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What does
actually do ?
Freight Transportation.
Warehousing and Distribution.
Supply Chain Solutions.
Lead Logistics Provider (LLP)
Temperature Controlled Logistics.
Green Logistics Solutions.
Manufacturing Logistics.
Warehousing & Order Fulfilment.
Transport Management and
Distribution Logistics. Aviation
Aftermarket Logistics
Strategic Operations at
DHL
Input = Packages
Transformation
Process = Sorting
Output = Delivered
Packages
Courier
in
Mexico
picks
up a letter
Processed
in
Arrives
in
Mexico and sent to
Washington by noon
Cincinnati
and
the next day =
sorted
to
the
Satisfied customer
correct destination
This is an example of how a normal movement of freight is properly
processed. The package or letter is inputted into the system at the origin, it is
then transferred by air or truck to our central hub here at Cincinnati, and it is
then processed or sorted to the appropriate outbound flight, and delivered to
the final customer.
PROCESS CHOICE
DHLs facility at the Cincinnati airport is set up based upon a flow operating process. This
style of process is clearly seen on the nightly operation of all inbound flights, primary and
secondary sorting, as well as letter sorting, reloading of material, and finally the outbound
flights.
The flow process has allowed DHL to stay very competitive over the years by allowing them
to add on to the current hub when it was needed.
The benefit of holding onto inventory at DHL is that a lot of things can happen without any notice.
Such examples could be a belt ripping in half, which can shut down an entire primary or
secondary depending on its location, or a mechanical issue with an aircraft for one early
departure, delaying the delivery of all materials destined for that city. There are really no minuses
to have such inventories because it is worth the required space needed to store such items.
Instead of losing several hours of sorting time due to a belt being down, or leaving an entire flight
at its origin, having those supplies on hand allows for a lot quicker fix.
Understaf
ng
System runs
late
Customer
ANGRYYY !!!
At DHL, operations are planned using a chase demand approach. A key resource that must
be planned properly is stafng. During peak times of the year, stafng is a real concern for
management. Being understaffed opens the chance for the system to run late, which then
delays the delivery of shipment to the customer.
When it comes to the supply chain, the key inputs that go into making DHL the company it
is, is the aggressive, intelligent, friendly, full of facts couriers and salespeople that acquire
and maintain customers. The natural resource of raw talent is taken and developed in the
beginning of an employees job and shaped into the wilful and knowledgeable courier he or
she will become. This helps create a determined employee who can now go out and acquire
new customers, which helps add value to that region as well as the company as a whole.
GOING BY STATISTICS-COMMERCIAL
FISHERIES IN IINDIA
Serial No
State
Production 201516
1
2
3
4
5
6
7
8
9
West Bengal
Andhra Prades
h Gujarat
Kerala
Tamil Nadu
Maharashtra
Uttar Pradesh
Bihar
Karnataka
14,47,260
10,10,830
7,21,910
6,67,330
5,59,360
5,56,450
3,25,950
3,19,100
297,69
2015-16
2014-15
2013-14
2012-13
2011-12
2010-11
2009-10
2008-09
Export Volume(in
tonne)
91054
84994
67148
63832
59151
56060
46901
33625
Value(in crores)
3430.99
3686.35
3053.46
1811.21
1730.81
1730.89
1313.67
892.48
APPLYING FORECASTING
TO PREDICT EXPORTABLE AMOUNT OF 2017-18
AND
AMOUNT OF MARKET SHARE THAT CAN BE
GAINED BY DHL & BLUE DART
AS
THEY HAVE
TEMPRETURE CONTROLLED LOGISTIC FACILITY
BY
EXCEL
Actual
201516
Mode By
Exportable Mode Air
sea
amount
(Tones)
(Tones)
111054
DHL LOGISTICS
(10% OF SEA
EXPORTS)
Amount in
crores(Revenue
generated)
20000
91054
Forec 2016asted 17
119723.43
21561
98162.7
9816.244627
309
Forec 2017asted 18
125908.05
23070
102838.05
10283.80795
369
NEED TO HAVE A
TEMPREATURE CONTROLLED
LOGISTIC DEPARTMENT
IN KOLKATA