final summer project @ godrej.pdf

7/27/2019 Final Summer project @ Godrej.pdf

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A

SUMMER PROJECT ON

AT

GODREJ & BOYCE MFG. CO. LTD.

SUBMITTED BY:

RAKESH U. KOLAWALE 5023MANISHA G. OSTWAL 5039

K.S. SCHOOL OF BUSINESS MANAGEMENTGUJARAT UNIVERSITY

AHMEDABAD


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It has been said that What's in a name? But when one comeacross a name that evokes pride and confidence in the heartof every Indian, seemingly blessed with a rare, almost

magical, power. It is the name Godrej.


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ACKNOWLEDGEMENT

Success comes from moving away from your comfortzone;

It is true that world outside our cosy home many of a timeis different from what Godrej has perceived

We did our summer industrial project, as a part of our coursecurriculum, in Godrej & Boyce Manufacturing Ltd. Company. Thistraining has been really an immense professional value to us and weare fortunate to have got our first hand exposure to the actualfunctioning of the organization.

This project has been the outcome of combination of ideas,suggestions and contribution of many people. The project is dedicatedto all the people whom we met, took guidance, interviewed andlearned something from them. At this occasion we want to grab thisopportunity to acknowledge our sincere thanks to all of them whilesubmitting this report.

To start with the college, we would like to thank Mrs. SaralaAchutan, the Director of K.S.School of Business Management, forgiving us this opportunity.

We are also thankful to Mr. Ajit A. Jain, the Branch CommercialManager, of Godrej & Boyce Manufacturing Ltd.-Ahmedabad Branch foroffering us the suitable profile and guiding us throughout the trainingperiod.

We would like to express our sincere gratitude towards Mr. K.Venkatraman, Mr. Kinnar Joshi, Mrs. Rency John,Mr. Hasan M.Arab and Mr. Tushar N. Desai for their valuable guidance andimmense cooperation at every junction of this training. We are equallythankful to all the workers for their support and cooperation.


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INDEX

TOPIC PAGE NO.

Godrej GroupIntroduction 04Business Profile-Major Lines of Business 06Product Profile 07History 08Achievements 11

Godrej & Boyce Manufacturing Ltd.

Introduction 12Corporate Profile 12Divisions under company 14

Godrej showrooms 15Commercial Team 16Authorities and Responsibilities of HR 17

ERP- BaaN software

Enterprise Resource Planning 19Overview of BaaN CompanyBaaN modules and Sub modules

Supply Chain Management (S.C.M.)

Introduction 23S.C.M. at Godrej & Boyce Mfg. Co. Ltd. 24Order Processing 25

Logistics

Introduction 30

Warehousing 31Perpetual Inventory Counting 31P.D.I. Concept 32Treatment of Damaged & Defective items 32Replacement Process 33

Transportation 34

Godrej in Social Welfare 36

ISO 38

Conclusion


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INTRODUCTION

The word Godrej became the symbol of self reliance for thegenerations that followed - the signature of TRUST. Over the years,Godrej have changed in form, function and scope of application. Onething however remains constant-the stamp of RELIABILITY andTRUST.

Started in 1897 as locks manufacturing company, the Godrej Group is

today one of the most accomplished and diversified business houses inIndia. Godrej's success has been driven by the company's commitmentto delivering innovation and excellence. Through the consistentapplication of this commitment and a century of ethical businessconduct, Godrej has earned an unparalleled reputation for trust andreliability.

The Godrej label has come to mean different things to different peopleacross the length and breadth of India. Companies operating under thegroup umbrella are involved in a wide range of businesses - from locks

and safes to typewriters and word processors, from refrigerators andfurniture to machine tools and process equipment, from engineeringworkstations to cosmetics and detergents, from edible oils andchemicals to agro products.

In 1930, Godrej became the first company in the world to develop thetechnology to manufacture soap with vegetable oils; that spirit ofinnovation has continued throughout the organization's history. TodayGodrej is delivering consumers exciting innovations across a spectrumof businesses. In the 1944 Mumbai docks blast, Godrej safes were theonly security equipment whose contents were unharmed; an equallevel of product quality continues to be expected from every productbearing the Godrej brand name.

Everlasting locks, Enduring service. Locks have come to be definedby Godrej. This is a reflection of the trust and confidence that ourcustomers have placed in us since 1897. From being a manufacturer oflocks, Godrej has evolved to become a total locking solutions provider


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with a plethora of products and services designed to exceed theexpectations of individual and institutional customers.

Godrej's ethical and visionary practices have allowed the company tosuccessfully expand into a number of businesses. Today Godrej is a

leading manufacturer of goods and provider of services in a multitudeof categories: home appliances, consumer durables, consumerproducts, industrial products, and agricultural products to name a few.A recent estimate suggested that 350 million people across India useGodrej products. The group has more recently entered the real estateand information technology sectors, and management views these asavenues for enormous growth.

The Godrej story is not limited to industrial excellence and enlightenedconcerns. It is also a human chronicle of determined men and women,gifted with vision and uncommon talents, who built a powerful andunique business.

The Godrej Group stands in a strong position today. With annual sales

in excess of US$ 1.7 billion, a workforce of approximately 20,000, and

a strong diversified portfolio, Godrej has proven its ability to deliver

strong financial performance. Inseparable from daily life in India, the

Godrej name has been built on a spirit of innovation that has made it

one of the country's most remarkable industrial corporations

Strong human relationships built Godrej. So it is not surprising that

the company ensures the welfare of its most valuable asset: thepeople who comprise it. This band extends to distributors, retailers andsuppliers as well, including them into the fold.

Godrej Industries is part of the Godrej Group, a Rs. 6,000 -crore (US$1.3 billion) conglomerate with more than 109 years of history and areputation for quality and integrity. Godrej Soaps Ltd demerged intotwo entities Godrej Consumer Products Limited and GodrejIndustries Limited; the foods business of Godrej Foods Ltd was hivedoff and taken over by Godrej Industries. Godrej Properties was

established in 1990 as a premier real estate development companywithin the Godrej Group of businesses.

Modern and dynamic, Godrej is also a company that succeeds in

endearing itself to the people of India. The secret lies in its ability to

never lose sight of the basic human values it was built on. These are

the core strengths and the very soul of the company.


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THE GODREJ BUSINESS PROFILE

MAJOR COMPANIES, LINES OF BUSINESS

1. GODREJ & BOYCE MFG. CO. LTD.

SUBSIDIARIES OF GODREJ & BOYCE MFG. CO. LTD.

2. GODREJ INDUSTRIES LTD.3. GODREJ COMMODITIES LTD.4. GODREJ INFOTECH LTD.5. GODREJ (MALAYSIA) SDN. BHD., Malaysia6. GODREJ (SINGAPORE) PTE. LTD., Singapore

MAJOR SUBSIDIARIES OF GODREJ INDUSTRIES LTD.

7. GODREJ AGROVET LTD.8. GOLDMOHUR FOODS & FEEDS LTD.9. GODREJ PROPERTIES LTD.10. GODREJ HICARE LTD.11. GODREJ INTERNATIONAL LTD.12. GODREJ GLOBAL MID EAST FZE

MAJOR AFFILIATES

13. GODREJ CONSUMER PRODUCTS LTD.

14. GODREJ SARA LEE LTD.15. GEOMETRIC SOFTWARE SOLUTIONS CO. LTD.16. GODREJ EFACEC AUTOMATION & ROBOTICS LTD.17. GODREJ BEVERAGES AND FOODS LTD. (Formerly Godrej Tea Ltd.)

18. MERCURY MFG. CO. LTD., SEZ, Chennai19. GODREJ & KHIMJI (MIDDLE EAST) LLC. Oman20. GODREJ (VIETNAM) CO. LTD., Vietnam


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PRODUCT PROFILE

Consumer products

Godrej is a part and parcel of every Indians life. From locks to

personal care. From appliances to air care. From furniture toconstruction. There are innumerable ways through which they enrichquality of life - everyday, everywhere.

Locks Appliances Furniture Conferencing Solutions Office Automation Security Equipment Foods Air Care Soaps & Personal care Vending Machines Housing Household Insecticides

Industrial products

Godrej offers an entire spectrum of industrial solutions from storage tomaterial handling to construction to process equipment and many,many more. Whether clients are looking for standard equipment or

custom engineering solutions, the first name is Godrej. Differentproducts included are as follows:

Storage Solutions Automated Warehousing Material Handling Equipment Process Equipment Tooling Machine Tool Service Electrical & Electronic Services IT Solutions

PLM Solutions Medical Diagnostics Agro Products Chemicals Construction Materials & Services
http://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/Locks/LocksMainPageHTML.htmhttp://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/Appliances/AppliancesMainPageHTML.htmhttp://www.godrej.com/godrejnew/godrejhome/ourcompanies/gnb/consumerproducts/furniture/http://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/ConferencingSolutions/ConferencingMainPageHTML.htmhttp://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/OfficeAutomation/http://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/SecurityEquipment/http://www.godrejinds.com/foods/index_01.htmhttp://www.godrejsaralee.com/BusinessMain.asp?Bid=B0000002http://www.godrejcp.com/http://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/VendingMachines/http://www.godrejproperties.com/http://www.godrejsaralee.com/BusinessMain.asp?Bid=B0000001http://www.godrejsaralee.com/BusinessMain.asp?Bid=B0000001http://www.godrejproperties.com/http://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/VendingMachines/http://www.godrejcp.com/http://www.godrejsaralee.com/BusinessMain.asp?Bid=B0000002http://www.godrejinds.com/foods/index_01.htmhttp://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/SecurityEquipment/http://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/OfficeAutomation/http://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/ConferencingSolutions/ConferencingMainPageHTML.htmhttp://www.godrej.com/godrejnew/godrejhome/ourcompanies/gnb/consumerproducts/furniture/http://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/Appliances/AppliancesMainPageHTML.htmhttp://www.godrej.com/GodrejNew/GodrejHome/OurCompanies/GNB/ConsumerProducts/Locks/LocksMainPageHTML.htm


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HISTORY

The spirit of entrepreneurship, the vision of a dynamic tomorrow, and

the capacity to build and realize dreams. This is the essence of theGodrej group. No wonder then, Godrej has become the symbol of avibrant multi-business enterprise touching the lives of millions and atthe same time an icon of enduring ideals in a changing world.

This indomitable force was born in 1897, when ayoung man called Ardeshir Godrej gave up law andturned to lock making. Ardeshir Burjorji SorabjiGodrej (1868-1936) was the inventive half of theGodrej Brothers Company, the precursor of the GodrejGroup of companies. He was the first Indianmanufacturer to displace well entrenched foreignbrands from the Indian market.

Ardeshir Godrej1868-1936

Ardeshir was born in 1868 as the children to Burjorji and DosibaiGootherajee. In January 1871, his father had the family name changedto Godrej. In 1894, Ardeshir, fresh out of law school, was hired bywell-known firm to argue a case on a client's behalf in Zanzibar. After

the Zanzibar debacle, Ardeshir was employed at a pharmacy, where heserved as an assistant to the chemist.

In 1895, Ardeshir visited Merwanji Muncherji Cama, a friend of hisfather's, and who was highly respected for his business acumen.Ardeshir described his plan to manufacture surgical equipment andasked for a loan. When Cama asked why Ardeshir did not approach hisfather for the loan, Ardeshir replied that his father would give him themoney not as a loan but as a gift, which Ardeshir was not willing toaccept. This principle to not accept money as a gift would also becomeevident in 1918, when his father died: Ardeshir refused to accept the

inheritance.

One morning Ardeshir read an article in a daily newspaper on the riseof burglary incidents in the city and in which the commissioner ofpolice called for better security of homes and places of business.Ardeshir grasped that a better lock was needed, and began to researchthe subject. He soon discovered that the locks made in India were all
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fashioned by hand, a labor intensive and inefficient means ofmanufacture, and Ardeshir resolved to manufacture a lock that wouldbe guaranteed "unpickable".

Calling on Merwanji Cama again, Ardeshir apologized for his inability to

repay the loan immediately, but went on to describe his plans for thenew lock-making venture. Cama was interested, as he too had readthe article, and promised to raise the necessary capital. When Ardeshirrose to leave, Cama asked him, "Tell me, are there other lock-makersin our community? Or, are you the first?" Ardeshir replied, "I don'tknow whether I'm the first or not, but I'm certainly determined, withthe help of a benefactor like you, to be the best."

With Cama's funds in hand, Ardeshir set out to revolutionize the Indianlock-manufacturing industry. In a 20 m (215 ft2) shed next door tothe Bombay Gas Works, with forty steam presses and a dozen skilledworkers he had sent for from Gujarat and Malabar, production beganon May 7th, 1897. Ardeshir began with the manufacture of highsecurity locks under the Anchor brand - to which he attached aguarantee of "unpickability". He guaranteed that each key/lock pairwas unique, and that no key except those delivered with the lockwould succeed in unlocking the device.

A few years later, Ardeshir patented the first of his inventions, a lockthat would subsequently be called a "Gordian Lock". It came with twokeys, both of which could lock and unlock the device, but the second

key could be also be used to modify the inner workings of the lock andso render the first key useless.

In 1901, Ardeshir turned to experimenting with safes. Ardeshirresolved to build a safe that was not only burglarproof, but fireproof aswell, which as he determined, most safes were not and he succeededin that. The first safes entered the market in 1902. In July 1908,Ardeshir with his brother Pirojsha applied for and were granted (inOctober 1909) a British patent for the world's first springless lock.

Around 1910, Ardeshir planned a trip to England, France and Germanyin order to study the lock-making efforts of his competitors. Shortlybefore he left, Ardeshir visited Merwanji Cama again, this time torepay him for his 3,000 Rupee loan of so many years before. Camawas seriously ill, and refused to accept it, since as Cama put it accepting the money would deprive him of the joy he felt in havingcontributed to Ardeshir's success. Cama did however have a favor toask: would Ardeshir hire Cama's nephew Boyce? "I can never say no to
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you," Ardeshir answered. "Maybe, we'll make him a partner." True tohis promise, Ardeshir and Pirojsha did make Boyce a partner, and thecompany was renamed Godrej & Boyce Manufacturing Company.But Boyce didn't have an interest in the company, and soon afterArdeshir returned from his European travels, Boyce himself suggested

that he leave the company. The name 'Godrej & Boyce Mfg. Co.' wasretained.

With each new product Ardeshir changed perceptions about industry inIndia. When his attention was drawn to the fact that all soaps in theworld contained tallow and other animal fats (inappropriate to manystringently vegetarian Hindus), he found a method to manufacturesoap from vegetable oils, a procedure that everyone told him wasimpossible.

What started as a dream had become a movement.But it was left to another man to carry it forward,Ardeshir's brother, Pirojsha Godrej (1882-1972). Hewas an Indian businessman who laid the foundationsfor what is today the Godrej Industries Group. He wasthe son of Burjorji Godrej.

Pirojsha Godrej1882-1972

Working with his elder brother Ardeshir Godrej, who was the inventiveforce behind the partnership, Pirojsha made Godrej a household namein India. Pirojsha Godrej laid the foundations for a throbbing enterpriseat a sprawling industrial garden township outside Mumbai.Theindustrial township Pirojshanagaroutside Mumbai is named after him.

Pirojsha Godrej laid the foundations for a throbbing enterprise at asprawling industrial garden township outside Mumbai. It was here thatthe Godrej vision took concrete shape. In later years, its extent andscope was expanded greatly by his sons - Burjorji and Naoroji. To thisday, products that compete with the best in the world continue toemerge from the gates of Pirojshanagar.

It is the bridge between the future and a hundred and ten years ofhistory. It is a living code of ethics for Indian industry as it racesahead.
http://en.wikipedia.org/wiki/1882http://en.wikipedia.org/wiki/1972http://en.wikipedia.org/wiki/Godrejhttp://en.wikipedia.org/wiki/Ardeshir_Godrejhttp://en.wikipedia.org/wiki/Godrejhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Godrejhttp://en.wikipedia.org/wiki/Ardeshir_Godrejhttp://en.wikipedia.org/wiki/Godrejhttp://en.wikipedia.org/wiki/1972http://en.wikipedia.org/wiki/1882


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ACHIEVEMENTS

The recent awards and recognition only bear testimony to its consumerfocus

Readers Digest conducted a survey recently in 2006,which awarded Godrej Appliances Gold in the Refrigeratorcategory for the Most Trusted Brand.

Godrej has won the CNBC Consumer Awaaz Award for theMost Preferred Refrigerator for the second time in a row(2005&2006).

With 370 service centers spread over the country,consumers continue to rate Godrej After Sales Service thebest in the industry.

Godrej has been voted the 'Most Trusted' brand by TheEconomic Times ORG MARG study, besides being the firstcompany to sell 1 crore appliances, a distinction that willbe difficult to emulate.

The Godrej Group has broken new ground by instituting a 'youngexecutive board' to advice the management committee of the group.The objective: to use the knowledge and enthusiasm of young talentto take the group forward.


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INTRODUCTION

Godrej & Boyce Mfg. Co. Ltd, today, one of the largest engineering andconsumer Products Company in the country has varied interests fromengineering to personal care products. It is also one of the most

respected corporate houses known for its philanthropy and initiationof labour reforms besides being recognized for its values of fair,transparent and ethical dealings. The head office is located at Mumbai- Vikhroli.

Godrej and Boyce Mfg. Ltd. have adopted the following mission andvision:

Mission

To achieve Excellence through People

Values Authenticity Commitment Trust Empathy Team Spirit

Vision

Human Face of the New Millennium

CORPORATE PROFILE

IncorporationEstablished in 1897, the Company was incorporated with limitedliability on March 3 1932, under the Indian Companies Act, 1913.

Combined Sales Subsidiaries and Affiliates

The Company is one of the largest privately-held diversified industrialcorporations in India. The combined Sales (including Excise Duty) ofthe Company, its subsidiaries and affiliates, during the Fiscal Yearended March 31, 2006, amounted to about Rs. 58,000 million (US$1,270 million).

Board of Directors

J. N. Godrej (Chairman and Managing Director),A. B. Godrej, N.B. Godrej,V. M. Crishna,K. N. Petigara,


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B. A. Hathikhanavala,F.P. Sarkari,P. D. Lam,K. A. Palia andP. P. Shah.

Shareholders

Since its inception, the Company is controlled by the GODREJ familybased in Mumbai, India. Its shares are not listed on any StockExchange. About one-fourth of the Company's share capital is held byPirojsha Godrej Foundation, a public charitable trust.

Employees

9,300 (including 2,000 in Sales and Service)

Branches (sales & service) and Branded retail chain (Godrej

Life space)

WESTERN- Mumbai, Ahmedabad, Bhopal, Indore, Jabalpur,Pune, Raipur

NORTHERN- New Delhi, Chandigarh, Faridabad, Noida,Ghaziabad, Jaipur, Kanpur, Lucknow

SOUTHERN- Chennai, Bangalore, Coimbatore, Kochi,Hyderabad, Vizag, Pondicherry, Trivandrum

EASTERN- Kolkatta, Bhubaneswar, Guwahati, Ranchi, Patna

The Company has a network of 38 Company-owned Retail Stores,more than 2,200 Wholesale Dealers, and more than 18,000 RetailOutlets. The Company has Representative Offices in Sharjah (UAE),Nairobi (Kenya), Colombo (Sri Lanka), Riyadh (Saudi Arabia) andGuangzhou (China-PRC).

Bankers

CENTRAL BANK OF INDIA, Mumbai 400 023 UNION BANK OF INDIA, Mumbai 400 021 CITIBANK N.A., Mumbai 400 051

ICICI BANK LTD., Mumbai 400 001 STATE BANK OF PATIALA, Mumbai 400 021 UTI BANK LTD., Mumbai 400 001 BNP PARIBAS, Mumbai 400 001

Statutory Auditors

KALYANIWALLA & MISTRY, Chartered Accountant127 Mahatma Gandhi Road, Mumbai 400 023


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DIVISIONS UNDER GODREJ & BOYCE MFG. CO. LTD.

APPLIANCES (ISO 9001/14001)

Refrigerators, Washing Machine, Air Conditioners, Microwave Oven,

DVD Players

INTERIO(ISO 9001/14001)Office Furniture, Seating and Desking Systems, Computer Furnitureand Open Plan Office Systems, Office and Home Storwels, Sofas andRecliners. Home Furniture, Filing Cabinets and Filing Systems, BookStacks and Cases, Sliding/Tambour Door Units, Personal/IndustrialLockers, Customized Storage Systems, Roll-formed Slides andComponents for Furniture

LOCKS (ISO 9001)

Padlocks, Ultra locks, Cylindrical Locks, Mechanical andElectromechanical door locks and related hardware

SECURITY EQUPMENT & SOLUTIONS:( ISO 9001 /14001)Strong Room Doors, Safe Deposit Lockers, Cash Boxes and Coffers,Data/ATM Safes, Burglary and Fire Resisting Safes, Record & FilingCabinets, Electronic Coffers, Currency Sorters and Cash CountingMachines. Fire/Security Doors, Fire and Burglar Alarm/PremisesSecurity Systems, Video Door Phones, CCTV System. Access ControlSystems

PRIMA OFFICE EQUIPMENT (ISO 9001)Office Automation Photocopiers, Fax, Multifunction devicesand Mechanical Typewriters (available in over thirty languages);Conferencing Products and Solutions Projectors, Video andTeleconferencing Equipment, Plasma Displays and ElectronicPrintboards; Vending Machines

STORAGE SOLUTIONS (ISO 9001/14001)Multiflex and Heavy Duty Storage Systems, Tool Storage Cabinets,Gravity-flow, Mobile and Drive-in System Components, MezzanineFloors, Cantilever Storage Systems, Workshop Equipment and SpecialSolutions

MATERIAL HANDLING EQUIPMENT (ISO 9001/14001)Forklift Trucks (Diesel, Electric and LPG) and Attachments, ContainerHandling Trucks, Warehousing and Personnel Access Equipment,Sparc Parts, Services and Maintenance Contracts.


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GODREJ SHOWROOMS

Godrej has nearly 50 exclusive showrooms spread across 25 cities inIndia with a total display area of over 1,50,000 sq ft, which sell a widerange of Godrej products catering to the needs of every home andoffice. The range includes furniture for living rooms, dining rooms &bed rooms, storwels, kids furniture, refrigerators, ACs & washingmachines, office executive tables, chairs, filing & storage systems,computer tables, security products, locks, bean bags, bed Linen &

health seating products. Good ambience along with trained, friendlystaff ensures an excellent shopping experience.

There are two companies owned Godrej showrooms situated atdifferent places at Ahmedabad city.

Addresses:

GODREJ & Boyce Mfg. Co. Ltd.APM Mall, 2nd floor, 100 ft. Satellite Road,

Next to Devipriya No.1 Bungalows, AhmedabadCity: AhmedabadPin: 380051State: GujaratPhone: 079-65454440, 65454465Email: [email protected]

GODREJ & Boyce Mfg. Co. Ltd. Karaka Building No.1,Ashram Road, AhmedabadCity: AhmedabadPin: 380009

State: GujaratPhone: 079-26587202, 26583268Email: [email protected]

Apart from these company owned showrooms, the Godrej appliancesare displayed at various other showrooms in the city like Sales Indiaand others.


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COMMERCIAL TEAM

The Human Resource of Godrej & Boyce Mfg. Co. Ltd. is segregatedinto two main functional teams. i.e. Commercial Team and SalesTeam.

The Commercial Team was created in the year April 2004. It wascreated to fulfill the following objectives;

To allow Field personnel to concentrate on their core activitiesviz Sales & Service.

To help the businesses to grow rapidly. To develop specialized skills to manage the supply chain in a

professional way. The create controllership of the processes and protect companys

interest.

The Commercial Team of Godrej & Boyce Mfg. Co. Ltd. performs thefollowing four major functions.


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COMMERCIAL CHART

MR. B.NDOONGAJI,

VP

Mr. MOHAN NAIR

GM, (WEST)

MR. AJIT JAIN

BCM, A'BAD

Mr. ANIL JOSHIDY, BR. COMMERCIAL

HEAD, A'BAD

LOGISTICS ADMINISTRATION ORDERBOOKING

NAVAL DARUWALAMGR. FINANCE &

ACCOUNT

D.C VYASTUSHAR DESAI

HASAN ARAB

KHURSHIDRENCY

RASHMI

VENKATRAMAKINNARJOSHIMEHULDALAL

C. SUNDARAM

GEV KAPADIAHOMII

UNWALLA


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RESPONSIBILITIES & AUTHORITIES

Regional Commercial Manager

Responsible for identifying training needs of Commercial

personnel in the region. Responsible and authorized for preparing schedules of

Internal Quality Audits of Commercials for all branches intheir region and for closure of non-conformities observed inthe audits.

Responsible and authorized to decide on administrative issuesat branches in their region.

Communication regarding effectiveness of QMS in so far ascommercial operation is concerned.

Define responsibility and authority of commercial personnel. Conduct management review of commercial operations. Ensure quality objectives are established for commercials.

Branch Commercial Manager

Responsible for identification of opportunities forimprovement in the branch operations.

Responsible and authorized to monitor overall progress andcapabilities of commercial team at branch.

Responsible for providing all round support to branch businessteams.

Communication of the policies for commercial operations. Ensure quality objectives are established for commercial

organizations. Ensure availability of resources for commercial operations at

the branch. Responsible for overall functioning of branch warehouse. Responsible and authorized to identify capable transporters

for deliveries.

Branch Sales Head or Sales Manager

Responsible to help understand the expectations of thecustomer.

Responsible for overall Sales of Business related Products in isterritory, Channel management, Territory Mapping

Responsible for identification of Market with sufficientpotential for Wholesale Dealership being viable.


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Responsible and authorised to monitor overall progress andcapabilities of Wholesale Dealers.

Communicate the Policy Ensure the quality objectives are established for Sales &

Service.

Ensure availability of resources Responsible and authorised to resolve consumer and

Wholesale Dealer issues.

Sales Executive / Deputy Manager

Responsible to resolve customer complaints at branches. Responsible to give feedback about customer's requirements

received at Branch to Marketing department at Head Office. Authorised to sign the quotations. Authorised to make order amendments. Responsible to review pending orders. Authorised to sign Stock Requirement List.

Warehouse Keeper

Responsible for receiving goods at warehouse. Responsible for proper storage and handling of products at

warehouse ready for sale. Responsible and authorised to plan route and effect deliveries

from warehouse. Responsible for periodically reviewing all pending delivery

challan and stocks. Responsible for registering and reporting shortages of items

received against orders at branches.


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In any organization, MIS flow either business or financial in smooth

functioning and effective decision making. Earlier, MIS system wasdesigned mainly keeping in view the accounting need of theorganization. Using IT to gain a competitive advantage in the pastdecade the business environment has changed dramatically. The worldhas become a small and very dynamic marketplace. Organizationstoday contract new market, new competition and increasing customerexpectations.

ENTERPRISE RESOURCE PLANNINGAn integrated information system that serves all departments within

an enterprise. Evolving out of the manufacturing industry, ERP impliesthe use of packaged software rather than proprietary software writtenby or for one customer. ERP modules may be able to interface with anorganization's own software with varying degrees of effort, and,depending on the software, ERP modules may be alterable via thevendor's proprietary tools as well as proprietary or standardprogramming languages.

In market, various ERP packages are available, which are writtenconsidering worldwide business practices. Some of them are SAP,BaaN, Oracle Manufacturing, Oracle Financials, People Soft,

JDEdwards, and BPCS. Each is written concentrating on variousindustry functions in mind; like SAP on Finance, BaaN onmanufacturing, PeopleSoft on human resources. Hence choice ofparticular package is complex task; as one cannot choose differentpackage from different divisions and package should incorporate all B-processes. Yet it should be focused on core process and of courseproves less costly.

Taking account of all the benefits of ERP system, Godrej & Boyce Mfg.Co. Ltd. has customer ERP system software which run on BAAN

platform. It is made by Netherlands based company, and companyspent around Rs. 25 crores for the purchase of the product.

BAAN have extensive multi site management capabilities. Thecomplete financial account and management account requirement ofthe organization is addressed. It has complete centralized accountingfunction with complete flexibility to consolidate corporate information.It also takes care of after sales service.


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OVERVIEW OF BaaN COMPANY

BaaN Company is a leading provider of enterprise business software. Itoffers comprehensive portfolio of component based applicationsforefront, corporate and back-office automation. BaaN products reduce

complexity and cost, improve core business processes, are faster toimplement, more flexible to adopt business change and optimizemanagement of information. It was founded in Netherlands in 1978 bybrothers Jan & Paul BaaN. BaaN Company has started from pioneeringEnterprise Resource Planning (ERP) software market to now offeringcomplete set of single vendor enterprise business applications. BaaNsoftware has been created by taking into consideration Indianlocalization of taxes.

SALIENT FEATURES OF BaaN (ERP SYSTEM)

Functional fit with company's business processes High degree of integration between the various components of

the ERP system: Flexibility and salability Mostly user friendly Quick implementation; shortened ROI periods. Ability to support multi site planning & control Technology, Client server capabilities, database

independence, security. Amount of customization required Local support infrastructure Availability of regular upgrades Availability of reference sites.

BaaN MODULES AND SUB MODULES

COMMON

Tables, common data, Parameters, Error recovery, systemperformance QMS

FINANCEGeneral Ledger, account receivable, account payable, cashmanagement, TDS, cost allocation, financial budget system, financialstatements, fixed assets,

PROJECTS

Project estimating / definition / budget / planning / requirements /Progress / Monitoring / Invoicing


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MANUFACTURINGEngineering Data Management, Item Control, BOM Control, Routing,Cost accounting, MPS, MRP, CRP, RPT, Shop Floor Control, HoursAccounting, Project Budget, Project Control, PCF

DISTRIBUTIONItem control, Formula Management, Routine, Cost Accounting, CRP,Production Management

TRANSPORTATION

Employee Control, Address Control, Transportation Fleet Management,Transportation Fuel Control, Hours & Expense Control, Central DataEntry, Transport / Invoicing / Packing / Warehouse Control, DRP.

SERVICE

Service Table, Installation / Contract/ Service Order / Service AnalysisControl, Item Control


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In the BaaN system for every user depending on the activities heneeds to carry out, access to sessions and required authorization aregiven. Various role profiles with distinct role codes have been createdand the roles have been attached to individual users. While filling upnew BaaN user creation form, the role to be attached by user has to

be clearly mentioned.

Lastly, BaaN being a complex system and the main server is located inMumbai Head Office and all the regional offices and warehouses aredirectly connected to server in Mumbai. Godrej and Boyce Mfg. Co.Ltd., has an annual contract with Heward packared (H.P.) for all kind ofsoftware solutions.

Company CodesThe below mentioned different company codes are being created bythe BaaN company for the integrated smooth functioning of different

divisions.

Interio235- Desking238- Sitting240- Storewell

301- Appliances250- Security245- SSG Group260- Locks265- MHE

285- Prima


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INTRODUCTION

Supply chain management is a cross-functional approach to managingthe movement of raw materials into an organization and themovement of finished goods out of the organization toward the end-

consumer.

The definition one America professional association put forward is thatSupply Chain Management encompasses the planning andmanagement of all activities involved in sourcing, procurement,conversion, and logistics management activities. Importantly, it alsoincludes coordination and collaboration with channel partners, whichcan be suppliers, intermediaries, third-party service providers, andcustomers. In essence, Supply Chain Management integrates supplyand demand management within and across companies.

Purchase

Production

Inventory /

Warehousing

MaterialFlow

InformationFlow

Transportation

SSOOUURRCCEE MMAAKKEE MMOOVVEE SSTTOORREE SSEELLLL

Supply Chain Process


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SUPPLY CHAIN PROCESSES AT GODREJ & BOYCE MFG. CO. LTD.

Supply Chain Management (SCM) is the process used to deliver acompanys goods to the targeted audience, at the right time, in themost timely and cost-effective manner possible. It can include

everything from sourcing and manufacturing of a product, topackaging and warehousing inventory, to managing and promotingsales online through a custom wed store. Additionally, acomprehensive supply chain management offering should includeprofessional expertise to assist with critical business decisions as wellas world class operational capabilities such as live customer serviceand Web- based visibility and reporting.

Supply Chain Process

Allotment

Customer

Dispatch

Branch Order Booking Mfg Plant

RPL

Transport Order


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ORDER PROCESSING

Order processing is the main function of the Godrej & Boyce Mfg. Co.Ltd. and this is done through ERP system- BaaN. Order processingbeing the centralized and server being at Mumbai head office; all

records are accessible from any corner of the country.

Orders are brought by sales department and booked by thecommercial team in the following cases.i) Order placed by dealersii) Order placed on individual level (directed by customer)

There are two types of the ordersSales OrderUsed to sell items to another entity according to certain terms andconditions.

Replenishment OrderThese orders are raised automatically at the Head-Office to fulfill thesales order requirement for its branches. RPL orders are raisedmanually in some cases like,

If order is for non standard items On loan If transfer is from one branch to other branch Expected orders. Order booked for internal office requirements.

ORDER PROCESSING STEPS

1. Sales Order Booking2.Order Acknowledgements3. Picking list (Challan) Generation4.Maintain Delivery5. Sales Invoice

1. Sales Order Booking

The following steps are taken into consideration while booking thesales order.

Different order series have been defined for different divisions.So one has to write correct order series.


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Customer Code is of six digits. It can be alpha-numeric wherefirst letter stands for a particular division. Second digit stands fordealer or customer. Then the three digits stand for particulardealer or party. Last digit stands for branches.

Order types - Predefined procedures for processing orders.09A - Regular order

09B - Cash Memo09C - R Series (Dealer / Investment )09E - Return order09L - Non-Inventory Credit note

Order date is the date on which order has been created. Planneddate is date of delivery of goods from HO or branch. On plannedreceipt date, Branch receives material from HO or customerreceives material from HO or branch.

Reference A & B are used to print specific information ondocuments like order acknowledgement, picking list and invoice.They can also be used for effective project booking.

Header and Footer text are also printed on above documents.Specific Postal and Delivery address can be mentioned forspecific sales order. Customer texts are used to enter customercode of dealer while booking R-series sales order.

Specific Postal and Delivery address can be mentioned for specific sales

order. Customer texts are used to enter customer code of dealer while

booking R-series sales order.


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Correct price-list reference i.e. CPL or DPL has to be selected. Area-code has been defined for different branches. E.g. for

Ahmedabad W09 is the area code. Item-code is different for different divisions. The first digit code

stands for the product itself. In case of desking, it is of 11 digit

and starts with FU. In case of appliance the first digit is numericand the item-code is like 2C50C2.

After this one has to see that the item is in which warehouse andaccordingly proper warehouse code to be written. Warehousecode is of that warehouse from where the item will beissued.09A is for manufactured item. 09B is for traded importeditems. 09C is for traded domestic items.

India Localization address four major taxes of businessoperations :

Excise Duty Sales Tax Octroi & Tax Deducted at Source (TDS)

Excise will be applicable for manufactured products and not forimported or locally traded items. Excise value is calculateddepending upon tariff code and ASV value. Then state codes andsales code are picked up from customer master and belong tostate from where item is issued

In this way order is booked.

2. Order Acknowledgements

This document is sent to dealer or customer after booking sales order.So that they can have a look of the items which they have booked forthem and if any difference is there they can tell it to the commercialpeople and they will make the required changes. It can be printedorderwise or customerwise.

3. Picking list (Challan)

Allotment of item and printing of challan is combined in BaaN. Challanis a typical document comprising the details of the items which aregoing to be dispatched by the warehouse to the dealers or household

customers. Challan clearly states the quantity demanded, item codeand their description, the delivery date and address, the transportersname, the truck or any vehicle number which carries the items, billamount, excise duty, sales order number, customer code, weight ofthe finished goods, and special instructions, if any, etc. Challan can begenerated only if the item is available at the ware-house.


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The copy of a challan is presented below;

In certain cases even though the material is available and the challan isgenerated, the material is not dispatched because of the instructions given by the

customers like one lot, site is not ready etc. So when material is ready for

dispatch and we cant dispatch it, we call it as unbilled challans.


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4. Maintain Deliveries

When material is actually ready for dispatch, maintain deliveries aredone in the system. By doing this the stock goes out from the system.This activity is done by warehouse in-charge officer at warehouse.

5. Generating Sales Invoice

After maintaining deliveries in the system, the sales invoice isgenerated by the warehouse in charge officer at warehouse whichmainly focuses on the bill amount and other details regarding deliveryaddress and customer. While actually loading items in a vehicle, thecabinet numbers of each item is mentioned on the sales invoice. Totalfive copies are printed of a sales invoice.


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INTRODUCTION

The word of logistics originates from the ancient Greek logos (),which means ratio, word, calculation, reason, speech, oration.

Logistics is a concept considered to have evolved from the military'sneed to supply themselves as they moved from their base to a forwardposition. In ancient Greek, Roman and Byzantine empires, there weremilitary officers with the title Logistikas who were responsible forfinancial and supply distribution matters.

Logistics management is that part of the supply chain which plans,implements and controls the efficient, effective forward and reverseflow and storage of goods, services and related information betweenthe point of origin and the point of consumption in order to meetcustomers' requirements. A professional working in the field of logisticsmanagement is often called a logistician.

In business, logistics may have either internal focus(inbound logistics),or external focus (outbound logistics) covering the flow and storage ofmaterials from point of origin to point of consumption. The mainfunctions of a logistics manager include Inventory Management,purchasing, transport, warehousing, and the organizing and planningof these activities. Logistics managers combine a general knowledge ofeach of these functions so that there is a coordination of resources inan organization. Market logistics involves planning the infrastructure to

meet demand, then implementing and controlling the physical flows ofmaterials and final goods from points of origin to points of use, tomeet customer requirements at a profit.

Logistics is the art and science of managing and controlling the flow ofgoods, energy, information and other resources like products, services,and people, from the source of production to the marketplace. It isdifficult to accomplish any marketing or manufacturing withoutlogistical support. It involves the integration of information,transportation, inventory, warehousing, material handling, and

packaging. The operating responsibility of logistics is the geographicalrepositioning of raw materials, work in process, and finishedinventories where required at the lowest cost possible.


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WAREHOUSING

Every company has to store finished goods until they are sold, becauseproduction and consumption cycles rarely match. The storage functionhelps to smooth discrepancies between production and quantities

desired by the market. The company must decide on the number ofinventory stocking locations. It should be noted that more stockinglocations means that goods can be delivered to customers morequickly, but it also means higher warehousing and inventory cost. Toreduce warehousing and inventory duplication costs, the companymight centralize its inventory in one place and use fast transportationto fulfill orders.

Godrej and Boyce Manufacturing Ltd. have its two warehouses nearAhmedabad city. One warehouse is situated at Aslali and another oneis situated at Jetalpur. Aslali warehouse deals with products likeInterio, Locks, Security equipments, Storage Solution Group, MaterialHandling Equipments, and Prima. Jetalpur warehouse deals with theAppliances i.e. Refrigerator, Washing Machine, Air Conditioners,Microwave Ovens, and DVDs.

PERPETUAL INVENTORY COUNTING

Currently, stock discrepancy is a major area of concern for theOrganization. To avoid this discrepancy problem, Perpetual Inventoryis taken every morning. The warehouse keeper is required to daily

carry out inventory counting of only those SKUs which have moved theprevious day. This exercise when done on a daily basis becomes aPerpetual Inventory Counting exercise. Everyday finished goods comein and go out from the warehouse as the arrival from Head Officeplants and dispatches to different territories happen. So the balancingfigures of every product on the basis of their codes are checked by theauthorized person on the next coming day in the morning.

The discrepancy, if any, between the actual physical quantity andcomputerized system record are then conveyed to the warehouse in-

charge. Then, warehouse in-charge finds out the reasons for thesediscrepancies and corrective actions are taken on a daily basis. Itshould be noted that this is the first activity of daily routine in thewarehouse.


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P.D.I. CONCEPT

P.D.I. stands for PRE DELIVERY INSPECTION. The goods whichare dispatched for the display purpose in the various showrooms andProject News in the city are thoroughly checked by the P.D.I.

Department and the P.D.I. stamp is pasted over the cartoon of itemsand on challan by the department and the Authorized person signs thedocument and challan. This is an important practice to ensure thequality of the appliances before sending to display purpose.

TREATMENT OF DAMAGED AND DEFECTIVE ITEMS

Damaged and Defective items, these two words may have the similarmeaning in dictionary but they both are treated differently inwarehouse.

The damaged goods are those items which have the visible faults likeside panel dent, main door dent, any scratches, accessories broken ormissing etc. These types of items are called damaged items.

Whereas the defective items are those which have the functionalproblems, like compressor jammed, no cooling or low cooling, gaslickage, etc. These types of items are called defective items. Thesedefective items do not function well.

TYPES OF DAMAGES

There are two types of damages that occur in logistics;

Primary damage

The goods which are coming from Head Office plants and if anydamages happens in transit then that damage is known as primarydamages.

Secondary damageThe goods which are sent to the dealers location from the warehouseand if any damage happens in transit then that damage is called thesecondary damage.

CATEGORIZATION OF DAMAGED AND DEFECTIVE ITEMS

According to the degree of damages and defects, there are threecategories in which these damaged and defective items are kept aswell as sold at different discount rates.


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Category 1

The items which have the maximum damages or defects or both arekept in category 1 and sold at more than 60% discount. Category 1items are treated in 091 warehouse.

Category 2The items which have the less damages than category 1 are kept inthis category and then after they are sold at around 40% discount.Category 2 items are treated in 092 warehouse.

Category 3The items which have the minor scratches or any colour fault thenthose items are kept in category 3 and are sold at 5% to 10%discount. It should be noted that these, category 3 items can berepaired easily and can be sold as fresh items and sometimes areacceptable by the customers as well as dealers. Category 3 items aretreated in 093 warehouse.

The items having worst condition, it means which are not included incategory 1 also are treated as Scrap and these types of items aresold at almost 80% to 90% discount. The discount rates may varyaccording to the brands and size of the product. Generally thesediscount rates are subject to negotiation.

REPLACEMENT PROCESS

Godrej is a renowned name for its after Sales service andreplacement of an item, if needed. If any item is not acceptable byhousehold customer or dealer due to some functional defects ordamage, then the companys service technician goes to the residenceof customer or at dealers place and checks the problem. If it is notrepairable at that place by the service technician and if the customerwants it to be replaced, then company manages to do so.

After that, the defective or damaged piece is sanctioned by the deputyservice manager of a company and the item is sent back to warehouse

location and kept in the damage warehouse. Then the companysdeputy service manager decides its degree of damages or defects andaccording to his instructions the item is transferred to the respectivecategory, i.e. category 1, 2 or 3.

Now, the role of warehouse in charge comes into the picture. Thewarehouse in charge officer takes the receipt of damaged or defectiveappliances which is returned from the customer in a new N.B.C. R.D.C.


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MODULE in the BaaN software as per the guidelines from servicedivision. After that one finished product is taken out from the recordand sent to that particular customer. In this way, the finished productis replaced.

TRANSPORTATION

Marketers need to be concerned with transportation decisions.Transportation choices will affect product pricing, on time deliveryperformance, and the condition of the goods when they arrive, all ofwhich affects customer satisfaction. In shipping goods to itswarehoused, dealers, and customers, the company can choose amongfive transportation modes: rail, air, truck, waterway, and pipeline.Shippers consider such criteria as speed, frequency, dependability,capability, availability, traceability, and cost.

In Godrej & Boyce Manufacturing Ltd. the roadway i.e. via truck orcontainer the goods are sent by Head Office. Godrej has twomanufacturing plants in India for appliance manufacturing. One issituated at Mohali, near Chandigarh in Punjab. Another plant issituated at Shirwal, near Pune in Maharashtra.


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For dispatch purpose, the company has made the contract with threetransporters and three local loading auto rickshaws. The names of thethree transporters are;

1. Jay Mahakali Roadways,

2. Radhe Krishna Roadways3. S.R. Roadways

The whole Gujarat state is divided among these three transporters. JayMahakali Roadways makes the dispatches of appliances for the northGujarat. Radhe Krishna Roadways deals with Saurashtra and localdelivery of Ahmedabad city. While S.R. Roadways deals with the restof the Gujarat for the dispatch purpose. Generally, these threetransporters make deliveries of appliances to the dealers. For theindividual customers in the local area i.e. in an Ahmedabad city theloading auto rickshaws make the delivery on a per piece basis.


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GODREJ IN SOCIAL WELFARE

In addition to building the corporation, each generation of the Godrejfamily has been deeply committed to worker welfare, humandevelopment and environmental matters. Godrej has always been a

campaigner (supporter) for a better world with programs that benefitendangered forests, wild life and mangroves. Every year the PirojshaGodrej Foundation dedicates funds to promote education, housing,social causes, conservation, population management and relief intimes of natural calamities. Not only did the founders conceive the ideaof an industrial township at Vikhroli but also laid the foundation for agreen, bio-diversified environment.

The Godrej Mangrove Project is yet anotherenvironment conservation project of thegroup. This project is happening on the 2,000acres the group owns. Mangroves areextensions of tropical and sub-tropical forestsinto the sea.

The Godrej School i.e. Udayachal School is alsoanother example of corporate liberality.Students of workers and officers mingle in anatmosphere that is completely different from

the usual school. Udayachal means the'Eastern Mountains', the mountains from wherethe sun, the moon and the myriad stars riseinto the vast expanse of the sky. At Udayachal,we strive to bring light into each childs life, byemphasizing more on all - round development,rather than mere academics.

Community development

Godrej were one of the earliest corporate houses

to initiate worker welfare programmes in thecountry. Their concerns for the environment tooare a well documented fact. Their efforts topreserve the architecture of Mumbai, is bestexpressed by their active participation in theIndian Heritage Society.


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Trusts

The manifold Godrej charities include:

The Godrej Charitable Wing of the Breach Candy Hospital, The World Wide Fund for Nature-India and its headquarters

The Pirojsha Godrej National Conservation Centre - in Delhi, The Godrej Technical Institute at Bordi, Pirojsha Godrej Research Laboratory, Soonabai Godrej Dance Academy Theatre, Naoroji Pirojsha Godrej Memorial Boating Station, and others too

numerous to mention.

Godrej also supports the Foundation for Medical Research, Mumbai,particularly for the cure of leprosy As a part of the researchprogramme carried out by Indian Cancer Research for testing theblood of vasectomised cases - in order to prepare suitable vaccines tobe used as contraceptives- about 49 persons volunteered and gavetheir blood which was being tested for their research programme.

Family Planning

Godrej are connected with the Family Planning Foundation, "PragatiKendra", Which is a voluntary organization devoted to promote FamilyPlanning as a basic human right, as well as population Policies whichcan help bring about a balanced development of the resources of thecountry-both human and material - as a means towards raising the

quality of life. A Family Planning Centre was opened in September1957.

Corporate social responsibility

As they complete their first century and enter the next one, one visionshines on with the brightness that their founder intended, the conceptof trusteeship of wealth. Begun by a spontaneous donation of Rs. 3Lakhs to the Tilak Fund by Ardeshir Godrej, this initiation ofphilanthropy was strengthened by Pirojsha, who made it a corporate

policy. Godrej believes that it is the responsibility of every company tocontribute to the welfare of the society. So it has undertaken varioussocial responsibility tasks so that the society people are taken careof and the country progresses. Along with housing, schooling, medicalaid and paid leave to workers, Pirojsha also was deeply concernedabout environmental and social causes.


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OVERVIEW OF ISO

ISO is the International Organization forStandardization. ISO is a network of thenational standards institutes of 158 countries, on

the basis of one member per country, with aCentral Secretariat in Geneva, Switzerland, thatcoordinates the system. It was established in1947 to develop common internationalstandards in many areas. Its purpose is tofacilitate and support international trade bydeveloping standards that people everywherewould recognize and respect. These members come from 158 nationalstandards organizations. Currently, ISO has 193 technical committees,540 subcommittees, and 2244 working groups. Since 1947, ISO hasdeveloped 16,455 international standards.

ISO standards are developed by technical committees. TheInternational Organization for Standardization chose theacronym ISO (and not IOS) because the word ISO also meansequalorequivalentin Greek, and because ISO works betterwhen translated into other languages.

ISO is the worlds leading developer of International Standards. AnISO standard specifies the requirements for state-of-the-art products,services, processes, materials and systems, and for good conformity

assessment, managerial and organizational practice. ISO standardsare designed to be implemented worldwide. They make trade betweencountries easier and fairer. They provide governments with a technicalbase for health, safety and environmental legislation. ISO standardsalso serve to safeguard consumers, and users in general, of productsand services - as well as to make their lives simpler.

How to recognize an ISO standard

An ISO standard can be anything from a four-page document to oneseveral hundred pages' long and, in the future, will increasingly be

available in electronic form. It carries the ISO logo and thedesignation, "International Standard". In most cases, it is published inA4 format - which is itself one of the ISO standard paper sizes.
http://www.iso.org/http://www.iso.org/http://www.iso.org/http://www.iso.org/


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More than half a million organizations in more 149 countries areimplementing ISO 9000 which provides a framework for qualitymanagement throughout the processes of producing and deliveringproducts and services for the customer.

ISO 14000 environmental management systems are helpingorganizations of all types to improve their environmental performanceat the same time as making a positive impact on business results.

ISO 9000is concerned with "quality management". This means whatthe organization does to enhance customer satisfaction by meetingcustomer and applicable regulatory requirements and continually toimprove its performance in this regard. ISO 14000 is primarilyconcerned with "environmental management". This means what theorganization does to minimize harmful effects on the environmentcaused by its activities, and continually to improve its environmentalperformance.

INTERNATIONAL STANDARD ISO 9001: 2000

General Introduction

The adoption of a quality management system should be a strategicdecision of an organization. The design and implementation of anorganizations quality management system is influenced by varyingneeds, particular objectives, the products provided, the processes

employed and the size and the structure of the organization.This International standard can be used by internal and externalparties, including certification bodies, to assess the organizationsability to meet customer, regulatory and the organizations ownrequirements.

Process Approach

This International Standard promotes the adoption of the processapproach when developing, implementing and improving theeffectiveness of a quality management system, to enhance customersatisfaction by meeting customer requirements.

The application of a system of processes within an organization,together with the identification and interactions of these processes,and their management can be referred to as process approach.

When used within a quality management system, such an approachemphasizes the importance of
http://www.iso.org/iso/en/iso9000-14000/index.htmlhttp://www.iso.org/iso/en/iso9000-14000/index.htmlhttp://www.iso.org/iso/en/iso9000-14000/index.htmlhttp://www.iso.org/iso/en/iso9000-14000/index.htmlhttp://www.iso.org/iso/en/iso9000-14000/index.htmlhttp://www.iso.org/iso/en/iso9000-14000/index.html


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a) understanding and meeting the requirements,b) the need to consider processes in terms of added valuec) obtaining results of process performance and effectiveness, &d) Continual improvement of processes based on objectivemeasurement.

The methodology known as Plan-Do-Check-Act (PDCA) can beapplied to all the processes. PDCA can be briefly described as follows:

Plan

Establish the objectives and processes necessary to deliver results inaccordance with customer requirements and the organizationspolicies.

Do

Implement the processes

CheckMonitor and measure processes and product against policies,objectives and requirements for the product and report the results.

ActTake actions to continually improve process performance


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Value adding activities-------- Information flow

OutputInput

ManagementResponsibility

Resource

Management

Product

Realization

Measurement,

Analysis &Improvement

Product

Continual Improvement of the quality

Management System

Customer

Satisfaction

Customers

Requirements


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QUALITY MANAGEMENT SYSTEM

The organization shall establish, document, implement and maintain aQMs and continually improve its effectiveness in accordance with therequirements of International Standard 9001:2000.

The organization shall

identify the processes needed for the QMS and their applicationthroughout the organization,

determine the sequence and interaction of these processes,

determine criteria and methods needed to ensure that both theoperation and control of these processes are effective,

ensure the availability of resources and information necessary tosupport the operation and monitoring of these processes,

monitor, measure and analyze these processes, and

implement actions necessary to achieve planned results andcontinual improvement of these processes

The ISO Report for the Commercial department of Godrej & Boyce Mfg.Co. Ltd follows these procedures. First of all, BCM will decide upon thenorms for the criterias like Order Cancellation, Order Amendmentsetc. and will specify it in the monitoring & measurement plan. QualityManagement Plan will be prepared to reduce local & upcountry orderexecution time for Ex stock item and for finding out the occurrences

foe amendments. According to the decided norms, if any deviationsare found the reasons for that will be noted down. After thatCorrective and Preventive Action (CAPA) will be prepared for thedeviations for which the commercial team can be held responsible. Logof non confirming Register will be prepared for the deviations found forthe deviation which is not due to the commercial department. Andthen the steps will be taken to improve their standards. The ISOReport is as follows:


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MONITORING & MEASUREMENT PLAN

GODREJ & BOYCE

MFG.CO.LTD. , AHMEDABAD

COMMERCIAL

CLAUSE : 8.1 ISO 9001 (2000)DOC.NO: BR / M & M

FORMAT : REV. NO : 01DATE : 15/12/05

PLANT : AHMEDABAD DEPARTMENT: COMMERCIAL

TITLE : MONITORING & MEASUREMENTPLAN DATE: 01/01/07 Rev No. : 02

Key chs/parameters/

Operatingcriteria/Legal

Specifiedrange/Acceptancecriteria

LocationFreq. ofmonitoring

Respo-nsibility

Recordslocation/referenc

eRemark

1. OrderCancellation

Zero Ahmedabad Monthly VenkatBaaN Session No.tdsls5201m000

2. OrderAmendment

Zero Ahmedabad Monthly VenkatBaaN Session No.tdsls5201m000

Apr - Jun06

3. Pick List toBilling Cycle

Ahmedabad Monthly Brijen

BaaN Session No.

tdgbb9475m000

Local90% within

3 daysApr - Jun06

Upcountry80% within

5 daysApr - Jun06

Local

100 %

within 5Days

Effective

from July2007

Upcountry100%

within 7days

Upto Dec2006

Local &Upcountry

100%within 5

days

Effectivefrom Jan2007

4. ReturnOrders

Zero Ahmedabad Monthly VenkatBaaN Session No.tdgbb3433m000

5. Condition ofthe Truck

As Per theChecklistDocument

P.O.

Ahmedabad MonthlyEvaluation Sheet

at Warehouse

To beprepared

manually6. TransporterEvaluation

9 - 10Points

Ahmedabad QuarterlyTushar /

VyasWarehouse

7. CustomerSatisfactionIndex

> 90% Ahmedabad QuarterlyBrijen /

Anil JoshiAs per Format

Prepared by : Deputy Commercial Head(DCM) Approved by : Branch commercial Head(BCM)Page 01 of 01


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QUALITY MANANGEMENT PLAN

AHMEDABAD BRANCHCOMMERCIALCLAUSE5: 5.4.2 ISO 9001 (2000) DOC NO: BR/QMP/04

FORMAT REV.NO: 01 DATE:02/06/06

Title: QMP FOR BILLED SALES TO STUDY THE TREND FOR LOCAL & UPCOUNTRY ORDEREXECUTION TIME.

Date: 4/10/2006 Rev. No. 00Objective: To reduce local & upcountry order execution time for Ex

stock item.Target: By March 2007Scope (Dept): CommercialResponsibility: DEPUTY COMMERCIAL HEADPerformance criteria: Number of days

Action Plan :

Sr.

No.

Activities Measure Completio

n Date

By

Whom

Review

Frequency

Current Status

Effectiveness

1 To seek help fromGIL for collection ofrelevant data

Availability ofSession

Mar-07 DCM Monthly Available

2 To collect data fromthe system

Frequency ofcollecting the data

Mar-07 DCM Monthly Collected everymonth

3 To plot the data toobtain trend

Graphicalpresentation

Mar-07 DCM Monthly Monthly

4 Analyse / Monitorthe trend

Table andAnalytical data

Mar-07 DCM Monthly being done month

5 Prepare Capa fortaking Correctiveaction

Data in CAPAformat

Mar-07 DCM Monthly being reviewedevery month forcorrective action

Prepared by : Deputy Commercial Head(DCM) Approved by : Branch commercialHead(BCM)

Overall Status of Objective

Element of Policy: Continual Improvement

Records

Sr.No.

Title Ref No. Custodian Retention Period

1 Data downloaded Late Deliveriesdetails

DCM 1 year


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AHMEDABAD BRANCHCOMMERCIALCLAUSE5: 5.4.2 ISO 9001 (2000) DOC NO: BR/QMP/05

FORMAT

REV.NO: 01 DATE: 02/06/06Title: QMP FOR BILLED SALES TO MONITOR THE AMENDMENTS IN ORDER BOOKINGDate: 4/10/2006 Rev. No. 00

Objective: To find the occurrences of amendmentsTarget: By March 2007Scope (Dept): Commercial

Responsibility: K VENKATRAMANPerformance criteria: Number of errorsAction Plan:

Sr.

No.

Activities Measure Completion

date

By Whom Review

Frequency

Current Status

Effectiveness

1 To seek helpfrom GIL forcollection ofrelevant data

Session inBaaN

Mar-07 K Venkatraman Monthly BaaN Session No.tdsls5201m000

2 To collect datafrom the system

Record ofdownloadof data

Mar-07 K Venkatraman Monthly Monthly recordavailable

3 To analyze eachoccurrence andthe pattern

Occurrencesummarystatement

Mar-07 K Venkatraman Monthly Being maintainedmonthly

4 Put correctiveaction /Preventive actionin place

CapaRecord

Mar-07 K Venkatraman Monthly Being reviewed forimplementation

5 Monitor Reductionin % over aperiod oftime

Mar-07 K Venkatraman Monthly Generally was 0 anhence decided todiscontinue from01/07/2006 foramendment in orde

Overall Status of Objective

Element of Policy: Continual Improvement

Records

Sr. No. Title Ref No. Custodian Retention Period

1 Data Compiled BR/QMP/05/01 K Venkatraman 1 year

Prepared by : Deputy Commercial Head(DCM) Approved by : Branch commercialHead(BCM)
http://c/Documents%20and%20Settings/mani/Desktop/ISO%20Commercial.xls%23Amendment!A1http://c/Documents%20and%20Settings/mani/Desktop/ISO%20Commercial.xls%23Amendment!A1


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REASONS FOR CANCELLATION OF ORDERS

CodeReasons Jan-

07Feb-07 Mar-07 Total

A Customer Cancelled order 12 3 12 27

B

Wrong Booking By Showroom

/ Sales 4 2 2 8

CWholesale Dealer Does notRequire 8 6 6 20

DDuplicate Booking ByShowroom 0 0 0 0

E Duplicate Booking By Sales 0 0 2 2

F Return Order Cancelled 0 5 0 5

GDuplicate Booking Commercial 0 0 1 1

H Wrong Booking Commercial 0 0 0 0

I Old Orders 0 0 0 0Total 24 16 23 63

After finding out the reasons for Cancellation of Orders, then thereasons which can or cannot be controlled by the Commercial teamhas to be segregated. So if there is any duplicate / wrong booking byCommercial team, then for those CAPA has to be prepared. And forothers, log of non-confirming Registers have to be prepared.


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CORRECTIVE & PREVENTIVE ACTION (CAPA) FOR

CANCELLATION OF ORDERS

LOG OF NON CONFORMING INCIDENCE REGISTER FORCANCELLATION OF ORDERS

Sr.No.

Date/Period

Product/ DeptArea

Feedbackfrom

/Location

Nonconfirmity/Complaint

/ Nonconfirmingincidence

Rootcause

Corrective/

preventiveActionDate

Nonconfirmity/Complaint /

Nonconfirmingincidence

improvement status

Actiontaken b

1 Mar-07 Comm. AhmedabadExcessBooking ByCommercial

Booked 2No.s ofStorwel

instead of1 No.

One timehappening,note made

by theconcerned

people.

Implemented Venkatram

Godrej & Boyce Mfg. Co. Ltd., AHMEDABAD Ref. No. : BR/IR

CommercialFormat Rev. No: 01 FoRev Date:24/01/05

Log of non confirming incidence register (ORDER CANCELLATION)

SrNo.

DateProduct/ DeptArea

Feedbackfrom

/Location

Non conformity/Complaint / Non

confirmingincidence

Qty Correction/ Mitigation taken & da

1 Jan-07 Comm. AhmedabadCustomer Cancelled

order12 Informed Business Head on 5th Feb 2

2 Jan-07 Comm. Ahmedabad WD Does not Require 8 Informed Business Head on 5th Feb 2

3 Jan-07 Comm. AhmedabadWrong Booking ByShowroom / Sales

4 Informed Business Head on 5th Feb 2

4 Feb-07 Comm. AhmedabadCustomer Cancelledorder

3 Informed Business Head on 10th Mar

5 Feb-07 Comm. Ahmedabad WD Does not Require 6 Informed Business Head on 10th Mar

6 Feb-07 Comm. AhmedabadReturn OrderCancelled


7 Feb-07 Comm. AhmedabadWrong Booking ByShowroom / Sales


8 Mar-07 Comm. AhmedabadCustomer Cancelledorder

12 Informed Business Head on 3rd Apr 2

9 Mar-07 Comm. Ahmedabad Wrong Booking ByShowroom / Sales 2 Informed Business Head on 3rd Apr 2

10 Mar-07 Comm. Ahmedabad WD Does not Require 6 Informed Business Head on 3rd Apr 2

11 Mar-07 Comm. AhmedabadDuplicate Booking BySales

2 Informed Business Head on 3rd Apr 2


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REASONS FOE ORDER AMENDMENTS

Code Reason Jan-07Feb-

07Mar-

07 Tota

K Amendment of Price 0 2 1

L Amendment of Model / Product 1 0 2

M Amendment of Colour 0 2 0

NAmendment of Salesman code /Dealer Code 0 0 0

O Amendment of Warehouse code 0 0 0

P Amendment of Quantity 2 0 0

Total 3 4 3 1

Here also the reasons which are in the hands of the commercial teamfor that CAPA will be prepared. And for others log of non conformingincidence register is prepared.


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REASONS FOR RETURN ORDERS

Code ReasonJan-

07 Feb-07Mar-

07 Total

Q Defective 9 7 17 33

R Damaged 1 12 3 16

S Order cancellation by WD 2 0 0 2T Order cancellation by Customer 4 8 8 20

U Item Mismatch 4 4 2 10

VDuplicate Booking / WrongBooking 2 1 2 5

W Space Problem 1 2 1 4

XMaterial Wrongly recd from HO/ Dispatched 0 0 2 2

YChange of Model / Price /Address 1 0 1 2

Total 24 34 36 94

Here, there is a need of preparing CAPA as there is duplicate / wrongbooking by commercial. So the commercial department has to takecare of this thing next time so that they can improve upon this.


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LOG OF NON CONFORMING INCIDENCE REGISTER FOR RETURN

DELIVERIESGodrej & Boyce Mfg. Co. Ltd., Ahmedabad Ref. No. :BR/IR

CommercialFormat Rev. No: 01 Format RevDate:24/01/05

Dept.: Log of non confirming incidence register (Return Deliveries)

SrNo

DateProduct/ DeptArea

Feedbackfrom

/Location

Non confirmity/Complaint /

Non confirmingincidence

Qty Correction/ Mitigation taken & da

1 Jan-07 Comm. Ahmedabad Damaged 1Informed Business Head on 5th Feb2007

2 Jan-07 Comm. Ahmedabad Defective 9Informed Business Head on 5th Feb2007

3 Jan-0i Comm. AhmedabadOrder Cancellationby WD

2Informed Business Head on 5th Feb2007

4 Jan-07 Comm. Ahmedabad

Order Cancellation

by Customer 4

Informed Business Head on 5th Feb

2007

5 Jan-07 Comm. Ahmedabad Item Mismatch 4Informed Business Head on 5th Feb2007

6 Jan-07 Comm. Ahmedabad Space Problem 1Informed Business Head on 5th Feb2007

7 Jan-07 Comm. AhmedabadChange of Model /Price / Address


8 Feb-07 Comm. Ahmedabad Defective 7Informed Business Head on 10th Mar2007

9 Feb-07 Comm. Ahmedabad Damaged 12Informed Business Head on 10th Mar2007

10 Feb-07 Comm. AhmedabadOrder Cancellationby Customer

8Informed Business Head on 10th Mar2007

11 Feb-07 Comm. Ahmedabad Item Mismatch 4Informed Business Head on 10th Mar2007

12 Feb-07 Comm. Ahmedabad Space Problem 2Informed Business Head on 10th Mar2007

13 Mar-07 Comm. Ahmedabad Defective 17Informed Business Head on 3rd Apr2007

14 Mar-07 Comm. Ahmedabad Damaged 3Informed Business Head on 3rd Apr2007

15 Mar-07 Comm. AhmedabadOrder Cancellationby Customer

8Informed Business Head on 3rd Apr2007

16 Mar-07 Comm. Ahmedabad Item Mismatch 2Informed Business Head on 3rd Apr2007

17 Mar-07 Comm. Ahmedabad Space Problem 1Informed Business Head on 3rd Apr2007

18 Mar-07 Comm. Ahmedabad

Material Wrongly

recd from HO /Despatched


19 Mar-07 Comm. AhmedabadChange of Model /Price / Address



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REASONS FOR LATE DELIVERIES

Code Reasons Jan-07 Feb-07

Mar-

07 Total

Aa Payment Problem 90 44 81 215

Ab System Problem 0 0 0 0

Ac In one lot 11 16 26 53Ad Load Formation 40 24 15 79

Ae Site Not Ready 18 17 37 72

Af

WD Instruction / WD to

collect 1 1 2 4

Ag Others 0 0 0 0

Here, there is no need to prepare CAPA report. So it is good forcomercial team. It means that they are maintaining their standards.


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LOG OF NON CONFORMING INCIDENCE REGISTER FOR RETURN

DELIVERIESGodrej & Boyce Mfg. Co. Ltd., AHMEDABAD Ref. No. :BR/IR

COMMERCIALFormat Rev. No: 01 Format RevDate:24/01/05

Log of non confirming incidence register - Late Deliveries

SrNo

Date

Product/ DeptArea

Feedbackfrom/Location

Non confirmity/Complaint / Nonconfirmingincidence

Qty Correction/ Mitigation taken & date

1 Jan-07 Comm. Ahmedabad Payment Problem 90Informed Business Head on 5th Feb2007

2 Jan-07 Comm. Ahmedabad In one lot 11Informed Business Head on 5th Feb2007

3 Jan-07Comm.

Ahmedabad Load Formation 40Informed Business Head on 5th Feb2007

4 Jan-07 Comm. Ahmedabad Site Not Ready 18Informed Business Head on 5th Feb2007

5 Jan-07Comm.

AhmedabadWD Instruction /WD to collect


6 Feb-07 Comm. Ahmedabad Payment Problem 44Informed Business Head on 10th Mar2007

7 Feb-07Comm.

Ahmedabad In one lot 16Informed Business Head on 10th Mar2007

8 Feb-07 Comm. Ahmedabad Load Formation 24Informed Business Head on 10th Mar2007

9 Feb-07 Comm. Ahmedabad Site Not Ready 17 Informed Business Head on 10th

Mar2007

10 Feb-07 Comm. AhmedabadWD Instruction /WD to collect

1Informed Business Head on 10th Mar2007

11 Mar-07Comm.

Ahmedabad Payment Problem 81Informed Business Head on 3rd Apr2007

12 Mar-07 Comm. Ahmedabad In one lot 26Informed Business Head on 3rd Apr2007

13 Mar-07Comm.

Ahmedabad Load Formation 15Informed Business Head on 3rd Apr2007

14 Mar-07 Comm. Ahmedabad Site Not Ready 37Informed Business Head on 3rd Apr2007

15 Mar-07Comm.

Ahmedabad WD Instruction /WD to collect

2 Informed Business Head on 3rd

Apr2007


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TRANSPORTERS EVALUATION SHEET

Title : Transporters Evaluation Sheet

Clause No. : 8.1

Branch Name : Ahmedabad

Document RBRSALES/2

Revision No

Revision Da

25/08/200

MTHTrans

CodeNo. of Trucks Reach Transit Time Evaluation (%)

Points as per Evaluation

Ratio

G

d

Call Recd In TT NormTotal

DaysC-R TTN TTR C-R TTN TTR

a b c d E f=b/a g=e/b*d h=c/b

Jan JMR 60 60 60 1 60 100% 100% 100% 10 10 10 Ex

BR 68 68 68 1 68 100% 100% 100% 10 10 10 Ex

K Pal 32 32 32 1 32 100% 100% 100% 10 10 10 Ex

Feb JMR 81 81 81 1 81 100% 100% 100% 10 10 10 Ex

BR 65 65 65 1 65 100% 100% 100% 10 10 10 Ex

K Pal 35 35 35 1 35 100% 100% 100% 10 10 10 Ex

Mar JMR 71 71 71 1 71 100% 100% 100% 10 10 10 Ex

BR 68 65 65 1 65 96% 100% 100% 9.6 10 10 Ex

K Pal 36 36 36 1 36 100% 100% 100% 10 10 10 Ex

CUSTOMER SATISFACTION

Godrej & Boyce Mfg. Co. Ltd., Ahmedabad Ref. No. : BR/CAPA


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Taking into consideration these above key characteristics. ISO reportis prepared for Commercial Department of Godrej & Boyce Mfg. Co.Ltd.

CommercialRev. No: 01 Rev Date:24/01/2005

CORRECTIVE & PREVENTIVE ACTION (CUSTOMER SATISFACTION)

Sr

No

Date/

Period

Product/ Dept

Area

Feedbackfrom

/Location

Nonconfirmity/Complaint /

Nonconfirmingincidence

Root cause

Corrective/Preventive

Action &Date

Corrective/

prevent

iveActionstatus

Ac

take

1Apr 06 Oct06

Comm. Ahmedabad

Issues withthe CourierServices forMHE Division

Speedmancourier who wasnot able todeliver theservices

Changed toMarutiCourierserviceswhoseservices areproven

Divisionis

satisfiedBCM

2Apr 06 -Oct 06

Comm. Ahmedabad

Issues withthe OrderBooking forMHE division

Due tocomplexity ofthe MHE OrderBooking andPool

arrangement

Deployed atrained anddedicatedperson forMHE Order

booking

Divisionis

satisfiedBCM


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CONCLUSION

Godrej touched the lives of millions of Indians everyday. To them, it is

a symbol of enduring ideals in a changing world. Every product, everynew concept gives shape to their visions of tomorrow.

We did our summer training at Godrej & Boyce Mfg. Co. Ltd. Welearned the basic fundamentals of the operations of BaaN software. Wealso learned the operational concepts of logistics and supply chainmanagement.

This training has been the immense professional value to us as it hasgiven the first time practical exposure to the corporate world. Workingwith senior management staff, and at the same time interacting withthe supervisors and workers has shown the two contradictory faces oflife. During our summer training, we learned how to work in a wellfurnished air conditioner office with the professional and educationalstaff to learn the basic attitude of corporate life. At the same time, wealso learned how to work with labors in a very hot temperature duringsummer season in a warehouse.

Apart from this, while working with the Godrej Company, we realizethe importance of time management, the essence of time that wemight often forget in our daily academic schedule.

The Godrej name wields powerful influence even in today's rapidlytransforming social and economic environment. As it strides aheadconfidently, discovering diverse new roles for itself, it gives direction toothers.


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WEBOGRAPHY

www.godrej.com

www.logisticfocus.com

www.google.co.in

www.yahoosearch.com

www.iso.com
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