ACKNOWLEDGEMENT

I was assigned a winter project on THIRD PARTY LOGISTICS in CHANDERIYA LEAD

ZINC SMELTER (CLZS) of VEDANTA GROUP OF INDUSTRIES - HINDUSTAN
ZINC LIMITED (HZL). It has been a pleasurable experience filled with knowledge and
awareness to take part in this project. The project would not have been successful without the
guidance of Mr. R.R.Raje (A.G.M Logistics) who has provided me time out of his busy
Schedule. Further I would also like to thank Mr. Anil Rathi (Manager Commercial), Mr.
Arbindo Mishra (Er. Logistics), Mr. Yashpal Ranawat (Jr. Executive), for their cooperation and
guidance at their office and field. Without the support of these wonderful people I would never
had completed my internship successfully and learning would never had turned into fun.

I would also like to thank Mr. Pushpraj Satyapaty, Miss Kritika sharma & all other members of
the HR department who accepted my application showing confidence in us & gave us the
opportunity to do our project in their company

I also thank all of the HZL’s other department heads and staff for providing the data and
information on the programs covered in this report. Without their time and interest this project
would not have been possible.

Bhanu Pratap Singh Mehta

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 INDEX

S.N. Content Page No.

1 Introduction
2 Rational of Study
3 Company Profile
4 Third Party Logistics
5

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INTRODUCTION

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LOGISTICS:
Logistics is the management which synchronizes such providing actions as
procurement, production, sale and distribution with demands. It aims to enhance
corporate competitiveness and increase corporate value by realizing and minimization of
its transfer, and reduction of supply costs.
To achieve those objectives mentioned above, collaboration of companies concerned is
essential and development of logistics using supply chain is strongly required.

LOGISTICS MANAGEMENT:
Logistics management is the function of managing the total flow of
materials which includes movement of raw materials from suppliers, in process
within the firm, and movement of finished goods to the customer.
Logistics management covers both physical flow of products as well as
information flows covering reports and documentation relating to goods movement.
Logistics management evolves procedures that meet customer service at the
minimum cost.
Logistics management achieves cost reduction by speeding the flows of materials,
work – in – progress and finished products.

BASIC OBJECTIVES OF A GOOD LOGISTICS SYSTEM IS TO GET –

• Right goods or services.

• To the right place.

• At the right time.

• In the right condition.

• At the right cost.

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RELATIONSHIPS BETWEEN LOGISTICS AND OTHERS

ORGANIZATION CHART WITH LOGISTICS MANAGEMENT SYSTEM

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COMPONENT OF LOGISTICS MANAGEMENT

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LOGISTICS FUNCTION CONSISTS OF FOLLOWING SETS OF ACTIVITIES:

1. ORDER PROCESSING.

Though this activity does not contribute much to total costs, yet it is treated
important because of its contribution to lead time.

2. TRANSPORTATION MANAGEMENT.

It involves –

• firm’s own transport ( if goods are to be collected)

• hiring of the transport ( if the services of external firm are to be used)

• Selection of most suitable mode of transport i.e. Rail, road, sea or air.

• Packaging needed i.e. Loose, pallets or special.

• documentation required ( especially if goods are arriving from overseas

3. INVENTORY MANAGEMENT

Inventories require to be maintained to take care of needs between the time of

demand and time of supply.

Inventory management involves decisions concerning -

• buffer stocks

• lead time

• replenishment of stocks

4. WAREHOUSING

This is concerned with management of space to hold inventories and involves

such problems as :

• site selection

• space determination
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• layout and design

• Receipts and issues and storage.

 • Preservation.

5. MATERIAL HANDLING

This is concerned with movement of product at the stocking point and it involves
such decisions as :

• Smoothening of materials flow.

• Selection of materials handling equipment.

• maintenance of materials handling equipment

6. PACKAGING

This is concerned with design of packaging of the product that ensures damage
free movement of the product and is conducive to efficient handling and storage.

7. ACQUISITION

This is concerned with sourcing, planning and ordering of the product in order to
ensure its availability in the right quantity, at the right time, at the right place
and at the right cost. Acquisition, however, does not include other purchasing
activities such as price negotiation, vendor rating etc.

8. PRODUCT SCHEDULING

This is concerned with preparation of schedules of aggregate quantities to be

produced in accordance with demands, actual as well as projected.

Product scheduling, however, does not include day – to – day detailed scheduling
carried out by production planner.

9. INFORMATION SYSTEM

This is a must for the successful implementation of logistics function. database on

customer location, sales volume, inventory levels, lead times etc. Must be
maintained.
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LOGISTICS: FROM GENESIS TO INFINITY
The word Logistics conjures up images of the Defense services, Military and
combat. As an extended analogy the common person would attribute regimentation and
systems & procedures as an intrinsic part of the entire cycle of Logistics. This is
precisely where most people go wrong since the operating models of Logistics would
need a regimented application but the formulation and conceptualization of the most
appropriate Logistics model would call for a lot of creativity and customization. Yes, it
is true that the word Logistics traces its roots way back to the Greek era and is derived
from the word “Logistics” meaning the science of computing and calculating. This word
was adopted by the Armed forces in a very strong manner with the connotation of
“Moving men and material during combat”. Today Logistics is widely applied in
virtually every activity and can form the basis for a domestic kitchen inventory on one
extreme and the entire gamut of activities to manufacture an aircraft within prescribed
time frame along with stipulated specifications on the other. Coming closer to the
manufacturing and trading world, Logistics is today the most used and therefore the most
abused word in our country. The crux of the matter lies in appreciating and
understanding that whilst the conceptualization of a supply chain would need intense
divergent thinking and inversely speaking the operations of the model would need a
focused and convergent application. Let’s take a quick look at the evolution of Logistics
in India and the current status as well as the future trends towards a career offering fast
track growth.
Very simply put, most manufacturing organizations have been using the tools of
Logistics in an in-house kind of manner assuming ownership of the entire supply chain
from the point of resourcing raw materials up to the end delivery of finished goods. This
scenario envisaged in-house management with “No Third Party involvement”. All this
has changed and today the manufacturers are looking at means and ways of out-sourcing
on 3PL basis (Third Party Logistics) while they concentrate on their core of
manufacturing. While there have been efforts towards good Logistics practice most of the
work has gone into looking at the traditional approach and the paradigm fixation that
“Time and Competition catch-up quickly with a better Mouse Trap”.
Today’s buzz words and expressions are Business re-engineering, Process-driven,
Flat structures, Centers of excellence, Core competencies, Time compression, JIT, Order
delivery window; Velocity of order etc. etc. Yes there is lot of talk and talk and talk and
one needs to really examine as to which of the industry segments really “Walk the Talk”!
The fact remains that though Logistics has undergone a renaissance since the early 90’s,
there is still ample scope for harnessing the real potential of Supply Chain Management
as part of the Marketing process. This is precisely why professionals are required to fill
the gap through a good academic background in Logistics and Supply Chain
Management backed with some basic relevant project work as part of the Academic
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Curriculum. Management Schools used to have a fairly low reference to this field but in
the last few years the Course content has been restructured to accommodate chapters on
Logistics Management. Recently the Symbiosis Institute announced a full time program
in Logistics Management and the National University of Singapore initiated a Post
Graduate Course for this growing field two years ago. If the Microprocessor was the
main driver of change in the last Century, Logistics will be the principal driver of change
in this Millennium. Let’s change our mindsets for infinite opportunities

RATIONALE FOR THE STUDY

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RATIONALE FOR THE STUDY
The logistics strategy plays major role in the company’s overall performance. It is the
backbone of the company by which the company provides its products to end/final users
which is company’s ultimate objective also. If company is providing products timely, at
very competitive cost and also maintaining good quality of the product, but in case
company is not able to make available its products as when and where it is required by its
users. There is no use of producing good quality and competitive product because it is not
available to its end user as when and where required.
The logistics study always plays very important role to expose companies image and in
distributing products in the market as per one estimate the cost of logistic is about 30% of
the total cost by adopting a suitable and viable logistic strategy, company can bring it out
significantly and that will go a long way in increasing a competitive strength of the
company as prompt and fast distribution channel will be there the customer will get
material timely and as per the requirement. If product is available in the market as when
and where required it will increase the satisfaction level of the customer and end user and
that will automatically attract customer attention and a satisfied customer is company’s
main goal and big achievement.
Though logistics management and strategies share very important role for distribution of
each product in case of urea in our country where faming is the main source of leaving
and urea is very important nitrogenous fertilizers for faming and used at the time of
sowing in large quantum throughout the country its production and distribution is control
by the government and there is shortage of urea in the country, in such circumstances, the
importance of physical distribution is more significant and critical.
In process of logistics management in marketing of Product Company adopt
warehousing, transportation, inventory management and order processing activities which
will be described in detail during the study.

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COMPANY PROFILE

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HISTORY OF HINDUSTAN ZINC LIMITED

Hindustan Zinc Limited was incorporated from the erstwhile Metal Corporation of India
on 10th January 1966 as a Public Sector Undertaking.
In April 2002, Sterlite Industries (India) Limited made an open offer for acquisition of
shares of the company consequent to the disinvestment of Government of India’s stake
(26%) including management control to Sterlite and pursuant to the regulations of SEBI
Regulations 1997 acquired additional 20% of shares from public.
In August 2003, Sterlite Industries acquired additional shares to the extent of 18.92% of
the paid up capital from Government of India (GOI).

BOARD
Shri Agnivesh Agarwal, Chairman.
Smt. Ajita Bajpai Pande, Director
Shri S. K. Mittal, Director
Shri A. K. Singh, Director
Shri Anil Agarwal, Director
Shri Navin Agarwal, Director
Shri M.S. Mehta, Whole-time Director
Shri Tarun Jain, Director
Shri. Akhilesh Joshi, COO & Whole Time Director

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Awards & Recognition

Hindustan Zinc’s initiatives in the various fields like Health, Safety, Environment and
Corporate Social Responsibility have been well recognized by several commendations
such as:

• Golden Peacock Award for Corporate Governance 2007 in metal sector by Institute of
Directors.
• Pegasus Corporate Social Responsibility Award - 2007
• Asian Power Plant of the Year 2007 and also Best Emission Reduction Project in
Asia by Asian Power Charlton Media Group, Singapore to Chanderiya Captive Power
Plant.
• TERI Corporate Social Responsibility Award 2007
• FIMI Social Awareness Award 2006-07
• Bhamashah Award 2006 by Department of Education, Govt. of Rajasthan to
Chanderiya Smelter for the contribution in the field of Education.
• FICCI-SEDF Corporate Social Responsibility Commendation Award 2006.
• National Energy Conservation Award by the Government of India to Rampura
Agucha Mine.
• Golden Peacock National Training Award: 2006 by the Institute of Directors for the
most significant achievement in the field of Quality in Training.

Health Safety and Environment Awards

• Golden Peacock Occupational Health & Safety Award 2007 to Chanderiya Smelter
• Safety Innovation Award 2007 by Institution of Engineers (India) for initiating and
implementation of innovative safety practices
• Four Star Rating for Health and Safety Performance by British Safety Council, UK to
Rampura Agucha Mine
• International Safety Award: 2006 by British Safety Council, UK to Zinc Smelter
Debari.
• Golden Peacock Award for Environment Management 2006 to Vizag Smelter.
• ROSPA Gold Award for prevention of accidents to Zinc Smelter Debari
• Environment Excellence Award 2005-06 by FIMI in the mechanized category of
mines to Rampura Agucha Mine.
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• Greentech Environment Excellence Awards 2006 in metal and mining sector -Gold
Award to Chanderiya Smelter, Vizag Smelter and Zawar Mines and Silver Award to
Rampura Agucha Mine.
Highlights

• One of the world’s largest integrated zinc and lead producer.

• Refined zinc production capacity 669,000 tons per annum.
• Refined lead production capacity 85,000 tons per annum.
Operational Highlights of Hindustan Zinc

Vision

• Is a world-class zinc company, creating value, leveraging mineral resources and

related core competencies.

Mission

• Be a lowest cost zinc producer on a global scale, maintaining market leadership.

• One million tone zinc-lead metal capacity by 2010.
• Be innovative, customer oriented and eco-friendly, maximizing stake-holder
value.
Page21
Operating locations of HZL

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Hindustan Zinc Ltd. operates smelters using, Roast Leach Electro-Winning (RLE),
hydrometallurgical (Debari, Vizag and Chanderiya Smelters), ISP™
pyrometallurgical (Chanderiya Lead Zinc Smelter) and Ausmelt™ (Chanderiya
Lead Smelter) process routes.
CHANDERIYA LEAD ZINC SMELTER COMPLEX [CLZS]

Location 120 km from Udaipur, Rajasthan, India

Lead Zinc Smelter Commissioned in 1991 Imperial Smelting Technology –

UK Gone through a series of debottlenecking 105,000
tonnes per annum of Zinc 35,000 tonnes per annum of Lead
120 tonnes per annum of Silver

Hydrometallurgical
Zinc Smelter
Hydro I Commissioned in 2005 Roast Leach Electrowinning
Technology with Lead Silver Residue Recovery
210,000 tonnes per annum of Zinc
Hydrometallurgical
Zinc Smelter
Hydro II Commissioned in 2007 Roast Leach Electrowinning
Technology with Conversion Process 210,000 tonnes per
annum of Zinc

Lead Smelter Commissioned in 2006 TSL Technology from Ausmelt-

Australia Cansolv Technology for Sulphur Recovery
50,000 tonnes per annum of Lead

Coal Based Captive Commissioned in 2005 Built by BHEL 2 x 77 MW

Power Plant Commissioned in 2007 Built by BHEL 80 MW

Certification ISO 9001:2000, ISO 14001:2004, OHSAS 18001:1999

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Highlights
• Largest single location Zinc-Lead Smelter
Complex in the World
• World’s largest and latest generation roasters
• State-of-The-Art DCDA acid plants & Tail
Gas Scrubber.
• Cansolv plant for 100% sulphur capture from
Ausmelt Lead Furnace.
• Residue management using Jarofix
Technology

• Zero discharge

Products Range
Special High Grade Zinc - Slabs (25 kgs)
(SHG)

Jumbo (1,000 kgs)

Prime Western Zinc - Slabs (25 kgs)

(PW)

Lead - Slabs (25 kgs)

Cadmium - Pencils (160 gms)

Silver - Bricks (30 kgs)

Sulphuric Acid - + 98.5% concentration

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THIRD PARTY LOGISTICS

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‘THIRD PATY LOGISTICS WHICH IS SIMPLY THE USE OF ANY OUTSIDE
COMPANY TO PERFORM ALL OR PART OF THE COMPANIY’S MATERIAL
MANAGEMENT AND PRODUCT DISTRIBUTION FUNCTION.’

CHARACTERISTICS OF 3PL

• Perform outsourced logistics activities.

• Process management/multiple activities.

• More customized services.

• Mutually beneficial and risk sharing relationship.

• Long term commitments

WHY IS IT NEEDED?
Advantages

• Cost reduction

• Focus on core competency.

• Improved efficiency, service and flexibility.

• Industry-specific application-‘Build-to-order’.
Disadvantages

• Loss of Control.

• Impact on in-house workforce.

3PL ISSUE OF HIGH IMPORTANCE

SCOPE OF WORK: Domestic + Export
CARRIER SELECTION: Cost of service, Reliability, Core Competencies, Breadth of Services
& Geographical Spread
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CONTRACT DESIGN: Demarcation of Line from where to where service provider shall bear
the responsibility i.e. listing of all major activities &sub activities linking responsibility.
CONTRACT NEGOTIATION: Thorough evaluation of Cost Structure based on Contract
Design.
SENIOR MANAGEMENT APPROVAL

3 PL - Relationship Buying of Logistics Services.

Relationship buying of
Attributes Transaction buying of transport service transport service -3PL

Horizon Short term Long Term

Objective Minimum Cost Maximum value

Relationship Adversial or Neutral Partnerships

Key Skills Negotiating / Deal Making Analytical/ Problem Solving

Relationship buying form value adding relationship with carrier (3PL) which lead to creation of an
environment whole exceeds the sum of parts.

Third party logistics is simply to outsourcing the work of over all logistical activities.
The transportation is arranged by the 3PL parties and the 3PL parties ensure to arrange the
equipment from outside agency at their own risk and costs. Through 3PL easy procurement of the
raw-material from the suppliers to physical distribution to customer is achieved.

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Page21
THE LOGISTICAL WORK AT HINDUSTAN ZINC LIMITED-
CHANDERIYA LEAD ZINC SMELTER
SCOPE OF WORK
DOMESTIC Primary movement Ex Smelters on door delivery basis.
Sl No. Activities Sub Activities
1 Dispatch 1.1 Take weekly plan from nominated person in Mktg at
Planning Smelter & concerned RM (East/West/North/South).
1.2 Check statutory documents (Road Permit/ Deemed Export
License/ IBA LR requirement) against plan.
1.3 Freeze dispatch plan 24 hours in advance at Smelter
concerned (Debari/Chanderiya/Vizag) .
1.4 Organize Transport Mode (Rail/Road/Sea) for as per plan
for the day/ for the week at Smelter.
2 Order 2.1 Enquire for Dispatch Advice from RM & its Finance team
Processing at Regional level. (East/West/North/South).
2.2 Follow up for release of Dispatch Advice in System.
2.3 Check correctness of Dispatch Advice with regard to
statutory inputs (CST No., Excise Reg No.,
Excise duty , Educational cess, Deemed Export
Clearance,IBA LR etc)
2.4 Checking of QC cleared Product availability in system with
respect to DA. Specifications.
3 Warehousing 3.1 Product wise storage of Goods in warehouse.
3.2 Rechecking of weight of produced Goods.
3.3 Labeling of Goods with Batch No. Bundle No. and Weight.
3.4 Stacking of Goods with adequate space for easy retrieval
during dispatch.
4 Distribution 4.1 Outbound movement of Finished Goods from seller to
customer under Physical Distribution.
4.2 Inbound movement of Raw Materials /Inputs from Suppliers
to customers under Physical Supply.
4.3 Outbound - Arrange FG in warehouse based on Dispatch
Advice.
4.4 Inbound - Arrange moisture determination of heap for
fitness to dispatch concentrate.
5 Transportatio 5.1 Arrangement of transport (Rail/Road/Sea). Prepare allow
n slip in case of road as per dispatch plan.
5.2 Weighment of empty lorry at weighbridge. Arrangement of
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forklifts & Crane for loading Goods.

5.3 Stuffing into lorry / containers as per loading slip.
Weighment of loaded lorry/container at weighbridge.
5.4 Preparation of Invoice and LR in the system. Printout of
documents required for dispatch.
 International Primary movement Ex Smelters to Ports in India.
Export
Sl Activities Sub Activities
No.
1 Dispatch Planning 1.1 Take monthly plan from nominated person in Export Mktg at
Mumbai/Mktg Smelter.
1.2 NA
1.3 Freeze dispatch plan for a week in advance at Smelter concerned
(Debari/Chanderiya/Vizag) .
1.4 Organize Transport Mode (Rail/Road/Sea) for as per plan for the
day/ for the week at Smelter.
2 Order Processing 2.1 Enquire for Dispatch Advice from RM Export & its Finance team
at Mumbai.
2.2 Follow up for release of Dispatch Advice in System.
2.3 Check correctness of Dispatch Advice with regard to statutory
inputs (CST No., Excise Reg No.,
Export License No., IBA LR, QC certificate, Performa Invoice,
Surveyor certificate, special Pkg etc)
2.4 Check QC cleared Product availability in system with respect to
DA specifications.
3 Warehousing 3.1 Product wise storage of Goods in warehouse.
3.2 Rechecking of weight of produced Goods.
3.3 Labeling of Goods with Batch No. Bundle No. and Weight.
3.4 Stacking of Goods with adequate space for easy retrieval during
dispatch.
4 Distribution 4.1 Outbound movement of Finished Goods from seller to customer.
4.2 NA
4.3 Outbound - Arrange FG in warehouse based on Dispatch Advice.
4.4 NA
5 Transportation 5.1 Arrangement of transport (Rail/Road/Sea). Prepare allow slip in
case of road as per dispatch plan
Or arrange repo of containers from Ports to Factory under factory
stuffing.
5.2 Weighment of empty lorry at weighbridge. Arrangement of
forklifts & Crane for loading Goods.
5.3 Stuffing into lorry / containers as per loading slip. Weighment of
loaded lorry/container at weighbridge.
5.4 Preparation of Invoice and LR in the system. Printout of
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documents required for dispatch.

5.5 Arrangement of documents for consignor/consignee/ Excise
Dept. and for Record keeping.
Infrastructure Need at outsourced to 3PL

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Infrastructure Need at Mines & Smelters

Infrastructure RAM RDM ZM CLZS DZS VZS

Parking facility. >50 trucks >50 >50 trucks < 50 trucks <20 trucks >25 trucks
trucks
Railway siding NA NA NA A NA A
Covered warehouse A A A A A A
Weighbridge A - 100 mt A -50 mt A - 50 mt A -100 mt A -60 A - 50 mt
&100mt
2Nos 1 No. 1 No. 4 Nos 2 Nos 2 Nos
(Concentrate/FG) HM Loader JCB for Pb Forklift 2 Nos Forklift 1 No Forklift 1 No
party arranged.
5 mt 2mt 5 mt capacity 5 mt capacity 5 mt capacity
capacity capacity
2 Nos 01 No Hydra 3(5mt) Hydra 1(5mt) Hydra 1(5mt)
S Acid Loading Pipeline thru Pipeline thru Pipeline thru
Mass F Metr Mass F Metr Mass F Metr
Coal unloading WagonTippler
Mechanised
Thru JCB
Met Coke Truck Tippler

The whole of the above needs of company at its mines and smelters are outsourced.
As it will be economical and suitable for the working. Logistics of Hindustan Zinc limited- chanderiya lead zinc
smelter is having its logistics 100% outsourced.
The benefits of END TO END SOLUTION (3PL) over OWN LOGISTICS SYSTEM can be calculated as the
study done on it.

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Page21
B
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g

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1 Shorten internal lead time to improve responsiveness to the market

2 Emphasize schedule performance to ensure reliable supply.
Emphasize product & process quality to reduce delays caused by rework,
3
breakdown.
4 Utilize most reliable fleet owners or lorry pool for 100% safe carriage of Goods.
Initiate superior customer service and order entry system to enhance customer
5
communication.
6 Eliminate all non value adding activities/ procedures.
Reduce need for inventory through superior planning system, shortened internal
7
lead
Time, linking process etc. Effort to maximize inventory in motion.
8 Emphasize usage of all modes of transport adhering to transit time.
Continuous effort for value analysis ( either cost reduced for same service level
9
or service
Level enhanced for the same cost.

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Feasibility of 3PL (Third Party Logistics) in EOU
(Export Oriented unit) at Hindustan zinc ltd.
Chanderiya Chittorgarh

Page21
Work profile includes the project study includes End TO End Solution of the cost
effective logistics set up where a 3PL agency will take charge of produced Cargo, inside
the factory, till it is finally shift through port to other countries.
The overall expenses of End To End Solution is compared w.r.t. budgeted 2008-09, LP
2007-08
Total Expenses

Third Party LogisticsName and service provider

loading Expense at CLZSBudget 2008-09LP
2007-08 30

Transport cost from CLZS To DRT 1020

Warehousing at DRT + Transport to Port+
CHA Activities 324 344 475

Current Loading expenses by CLZS (in HZL

a/c) 8 8 Nil

Current Transport cost from CLZS to DRT (in

HZL a/c ) for 500MT/day 1250 1200 Nil

Mathari Union charges 32 32 Nil

Total 1614 1584 1525

END
to
END
Upto 400 Solutio
containers n
Remark per month (3PL)
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Saving calculation for End to End Solution w.r.t. Budget and 2007-08

2
3
5
7
2
Total Export Qty. for 2008-09 5
CLZS-JNPT for 2008-09 173105
JNPT from july'08 onwards 129829

Loading at CLZSBudgeted LP Per MT in

2007-08 Rs. 8 8
Transportation Cost (FOR 500 Per MT in
MT/DAY) Rs. 1250 1200
CHA + Warehouse + Mathadi Per MT in
Union Rs. 356 376
Per MT in
Total Cost Rs. 1614 1584
Per MT in
End to End Cost (3PL) Rs. 1525 1525
(Include Loading, Transportation)
Per MT
Saving w.r.t budget in Rs. 89
59Total Saving 11554781 7659911
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Total Saving in percentage 5.51%

3.72%
After calculating total cost of both the budgeted 2008-09 and LP2007-08 and comparing it with
end to end solution (3PL), we get to know that the end to end user will be more helpful and
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economical to us.
The graph above explain us about the cost that is 1614 in budgeted 2008-09 and 1584 in P2007-
08, which is more than the end to end solution cost it also reveals the savings that is Rs. 89/MT
in budgeted and Rs. 59/MT in LP 2007-08. The cost incurred under end to end solution is saving
over Rs. 11554781 in budgeted and Rs. 7659911 in LP 2007-08 from July ’08 onwards and it’s
of 9 months only. So, if we had used 3PL for the whole year we can see how fruitful it is.
End to End Solution (3PL) has saved our 5.51% of budgeted cost and 3.72% of LP cost.
So, above all were showing the benefits of END TO END SOLUTION (3PL) over own logistics
system. It reveals a clear cut picture to outsource all the logistical activities from the source of
procurement of raw-material to the physical distribution of finished goods to customers.

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