SRI CHANDRASEKHARENDRA SARASWATHI VISWA

MAHAVIDYALAYA UNIVERSITY
ENATHUR , KANCHIPURAM – 631 561

PROJECT REPORT

OPERATIONS MANAGEMENT
( INBOUND & OUTBOUND LOGISTICS )

LINFOX LOGISTICS PRIVATE LIMITED.,

(LSP FOR HINDUSTAN UNILEVER LIMITED)
PANAPAKKAM , TAMILNADU – 601 101

Submitted by,

AADHITHYAN . S

B.E.,MBA
 TABLE OF CONTENTS
S.NO. DESCRIPTION PAGE NO.
1. INTRODUCTION ABOUT HUL 5

1.1 BRANDS AND PRODUCTS 5

1.1.1 FOOD 6

1.1.2 PERSONAL CARE BRAND 6

1.1.3 WATER PURIFIER BRAND 6

1.1.4 HOME CARE BRAND 6

1.2 VISION 7

1.3 INNOVATION 7

1.4 PURPOSE , VALUES AND PRINCIPLES 7

2. INTRODUCTION ABOUT LINFOX 8

2.1 TYPES OF MANAGEMENT SYSTEMS 8

2.1.1 TRANSPORT MANAGEMENT SYSTEM 9

2.1.2 WAREHOUSE MANAGEMENT SYSTEM 9

2.1.2.1 WAREHOUSE SOLUTIONS 9

2.2 RACKING STRUCTURE 10

2.2.1 RACKPROTECTION 10

2.2.2 USED STORAGE EQUIPMENT 10

2.2.3 OVER LOADING 11

2.3 DISTRIBUTION 12

2.4 REMOTE LOGISTICS 12

2.5 REGIONAL SUPPLY CHAIN 13

2
S.NO. DESCRIPTION PAGE NO.
2.6 CAPABILITIES 13

2.7 LINFOX IN INDIA 13

2.8 VISION FOR LINFOX 14

3. SUPPLY CHAIN MANAGEMENT 15

3.1 INBOUND LOGISTICS 15

3.1.1 PROCESS 16

3.1.1.1 MATERIALS RECEIVING 17

3.1.1.2 MATERIALS DISTRIBUTION 17

3.1.1.3 VALUE CHAIN 17

3.1.1.4 SUPPORT SYSTEMS 17

3.2 OUTBOUND LOGISTICS 18

3.2.1 PROCESS 19

3.2.1.1 ORDER ENTRY 20

3.2.1.2 REPLENISHMENT AND PRODUCT PICKING20

3.2.1.3 PACKING,CHECKING AND LOADING 21

3.2.1.4 SHIPPING AND DOCUMENT GENERATION 21

4. OPERATIONS STRUCTURE IN LINFOX 22

5. SUPERVISING OF INBOUND LOGISTICS 23

5.1 INCREASED EFFICIENCY 23

5.2 INCREASED SALES 23

5.3 IMPROVING CUSTOMER SERVICE 23

3
6. SUPERVISING OF OUTBOUND LOGISTICS 24

5.1 INCREASED EFFICIENCY 24

5.2 INCREASED SALES 24

5.3 IMPROVING CUSTOMER SERVICE 24

7. LOGISTICS MANAGEMENT INFORMATIOIN SYSTEM 25

7.1 TRANSPORT MANAGEMENT SYSTEM 25

7.1.1 FLEET MONITORING 25

7.2 WAREHOUE MANAGEMENT SYSTEM 26

7.2.1 WAREHOUSE SOLUTIONS 26

7.2.2 SUSTAINABILITY 27

8. WHAT I GOT THROUGH LINFOX LOGISTICS 28

9. CONCLUSION 29

4
 1. INTRODUCTION ABOUT HUL

 Hindustan Unilever Limited (HUL) is a consumer goods company based

in Mumbai, Maharashtra. It is a subsidiary of Unilever, a British-Dutch company. HUL's
products include foods, beverages, cleaning agents, personal care products and water
purifiers.

 HUL was established in 1933 as Lever Brothers and, in 1956, became known as
Hindustan Lever Limited, as a result of a merger among Lever Brothers, Hindustan
Vanaspati Mfg. Co. Ltd. and United Traders Ltd. It employs over 16,000 workers, while
it also indirectly helping to facilitate the employment of over 65,000 people. The
company was renamed in June 2007 as "Hindustan Unilever Limited".

 Every day, 2.5 billion people use Unilever products to feel good, look good and get
more out of life. With more than 400 brands bought in 190 countries, we have a unique
opportunity to work with consumers to make sustainable living commonplace.

1.1 BRANDS AND PRODUCTS

 HUL is the market leader in Indian consumer products with presence in

over 20 consumer categories such as soaps, tea, detergents and shampoos
amongst others with over 700 million Indian consumers using its products.
Sixteen of HUL's brands featured in the AC Nielsen Brand Equity list of 100
Most Trusted Brands Annual Survey (2014), carried out by Brand Equity, a
supplement of The Economic Times.

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1.1.1 FOOD

 Annapurna salt and Atta(formerly known as Kissan Annapurna)

 Bru coffee
 Brooke Bond (3 Roses, Taj Mahal, Taaza, Red Label) tea
 Kissan squashes, ketchups, juices and jams
 Lipton tea
 Knorr soups & meal makers and soupy noodles
 Kwality Wall's frozen dessert
 Magnum (ice cream)

1.1.2 PERSONAL CARE BRANDS

 Close up toothpaste
 Lifebuoy soaps and handwash range
 Pond’s talcs and ice creams
 Hamam
 Sunsilk shampoo
 Lakme beauty products and salons
 Liril 2000 soap
 Lux soap, body wash and deodrant
 Pepsodent toothpaste
 Rexona

1.1.3 WATER PURIFIER BRAND

 Pureit water purifier

1.1.4 HOME CARE BRANDS

 Active Wheel detergent

6
  Cif Cream Cleaner
 Comfort fabric softeners
 Rin detergents and bleach
 Sunlight detergent and colour care
 Surf Excel detergent and gentle wash
 Vim dishwash
 Magic – Water Saver

1.2 VISION

 Our vision is to grow our business, while decoupling our environmental

footprint from our growth and increasing our positive social impact.
 Sense of purpose
 Sustainability targets

1.3 INNOVATION
 Innovation creates great new products that consumers love. It also makes
the breakthroughs that will build a brighter future.

1.4 PURPOSE , VALUES AND PRINCIPLES

 Our Corporate Purpose states that to succeed requires "the highest

standards of corporate behaviour towards everyone we work with, the
communities we touch, and the environment on which we have an
impact."

 Always working with integrity

 Positive impact

 Continuos commitment

 Setting out our aspirations

 Working with others

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 2. INTRODUCTION ABOUT LINFOX

 Linfox is a logistics and supply chain company established in Australia by Lindsay

Fox in 1956. The company started with one truck operated by Fox. With the acquisition
of Armaguard from Mayne Group in 2003 and FCL in 2006, it is now the largest
privately owned supply chain solutions company in Asia Pacific. Linfox Logistics
operates 3.2 million square metres of warehousing and 5,000 vehicles across 10
countries, and employs more than 23,000 people in Australia, New Zealand and Asia.
Linfox specialises in complex supply chain design, IT systems integration, distribution
operations, linehaul, freight forwarding, and warehouse management.

 Across Asia Pacific, Linfox provides logistics services to the world’s largest miner,
delivers 4.5 billion litres of fuels, 15 million pallets of goods to retailers and serves nine
of the Asia Pacific region's top ten Fast-Moving Consumer Goods producers.

 Linfox operates in countries including Australia, New Zealand, Indonesia,

Thailand, Malaysia, Vietnam, China, Hong Kong and India. Linfox is the second-largest
road freight company in Australia.

 Linfox operates Avalon and Essendon airports, both near Melbourne.

2.1 TYPES OF MANAGEMENT SYSTEMS

 Transport management system

 Warehouse management system

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2.1.1 TRANSPORT MANAGEMENT SYSTEM

 Efficient transport management is essential to the success of your

business.
 The Linfox Transport Management System (LTMS) manages the transport
of your goods from end-to-end with efficiency and visibility. The LTMS
combines standard training and interfaces to provide a transport
management solution in a box.
 The system provides a two-way messaging facility that enables drivers to
be alerted to important changes in their delivery schedule, such as traffic
hazards and alternative routes. The system can also be used to send
important emergency response information.

2.1.2 WAREHOUSE MANAGEMENT SYSTEM

 The Linfox Warehouse Management System (LWMS) integrates best
practice processes designed for efficient and reliable warehousing
operations across the industry. Combined with standard training and
interfaces, the LWMS enables easy configuration and rapid integration
with our customers’ existing systems.

 Linfox has also increased the energy efficiency of its warehouses with a
significant ongoing investment in renewable energy. To date more than
five 100 kilowatt (kW) solar panel systems have been installed across our
warehouse network. The systems provide enough energy to power the
equivalent of 100 Australian homes and will offset our total energy use.
This will avoid creating 554 tonnes of CO2 annually. More systems will
be installed in the coming years to further decrease our environmental
impact.

2.1.2.1 WAREHOUSE SOLUTIONS

 Linfox can build a warehouse, or a whole network. Our expertise can

deliver a strategic warehouse solution with analysis and insights including,

9
  Automation solutions

 Racking configurations

 Simulated DC operations

 Simulated operational financial forecasts

 Distribution centre and warehouse design

 Evaluation of traffic flows within the facility

 Evaluation of storage capacity and options

 Analysis of labour, MHE, racking and carbon footprint data

 Generation of efficiency reports to assess labour and Materials

Handling Equipment (MHE)

 Assessment of operating parameters e.g. receipt/put-away,

replenish/pick and load/dispatch.

2.2 RACKING STRUCURE

 Find the perfect fit pallet racking storage solution for your requirements.
Pallet racking can be easily configured in a variety of ways based on your
needs and pallet load, to ensure a functional and logical warehouse storage
solution for you.
 Selective pallet racking is the most common pallet racking system in use
today. Selective pallet racking typically come in one of two
configurations: a roll formed and a structural bolt-together configuration.

2.2.2 RACK PROTECTION

 Where necessary, steps should be taken to protect corner uprights from

being struck by handling equipment. A first line of defense should be
incorporated, such as column guards or guide rails, which prevent the
truck getting too close to the main racking structure. Column protectors in
other areas likely to incur damage should be considered.

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Column gaurd Erail barriers

Post protctor

2.2.3 USED STORAGE EQUIPMENT

 Used storage equipment or racking may be damaged. Ensure that the

system or part can carry the intended load and is fit-for-purpose. Used
components may not be suitable for a particular application. Different
upright grades, beam styles and footplates are all designed for specific
uses.

2.2.4 OVERLOADING

 Overloading or incorrect installation is another cause of rack collapses.

Professional advice and correct installation procedures ensure racking is
capable of standing up to the loads being imposed on it. Changing beam

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 levels has a major impact on the original design capabilities of a rack.
Adding bits and pieces or changing beam levels, may be potentially
dangerous.

2.3 DISTRIBUTION

 Cost effective, reliable distribution can make or break your business. Be

secure in the knowledge that Linfox provides a range of distribution
solutions tailored to help your business grow.
 We efficiently manage large volumes of product for major brands every
day. The scale of the Linfox network allows us to efficiently manage peak
times to keep your business running smoothly using our network of
distribution centres and our cutting-edge warehouse management systems.

2.4 REMOTE LOGISTICS

 Remote operations require reliable, robust supply chains. Be secure in the
knowledge that our specialist team leads the industry in remote supply
chain solutions for the mining, petroleum and industrial sectors in some of
Asia Pacific’s most isolated regions.

 Our operations provide highly-specialised industry services including

warehousing, general freight, bulk logistics, dangerous goods
transportation and linehaul services. Our network of warehouses and
depots are strategically located near major transport routes to deliver
extensive regional coverage.

 We understand the unique requirements of remote logistics and are trusted

to service some of the world’s largest mining operations, petroleum and
chemical producers and dangerous goods manufacturers. With a team of
highly-trained logistics experts, we can customise a logistics solution,
underpinned by rigorous safety processes, to suit your business.

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2.5 REGIONAL SUPPLY CHAIN

 As the Asia-Pacific’s largest privately-owned logistics company, our

multi-national team delivers food, medicines and resources across the
region every day.
 Linfox has rapidly forged a presence in South East Asia with two-thirds of
our growing team now located in Asia. Now one of the largest supply
chain providers in the region, we have deep industry and market expertise
backed by a 200-strong warehouse network and extensive fleet capability.
 Increasingly, large customers are turning to Linfox to make the jump into
new markets, be it a first entry from Australia and New Zealand into Asia
or multinational companies looking to switch to a logistics partner with
expert local knowledge in the area of complex land-based logistics.
 If you require supply chain solutions across the region, Linfox has the
expertise to design innovative, market-leading supply chain solutions. We
also have a proven track record in successfully deploying people, assets
and technology at market-leading levels of safety, quality, efficiency,
effectiveness, integrity and social responsibility.

2.6 CAPABILITIES
 Supply chain solutions

 Warehousing and distribution

 Transport and freight management

 Technology Solutions

 Careers & Jobs

2.7 LINFOX IN INDIA

 Linfox established operations in India in 2006 and now has 16 operating

sites across the country servicing global FMCG, industrial and beverage
customers in India. In India, Linfox employs almost 2,500 people from

13
 various geographies and cultures within the country to manage their 1.9
million square feet of warehousing space. We are an integrated and in
plant supply chain solutions provider for in country logistics and complex
logistics challenges throughout India. We service key markets throughout
the North, West and South of India with an established distribution
network for providing last mile solutions.

2.8 VISION FOR LINFOX

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 3 SUPPLY CHAIN MANAGEMENT
Supply chain management (SCM), the management of the flow
of goods and services, involves the movement and storage of raw materials, of work-
in-process inventory, and of finished goods from point of origin to point of
consumption. Interconnected or interlinked networks, channels and
node businesses combine in the provision of products and services required by end
customers in a supply chain. Supply-chain management has been defined as the
"design, planning, execution, control, and monitoring of supply chain activities with
the objective of creating net value, building a competitive infrastructure, leveraging
worldwide logistics, synchronizing supply with demand and measuring performance
globally." SCM practice draws heavily from the areas of industrial engineering ,
systems engineering , operations management , logistics , procurement , information
technology , and marketing and strives for an integrated approach.

3.1 INBOUND LOGISTICS

 Inbound logistics refers to the transport, storage and delivery of goods

coming into a business. Outbound logistics refers to the same for goods going
out of a business. Inbound and outbound logistics combine within the field of
supply-chain management, as managers seek to maximize the reliability and
efficiency of distribution networks while minimizing transport and storage
costs. Understanding the differences and correlation between inbound and
outbound logistics can provide insight for developing a comprehensive
supply-chain management strategy.

15
  Inbound logistics focuses on the transportation and storage of incoming
goods. It is important to understand who is liable to take the financial burden
in these transportation contracts when there is a voyage between a seller and
buyer. Also, of utmost importance is the cost of any damage which occurs in
transit at various points.
 Liability and cost are key when understanding the incoterms or shipping
terms agreed to. As an example, a carriage which is Free on Board (FOB)
terms of shipping; outlines that the buyer takes on the burden for the costs of
shipping following the point of shipment loading or another specified point.

 Inbound logistics look at the supply chain and specifically

transportation as goods come into a company. The better the inbound logistics
are managed, the more efficient the process usually is. A supply chain may be
fully integrated and companies will attempt to synchronize their outbound and
inbound logistics with automatic ordering and order-fulfillment systems. This
can be taken a step further as larger entities will attempt to use shared fleet
vehicles and drivers, with close cooperation between managers on pricing
agreements, volume contracts and delivery term.

3.1.1 PROCESS

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3.1.1.1 MATERIAL RECEIVING

 Receiving and storing raw materials is a massive undertaking for

large manufacturers, but it is a main part of inbound logistics for
any business. Smaller companies often maintain receiving areas
within the same plant in which manufacturing and production takes
place. Larger companies may have separate facilities for storing
raw materials. Typically, manufacturers have warehouse staff that
receive materials, confirm accuracy and organize it for easy access.

3.1.1.2 MATERIAL DISTRIBUTION

 The organizational element of the materials receiving process is
significant because it greatly effects the efficiency with which staff
can distribute materials to manufacturing as requested. Once
requests for materials come in, warehouse staff track down the
materials, load them, check them out of materials inventory and
distribute them to the requested area. Delays in this process
because of poor organization or response can set back production
and cost the company money or opportunities.

3.1.1.3 VALUE CHAIN

 As noted, inbound logistics is the first step in Porter's value chain.

The value chain is a set of value-generating activities within a
company between the time materials come in and the time finished
products are marketed. Inbound logistics set the stage for the
subsequent steps in core business activities for a manufacturer.
Operations segue to outbound logistics and then products move
into the marketing, sales and service stages.

3.1.1.4 SUPPORT SYSTEMS

 Employees who function in the area of inbound logistics are

supported by organizational systems, and other departments and

17
 employees, according to Porter's value chain analysis. Human
resources processes that motivate logistics employees to optimize
efficiency are important. Company infrastructure and
organizational culture help dictate how willing logistics employees
are to collaborate with other company employees. Technology is
increasingly integral to optimized efficiency in materials inventory
replenishment, monitoring and organizing. Purchasing managers
help the company get the best rates on raw materials for use in
production.

3.2 OUTBOUND LOGISTICS

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  Outbound logistics is the process of storing, transporting and distributing
goods to customers. The outbound logistics process starts with a customer
sales order, moves on to warehouse packing and ends with product
delivery. To make outbound logistics run smoothly, businesses must pick
the right distribution channels, maintain a sensible inventory stocking
system and optimize delivery options.

3.2.1 PROCESS
 A business goes through several stages in the outbound logistics process.
The sales department first receives a purchase order from the client. The
sales department checks inventory availability to ensure they can fulfill the
order. The sales department then sends the customer order to the
warehouse for picking and packing. The order is shipped and a warehouse
clerk updates inventory levels. The business bills the client and eventually
collects cash for the order.

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3.2.1.1 ORDER ENTRY

 When the inbound process is handled correctly, it allows for an easier

outbound process.
 Order entry is similar to the pre-receipt process in the inbound
process. The first steps of an outbound system is to validate orders,
check for errors or duplications, and handle exceptions immediately.
 Up to the point that line items are loaded onto an outbound trailer,
customers should have the ability to add, change, or delete specific items
or entire orders.
 Making these logistics services available to customers is the number one
reason why real-time reporting is crucial to the outbound process.

3.2.1.2 REPLENISHMENT AND PRODUCT PICKING

 Replenishment is essentially planning for future deliveries by establishing
pick pre-requisite requirements and scheduling logistics services and
activities to be completed before the corresponding pick tasks.

 This step allows for your supply chain to continuously operate with
minimal manual planning and strategy between steps.
 The picking process can be simple or very complex. Your picking process
should be unique due to the nature of different businesses, industries, and
clients.
 Choose logistics and trucking companies that allow for tailored picking
capabilities and strategies.
 Picking strategies may include,

 Order picking
 Line picking
 Cluster picking
 Batch picking
 Zone picking
 Label-based picking
 Paper-based picking

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3.2.1.3 PACKING , CHECKING AND LOADING

 Packing is arguably the most important logistics services involved in the

outbound process. It includes packing items, inspecting, labeling, routing
and manifesting outbound orders per specific customer requirements.
 If this step isn’t managed flawlessly, completed shipments and arrival
times can be compromised and the reputation of the business will be at
stake.
 Staging locations should already be decided if an automated system is
involved. While going through the process of staging, checking and
loading each step should be recorded in real-time thorough WMS for
accuracy and timeliness.
 Once all shipments are loaded and ready to go, a warehouse coordinator
should be automatically updated, and a warehouse associate should be
directed to load your order onto a trailer.

3.2.1.4 SHIPPING AND DOCUMENT GENERATION

 The last step to a successful outbound process is shipping the product

to its final arrival place and creating a log of the process for your
records.
 This is another important reason to use trucking companies who utilize a
WMS. If every step has been recorded throughout the process, the final
reporting is essentially already complete.

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4 OPERATIONS STRUCUTRE IN LINFOX

DOCK CONTROLLING MANAGER( DCM )

DEPUTY DOCK CONTROLLING MANAGER

ASSISTANT OPERATING MANAGER

SHIFT IN-CHARGE

DESPATCH SUPERVISOR

R.T ( FOR SINGLE & DOUBLE DOCKS )

BATTERY OPERATED PALLET TRUCK(B.O.P.T)

PICKER

CHECKER

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 5 SUPERVISING OF INBOUND LOGISTICS

5.1 INCREASED EFFICIENCY

 Increased efficiency reduces inventory and total overhead, while

developing cost-effective transportation rates. All facets of the company
should work well together, with the warehouse, transporters, and executive
team sharing issues, opportunities, and ideas. While many companies
focus their energy on internal logistics (warehouse), it’s important to
remember transportation as a crucial piece of the puzzle. Efficient
transportation enables you to gain control of inbound and outbound
logistics.

5.2 INCREASED SALES

 Increased sales are, of course, a major goal of inbound and outbound

logistics. By keeping products in stock, delivering shipments on time, and
efficiently moving products through the warehouse, you can avoid losing
sales and capitalize on existing orders.

5.3 IMPROVING CUSTOMER SERVICE

 Going hand in hand with the idea of better relationships through healthy
interactions is a focus on customer service. Whether dealing with inbound
or outbound logistics, satisfying customers should be at the heart of
everything you do.

23
6 SUPERVISING OF OUTBOUND LOGISTICS

6.1 INCREASED EFFICIENCY

 Increased efficiency reduces inventory and total overhead, while

developing cost-effective transportation rates. All facets of the company
should work well together, with the warehouse, transporters, and executive
team sharing issues, opportunities, and ideas. While many companies
focus their energy on internal logistics (warehouse), it’s important to
remember transportation as a crucial piece of the puzzle. Efficient
transportation enables you to gain control of inbound and outbound
logistics.

6.2 INCREASED SALES

 Increased sales are, of course, a major goal of inbound and outbound

logistics. By keeping products in stock, delivering shipments on time, and
efficiently moving products through the warehouse, you can avoid losing
sales and capitalize on existing orders.

6.3 IMPROVING CUSTOMER SERVICE

 Going hand in hand with the idea of better relationships through healthy
interactions is a focus on customer service. Whether dealing with inbound
or outbound logistics, satisfying customers should be at the heart of
everything you do.

24
 7. LOGISTICS MANAGEMENT INFORMATION
SYSTEM

 Logistics management information system (LMIS) across all the supply chain
levels increases program impacts, i.e. maintains commodity availability and
improves service seeking of the community, enhances the quality of care,
increases professional satisfaction and morale. Motivated staff are more likely to
deliver a higher quality of service, improves efficiency and effectiveness .

7.1 Transport management systems

Efficient transport management is essential to the success of your business.

The Linfox Transport Management System (LTMS) manages the transport of your goods
from end-to-end with efficiency and visibility. The LTMS combines standard training and
interfaces to provide a transport management solution in a box.

7.1.1 Fleet monitoring

FoxTrax is Linfox’s state-of-the-art vehicle management system which has been designed
to improve safety, security and operational efficiencies in the supply chain business. FoxTrax
uses GPS technology to track vehicle movements and record a range of operational data in real-
time, including:

 Road speed

 Engine RPM

 Hard braking

 Fuel efficiency

 Vehicle location

 Driver identification

 Kilometres travelled

25
 Vehicle service requirements

 Engine fault codes and warnings.

The system provides a two-way messaging facility that enables drivers to be alerted to
important changes in their delivery schedule, such as traffic hazards and alternative routes. The
system can also be used to send important emergency response information.

FoxTrax is monitored from Linfox’s central control rooms and can be accessed via any
computer. The technology is the first of its kind in Australia.

7.2 Warehouse management systems

The Linfox Warehouse Management System (LWMS) integrates best practice processes
designed for efficient and reliable warehousing operations across the industry. Combined with
standard training and interfaces, the LWMS enables easy configuration and rapid integration
with our customers’ existing systems.

7.2.1 Warehouse solutions

Linfox can build a warehouse, or a whole network. Our expertise can deliver a strategic
warehouse solution with analysis and insights including

 Automation solutions:

 Racking configurations

 Simulated DC operations

 Simulated operational financial forecasts

 Distribution centre and warehouse design

 Evaluation of traffic flows within the facility

 Evaluation of storage capacity and options

 Analysis of labour, MHE, racking and carbon footprint data

 Generation of efficiency reports to assess labour and Materials Handling Equipment (MHE)

 Assessment of operating parameters e.g. receipt/put-away, replenish/pick and load/dispatch.

26
7.2.2 Sustainability

Linfox has also increased the energy efficiency of its warehouses with a significant
ongoing investment in renewable energy. To date more than five 100 kilowatt (kW) solar panel
systems have been installed across our warehouse network. The systems provide enough energy
to power the equivalent of 100 Australian homes and will offset our total energy use. This will
avoid creating 554 tonnes of CO2 annually. More systems will be installed in the coming years
to further decrease our environmental impact.

We have also invested in other sustainable solutions including water catchment and
energy efficient lighting systems.

27
 8. WHAT I GOT THROUGH LINFOX
 Linfox is an big logistics company serving in many countries for different
companies.
 In india it is an logistic service provider for Hindustan unilever limited.
 It performs logistics operations for Hindustan products.
 It performs inbound, outbound operations and inventory management.
 It gets the products from the manufacturing plants from various locations
across india.
 Then the products are unloaded from the vehicle and loaded in the bin
according to the classification of products to its category.
 Then the damaged products are again made into new one by notifying the
damage in the products.
 Then comes the outbound operations to be performed.
 The customer requirements are identified by the truck planner and according to
that products are delivered to the customers.
 Then PTL (Put To Light) operations are carried out for the small size customers
in separate units (Small scale customers).
 Then safety department plays a big role in Linfox.
 Safety shoes and safety precautions are keenly updated to the employees of
Linfox.
 Then the maintanence takes place every week by cleaning docks and by
checking the machines operating functions.
 Linfox follows the rules and regulations strictly as stated for an organization to
be followed accordingly.

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 9. CONCLUSION
 Linfox as an logistic service provider for HUL performs every segment of
work in an organized manner.
 It leads to be the second largest mega distribution centre around asia.
 It is located in a metro city Chennai which is an trade centre for every business
people.
 The key focus of Linfox is vision zero which means zero injuries should not
take place while performing operations.
 Their strength lies in their operating mechanism by fast movement of goods
with less number of labour force to improve overall productivity.
 Thus as an MBA PROFESSIONAL from a business school thereby understood
the organizational functions and operations through Linfox which proves to be the
best in the logistics sector with modernized warehouse and labourforce.

….THANKING YOU….

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