| Inbound | ||
|---|---|---|
| Major Step | Sub-Steps | Risk(s) involved if this step is not performed |
| ASN | Intimation of dispatch from the supplier is recorded in ASN (Advance Shipping Note) by supplier or purchase team | 1. High TAT on inbounds during season time 2. WH team unable to plan inbounds, which can delay inbounds especially during season time/ large inbound shipments |
| SECURITY GATE ENTRY | Inward Gate Entry : Transporter Details, Supplier Details, Invoice Details | 1. Unaccountability on inbound consignments 2. Poor Traceability: Not easy to trace back the transaction |
| MACRO-CHECK & PRN | Counting of parcels while unloading | Unaccountability on inbound parcels |
| MACRO-CHECK & PRN | PRN (Parcel Received Note) entry in software against Gate Entry | Parcel receipt v/s GRN time shall be unaccountable |
| MACRO-CHECK & PRN | PRN Label printing and application on all the parcels | Poor Traceability: Not easy to trace parcels displaced due to handling errors |
| MICRO-CHECK | SKU-wise Quantity Check + Quality Check (sample QC or in-full) | Probability to received inappropriate stock shall increase (i.e. damaged, short, excess, different specifications) |
| GRN | GRN Entry | 1. Unaccounted Stock Lying within warehouse 2. Poor Traceability: Not easy to trace back the transaction |
| GRN | 3 Way match: process of comparing the purchase order; the goods receipt note and the supplier's invoice before approving a supplier's invoice for payment | GRN Deviations unaccountable (i.e. short supply, excess supply, damaged supply, wrong supply) |
| BARCODING | SKU-Barcoding | 1. FIFO traceability low 2. System Stock Audit not possible 3. Poor Pilferage Control 4. High probability of short/ excess during pick & dispatch |
| PUT AWAY | Scan the goods barcode followed by the bin barcode and put away in software | Inaccuracy during put-away |
| PO CLOSE | Close overdue POs | Unaccountability of supply against overdue POs |
| GOODS RETURN | Goods Return (Sales Return) entry in software | 1. Unaccounted Returned Stock Lying within warehouse 2. Poor Traceability: Not easy to trace back the transaction |
| Outbound | ||
| Major Step | Sub-Steps | Risk(s) involved if this step is not performed |
| Order Receipt / Stock Transfer Request Receipt | Customer Order Details received in software OR Stock Transfer Request Received in software | 1. Unaccounted of outbound request (i.e. Customer Order OR Stock Transfer) 2. Delay in processing outbounds, if information is not available real-time in software |
| PICKING | Pick-list Generation | 1. Picking Accuracy Poor 2. Poor traceability of stock location which shall increase ""Total Order Cycle Time |
| PACKING | Packing Guidelines Defined | 1. No uniformity in packing as the guidelines are not defined 2. High Learning Curve as packing guidelines are not defined |
| LOGISTICS & TRANSPORT MANAGEMENT | Shipment tracking details sent to customer (i.e. Air Way Bill or Manifest or Challan or Tracking Number of shipment) | 1. Courier/ Cargo Tracking not visibile to customers 2. Unorganized Approach towards Customers |
| DISPATCH | Packing Slip Generated for goods loaded for dispatch | Poor traceability of short/ excess supply of parcels during unloading by customer (applicable in case of bulk shipments only) |
| OUTWARD GATE ENTRY | Outward Gate Entry against Invoice no in software | 1. Unaccountability on outbound consignments 2. Poor Traceability: Not easy to trace back the transaction details |
| Waste Control | ||
| Major Step | Sub-Steps | Risk(s) involved if this step is not performed |
| Asset Audit | Furniture, Fixture and hardware audits being conducted regularly (example: every 03/ 06 months) | Unaccountability on assest conditions (i.e. damaged, not working, non-repairable) |
| Staff Matrix | Monitor available staff v/s required staff every month or as needed within the month | Staff unavailability in ase of season time or during heavy work flow, which shall lead to delays in the overall workflow |
| Inventory Count | Inventory Count conducted regularly (example: every 03/ 06 months) | Poor Pilferage Control |
| Scrap Sales | Scrap sales or non-sellable stock cleared regularly (example: every month/ quarter) | Wastage of productive space |
| Quality Assurance | ||
| Major Step | Sub-Steps | Risk(s) involved if this step is not performed |
| KPI Monitoring | KPIs defined and monitored regularly (i.e. every week/ month) and corrective action plan defined | Early warning signs are not identified which can lead to tangible and non-tangible loss of time, money and resources |
| Process Audit | Process Audit Scorecard generated regularly (every month/ quarter) | Poor audit control shall lead to non-compliance of processes and develop unorganised work culture within the organisation |
| Root Cause Analysis | Root Cause Analysis Report generated for all process deviations observed and corrective action plan defined | Corrective action and monitoring shall not be effective for deviations/ problems identified |
| Continous Improvement | ||
| Major Step | Sub-Steps | Risk(s) involved if this step is not performed |
| Plan-Do-Act Checklist | Planning reports generated regularly with action plan (i.e Inventory Plan, Operations Plan, Consumables Consumption Plan, Dispatch Plan, Back-Order Plan, Stock Transfer Plan, etc) | Poor planning shall lead to poor implementation, errors and delays |
| Feedback Management | Timely feedback from stakeholder i.e. Staff and Customers (every quarter or half yearly) | Feedbacks are trigger point for any improvisation and planned feedbacks are more effective and can act as early warning signals to prevent errors |
| Customer Complaints Handling | Complaints recorded in software and escalated as per escalation matrix to concerned authority for resolution | Delay in actions against short/ excess/ damaged supply to customer may lead to customer dissatisfaction with irreparable damage effect |
