits signals to a reader. RFID may be found on
merchandise, animals, and vehicles and people as well.
The Evolution of Logistics Industry in India
The Indian logistics industry has come a long way from being a labor intensive during
60‘sto the present technology oriented system that provides wide range of logistics
services. The concept of 3PL is a recent past culture in India. Traditionally,
manufacturing companies in India managed their own logistics requirements in-house.
The country then gradually evolved from the stage where the Indian organizations
outsourced their labor requirement in order to avoid labor related problems.
Subsequently, basic services such as transportation and warehousing were outsourced to
different service providers known as the (Second-Party Logistics) 2PL service providers.
With the increasing demand, the service providers started providing integrated services
together with other value added services, while the organizations focus on the core
competencies and streamline their supply chain. In terms of infrastructure, road is the
dominant mode of transport which accounts for 68% of freight movement in India.
Trucks are the most widely used mode of transportation in India.
At present, around 1.5 million trucks operate on the Indian roads and the number
of trucks increases around 10% a year. Railways are considered a relatively cheaper
mode of transport and are used mainly for transporting bulk materials over long
distances. About89% of its freight traffic is contributed by major commodities such as
coal, fertilizers, cement, petroleum products, food grain, finished steel, iron ore and raw
material to steel plants. The balance 11% is other commodities moving in bulk and
containers.
The present form of logistics industry in India is still in its infancy and is highly
fragmented. There are thousands of logistics companies, ranging from the international
giants to the highly localized small players in the country. As the logistics industry in
India is in nascent stage, there are a lot of logistics issues to be improved. For example,

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the Indian companies continued to perceive cost as the major consideration in selecting
their service providers.
With increased competition and global trade, and greater thrust on customer-
centricities, the companies are now realizing the value of high quality ―customer-
responsive‖ factor. Traditional transporters, freight forwarders and courier companies are
rapidly transforming themselves into integrated logistics service providers by
incorporating other activities like inventory management, order processing, collection of
bills, sales and excise duty documentation in order to effectively utilize their existing
assets and experience. The gradual deregulations over the 1990s, which includes the
opening up of sectors to foreign MNC investments, full liberalization of current account
transactions and the largely permissible of capital account transactions, have further
boosted the logistics industry. However, when compared with developed countries, the
Indian logistics industry is still considered to be underdeveloped. The major restrictions
hindering the growth of logistics industry in India include the poor conditions of
infrastructures and transport vehicles, complex tax laws, complexity of international trade
documentation process and lack of IT infrastructure, shortage of professionally
competent logisticians and insufficient technological aids and the lack of industry
readiness. Due to these restrictions, the logistics costs in India are still higher than in the
developed markets. It is estimated to be around 13%of GDP, against 9% of GDP in the
US. (This is however lower when compared to countries like China which accounts for
20% of GDP). It is also forecasted that the potential savings for India if logistics cost
decreases by 1% is about a significant amount of $4.8 billion per year. At the other end,
the average inventory level of grocery stores is recorded to be 45days of sales in India
compared 11-22 days in developed countries. Such inefficiencies indicate that there is
much to be done with the current situation in order to boost the Indian logistics industry.
Challenges faced in logistics sector in India
With increasing competition and cost, focus on outsourcing, entry of foreign players is
having positive impact on the industry.
The road transport in India as emerged as a dominant part of the transport system in
India, it has come to occupy a pivotal position in the overall transport system in India.

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The sector is growing at the rate of 10% per annum. Several factors are helping the
growth of logistics industry in India over the decade that includes changing tax system,
rapid growth in industries such as automobile, pharmaceuticals, FMCG and retail.
However, major sectors that are investing huge amounts in logistics industry are aviation,
metal & mining and consumer durables. With increasing competition and cost, focus on
outsourcing, entry of foreign players is having positive impact on the industry. Three
major contributors for the growth of the logistic industry are: emergence of organized
retail, increase in foreign trade and India becoming soon the manufacturing hub.
The Economic liberalization and the relaxed FDI norms have been a tremendous help in
the growth of the sector. Other factors that have helped are augmentation of retail,
agriculture, pharmaceutical, automobile and FMCG sector. The introduction of Value
Added Tax (VAT) and the proposed introduction of a singular Goods and Services Tax
(GST) are expected to significantly reduce the number of warehouses manufacturers are
required to maintain in different states, thereby resulting in a substantial increase in
demand for integrated logistics solutions.
Infrastructure is one of the biggest challenges faced by the Indian logistics sector and has
been a major deterrent to its growth. Infrastructural problems like bad road conditions,
poor connectivity, inadequate air and sea port capacities and lack of development of
modes of transports like railways and alternates like inland water transport and domestic
aviation have been constant irritants. Due to the infrastructural bottlenecks costs per
transaction in Indian logistics sector is very much high compared to those in the
developed markets. Less economy of scale due to high fragmentation of industry, lack of
skilled labor and manpower are also one of the major challenges for the logistic sector.
Indian subcontinent faces different challenges vis-a-vis developed nations. In foreign
countries the problem is demand; in India, demand management has been a great
challenge. India still has a long way to go in terms of best practices. Maturity level of
most of the companies on demand driven value network is low. DDVN is essentially
about being customer centric.
Apart from the above-mentioned points, the key challenge is the lack of human resources
followed by infrastructure in terms of logistics, power, and water. The other challenge

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which exists in a vast country like India is that the customer base is diverse and widely
distributed. The point I am making is that the real growth which will occur in India is
from rural areas and remote locations. For companies to win over the Indian market
which is huge, they need to have right end-to-end supply chain strategies in place,
covering network strategy, proper human resources, and infrastructure. The other key
challenge is volatile demand, needs and preferences consumers, and customers are
changing rapidly, hence creating uncertainty in the demand patterns.
The transportation market in India is expected to continue offering significant
opportunities to all concerned stakeholders. However, for the sector to reach its full
potential, the timing and economics would depend on how the various drivers and
inhibitors evolve in future. While the quality of road infrastructure is certainly likely to
improve, the pace of infrastructure development is critical to minimize losses, both
economic and environmental. In particular, delays in meeting project timelines should be
minimized, given that only around 52 percent (10.39 km as against the target 20 km in
2011–12) of the daily target of average road length to be constructed has been met.
However, not only has the demand for road connectivity been rising, focus on improving
basic road infrastructure as well as technology adoption has also increased in recent
years. The number of expressways and highways has increased; many roads have been
widened; electronic toll collection is becoming increasingly common; the ‗green channel‘
concept is gaining ground, and inter-state check posts are becoming automated, with
Gujarat serving as an example.
In terms of overall business outlook, India has an opportunity; it's just that after the
downturn, in line with the global markets, the emerging markets like India and China are
also getting stabilized at a new normal which will be slightly at the lower level vis-à-vis
what the country used to grow at. Comparing India with other emerging markets, the per
capita GDP is low but there is a lot of potential.
In India, around 10-15 percent of the product cost can be attributed to logistics.
Compared to economies of the USA, the European Union or China – this is a very high
percentage. The logistics and supply chain management sector is fragmented in India.
Generally, it is an informal sector performing logistics tasks, largely with low-tech

29
technology and support and without dedicated warehouse area. Moreover, majority of
logistics service providers consist of only a few personnels owning one or two trucks.
The sector, as a whole, is not very organized and the workload is very volatile, especially
in the big cities, where there are a vast number of unorganized small truck owners and
service providers providing stiff competition at razor thin margins.
India with its vast demography brings its own challenges. With the issues like
safety, inefficient regulations, governing risks, etc – in the supply chain, it may not be
easy to revive and evolve the behavior from within the unorganized sector, towards more
safe and structured one. Human risks are a major issue in India compared to European
countries. Providers mostly overload trucks which lead to an enormous rate of deaths
since they generally do not consider investing in security measures due to cost reasons.
Storage and warehouse related risks are also of concern; the fragmented private logistics
companies do not interface with logistic chains, thus opening another avenue of business
risk.
Regulation in India sometimes borders on over-regulation, which is a major or
constricting factor. But having said this ironically in certain ways, there is a lack of
regulations and regulation implementation throughout the country. With regard to
trucking, there is a high tendency to overload and many a times they over-speed in order
to meet their time limits. Also, safety regulations are very poor which gets worse
considering substandard road and traffic conditions. An example, TATA trucks have a
capacity of 12 tons, but loads of less than 18 tonnes are exceptions, since people either do
not care or simply do not know any better. Hence, there is a high rate of accidents at
loading facilities and on roads. Safety laws do exist, but their implementation and
enforcement is very problematic. Regarding infrastructure, the government has dedicates
some routes exclusively for trucks. But the major problem is that there is no
standardization of the quotes of logistics service providers.
The Indian railways are still a monopolistic organization considering logistics, with a
huge network and an integrated system including 16 zones and 75 divisions, which is not
yet ready to be opened up for private ownership. This institution is a department of the
government and a huge entity with approximately around 100,000 employees. However,

30
it remains a single inflexible company that has difficulties to associate with outside
partners. Even though there are initiatives for improvement, they all need to be approved
through a very long and inefficient internal process.
Considering the ports for logistics operations, data from Indian Ports Association
shows that ports in India suffer from high turnaround times for ships. JNPT, which is the
premier port in India, has more than two-times the turnaround time than Colombo and
Singapore ports because of congestion on berths and slow evacuation of cargo which are
unloaded at the berths. Inadequate depth at ports is also of concern. The depth at many
ports in India is not enough and dredging tenders take a long time in getting awarded. As
a result, with the existing depths many ports are not able to attract very large vessels.
Coastal shipping in India is hampered by inadequate port and landside infrastructure,
which hampers large-scale use of it for freight movement.
Finally Air cargo has also not taken off significantly in India. With increased volumes of
cargo, major airports are getting congested resulting in long waiting time. The waiting
time for exports in India is 50 hours compared to a World average of 12 hours while the
waiting time for imports in India is 182 hours compared to a World average of 24 hours.
Also the airfreight sector suffers from high fuel costs and tariffs as well as several
manpower issues. Considering Logistics as a career option, it is still not perceived as an
industry of choice for young graduates. Therefore hiring of quality professional
manpower is a challenge.
A recent study has found that a variety of skills are required in the sector. These
include technology skills, driving skills including safety procedures, industry
understanding and multi operations skills. The present state of affairs is illustrated by
example of a truck driver in India, who is a critical point of contact for the logistics
company with its customers where the truck drivers today find it difficult to accurately
log delivery records, understand delivery documents, negotiate for return business,
handle queries etc.

31
Logistics is a unique sector that plays a major role in India‘s booming economy. In 2010,
the logistics industry was valued at $125 bn and is expected to grow at this rate for the
next 3-5years.
The Indian logistics sector employs around 45 million people, which is far greater than
the number of employees in the IT and ITES sector combined (a total of 4.3 million
people). This is an indicator of the booming logistics sector and its role in India's growth.
The primary goal of a logistics company is to supply goods across the supply chain, from
raw materials to finished products for use by consumers and companies alike. Usually,
logistics companies use four modes of transport to move freight – road, sea, air and rail.
In reality, India continues to portray the image of a backward player in the global
logistics arena with barely any multimodal logistics centers. Indeed, despite its strategic
location, the country has been unable to evolve into a hub for international freight.
Poor infrastructure facilities have brought into focus two crucial areas that require
immediate attention in developing India‘s logistics chain. They are logistics costs and
value added services. Logistics costs, which include transportation, warehousing,
inventory management, packaging and administration-related costs are estimated at 13 to
14% of GDP, which is high compared to other developing nations‘ figures of 6 -
8%.Customers in India pay much higher than their counterparts in other countries for
freight services. They are also faced with significantly higher delays in freight services,
which give the Indian logistics sector a sluggish and unreliable appeal. Very often,
customers have to track the progress of their consignment to ensure it reaches its
destination on time.
Road Freight
Roads are the most popular mode of transportation in the logistics sector with 65% of
total goods transported using this mode of transport. With a total length of 3.3 million
kilometers(Economic Survey 2007-08), India boasts of the second largest road network in
the world. It is interesting to note that National Highways forms only 2% of the road
network but carry about 40% of the total road traffic. There are several challenges facing
road freight services, the foremost being miserable road conditions. For several years

32
voices have been raised against the dismal state of roads in the country. Along with
citizens, the logistics sector is severely hit by this scenario. The average speed for trucks
in India is 30-40 km per hour (kmph) compared to 60-90 kmph in other countries. As a
result, the daily average distance a commercial vehicle travels in India is 240-280
kilometers compared to 680-700 km in other developing countries. Moreover, 12% of
trips by commercial trucks are empty trips without load.
Challenges facing Road Freight:
 Badly maintained roads
 Low average speed for commercial trucks: 30-40km
 Low daily average distance for commercial trucks: 240-280 km
 Issues with octroi persist
The logistics industry is staunchly against the way octroi is collected and for a long time
has been demanding that it be abolished. There is a general feeling among industry
members that octroi does not comply with the current policy of liberalization.
Roads in India have to deal with innumerable demons in the form of
encroachment, potholes, lack of maintenance and gigantic traffic. Luckily, the
Government of India has realized the importance of good roads to provide a better
infrastructure. In the 12th Five Year Plan, investments of Rs. 2,64,000 cr have been
mooted in the road sector. The National Highway Authority of India (NHAI) has
proposed to invest Rs. 87,000 crore while the remaining investment of Rs. 1,77,000 will
be done through the private sector.
According to a recent Goldman Sachs report, India will need to spend $1.7 trillion
on infrastructure projects over the next decade to boost economic growth. Currently,
several projects have been undertaken to expand the road network nationwide. This will
help in providing connectivity in both the rural and urban areas. The Golden
Quadrilateral Project is one such example of these initiatives. The 11th Five Year Plan
saw an investment of Rs.3,141.5 bn in the roads sector.
The World Bank is providing $2 bn for building 24,000km of all weather roads in
Himachal Pradesh, Jharkhand, Meghalaya, Punjab, Uttarakhand and Uttar Pradesh. This

33
loan was approved in January 2011 under projects carried out by Prime Minister Gram
Sadak Yojana(PHGSY) to build 3,75,000km of new roads at an estimated cost of $40 bn.
Ocean Freight
Ports form the lifeline between ocean and land-based transport. India‘s long coastline is
blessed with 13 major ports that are managed by the Port Trust of India. These ports are
Kandla, Mumbai, JNPT, Mormugoa, New Mangalore, Kochi, Tuticorin, Chennai,
Ennore,Vishakhapatnam, Paradip, Port Blair and Kolkata. Apart from these, there are 200
non-major ports of which only 66 are operational.
India will be looking forward to unite the country‘s 13 main harbors into integrated
freight hubs. Many of these harbors do not have the rail and road connections needed to
handle the transport volume of ships. Containers have to frequently wait for weeks in the
harbor before they can be transported. Lack of good connectivity, equipment and
technology has contributed to significantly higher logistics costs for this mode of
transportation. Some major issues affecting ocean freight include:
Congestions are a regular feature at Indian ports. One of the main reasons for this is
increased berthing time, persistent rains, yard congestion and rail/road delays. This
creates havoc on schedules, resulting in indefinite delays for transactions. Furthermore,
lack of coordination between the customs authorities and ports delays quicker dispatch of
documentation and goods.
The average turnaround time at major Indian ports have risen to 4.38 days in 2009-2010
from 3.87 days the previous year. The average pre-berthing waiting time has risen to
11.67 hours in 2009-10 from 9.55hours the previous year Facilities at existing ports for
cargo handling, stevedoring, pilot age services, bunker services and warehousing
facilities need to be upgraded. Different levels of tariff for different types of vessels/cargo
should be implemented.
Challenges facing Air Freight:
 Only major airports have infrastructure to handle air cargo
 Waiting time 50 hours for export cargo

34
 Waiting time 182 hours for import cargo
 Infinite delays in transactions
 Poor warehouse infrastructure
Indian ports have outdated infrastructure with outdated mechanized systems to handle
cargo. Bigger ships find it difficult to approach ports with access channels not having the
required depth. Moreover, night navigation is almost absent with ships having to wait for
daylight to begin operations. There is an urgent need to increase port capacity and
number of berths. This will ensure smoother movement of goods movement through
ports.The congestion period is particularly long at Haldia (7/8 days), Kandla (8/12 days),
Paradip (4days), Vizag (5/6 days), Tuticorin (2 days), Nhava Sheva (5 days) and Goa (2/3
days).
There are huge opportunities for port development. Petroleum products, coal, steel and
iron ore containers will require over 1600 million tonnes by 2025. For FY12, the
Government is likely to award 23 PPP projects worth Rs 16,700 cr in 2011-12, adding
230 million tonnes to India's yearly cargo handling capacity.
As the country is beset with sever infrastructure niggles, several logistics companies have
wisely invested in setting up Container Freight Stations (CFS) at strategic port locations
across the country. These state-of-the-art facilities provide excellent warehousing
capabilities, inventory management, cargo packaging and scope for container
parking/repairs.
Air Cargo
Over the last couple of years, air freight has gained prominence for the logistics sector.
Even though the air cargo business has picked up steadily, basic infrastructure still lags
behind. It is a fact that five major airports – Bangalore, Delhi, Kolkata, Chennai and
Mumbai – account for close to 88% of the total air cargo handled in India. Air cargo in
India accounts for only 6-7% of total freight in terms of tonnage but 35 per cent in value.
The lack of onsite storage facilities is one of the biggest challenges facing providers of air
cargo services. There is an urgent need to improve India‘s airport infrastructure and more

35
dedicated cargo terminals should be introduced. Even though air cargo provides a clear
advantage over other forms of freight services, it is severely hampered by poor
warehouse infrastructure.
India has 67 airports in a country that has an area of 3.3 million sq. km. This is woefully
inadequate and works against the cause of air cargo development. On the contrary, the
number of airports in the USA exceeds 15,000.There are often huge delays resulting in
sever losses, especially in the case of perishable goods. In export cargo, airport waiting
time is 50 hours compared to a global average of 12hours. Similarly, for import cargo,
airport waiting time in India is an astonishing 182 hours compared to 24 hours in other
countries. Moreover, average charges at Indian airports are78% higher than those offered
in other countries.
Apart from the major airports, the remaining ones are underutilized and will require
massive infrastructure spending. The current 11th Plan envisaged the development of 35
non-metro airports that did not have proper terminals, lounges and modern equipment. It
is anticipated that air cargo activity shall expand from metro airports to non-metro
airports after necessary infrastructure has been put in place.
Rail
In India, freight trains travel on the same tracks as passenger trains, thus causing
considerable delays in transportation of goods. A slow average speed of 25 kmph has
now encouraged several logistics players to shift from rail to road to ensure faster
delivery of goods.
The rail logistics sector is mainly dependent on the Indian Railways and port terminal
operators to function smoothly. There are several issues that need to be looked into such
as stability of rakes, service guarantee and dedicated freight corridors. Also, the cost of
transport per tonne per kilometer is very high in India when compared with other
countries such as China, the US and the UK. A dedicated freight corridor is capable of
boosting rail logistics in India to a very great extent by reducing the cost of transportation
and inventory.

36
Dedicated freight corridors are essential because it will bring about the establishment of
industrial corridors and logistic parks along its alignment. Two freight corridors – the
Western DFC and Eastern DFC- spanning a total length of about 3300 route km are
currently being built.
The Eastern Corridor will traverse through the states of Haryana, Uttar Pradesh, Bihar
and terminate at Dankuni in West Bengal. The Western Corridor will traverse the
distance from Dadri to Mumbai, passing through the states of Delhi, Haryana, Rajasthan,
Gujarat and Maharashtra.
The Indian Government has understood the plight of the logistic players in the country
and is focusing on overcoming infrastructure-related issues in a big way. This will help
logistics players provide better value-added services to the customer. Businesses are
bound to benefit from an enhanced logistics industry and this will, in turn, boost the
economy. It is important to integrate different modes of transport into a seamless network
so that costs delays are kept to a minimum. India has a lot of catching up to do with other
countries that offer far superior logistics services. Even though the Government has
begun the process of infrastructure development, it is crucial that policies and regulations
favoring the logistics industry are also passed to ensure a bright and secure future for this.

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OBJECTIVES OF THE STUDY
 To study the customer‘s level of satisfaction on the services provided by Marks
Cargo Private Ltd, Pondicherry.
 To understand the effectiveness of the current services in Marks Cargo Private
Limited.

38
LIMITATIONS OF THE STUDY
This study considered only the customers from Agriculture, Chemical, Cosmetics,
Cottage, Electronic and Grocery Industry Sectors. Therefore the results may vary if it
includes the customers from the other sectors.
The study covered only 54 respondents out of the total customers of the Marks
Cargo Private Limited. Therefore, the increase in sample size may provide better results
than the findings of this study.

39
SCOPE OF THE STUDY
The scope of this study of the practical implementations and the functioning of services
process within Marks Cargo Private Limited is to understand the importance of customers
feedback and the numerous benefits that accrue primarily to the functions within the
company, as it can be seen through the course of this project, helps in the individual
development of the employers and as well as to the customers which will in turn assist in
the development of the company.
The study also attempts to find out the possible weak links in the current
functioning of the services and to assist the company to fortify these links. Furthermore,
the study wishes to find the accuracy and the usage of this Customer Feedback and
encourage the proper usage of this and so as to ensure the proper functioning of
management within the company.

40
CHAPTER - II
A. COMPANY PROFILE
Marks Cargo Private Limited was established in 2006 with 5 branches, and has since
grown into the leading cargo handlers. To meet the growing demands of their valuable
and supporting customers they have established 9 branches at present. At each step they
take towards advancement and always realize that customers are the foundation stone of
the success. With unique combination of expertise, infrastructure and dedicated personnel
Marks Cargo Private Limited ensure value added service with all the beneﬁts being
transferred to our clients.
The goal is to build long term association with our valued customers for mutual benefits
and understand well about their requirements, to serve them better. Main objective is the
satisfaction of the customers by providing timely service, information and guidance. The
office at Pondicherry doing India distribution and worldwide Logistics solutions.
As Logistics is a part of Product offering, Marks Cargo Private Limited is committed to
provide a real value for money, by way of giving critical information, so as to contribute
to their winning advantage. Marks Cargo Private Limited, is well-versed in providing
prompt, reliable and consistent service, also assured to their customers with affordable
and comprehensive business solutions. Marks Cargo Private Limited is mounting firm
headquartered at Pondicherry, India, amongst the renowned global logistics service
providers.
Marks Cargo Private Limited is committed to become a full-fledged third party logistic
solution provider, attributing world-class service to their customers, across globe.
 Integrity
 Commitment
 Professionalism
 Innovation
 Adaptability
 Consistency

41
 Dedicated Customer service
 Understanding & Development
Global Supply Chain
Managing inventory is a very big challenge now‐a‐days to manage within their budget
and its time-sensitive. And now it is very common to go global sourcing for most of the
business houses. However, they are committed to provide the valued customers for
fruitful, reliable business partner for end‐to‐end supply chain activity, as well.
Value Chain
Marks Cargo Private Limited is designed to ensure that each and every stages of the
supply chain activity will carefully planned and coordinated well. An outstanding team of
professionals, committed to the excellence by way of providing timely and accurate
information and guidance, as real value for the customer‘s money.
To make use of their agent network and Logistics partners across the globe, they
obviously support all the customer‘s sourcing and selling anywhere to anywhere in the
globe.
SOP – Standard Operating Procedures
To understand well about the specific logistics needs and requirements. The study is
conducted all expectations of a customer in order to setting up a detailed process flow to
check all the deviations and ensure a reliable business module to the industry specific.
The effective way of implement standardized operating procedure, the firm develops and
implement and maintain a real‐ time solution, which is fundamental and instrumental to
all customer‘s supply chain management.
GROUPING (CONSOL)
A cost‐effective way of freight management to do advance space block in the respective
airlines.
Marks Cargo Private Limited facilitate to their customers by doing cargo consolidation
air/sea which includes the transportation of cargo to the loading point, loading the cargo

42
into containers, processing the shipping documents with execution of necessary custom
formalities, use premium air/sea carriers and make sure that the cargo will in‐time to the
respective destinations well before the stipulated time indicated by the most of their
customers.
List of Services
 Customs Clearance
 World-Wide Sea-Freight and Air-Freight
 Warehousing and Packaging solutions
 Value Added Services for companies who require a reliable partnership with a
credible global logistics business
 Door to Door
 Reverse Logistics
Sea Freight Services
 Reliable, safe, competitive sea-freight solutions
 LCL (Less than Container Load)
 FCL (Full Container Load) – Standard, Open Top, Flat-Rack, Tanker, Reefer
containers available
 Break-Bulk
 Roll-On-Roll-Off
 Out-of-Gauge cargo
 Hazardous cargo
 Specialists in large project shipments, but at Marks Cargo no shipment is too
small
 World-Wide Import/Exports, including Cross-Trade shipments
 Regular sailings utilizing their network of overseas partners and all major carriers
Air Freight Services
 Fast, reliable, secure and competitive air-freight solutions
 Flights to all major international destinations

43
 We regularly handle anything from heavy plant – industrial – light domestic
Equipment
 Daily low cost consolidations world-wide, all-cargo carriers, and charters are
utilized
 Services include door-destination airport, and door-door
 Packaging suitable for Air-Freight is an important issue –can offer solutions
Custom Clearance Services
Marks Cargo Private Limited expert team files many of customs entries, and handle all
aspects of customs process, including: import / export clearance, declarations, proforma
invoices and certificates of origin. The expertise in the field also covers customs
regulations, bond requirements, and duty rates.
The customs clearance services for various import and export consignments include the
following:
 Guidance and consultation, liaisioning and follow up with various reputed
Organizations.
 All post shipment formalities and endorsements.
 Documentation procedures i.e. preparation and handling of documents.
 Drawback and several other export benefits.
 Clients who have their freight and Customs clearances combined with Marks
Cargo, enjoy smoother transits through international border countries.
 The clients have access to a specialist 24/7 service meaning you can ask us a
question any time of day.
 Contact Marks Cargo Private Limited to discuss how assistance can be provided
with all the Customs Formalities.
WAREHOUSING SOLUTIONS
Marks Cargo Private Limited, can deal into various projects of the supply chain
Management for simple storage.

44
The customs clearance services for various import and export consignments include the
entire inventory management of packing and distribution solutions. The company is
equipped to handle various types and sizes of your stocks from fire, pilferage, damage,
shortage… etc....
Marks Cargo Private Limited has a team of experienced in all the aspects of duties and
responsibilities of receiving, documenting, storage, billing and distribution by end to end.
3PL Services
 Pick & pack
 Custom bonded warehousing
 Dangerous goods handling and storage
 Expertise in handling FMCG/Pharma/Engg/Autoparts. Consumer Electronics,
Etc.,
 Just-In-Time Inventory management
 Temperature controlled storage.
 Consulting – Optimising the Logistics process
 Factory Logistics
 Project Logistics
Marks Cargo Private Limited is equipped with handling pin to the extraordinary size of
inventory to customize a unique warehousing solution that fit into your real needs, as
well. To facilitate real value for the customer money, Marks Cargo Private Limited
engages the existing warehouse setup itself; and will provide exclusive arrangement to
store your cargo.
As third party Logistics solutions provider, Marks Cargo Private Limited can give
customer, their, best possible and reliable solutions to reduce your warehousing budget
and time significantly and efficiently.
TRANSPORT LOGISTICS
Marks Cargo Private Limited, can move customer shipments from one place to another
place at the right time and right mode and the right cost by within the country or across

45
the borders by simple cargo or individual truck loads by regular or express mode of
transshipment.
They are able to manage complex and dedicated distribution mechanism, also provide
cost effective time bound solutions to manage client inventory planning. They are
supported by a wide range of additional solutions like Insurance, Import and Export
customs processes and export pacing solutions.
Marks Cargo Private Limited can offer client the standardized and tailor-made solutions
to manage the supply chain management. They establish necessary arrangements for
truck transport operations with fleet owners, in which consist of many kinds of vehicles
ranging from small, medium and heavy trucks carrying small packets to mega tankers and
a special equipments like Liquids, Fragile cargo, ODD size cargo, special containers,
tankers dangerous goods handling and storage and break bulk cargo.
 Distribution Logistics
 Document related Services
 Dangerous Goods Handling
 Dangerous Goods Handling
 Special / Heavy Transport
 Supply Chain Management
 Temperature controlled Transport
 Time Bound Transport.
 Package Solutions.
 Insurance
 Interim Storage.
TRADE LOGISTICS
 Can work as an ―Importer‖ and Marks Cargo Private Limited can provide
complete Logistics support to many of their customers
 Give them consulting and advisory services to our customers who is wishing to
source their requirements in Indian Market.
 Vendor selection and maintaining business agreements

46
 Overseas quality aspects and ensure compliances to all the above.
 All the Logistics related supports including consolidation of shipment from
multiple buyers and seller
 Identifying channel partners who is willing to supply to fulfill customer‘s
requirements
Industry Specific Solutions
Marks Cargo Private Limited experience in the Logistics industry comes into play both in
the multi-user facilities like customer specific with dedicated user sites. It is being
extended includes comprehensive value added services to the best suited for all customers
in all the industry and also for real-time retail distribution modules.
Marks Cargo Private Limited having the ability to source the new locations as well as
able to manage existing customer‘s warehouse based on customer
requirements/commitments. Also, they offer to customers both dedicated as well as
shared warehouse locations.
 Pick & pack
 In-plant stores Management.
 In-Plant Logistics Management
 Kitting
 Line Feeding
 Order management
 Insurance.
 Receivable Management
 Meeting tax compliances
 Cash Management.
To facilitate the above, customers only can focus on their core-competencies and
production Management alone and leave us the entire inventory management to us.
They also have the expertise in in-plant management and can engage the activity of
supplying raw-materials to client production-line to deliver the finished goods to the end
user, as well.

47
Company Factsheet
Nature of Business Logistics
Additional Business
 Manufacturer
 Supplier
 Wholesaler
 Importer
 Exporter
Year of Establishment 2006
Total Number of
Employees
51 to 100 People
Infrastructure  Location Type - Urban
 Building Infrastructure - Permanent
 Size of Premises - 1,500 square feet
 Space Around - 1500 sqft
Statutory Profile
 Banker - Indian Overseas Bank
 PAN No. - AADFU0687L
 DGFT/IE Code - 2511001551
 Central Sales Tax No. - 34350015548C
 Value Added Tax Registration No. - 34350015548V
Infrastructure:
Marks Cargo owns / has access to warehouses and storage spaces to adapt to
emerging services. All trucks owned by us are maintained on a regular basis and undergo
periodic overhauls to ensure trouble-free operation at all times. The trucks are operated
by highly trained and experienced specialists thereby ensuring safe and efficient
operation. It has set up teams at different points to meet the requirements of the
customers at various stages.

48
Management Structure
Profile of the Managing Director
 1986 to 1991 – Corporate Couriers, Chennai.
 1991 to 2000 – First Flight Couriers Ltd, Chennai.
 2001 to 2007 - Hall Mark Cargo, Cofounder.
 2006 to Present - Marks Cargo Pvt Ltd, Founder & MD.
Quality Commitment:
Marks Cargo‘s reputation is aptly based on the quality of services offered.
Customer satisfaction continues to be the guiding principle of the company‘s strategy for
growth achieved through innovation, commitment and performance. The professionals
take special measures to transport your shipment safely and securely.

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Mission Statement:
 To Emerge as India's top Cargo Company that provides World Class Quality
Service at astonishing economical rate, that adds to the pride of India.
 To Our Customers; A prompt and efficient service with courtesy.
 To Our Workforce; promote a sense of participation and make them partners in
progress and also provide opportunities for personal growth.
 To the Community; A responsible corporate citizen

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B. RELATED ARTICLES
1) Dubey, Pradeep Kumar and Shah, Janat (2010) in their study titled ―Moving up
the Value Chain : Impact of Strategic Attributes and Value Added Services on
Logistics Service Provider in India‖ examines the relationship between the
Strategic Attributes (SA) and Value Added Services (VAS) of Logistics Service
Providers (LSPs) in India as they move up the Value Chain. This study was
undertaken to understand the structure and evolution of Logistics Service
Providers to a higher level in the Value Chain. The study addresses the
relationship between the Strategic Attributes and Value Added Services which
help a Logistics Service Provider to grow upward. Sample of 159 organizations
participated in this study. The respondents were top management executives
which includes Chairman, MD, CEO, Heads etc. The study not only supports the
existence of a relationship between the Strategic Attributes and Value Added
Services, but also that the degree of the relationship is increasing linearly when
there is an upward movement in the Value Chain. The findings of the study are
useful for LSPs to plan the superordinate goals as they move up the Value Chain.
The Logistics Service users can understand the level at which the service provider
is working with them. The Strategic Attributes and Value Added Services are
useful to the Logistics Service users while making a criterion for the selection of
an LSP.
2) Divakaran, Deepa and Kumar, G. S. Gireesh (April 2014) in their study titled
―The Impact of Currency Depreciation on Logistic Sector in India ―, in this
chapter of most concern for India during last two years has been the weakening of
the rupee against the dollar. It is not only that the rupee has lost its value in the
global context but also that the dollar has improved its performance in the global
trading markets. Though the weakening of the rupee is beneficial to some sectors,
it is a real threat for the country's overall fiscal health and increases the current
account deficit heavily. Depreciation leads to more costly imports, and prices of
various imported commodities like gold, oil, etc., rise, thereby increasing overall
inflation higher. The logistics sector in India plays an important role in the

51
economic growth of the country. Rupee depreciation has a great impact on the
Indian logistics sector. The paper makes an attempt to appraise factors
contributing to currency depreciation and the impact on the Indian logistics sector.
3) Parkan, Celik and Dubey, Rameshwar (2009) in their study titled ―Recent
Developments in the Practice of Supply Chain Management and Logistics in
India‖ outlined the Indian manufacturing and service industries are at a defining
moment of rapid advancement and explosion, which is expected to take the
country to the next level of global competitiveness. This paper reviews the recent
events that have shaped the country's economic and business landscape and
argues for the urgency of a significant modernization of its logistics and supply
chain management practices.
4) Divakaran, Deepa and Kumar, G. S. Gireesh (2014) in their study titled ―The
Impact of Currency Depreciation on Logistic Sector in India‖ discusses the most
concern for India during last two years has been the weakening of the rupee
against the dollar. It is not only that the rupee has lost its value in the global
context but also that the dollar has improved its performance in the global trading
markets. Though the weakening of the rupee is beneficial to some sectors, it is a
real threat for the country's overall fiscal health and increases the current account
deficit heavily. Depreciation leads to more costly imports, and prices of various
imported commodities like gold, oil, etc., rise, thereby increasing overall inflation
higher. The logistics sector in India plays an important role in the economic
growth of the country. Rupee depreciation has a great impact on the Indian
logistics sector. The paper makes an attempt to appraise factors contributing to
currency depreciation and the impact on the Indian logistics sector.
5) Nandita Abraham (2013) in her study titled ―The apparel aftermarket in India - a
case study focusing on reverse logistics‖ aims to map and understand the reverse
logistics systems in the apparel aftermarket in India. It clarifies the processes
involved from the procurement of used clothing until its resale in the aftermarket.
The paper identifies that collaboration between stakeholders can improve
logistics, business predictability and margins. Design/methodology/approach - In
total, 93 in-depth interviews were conducted with stakeholders. Questions

52
revolved around strategic and operational factors of reverse logistics in the
aftermarket. Findings - This fragmentation and isolation of stakeholders'
businesses is identified as the cause of most stakeholder inefficiencies. It was
found that benefits accrued by collaboration in the reverse logistics chain are
increased market knowledge, more predictable business and better margins.
6) Srivastava, Samir K (2006) in his study titled ―LOGISTICS AND SUPPLY
CHAIN PRACTICES IN INDIA‖ aims to comprehensively examine and present
the state of logistics and supply chain practices in India. We consider the two
separately as they have still not integrated seamlessly in the Indian context. Our
study is based on both field observations and secondary data. We focus on supply
chain collaboration and partnerships, supply chain structure, facilities network
design, transportation and logistics and the role of Information and
Communications Technologies (ICT). On-site observations and informal
discussions and interviews with middle and top managers of 25 select firms are
carried out. These are substantiated with data and information from literature and
other secondary sources. We analyze and assess logistics and supply chain
practices in order to discern important issues such as emerging trends and areas of
concern.
7) Mitra, Subrata(2006) in their study titled ―A Survey of Third-party Logistics
(3PL) Service Providers in India‖ focuses on third-party logistics (3PL) service
providers in India. Association of 3PL with the outsourcing of transportation;
Evolution of the 3PL market in India; Surveys that assess the use of 3PL services
by manufacturing firms; Major problems to the growth of the 3PL market in the
country including the lack of trust and awareness among Indian firms.
8) Vijayvargiya, Ankit and Dey, A. K (2010) in their study titled ―An analytical
approach for selection of a logistics provider‖ have affirmed that dealing with
multiple logistics provider restricts negotiation power, service commitments,
customer satisfaction and leads to higher transportation cost and time delays due
to multiple points of contact. The purpose of this paper is to document
CAPARO's aim of selecting one common logistics provider for all their units in
north India for export-import logistics, warehousing, packaging and value added

53
services in order to minimize all the above stated problems.
Design/methodology/approach - This paper, in the form of case study, provides a
structured decision-making model for selection of the most suitable logistics
provider using the analytic hierarchy process (AHP). With this technique, several
criteria like freight charges, inland charges, schedule flexibility, warehousing
capacity, track and trace system, port presence and custom clearance are
considered that make it possible to select a suitable logistics provider. Findings -
The case example establishes that AHP can be effectively used to analyze the
logistics provider selection, which is based on real data. Research
limitations/implications - The case extends the scope for future researchers to
enhance the criteria for selection of any logistics provider. Practical implications -
The paper provides practitioners with a systematic analysis needed to make this
important decision. Originality/value - The paper is based on real data and
information.
9) FRENTZEL, DAVID (2011) in their study titled ―What Can You Do About
Logistics in India?‖ have stated the ways improving logistics landscape in India
influenced by tax laws, communications, and transportation infrastructure. It is
stated that supply chain management professionals should look into developing
logistics strategies in India. It is concluded that India's economic power will
remain in the years to come.
10) Bandyopadhyay, Arindam (2006) in his study titled ―Predicting probability of
default of Indian corporate bonds: logistic and Z-score model approaches.‖ had
made a survey research that concentrates at developing an early warning signal
model for predicting corporate default in emerging market economy like India. At
the same time, it also aims to present methods for directly estimating corporate
probability of default (PD) using financial as well as non-financial variables.
Design/methodology/approach — Multiple Discriminate Analysis (MAD) is used
for developing Z-score models for predicting corporate bond default in India.
Logistic regression model is employed to directly estimate the probability of
default. Findings — The new Z-score model developed in this paper depicted not
only a high classification power on the estimated sample, but also exhibited a high

54
predictive power in terms of its ability to detect bad firms in the holdout sample.
The model clearly outperforms the other two contesting models comprising of
Altman's original and emerging market set of ratios respectively in the Indian
context. In the logit analysis, the empirical results reveal that inclusion of
financial and non-financial parameters would be useful in more accurately
describing default risk. Originality/value — Using the new Z-score model of this
paper, banks, as well as investors in emerging market like India can get early
warning signals about the firm's solvency status and might reassess the magnitude
of the default premium they require on low-grade securities. The default
probability estimate (PD) from the logistic analysis would help banks for
estimation of credit risk capital (CRC) and setting corporate pricing on a risk
adjusted return basis.
11) Srinivas, Kolluru and Krishna, Kolluru(2009) in his study titled ―Technological
Innovations in the Indian Logistics Industry: The Case of Freight Handling‖ had
made a survey research that tries to present a brief insight into the various cost
saving technologies that were adopted by the Indian logistics industry (road,
railways, ports and aviation) for improving the services. The paper gives a brief
picture of the logistics industry in India. It also gives a brief literature survey on
the topic. The paper also describes the recently used technologies and some of the
innovations that have taken place in all the major transportation chains (road, rail,
marine and aviation) and their benefits.

55
CHAPTER - III
RESEARCH METHODOLOGY
The type of Research for this study is descriptive in nature.
Primary Data
The Primary Data was collected with the help of Structural Questionnaire using 4 point
scale from the customers with different industrial background of Marks Cargo Private
Limited, Pondicherry
Secondary Data
Secondary data was collected from company records, website, specimen of appraisal
form and other internal documents in which the project work has been done. In addition,
a number of reference books, journals and reports were also used to formulate the
theoretical model for the study. And some information was also drawn from the websites.
Tools used for analysis
 Simple Percentage analysis.
 Pie Charts and Bar diagram.
 Mean and Standard Deviation.
Period of study
The study covers the period from March to April 2015 in Marks Cargo Private Limited.

56
CHAPTER - IV
DATA ANALYSIS AND INTERPRETATION
The collected data were consolidated and analyzed to understand the organization‘s
current services
Table: 4.1
INDUSTRY WISE CLASSIFICATION OF THE CUSTOMERS
Industry No. of Customers %
Agriculture 8 15
Chemical 8 15
Cosmetics 5 9
Cottage 13 24
Electronic 6 11
Grocery 5 9
Textile 9 17
Total 54 100
Chart no.: 4.1
Industry Wise Classification of the Customers
Agriculture
15%
Chemical
15%
Cosmetics
9%
Cottage
24%
Electronic
11%
Grocery
9%
Textile
17%

57
Interpretation:
It is clear from the information given in the above pie chart that most of the
customers surveyed fall under Cottage Industry (24%), followed by the Textile Industry
(17%), Agriculture (15%), Chemical (15%) and Electronic (11%) Sector has taken the
survey. However Cosmetics and Grocery (9%), we can conclude that Marks Cargo deals
with variety of products and most of the sectors during their service.

58
Table: 4.2
SERVICES PROVIDED BY THE MARKS CARGO PVT LTD
Services
Services
No. of Customers %
Custom Clearance
8 72
Transport 8 45
Warehouse & Distribution
5 42
Sea Freight 13 36
Air Freight 6 15
Road Freight 5 60
Chart no.: 4.2
Services provided by the Marks Cargo Pvt. Ltd
Interpretation:
From the above table it is found that Marks Cargo provides various services to their
clients. Most of them to avail custom‘s clearance and Road Freight facilities followed by
transport (45%) and for warehousing. Only few are avail Air Freight services.

59
Table: 4.3
OTHER COMPANIES FOR SAME SERVICES
Other Services Response
Yes 17
No 37
Total 54
Chart no.: 4.3
Other Companies for same services
Interpretation:
The above chart provides the information that most of the customer (69%) does
not use other companies for the similar services whereas 31% of the customers have said
that they use the other companies also for the same services. This shows the customers
outsourcing the logistics services from Marks and others service providers also.

60
Table: 4.4
WORKING EXPERIENCE WITH MARKS CARGO
No. of Years Worked No. of Customers %
< 1 year 11 20
1 - 3 years 28 52
3 - 5 years 10 19
5 - 8 years 5 9
8 < years 0 0
Total 54 100
Chart no.: 4.4
Number of Years Working with Marks Cargo
Interpretation:
From the above table it is found that maximum number of the customers has been
working with Marks Cargo for past 3 years. Around 20% of them were dealing with
Marks Cargo for the past 5 years. Only less than 10% for the past 8years.

61
Table: 4.5
TIMETAKEN FOR RESOLVING PROBLEM
Time Period Response %
Immediately 0 0%
Less than 24
hours
31 57%
1 - 2 Days 9 17%
More than 2
days
14 26%
Total 54 100%
Chart no.: 4.5
Time taken for Resolving Problem
Interpretation:
We can understand from the above diagram, that none of the problem or issues
arising in logistics were not solved immediately due the complexity involved. Most of
the customers (57%) said that their problems are resolved within 24 hours. About 17% of
the customers have conveyed that their problems take 1-2 days to get resolved whereas
26% of the customers stated that for them it took more than 2 days.

62
Table: 4.6
FREQUENCY OF PROBLEM ARISED
Frequency Response %
Frequently 0 0%
Sometimes 18 33%
Rarely 36 67%
Total 54 100%
Chart no.: 4.6
Frequency of Problem Arised
Interpretation:
In reference to the above data it is interpreted that majority of the customers
(67%) have experienced problems rarely. The positive information is that there are no
customers who had problems frequently. The remaining 33% said that sometimes they
have certain problems in their dealing with Marks Cargo.
Frequently
Sometimes
Rarely

63
Table: 4.7
CUSTOMER’S EXPERIENCE ON VARIOUS SERVICE PROVIDED BY MARKS
CUSTOMERS EXPERIENCE
STRONGLY
AGREE AGREE DISAGREE
STRONGLY
DISAGREE
Consistently live up to our
expectations. 11 34 9 0
Established a good working
relationship 14 28 7 0
Invoices are provided timely
with relevant supporting
documents. 7 36 11 0
Quick to acknowledge errors
and take responsibility to
rectify it. 2 27 23 2
Chart no.: 4.7
Customer’s Experience on Various Service Provided by Marks
0
5
10
15
20
25
30
35
40
Consistently live
up to
Expectations.
Good Working
Relationship
Invoices
provided in
Timely Manner
Acknowledge it
& Take
Responsibility
STRONGLY AGREE
DISAGREE
AGREE
STRONGLY DISAGREE

64
Interpretation:
From the table and graph it is understood that Marks Cargo Private Limited has
established a good working relationship with its customer base (42) except a mere
number of them (9). The positive feedback is that 84% of the customers have stated that
Marks Caro Private Limited has never failed to meet their expectations in other hand
some of the customers (11) are unhappy about the delayed dispatch of invoices and other
related documents. Regarding mistakes and errors Marks Cargo (50% said) rectify it
immediately.

65
Table: 4.8
CUSTOMERS RATING ON SERVICES
SERVICES
HIGHLY
SATISFIED SATISFIED DISSATISFIED
HIGHLY
DISSATISFIED
Professionalism 10 32 8 4
Technical competence 6 26 19 3
Responsiveness 7 22 21 4
Customer Satisfaction 5 35 13 1
Our Commitment 10 32 8 4
Effectiveness of Service
Support
11 28 13 2
Resolving problems /issues 6 30 15 3

66
Chart no.: 4.8
Customers Rating on Services

67
Interpretation:
It‘s clear from the information given in this bar chart that the most of the
customers taking this survey are satisfied with the professionalism (42), approach to total
quality management (40), effectiveness of service support (39) and on time delivery of
cargoes (42) are satisfactory. 25 survey part-takers say that responsive time to be
improved and 18 conveyed that speed of delivery has to be noticed.
Table: 4.9
OPINION ON THE EFFECTIVE MEDIUM OF COMMUNICATION
Medium
Highly
Satisified
Satisified Dissatisfied
Higly
Dissatisfied
E Mail 6 19 22 7
Telephonic
Calls
18 20 13 3
Documentation 12 28 11 3
Chart no.: 4.9
Opinion on the Effective Medium of Communication
Interpretation:
The above present data provides the information that the 53% of the customers
are not pleased with the E-mail to interchanges with Marks Cargo Private Ltd. At the
same time 75% of the customers have a positive opinion about telephone calls at the
document exchanges.

68
Table: 4.10
CONDITION OF THE CARGOES AT THE DESTINATION
Highly
Satisfied
Satisfied Dissatisfied
Highly
Dissatisfied
Packaging 13 25 16 0
Goods 5 31 15 3
Quality 7 24 18 5
Chart no.: 4.10
Condition of the Cargoes at the Destination
Interpretation:
With regards to the above table and chart it is clear that nearly 71% of the
customers given positive response towards the packaging facilities provided by Marks
Cargo Private Ltd in line with the condition of the goods after reaching its specified
destination. In-spite of 54% of the respondents is not happy with the quality of the
cargoes, 67% of them have conveyed optimistic reaction towards the goods at its
respective destination.

69
Table: 4.11
PROVIDING ADEQUATE INFORMATION
Fields
Highly
Satisfied
Highly
Dissatisfied
Market
Rate
18 25 10 1
New Rules 3 16 25 9
Regulations 2 21 20 10
Chart no.: 4.11
Providing Adequate Information
Interpretation:
With respective to the above data obtained from the study, it is interpreted that
most of them said Marks Cargo provides adequate information about the market rate, but
they need to be according to the new rules. 50% of them said that they don‘t provide
adequate information on new regulations properly.

70
Table: 4.12
QUERY/ISSUE RESOLVING PROCESS
Question
Highly
Satisfied
Highly
Dissatisfied
Addressing 21 22 9 2
Handling 9 29 14 2
Solution
Providing
6 27 16 5
Chart no.: 4.12
Query/Issue resolving process
Interpretation:
From the above descriptive analysis we can understand that the 80 % of the
customers were satisfied with Marks Cargo Private Limited when addressing the query /
issue only 40% of them were happy about their solution to the query / issue.

71
Table: 4.13
COMPARISON WITH OTHER COMPANIES
Level Response %
Far Better 4 7%
Better 13 24%
Same 28 52%
Below 9 17%
Total 54 100%
Chart no.: 4.13
Comparison with Other Companies
Interpretation:
We can conclude from the above data that out of 54 respondents of the survey 28
of them felt that Marks Cargo provides similar services like other companies. 50% of
them felt Marks services are better than the competitors. Only less than 10% were not
satisfied with the services and they say other are better.

72
Table: 4.14
AREAS TO BE IMPROVED
Areas Response %
Cost 41 76%
Packaging 28 52%
Warehousing 26 48%
Customer
Service
31 57%
Documentation 30 56%
Chart no.: 4.14
Areas to be improved
Interpretation:
From the above table it is found that most (76%) of them felt the cost of services
should be taken care primarily. They said Marks should try to take care of documentation
and packaging little more the warehousing facilities also.

73
CUSTOMERS FEEDBACK
 Provide information about the special benefits.
 Regarding documentation try to educate the Farmers with poor educational
background.
 Improve the packaging and warehousing to Chemical Products like Cold Storage
 Try to inform about the subsidies provided by the government periodically.
 Implement online tracking facilities in the website.
 For goods like groceries need for better packaging.
 24 X 7 customer helpline should be established.

74
CHAPTER - V
FINDINGS AND SUGGESTIONS
Findings of the Study
1) The total (54) surveyed customers were from various section such as Agriculture,
Chemical, Cottage, Electronic, Grocery and Textile and they are with Marks
Cargo for more than years.
2) It is found that around 70% of the customers only use Marks Cargo Private
Limited for their logistics purpose and only few use other service providers.
3) The services used by the customers are Custom Clearance, Sea Freight and Road
Freight. The Transport and Warehouse Distribution and Air Freight service is
used rarely by the customers.
4) Most of the customers said that their problems are resolved within 24 hours. And
few said it is takes more than 2 days which has to be noticed immediately.
5) Cost, Customer Service and Documentation are the areas to be concentrated the
most and given high priorities.
6) A dedicated Online Tracking Facilities will be an effective tool to track the status
of the cargoes throughout the logistics process.
7) The customers with poor and average educational background are finding it
difficult in the documentation process.
8) None of the problem or issues arising in logistics cannot be solved immediately
due the complexity involved. Most of the customers (57%) said that their
problems are resolved within 24 hours. 67% have experienced problems rarely.
The positive information is that there are no customers who faced problems
frequently.
9) The customers are not kept updated about the rules and regulations that are
framed and redefined by the government.
10) Marks Cargo Private Limited has established a good working relationship with its
customers and has never failed to meet their. When it comes to acknowledging
and rectifying their error only 50% of them have positive experience but the other
not the remaining.

75
Suggestions
 Should implement newsletter facility to the customer to keep them updated about
the rules and regulations
 Arrange for training to the customers who has poor and average educational
background regarding documentation.
 Provide Online Tacking Facilities to know the status of the cargoes throughout
the logistics.
 Take steps to improve the communication especially email exchanges and also try
to establish 24 x 7 customer support.
 Improve the handling of the queries and try to provide solution according to the
customers.
 Make sure the services are improved better than the other companies by changing
certain process currently adopted.
 Create a database of the queries so that similar queries can be handled within 24
hours or immediately.

76
CHAPTER – VI
CONCLUSION
The study is on the topic Customer‘s Satisfaction at MARKS CARGO
PRIVATELIMITED, PONDICHERRY. The results of this study indicate that the
customers had good opinion view about the company and its services. Further it helped to
evaluate the effectiveness of current service offered and identifying the drawback in the
present process adopted by the company. The current services of the company is studied
and it is proved that the services provided process need little changes and up-gradations
to become more effective.

77
BIBLOGRAPHY
[1] http://www.logisticsmgmt.com/
[2] http://lscms.org/
[3] https://cscmp.org/
[4] Logistics and supply chain management - M Christopher, 2012
[5] https://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/Documents/L
ogistics-in-India-Part-1.pdf
[8] Multimodal Logistics in India: An Assessment – European Business & Technology
Centre, 2013
[9] Surabhi. (2006) “From Kashmir To Kanyakumari, By Road,” Financial Express, 24 July.
[10]Sanjeevi, V. (2003) “Logistics in a competitive milieu,” The Hindu, 23 December.
[11]Sanyal, S (2006a) “A Guide to Global Logistics and Freight Forwarding,” Hindu Business
Line.11 December.
[12]Sanyal, S. (2006b) “Freight Hike Will Not Be Uniform On All Routes,” Hindu Business
Line. 8 June.
[13]Raghuram, G. and J. Shah (2003) “ Roadmap for Logistics Excellence: Need to Break the
Unholy Equilibrium,” paper presented at the CII Logistics Convention, Chennai, October
2003 and AIMS International Conference on Management, Bangalore, December
2003.Dobberstein, N., C-S Neumann, and M. Zils (2005) “Logistics in Emerging Markets,”
McKinsey Quarterly, 1, 15-17.
[14]Mahalakshmi, B.V. (2006) “M&As Boost Logistics Industry,” Financial Express, 9
December.
[15]Mishra, A.K., R Pratap, and S. Baxi (2006) “Climb to Top in Logistics Ladder,” Economic
Times.
[16]Mitra, S. (2005) “A Survey of the Third-Party Logistics (3PL) Service Providers in India,”
Working Paper- WPS NP 562, Indian Institute of Management Calcutta, India.
[17]IAEIS, Industry Analysis & Economic Intelligence Service Database, Centre for Monitoring
of Indian Economy (CMIE), Mumbai, various years.

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