Material Management

Material Management
Prof. Dr. Basavaraj K. Nanjwade M. Pharm., Ph. D

Department of Pharmaceutics KLE University College of Pharmacy BELGAUM-590010, Karnataka, India. E-mail: nanjwadebk@gmail.com Cell No.: 00919742431000
There are thousand reasons for failure, but only one way to success, HARD WORK
Contents
Definition
Objective and importance Principles of material management

Functions of material management Materials Quality and Quantity
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Contd..
Contents
Value analysis
Purchasing
Vendor development Buying techniques Purchasing cycles and procedure Advantages of material management
Definition
It is defined as an organizational concept, which has the authority and responsibility of all activities, concerned with the flow of materials in the organization.
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KLE College of Pharmacy, Nipani.
Objectives and importance

Efficient use of the working capital. Lowering inventory investment and increasing the inventory turnover. Responding to the market changes related to any product. Ensuring the cooperation of all departments. Providing best services to the king of the market i.e customer.
Principles of material handling

Least handling is the best handling. Lengths and number of move to be minimized. Unit loads Minimize the distance.
Classes of materials
Raw materials:- These are materials that are used in the product which is in an unprocessed condition. Purchased Parts:- These are the items used in the assembly of the product.
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Classes of materials
In-progress materials:- They are called work in progress inventories. These goods require further processing. Finished materials:- These are fully manufactured goods, inspected and ready for delivery to the customers. Supplies:- These are consumable goods used in the process of manufacturing.
Functions of material management
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Materials-Quality
Four factors affecting the purchase of raw materials are 1) Quality :- The suitably of an item to accomplish the intended work. The raw materials should satisfy the following requirements. i. Efficiency of the material. ii. Cost and the shelf life. iii. For equipments, power consumption and power requirement.
Quantity From the inventory point of view, quantity standards are decided on the following parameters; Maximum inventory Minimum inventory Standard order Reorder point Price Delivery Date
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i. ii. iii. iv. 3) 4)
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Value Analysis
Definition:- It is a systematic study of every element for its cost in a part, material or service to make certain that it performs its function at the lowest possible cost. Benefits of value analysis:i. Decrease in existing cost of the product or service. ii. Unnecessary expenditure is identified and eliminated. iii. Product value improves for new materials and processes. iv. More profits.
Value ratio Mathematical representation of the value can be done as Function Total cost Value =
Reasons for unnecessary costs:i. Lack of information ii. Lack of ideas iii. Changed circumstances iv. Wrong beliefs, habits and attitudes
Purchasing
Centralized :- the purchasing procedure of materials for different department is done together from one purchasing department. This is seen in small organizations. Advantages Efficient system Bargaining capabilities increased Good raw material obtained at lower price
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Decentralized:different department purchase their requirement seperately. This is basically seen in large organizations. Advantages Flexible purchasing system Procurement is faster
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Vendor development
The supplier or the person who sells the required materials or services for the production is known as a vendor.
The purchase of raw materials/service from a specific vendor is known as the vendor development.
There are four stages of vendor development:19 July 2012 KLE College of Pharmacy, Nipani. 15
Four stages of vendor development

Stage 1st Enquiry stage 2nd Name Survey stage Development
Identifying the potential sources of suppliers. Seeking information. Provisional vendors list.
Analysis of information in standard enquiry format. Accreditation, FDA approval, ISO certification. Personal visits. Quality control specifications, clarification, credit, quantity discounts. Performance appraisal, Quality, delivery time.
3rd 4th
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Negotiations and selection stage Experience and evaluation stage
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1) Survey stage
The following sources are considered for information Trade directories :- e.g. Yellowpages.eindiabusiness.com Trade journals:- e.g. Pharmatimes Telephone directories Suppliers catalogue Salesmen Other ways are like interchanging of information with other companies, tracing of public tenders and advertisements in the press.
2) Enquiry stage After getting the information of the suppliers, detailed analysis of the supplier is being carried out. A comparison is being made between the different suppliers on basis of the following points:a. b. c. d. Technological competition, service competition, price competition, delivery time.
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2) Enquiry stage The following aspects can be verified by the first hand visit: Internal facilities of the vendor Financial adequacy, stability and reputation of the vendor Location of vendors factory After sales service Industrial relations
3) Negotiation and selection stage The vendors who clear the enquiry stage are selected and negotiations are being carried out with them.
The various aspects such as credit, quantity discount, quality specifications are being discussed.
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4) Experience and evaluation stage The buyer evaluates and appraises the performance of the vendor. The objective is to improve the performance of the vendors. Few ways of evaluating a vendor are:o Categorial method o Weighted point method o Cost ratio method
Categorial method
The buyer sets up some category on which the evaluation of the vendor is done. Specimen of suppliers evaluation form is given below.
Grading
Factors Supplies are as per quantity selected

Deliveries are on time Rigorous follow up is not necessary Willing to accommodate when production schedules are suddenly changed
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Always 9 8 7
Usually 6 5 4
Seldom 3 2 1
Never 0
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Weighted point method

Here the rating points are divided between quality, delivery and price. For eg quality 50 points delivery- 30 points price 20 points so total is 100 points.
The rating can be obtained by following equation.
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Weighted point method

Quantity rating = (no. of lots accepted/ no. lots received) rating points Delivery rating = (no of lots delivered on time/ no of lots delivered) rating points Price rating =(least offer received/ suppliers offer) rating points
Buying techniques
Purchasing of material , machinery and services is done by purchasing department. For buying the material company has to pay up a price, the value that a seller sets on his goods in the market is called as the price of that good.
Price is one of the greatest variables in the purchasing of material.

How is the purchasing done????

Quotations :- It is a kind of an inquiry done to know whether the vendor can supply the desired material and at what price. They are not the purchase order. They just contain all the details including freight, taxes and many other costs. The highly used quotation techniques are Spot quotations Floating a limited enquire

Spot quotations:- this is basically used for the small items not related to the technical purpose. The prospective buyer goes to the market and gets the quotations from the different suppliers. Floating a limited enquire:- this method is used when the value of the purchase is small. In this technique the reliable vendors are called upon and asked to provide the quotations.

Tenders:It is a written letter or a published document that is aimed at finding the price for procuring certain materials.
Tenders are invited from recognized firms. A few types of tenders are: # single tender # Open tender # Closed tender or limited tender

Single tender:- It is invited from one reliable supplier. This kind of tender is floated only when the itms are required urgently. Open tender:- Also known as press tender. This is used when the value of item to be purchased is very high. It is used to locate more suppliers. In this tender procured, a small amount of the deposit money is taken from the supplier so that they do not withdraw from the submitted rates.
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Closed tender or limited tender (Negotiations):It is done to arrive at the mutual understanding between the supplier/vendor and the buyer.
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Whats the need for negotiation? @ prices are related to large volumes or to a large value. @ terms and conditions are required for large volumes. @ contract is desired for a longer period. @ variations in quantity to be purchase are possible. @ when supplies or services can be obtained from only one source. @ when no acceptable quotations are received from the other vendors.

Process of negotiations:- It is a kind of win-win situation. Both the parties try to benefit to the maxima through the negotiation. It is not a kind of bargaining but a mutual understanding between the two parties.
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Discounts:- They are cash concessions offered by the vendor to the buyer, in order to enhance the volume of the business opportunities. Reasons for offering discounts????? ! When there is a bulk purchase. ! When the bills are cleared immediately. ! And also to maintain the good rapo with the buyer Types of discounts:1) Volume contracts. 2) Deals 3) Discounts 4) Consignment terms

# Volume contracts:- This kind of discount is offered proportionate to the volume of material ordered. # Cash discount:- Cash discount is given on the basis of the time of the payment done by the purchaser. The normal credit period is 90 days. # Cumulative discount:- It is a method of offering the discount on the basis of actual purchases and appropriate to the quantity range in a year.
Purchasing cycle and procedure

The purchasing department of the company is responsible for the purchase of all the raw materials as well as the requirements. The following steps are followed in the purchasing cycle.
1) Recognition of need and receipt of requisition: The requisition includes the following information:- Name - Quality and quantity specifications - Date by which material is required - Place at which material is to be delivered

2) Selection of potential sources of supply 3) Making request for quotation 4) Receipt and analysis of quotations - material specifications and quality - price of the material - taxes - terms of payemeny - place of delivery - delivery period - gurantee period - validity of tender

5) Selection of right source of supply 6) Issuing the purchase order 7) Follow-up of the order 8) Receipt of materials,reports and analysis 9) Checking and approving of vendors invoice for payment 10) Closing of completed order 11) Maintenance of record and file Purchasing cycle flow chart has been given in the following slide.
Need recognition
Spell out of specifications & requirements Official requisitions
Specifications file Inquiry tender
Check specifications, prices/supplies
Purchase records Suppliers record
Select suppliers
Quotations & analysis prices and terms, negotiations, finalisation Purchase order for supply Suppliers acceptance
Follow-up
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Contd .
Delivery of materials
Checking of invoice with purchase order
Materials & reports, analysis
Payment made
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Example of Materials and People Flow
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Location of Stores :
Store should be located adjacent to the manufacturing area.
It depends up on nature and value of items to be stored and frequency with which items are received and issued
Objectives : Minimum wastage of space Maximum ease of operation Minimum handling cost Minimum other operational cost
Facilities of Store
Inspection center Quarantine room Washing room Centralized weighing department Adequate space
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Functions of stores
General function :
Maintenance of Stock (materials and tools)
Maintenance of hygiene, sanitation, and pest control Maintenance of material handling equipment
Functions of stores
Specific functions :
Receiving & recording of raw materials Quarantine storage Sampling & approval by QC Positioning & Storage Issuing & recording of materials Receiving & Dispatching of finished goods Distribution
Optional functions :
Dispensing, Maintenance of weights & measures
Material handling system

Right Definition : Material handling uses the right method to provide the right amount of the right material at the right place, at the right time, in the right sequence, in the right position, in the right condition, and at the right cost.
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Material handling system

Involves handling, storing, and controlling material The raw materials, in-process materials and finished goods are moved from one place to another in the plant. Adds value through time and place utility Impacts space requirement, profits, quality, safety, and productivity On an average, 20% of production cost is spent on material handling system
Twenty Principles of Material Handling
1. Planning principle. Plan all material handling

and storage activities to obtain maximum overall operating efficiency.
2. System principle. Integrate as many handling

activities as is practical into a coordinated system of operations, covering vendor, receiving, storage, production, inspection, packaging, warehousing, transportation. etc.
Twenty Principles of Material Handling 3. Material flow principle. Provide an operation sequence and equipment layout optimizing material flow. 4. Simplification principle. Simplify handling by reducing, eliminating, or combining unnecessary movement and/or equipment. 5. Gravity principle. Utilize gravity to move material wherever practical.
6. Space utilization principle. Make optimum utilization of space .

7. Unit size principle. Increase the quantity, size, or weight of unit loads or flow rate. 8. Mechanization principle. Mechanize handling operations.
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9. Automation principle. Provide automation to include production, handling, and storage functions. 10. Equipment selection principle. In selecting handling equipment, consider all aspects of the material being handled.
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11. Standardization principle. Standardize handling methods as well as types and sizes of handling equipment. 12. Adaptability principle. Use methods and equipment that can best perform a variety of tasks and applications where special purpose equipment is not justified.
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13. Dead weight principle. Reduce ratio of dead weight of mobile handling equipment to load carried.
14. Utilization principle. Plan for optimum utilization of handling equipment and manpower. 15. Maintenance principle. Plan for preventive maintenance and scheduled repairs of all handling equipment.
16. Obsolescence principle. Replace obsolete handling methods and equipment when more efficient methods or equipment will improve operations. 17. Control principle. Use material handling activities to improve control of production inventory and order handling.
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18. Capacity principle. Use handling equipment to help achieve desired production capacity.
19. Performance principle. Determine effectiveness of handling performance in terms of expense per unit handled. 20. Safety principle. Provide suitable methods and equipment for safe handling.
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Handling of materials must be performed
Safely Efficiently At low cost In a timely manner Accurately (the right materials in the right quantities to the right locations) And without damage to the materials
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Risks associated with improper handling

Increase in cost of raw material and finished products Delay in production schedule and long production cycle Waste of machine time and personnel time Increase in in-process inventories Damage or loss of material and employee safety liabilities Employee frustration and reduced morale Customers dissatisfaction
Selecting Material Handling System

Systematic Approach
1. Define the problem
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2.
Analyze the problem
Observe activities Obtain layouts, flow patterns, schedules, etc. Obtain information on existing material handling equipment Analyze situation by Twenty Principles of Material Handling, and/or forms Can activities be combined, simplified, eliminated???
3.
Identify possible solutions
Organize meeting with: material handlers machine operators supervisors support engineers
4.
Evaluate alternatives
Meet again to rate alternatives
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Material Handling Equipment

Five categories: 1. Industrial trucks 2. Automated guided vehicles 3. Monorails and other rail guided vehicles 4. Conveyors 5. Cranes and hoists
Industrial Trucks
Two basic categories: 1. Non-powered
Human workers push or pull loads
2. Powered
Self-propelled, guided or driven by human Common example: forklift truck
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Nonpowered Industrial Trucks (Hand Trucks)
(a) Two-wheel hand truck,
(b) four-wheel dolly,
(c) hand-operated low-lift pallet truck

Powered Trucks
Capacities from 450 kg up to 4500 kg Power sources include on-board batteries and internal combustion motors
Powered Trucks
Designed to pull one or more trailing carts in factories and warehouses, as well as for airport baggage handling Powered by onboard batteries or IC engines
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Automated Guided Vehicles

An Automated Guided Vehicle System (AGVS) is a material handling system that uses independently operated, selfpropelled vehicles guided along defined pathways in the facility floor Types of AGV:
Driverless trains Pallet trucks Unit load AGVs
Driverless Automated Guided Train

First type of AGVS to be introduced around 1954 Common application is moving heavy loads over long distances in warehouses and factories without intermediate stops along the route
AGV Pallet Truck

Used to move palletized loads along predetermined routes Vehicle is backed into loaded pallet by worker; pallet is then elevated from floor Worker drives pallet truck to AGV guide path and programs destination
Unit Load Carrier

Used to move unit loads from station to station Often equipped for automatic loading/unloading of pallets and pans using roller conveyors, moving belts, or mechanized lift platforms
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AGVs Applications
1. Driverless train operations - movement of large quantities of material over long distances 2. Storage and distribution - movement of pallet loads between shipping/receiving docks and storage racks 3. Assembly line operations - movement of car bodies and major subassemblies (motors) through the assembly stations 4. Flexible manufacturing systems - movement of work parts between machine tools 5. Miscellaneous
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Rail-Guided Vehicles
Self-propelled vehicles that ride on a fixed-rail system Vehicles operate independently and are driven by electric motors that pick up power from an electrified rail Fixed rail system Overhead monorail - suspended overhead from the ceiling On-floor - parallel fixed rails, tracks generally protrude up from the floor
Overhead Monorail
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Conveyor Systems
Large family of material transport equipment designed to move materials over fixed paths, usually in large quantities or volumes
1. Non-powered :
Materials moved by human workers or by gravity
2. Powered :
Power mechanism for transporting materials is contained in the fixed path, using chains, belts, rollers or other mechanical devices
Conveyor Types
Roller Skate-wheel Belt In-floor towline Overhead trolley conveyor
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Roller
Skate-wheel
Belt
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In-floor towline
Overhead trolley conveyor

Cranes and Hoists

Handling devices for lifting, lowering and transporting materials, often as heavy loads Cranes
Used for horizontal movement of materials
Hoists
Used for vertical lifting of materials
Cranes usually include hoists so that the craneand-hoist combination provides

Horizontal transport Vertical lifting and lowering
Hoist
Load
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Bridge Crane
Gantry Crane
Jib Crane
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Salvaging and Disposal of Scrap and Surplus

The words Scrap and Surplus symbolize waste and to that extent these account for the loss of profits.
Scrap is commonly used for waste of all kinds.
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These occur for the following reasons:
Mistakes in procurement Wrong planning decisions Wasteful processes in production Inevitable waste during the adjustment of the equipment Overall absence of efficiency
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Disposal of scrap, surplus, recyclable, obsolete materials is one of the most important area of materials management, but often overlooked or considered minor.
Popular due to increased public awareness of environment, government legislation, better recognition of opportunities it offers in return.
e.g. paper files and forms are recyclable item that can be sold to recycle company.
The following measure are adopted and monitored for handling scrap: 1. Controlling of surplus and scrap 2. salvaging or converting the waste for advantageous use. 3. Disposal of the surplus and scrap to the best advantage.
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The production department primarily controls the first function by proper design, while purchase department handles the second and third functions. Waste materials in pharmaceutical industry: Empty drums, packing materials, card boards, aluminium caps, bottles etc. these are nonrecoverable rejects. Spoiled materials during production. In a few instances, these may be recoverable. Worn-out parts of equipments (examples are punches and dies), old equipment (due to expiry of life) and obsolete equipment (due to technology change).
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Salvage : It is defined as the processing of materials (items) for advantageous use or disposal of company property, which is no longer economically useful in its present position. Salvage operation : Waste materials are properly collected and stored at one place continuously, so that these can form a separate batch in production. Recoverable materials are stored in a scientific way as other items stored.
Materials are stored in terms of quality or size or specifications. Waste is invested for suitability to recover or avoid them. Salvaging operation are possible under the following conditions: Evidences from laboratory tests and assays that the drug products meet all applicable standards of identity, strength, quality and purity. Evidence from inspection of premises that the drug products and their associated packing were not subjected to improper storage condition, as a result of the disaster or accident.
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Disposal
Disposal of scrap, waste and surplus materials can be effected by several way :
Surplus material should be returned to the original supplier. Alternatively a customer who needs them should be explored. As a social obligation, some material are defected or broken before selling them as scrap.
Disposal
Materials may be sold by inviting quotations from potential buyers or through various contracts such as fixed price contract, varying price contract, specific bids and negotiations.
It is worth considering that scrap like any other material represents money and to that extent it has a value.
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Unit lode, Pelletization and Containerization

Unit load is a set of items (raw material, semi finished parts, finished product) to be move together, like: A set of cartons on a pallet A set of products in a container In a unit load, parts are In something (In a carton) On something (On a pallet) Grouped by something (wrapped, strapped)
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Reasons for using unit loads in material handling
Multiple items handled simultaneously Required number of trips is reduced Loading/unloading times are reduced Product damage is decreased (a) Wooden pallet, (b) pallet box, (c) tote box
Pallets :
Style and Size based on: Shipping and receiving restrictions Size and weight of items on the pallet Space restrictions Equipment used to move the pallet Cost, supply, and maintenance Aisle widths, door sizes, stacking heights
Types of Pallets :
Materials used :
Softwood Hardwood Paper
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Plastic Steel Aluminium

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Containerization :
Different types of containers are used according to the type of material. e.g Boxes, cartons, cases, sacks, bales, pallets, drums, barrels, crates, cable drums, machinery, and processed timber Tank containers for bulk liquids and dangerous goods.
TRAINING AND DEVLOPMENT

Training and development may be defined as an attempt to improve current or future performance of employees through learning, usually by changing the employees attitude or increasing his/her skills and knowledge.
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Training and development program - Steps : I. Explain the trainee what is the job, how is the job done and why is it done (relevance). II. Show how the job should be done (demonstration). III. Allow the trainee to do the job (practice). IV. Follow up by explaining what was done correctly and what was done incorrectly. Correction always should be made as privately as possible (feedback).

Training and development program Methods :
I. On-the job training
II. Off-the job training
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I. On-the job training :
Majority of industrial training are on-the job training, because it is related to the productivity. On-the job training refers to methods that are applied at the workplace, while the employee is actually working.
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II. Off-the job training :
This method is commonly used for the training of employees. Off-the job training refers to methods that are applied away from workplace.
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JOB ANALYSIS
Job analysis is defined as a process of collecting and studying information relating to the operations and responsibilities of a specific job.
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JOB ANALYSIS
Process of job analysis :
Defining uses of job analysis
Information collecting Information processing
Job description
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Job specification
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JOB ANALYSIS
Uses of job analysis : Personnel planning Training and development Work scheduling Performance appraisal Job evaluation
JOB ANALYSIS
Job Description : is defined as a combination of statement containing the work to be performed and the essential working conditions of a particular job. Job specification : may be defined as a statement of human qualities and other desirable characteristics required for discharging the assigned job.
JOB ANALYSIS
Job Analysis
Job description
Job specifications
Education Experience Training Judgment Initiative Responsibilities Physical effort
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Job title Job place Job summary Machines, tools and equipment Materials and forms used Working condition Hazards
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JOB DESIGN
Job design involves conscious efforts to organize tasks, duties and responsibilities into a unit to achieve objectives. Job design involves three steps.
Specifications of individual tasks. Specification of the methods of performing each tasks. Conversion of tasks into specific jobs to be assigned to individuals.
JOB DESIGN
Mechanisms of job design :
Understanding the nature of job is important, because it determines the skill requirement in performing a job.
Skill variation, responsibility and growth
Low
Enlargement and enrichment
High
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Job enlargement
It involves performing of a variety of jobs or operations at the same time. It is mainly intended to enlarge the job horizontally. It avoids monotony, as a result of high degree of specialization, but the basic nature of job remains same. Therefore, it has limited role in motivating employees. There is a need for upgradation of authority and responsibility.
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Job enrichment
It acts as an additional motivating factors to other models described earlier in job design. This factor attracted more attention, both in academic circles as well as in practice. Therefore, it requires a detailed study.
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Job enrichment
Job enrichment is concerned with designing of job in terms of the following : Work content provides greater variety. Levels of knowledge and skills are higher. More autonomy and responsibility in terms of planning, directing and controlling is given to workers for their own performance. Work experience becomes meaningful.
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BLUE AND WHITE-COLLAR JOBS

A position that involves mainly physical labor. With the decline in manufacturing and an increase in harmonization agreements, the term blue collar is now rarely used. Blue collar refers to the blue overalls traditionally worn in factories in contrast to the white shirt and tie supposedly worn by an office worker, known as a white-collar worker.
LABOR WELFARE
Labor Welfare means working out things for the well-being of the labors. Knowing there wants and enabling them to fullfill there wants.
Labor welfare is the voluntary efforts of employer to establish within the existing industrial system, working and sometimes living and cultural conditions of the employee beyond what is required by law.
Advantages of material management

It eliminates unproductive handling of the materials like back-tracking, rehandling etc.
It reduces idle machine capacity and thus ensures better turnover on investment.
It reduces considerably the idle time of the workers.

The quality of the materials is also maintained through minimum human touches, elimination of breakages, etc. Every inch of the factory space is properly utilized. The issue of materials is also facilitated. It helps in maintaining effective production planning and control.

Reduced operating production. costs and timely
Greater job satisfaction on the part of both the workers and the employer.
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References
CVS Subrahmanyam; Pharmaceutical Product and Management, Published byVallabh Prakashan, Page no :- 260 282 S.C. Saksena; Business Administration Management, Published by- Sahitya Bhawan, Page no :- 262 263, chapter 20.
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Material Management

Prof. Dr. Basavaraj K. Nanjwade M. Pharm., Ph. D

Objective and importance Principles of material management

KLE College of Pharmacy, Nipani.

Objectives and importance

Principles of material handling

KLE College of Pharmacy, Nipani.

Functions of material management

KLE College of Pharmacy, Nipani.

i. ii. iii. iv. 3) 4)

KLE College of Pharmacy, Nipani.

Four stages of vendor development

Negotiations and selection stage Experience and evaluation stage

KLE College of Pharmacy, Nipani.

KLE College of Pharmacy, Nipani.

Factors Supplies are as per quantity selected

KLE College of Pharmacy, Nipani.

Weighted point method

The rating can be obtained by following equation.

KLE College of Pharmacy, Nipani.

Weighted point method

Price is one of the greatest variables in the purchasing of material.

How is the purchasing done????

How is the purchasing done????

How is the purchasing done????

How is the purchasing done????

KLE College of Pharmacy, Nipani.

How is the purchasing done????

KLE College of Pharmacy, Nipani.

How is the purchasing done????

How is the purchasing done????

KLE College of Pharmacy, Nipani.

How is the purchasing done????

How is the purchasing done????

Purchasing cycle and procedure

Purchasing cycle and procedure

Purchasing cycle and procedure

Spell out of specifications & requirements Official requisitions

Specifications file Inquiry tender

Check specifications, prices/supplies

Purchase records Suppliers record

Checking of invoice with purchase order

Materials & reports, analysis

KLE College of Pharmacy, Nipani.

Example of Materials and People Flow

KLE College of Pharmacy, Nipani.

KLE College of Pharmacy, Nipani.

Material handling system

KLE College of Pharmacy, Nipani.

Material handling system

Twenty Principles of Material Handling

1. Planning principle. Plan all material handling

2. System principle. Integrate as many handling

Twenty Principles of Material Handling

6. Space utilization principle. Make optimum utilization of space .

KLE College of Pharmacy, Nipani.

Twenty Principles of Material Handling

KLE College of Pharmacy, Nipani.

Twenty Principles of Material Handling

KLE College of Pharmacy, Nipani.

Twenty Principles of Material Handling

Twenty Principles of Material Handling