MSC AGENCY INDIA PVT LTD

REPORT ON – “IDENTIFYING REASONS FOR

DELAY IN SUBMISSION OF SHIPPING INSTRUCTIONS”

In partial fulfilment of requirement of degree

“POST GRADUATE DIPLOMA IN MANAGEMENT”

SUBMITTED BY: KUNIKA MATHWAL

ROLL NO: IB1816110

BALAJI INSTITUTE OF INTERNATIONAL BUSINESS
SRI BALAJI SOCIETY (PUNE)
2018-2020
CERTIFICATE OF AUTHORISATION
 ACKNOWLEDGEMENT

I have taken efforts in this project. However, it would not have been possible without the kind
support and help of many individuals and organizations. I would like to extend my sincere
thanks to all of them.

I am highly indebted to Ms SUMATHY BHASKAR for her guidance and constant

supervision as well as for providing necessary information regarding the project & also for
her support in completion of the project.

I would like to express my gratitude towards my parents & members of MSC AGENCY
INDIA PVT LTD for their kind co-operation and encouragement which helped me in
completion of this project.

I would like to thank my DIRECTOR: Dr. SURESH CHANDRA PADHY to give me the
opportunity to represent myself in the corporate world.

I heartily thank my DEPUTY DIRECTOR: Dr. Rashmi Mahajan & INTERNAL PROJECT
GUIDE: Prof. PALLAVI for her guidance and suggestions during this project.

My thanks and appreciations also goes to my colleagues in developing the project and people
who have willingly helped me out with their abilities.
 TABLE OF CONTENT

Serial No. Name of the Topic Page No.

1. Executive Summary
2. About MSC
3. Industry Analysis
4. Competitors Analysis
5. Research Problem
6. Objectives
7. Research Questions
8. Literature Review
9. Research
Methodology
10. Data Analysis
11. Findings &
Interpretation
12. Recommendations
13.. Limitation
14. Future Scope
15. Conclusion
EXECUTIVE SUMMARY
 ABOUT MSC

MSC Agency (India) Private Limited is a Private Company incorporated on 06 September

2001. It is classified as Non-govt company and is registered at Registrar of Companies,
Mumbai. Its authorized share capital is Rs. 12,500,000 and its paid-up capital is Rs.
11,350,000. It is involved in Supporting and auxiliary transport activities; activities of travel
agencies

MSC Agency (India) Private Limited's Annual General Meeting (AGM) was last held on 21
September 2018 and as per records from Ministry of Corporate Affairs (MCA), its balance
sheet was last filed on 31 March 2018.

Directors of MSC Agency (India) Private Limited are Dipak Kumar Manharlal Mehta,
Ibrahim S Mohd Hussain Sharaf Alhashmi, Deepak Krishan Tewari, Indrajit Sengupta

CIN: U63090MH2001PTC133288

Company Name: MSC AGENCY (INDIA) PRIVATE LIMITED

Company Status: Active

ROC: ROC-Mumbai

Registration Number: 133288

Company Category: Company limited by Shares

Company Sub Category: Non-govt company

Class of Company: Private

Date of Incorporation: 06 September 2001

Activity: Supporting and auxiliary transport activities; activities of travel agencies

MARKET SHARE OF COMPANY IS 13.1 %

AWARDS AND RECOGNITION

2018 Green Company of the Year

Sailor Today SeaShore Awards

MSC SHIPMANAGEMENT (INDIA)

2018 Ship-manager of the Year

National Maritime Rating of Ukraine

MSC SHIPMANAGEMENT (UKRAINE)

2018 Top Ten Ocean Carrier

Port of New Orleans

MSC USA

2018 Sea Freight Operator of the Year

Freight Transport Association Award

MSC UK

2018 Container Line of the Year

Global Freight Awards

MSC

2018 Container Line of the Year

Global Freight Award

MSC

2016 Ship Manager of the Year

Sailor Today Seashore Awards

MSC SHIP MANAGEMENT (INDIA)

2016 Ship Manager of the Year

Sailor Today Seashore Awards

MSC SHIP MANAGEMENT (UKRAINE)

2016 Greenest Ship of the Year

IGS Awards - Green Shipping Summit

MSC GROUP
 INDUSTRY ANALYSIS

Introduction
According to the Ministry of Shipping, around 95 per cent of India's trading by volume and
70 per cent by value is done through maritime transport.

India has 12 major and 205 notified minor and intermediate ports. Under the National
Perspective Plan for Sagarmala, six new mega ports will be developed in the country. The
Indian ports and shipping industry play a vital role in sustaining growth in the country’s trade
and commerce. India is the sixteenth largest maritime country in the world, with a coastline
of about 7,517 km. The Indian Government plays an important role in supporting the ports
sector.

It has allowed Foreign Direct Investment (FDI) of up to 100 per cent under the automatic
route for port and harbour construction and maintenance projects. It has also facilitated a 10-
year tax holiday to enterprises that develop, maintain and operate ports, inland waterways and
inland ports.

The industry acts as a primary means of international transport of any essential commodity.
The global shipping industry can be broadly classified into wet bulk (like crude and
petroleum products), dry bulk (like iron ore and coal) and liners (like containers and others).
Further, there are various benchmarks that determine freight rates for these segments. The
prominent amongst them are Baltic Freight Index, Baltic Dry Index (for dry bulk segment)
and Baltic Clean and Dirty Tanker Index (for tankers).

Freight rates and earnings of the shipping companies are primarily a function of demand and
supply in the markets. Demand drivers are a function of trade growth and geographical
balance of trade (which determines the length of haul required). On the other hand, the supply
drivers are a function of new ship building orders as well as scrapping of existing tonnage.
The industry is regulated by the rules and regulations of International Maritime Organization
(IMO), classification society, and the requirements of the flag state. Apart from these, there
are also the rules and regulations of various countries where the vessel operates.

As regards India, the ports and shipping industry plays a major role in sustaining growth in
the country’s trade and commerce. As per the Ministry of Shipping, around 95% of India’s
trading by volume and 70% by value is moved through maritime transport.

Market Size
During FY18, cargo traffic at major ports in the country was reported at 679.36 million
tonnes (MT). In FY19P (up to February 2019) traffic increased by 2.79 per cent year-on-year
to reach 633.87 million tonnes. Cargo traffic at non-major ports was estimated at 491.95
million tonnes FY18 and grew at 9.2 per cent CAGR between FY07-18.

The major ports had a capacity of 1,452 million tonnes by FY18 end. The Maritime Agenda
2010-20 has a 2020 target of 3,130 MT of port capacity.

The government has taken several measures to improve operational efficiency through
mechanisation, deepening the draft and speedy evacuations.

FINANCIAL YEAR’18

Net profit at major ports has increased from Rs 1,150 crore (US$ 178.4 million) in FY13 to
Rs 3,413 crore (US$ 529.6 million) in FY18 while operating margin increased from 23% to
44%.

In May 2018, Ministry of Shipping allowed foreign flagged ships to carry containers for
transhipment.

In March 2018, a revised Model Concession Agreement (MCA) was approved to make port
projects more investor-friendly and make investment climate in the sector more attractive.

Project UNNATI has been started by Government of India to identify the opportunity areas
for improvement in the operations of major ports. Under the project, 116 initiatives were
identified out of which 89 initiatives have been implemented as of August 2018.

Investments/Developments
 Essar Ports will invest US$ 70 million in Hazira port by 2020.
 The Indian Minister for Shipping, Road Transport and Highways, Mr Nitin Gadkari,
announced a massive investment in India’s ports and roads sector, which is likely to
help boost the country’s economy. The Indian government plans to develop 10 coastal
economic regions as part of plans to revive the country’s Sagarmala (string of ports)
project.
 The zones would be converted into manufacturing hubs, supported by port
modernisation projects, and could span 300–500 km of the coastline. The government
is also looking to develop the inland waterway sector as an alternative to road and rail
routes to transport goods to the nation’s ports and hopes to attract private investment
in the sector.
  Ports sector in India has received a cumulative FDI of US$ 1.64 billion between April
2000 and December 2018.
 Indian ports and shipping sector witnessed three M&A deals worth US$ 29 million in
2017.

Government Initiatives
Some of the major initiatives taken by the government to promote the ports sector in India are
as follows:

 Net profit at major ports has increased from Rs 1,150 crore (US$ 178.4 million) in
FY13 to Rs 3,413 crore (US$ 529.6 million) in FY18 while operating margin
increased from 23 per cent to 44 per cent.
 In May 2018, Ministry of Shipping allowed foreign flagged ships to carry containers
for transhipment.
 In March 2018, a revised Model Concession Agreement (MCA) was approved to
make port projects more investor-friendly and make investment climate in the sector
more attractive.

Achievements
 Following are the achievements of the government in the past four years:
 Five times more growth in major ports’ traffic between 2014-18, compared to 2010-
14.
 Increased efficiency has led three times increase in net profits of major ports between
FY14-18.
 Turnaround time at major ports reduced to 64 hours in FY18 from 94 hours in FY14.
 Project UNNATI has been started by Government of India to identify the opportunity
areas for improvement in the operations of major ports. Under the project, 116
initiatives were identified out of which 91 initiatives have been implemented as of
November 2018.

PROSPECTS

• Government of India is targeting to make the country the first in the world to operate
all 12 major domestic government ports on renewable energy. The government plans to
install almost 200 MW wind and solar power generation capacity by 2019 at the ports. The
energy capacity could be ramped up to 500 MW in future years.

• The Government of India is planning to build 14 Coastal Economic Zones (CEZs) in

the country to boost manufacturing and jobs. In November 2017, the first mega CEZ at the
Jawaharlal Nehru Port in Maharashtra was cleared.

• With rising demand for port infrastructure due to growing imports (crude, coal) and
containerisation, public ports (major ports) will fall short of meeting demand.

• The government has initiated NMDP, an initiative to develop the maritime sector; the
planned outlay is US$ 11.8 billion. Plans to create port capacity of around 3,200 MMT to
handle the expected traffic of about 2,500 MMT by 2020.
Road Ahead
Increasing investments and cargo traffic point towards a healthy outlook for the Indian ports
sector. Providers of services such as operation and maintenance (O&M), pilotage and
harbouring and marine assets such as barges and dredgers are benefiting from these
investments.

The capacity addition at ports is expected to grow at a CAGR of 5-6 per cent till 2022,
thereby adding 275-325 MT of capacity.

Under the Sagarmala Programme, the government has envisioned a total of 189 projects for
modernisation of ports involving an investment of Rs 1.42 trillion (US$ 22 billion) by the
year 2035.

Ministry of Shipping has set a target capacity of over 3,130 MMT by 2020, which would be
driven by participation from the private sector. Non-major ports are expected to generate over
50 per cent of this capacity.

India’s cargo traffic handled by ports is expected to reach 1,695 million metric tonnes by
2021-22, according to a report of the National Transport Development Policy Committee.

Within the ports sector, projects worth an investment of US$ 10 billion have been identified
and will be awarded over the coming five years.

Exchange Rate Used: INR 1 = US$ 0.0139 as of Q3 FY19

TEUs- Twenty Foot Equivalent Units

In FY19 traffic has increased 2.90 per cent year-on-year to 699.05 million tonnes. Cargo
traffic at non-major ports was estimated at 281.0 million tonnes FY19P*.

Since ports handle almost 95 per cent of trade volumes in India, the rising trade has
contributed significantly to the country’s cargo traffic. Capacity at major Indian ports reached
1,477 million tonnes by FY19P. Capacity at non-major ports is expected to reach 968 MMT
in 2019 from 750 MMT in 2016. Given the positive outlook, proposed investments in major
ports are expected to total US$ 18.6 billion by 2020, while those in non-major ports would be
US$ 28.5 billion.

India’s total external trade1 grew to US$ 838.46 billion in FY19, implying a CAGR of 5.53
per cent since FY09. Merchandise exports during the year were US$ 331.02 billion while
imports reached US$ 507.44 billion.

In November 2016, Ministry of Shipping has sanctioned sum of US$ 1.49 million to Gujarat
Maritime Board for capacity building and safety training of workers involved in ship
recycling activities under Sagarmala. The Government of India has finalised master plans for
142 capacity expansion projects worth Rs 91,434 crore (US$ 14.19 billion) under the
Sagarmala programme. As of March 2018, projects worth Rs 1.85 lakh crore (US$ 28.70
billion) had been awarded under Sagarmala programme.

The Government of India has allowed foreign direct investment (FDI) of up to 100 per cent
under the automatic route for projects related to the construction and maintenance of ports
and harbours. Ports sector in India has received a cumulative FDI of US$ 1.64 billion
between April 2000 and December 2018. A 10-year tax holiday is extended to enterprises
engaged in the business of developing, maintaining, and operating ports, inland waterways,
and inland ports. The government has also initiated National Maritime Development
Programme (NMDP), an initiative to develop the maritime sector with a planned outlay of
US$ 11.8 billion.
 COMPETITORS ANALYSIS

MAERSK:

AP MOLLER – MAERSK GROUP

Founded in the year 1904 in COPENHAGON, DENMARK

Fleet of over 600 vessels

Largest container ship – Emma Maersk, which has a TEU of 2589905

Maersk is an integrated transport and logistics company and is a global leader in container
shipping and ports. The company employs roughly 70,000 employees across operations in
130 countries

At A.P. Moller - Maersk they have a distinctive set of Core Values which drive the way they
do business. These five corporate values were ingrained into their operations by their
founders, the Møller family, and have remained guiding principles, governing the
development of A.P. Moller - Maersk for over a century.

True industry-leading customer experience isn’t a vision. It’s a passion. A passion for their
customers whose business is dependent on moving the right products to the right market at
the right time.

As Maersk is striving to be a true integrator of container logistics connecting and simplifying

their customers’ supply chain through global end-to-end solutions, they just made their
customers´ life a lot easier. They are able to manage the entire product journey including
Inland Services, Customs House Brokerage, Ocean Freight, Warehouse Management and
Distribution to name but a view.

CMA CGM:
French company, founded in 1978

Headquarter – Marseille, France

Lead by Jacques Saade

Operates in 400 ports and 150 different countries

TEU – 1398296

With CMA CGM e-Solutions, you will be able to easily organize, follow and manage your
shipments from anywhere in the world. Through a fast and fully customizable digital
dashboard on CMA CGM’s website, you will be able to access real-time cargo data, receive
automatic notification, emit, modify and share mandatory documents and access end-to-end
business solutions for a unique transport management experience.

COSCO:

Chinese Company, Founded in 1961

China Ocean Shipping (Group) Company

Headquarter – Beijing

TEU – 715226

It is one of the largest DRY BULK CARRIERS in China and one of the largest in world also.

As of April 30, 2019, the total fleet of COSCO SHIPPING comprises of 1,287 vessels with a
capacity of 103.45 million DWT, ranking No.1 in the world. Its container fleet capacity is
2.98 million TEU, ranking the third in the world. Its dry bulk fleet (432 vessels/40.32 million
DWT), tanker fleet (196 vessels/25.04 million DWT) and general and specialized cargo fleet
(161 vessels/4.41 million DWT) are all topping the world’s list.

Thanks to its complete global service network, COSCO SHIPPING has become a top
international brand. The upstream and downstream links along the industry chain, such as
terminals, logistics, shipping finance, ship repair and shipbuilding, have formed a sound
industrial structure. The Corporation has invested in 56 terminals, including over 51 container
terminals, all over the world. The annual throughput of its container terminals amounts to
120.32 million TEU, taking the first place worldwide; the global sales volume of its bunker
fuel exceeds 29 million tons, which is the largest in the world; and the container leasing
business scale surpasses 2.7 million TEU, the third-largest in the world. Its offshore
engineering manufacturing competence and vessel agency business are also leading in the
world.

The vision of China COSCO Shipping is to undertake the mission of globalizing Chinese
economy, consolidate advantageous resources, take global shipping, integrated logistics, and
shipping related financial services as core business, and develop diversified industrial
clusters, so as to build a world-leading business entity that provides integrated logistics and
supply chain services.

Focusing on four strategic dimensions, which are “scale growth, profitability, anti-cyclical
capability and building a global company”, the Group highlights the “6+1” industrial clusters
layout. The “6” is shipping, logistics, finance, equipment manufacturing, shipping services,
and social services industrial clusters. The “1” means “Internet Plus” business based on
business model innovation. This layout will help facilitate the integration of shipping factors
and build a world-class logistics service provider.

Following the concept of “One Team, One Culture, One Goal and One Dream,” China
COSCO Shipping Group strives to be an outstanding enterprise that is larger, more
globalized, competitive and valuable, as well as a better practitioner of national initiatives, a
better service provider for its customers, a better partner for its suppliers and a better career
development platform for its employees.

Hapag – Lloyd:

German company, founded in 1970 (merger of 2)

Headquarter – Hamburg, Germany

TEU – 632348

Hapag-Lloyd is one of the leading carriers in this trade, offering an outstanding service in
market

6 weekly sailings between Asia and Latin America Pacific – Caribbean – the best frequency
in the market
Fast transit times between Asia and Latin America through our extensive feeder and
intermodal network

Excellent coverage and transit time to and from most important Mexican ports and locations
using our wide intermodal network

2 weekly sailings between Asia and South America East Coast, with extensive port coverage
and best frequency in the market

Hapag-Lloyd can offer a deep expertise on handling specialized business such as refrigerated
cargoes, minerals, retail, auto parts, and others through dedicated service desks and a modern
equipment fleet

Modern and efficient vessels in each of their services.

RESEARCH PROBLEM

 To identify reasons which impact customers in submission of Shipping Instructions

within cut off.
 To identify cost and operational challenge which these delays present to customers
and MSC and what can be done to overcome them.
 What happens if SI is delayed?

HYPOTHESIS

1. H0: There is no significant relationship between Daily Vessel Schedule and

submission of SI on time.
H1: There is a significant relationship between Daily Vessel Schedule and submission
of SI on time.

2. H0: There is no significant relationship between Missing SI alerts and Late

Documentation charges.
H1: There is a significant relationship between Missing SI alerts and Late
Documentation charges.

3. H0: There is no significant relationship between Submission of SI on time and

container shutout or roll over.
H1: There is a significant relationship between Submission of SI on time and
container shutout or roll over.
 OBJECTIVES

PRIMARY:

 To enable management of MSC to identify factors which result in delay of submission

of Shipping Instructions by customers, its cost and consequential impact on overall
business of customer and MSC.
 To identify a better work flow for customer and MSC to avoid such cost or
consequential delay or loss.
 To identify factors which if implemented, can further enhance customer support to
MSC.

SECONDARY:

 To get the overall knowledge of services of the company

 To get the appropriate information.
 It helps in the exploratory phase of the research.
 It aims at gaining a broader understanding of subject matter.

RESEARCH QUESTIONS

Q1. Who is submitting the Shipping Instructions?

a. Shipper
b. Forwarder

Q2. Do you receive Daily Vessel Schedule so that you are aware of MSC SI cut off?

a. Yes
b. No

Q3. Does your office submit SI on time?

a. Yes
b. No

Q4. Do you receive missing SI alerts from MSC?

a. Yes
b. No

Q5. Have you ever been charged with late documentation fees?

a. Yes
b. No
Q6. Have you ever had container shut out or roll over because of delayed SI submission?

a. Yes
b. No

Q7. State reasons for delay in submission of SI?

Q8. Any suggestion/feedback for MSC?

LITERATURE REVIEW

www.msc.com – MSC is a global business engaged in the shipping and logistics sector.
Present in 155 countries, MSC facilitates international trade between the world’s major
economies, and among emerging markets across all continents.

Founded in 1970 and headquartered in Geneva, Switzerland, since 1978, MSC is a privately-
owned organisation driven by the Aponte family. A world leader in container shipping, MSC
has evolved from a one vessel operation into a globally-respected business with a fleet of 510
vessels and more than 70,000 staff.

RESEARCH METHODOLOGY

RESEARCH DESIGN: The research design use for study is exploratory research. As
the name implies, the primary objective of exploratory research is to explore a problem to
provide insights into and comprehension for more precise investigation.

It is a research conducted for formulating a problem for more clear investigation. It aims at
the discovery of ideas and thoughts. The overall design of exploratory research should be
flexible enough so that it provides an opportunity to consider various aspects of the problem.
The research process unstructured. When it comes to statistical design exploratory research
has no pre planned design for analysis. Therefore, exploratory research results in insights or
hypothesis, regardless of the method adopted, the most important thing is that it should
remain flexible so that all the facets of the problem can be studied, as and when they arise.

SAMPLE SIZE: Any sample size i.e. n >= 30, is a large sample and so this
research has a large sample size. The sample size of our study is 80

SAMPLING METHOD: This is a non-probability sampling as there is no equal chance

of selection of sample elements.

JUDGEMENTAL OR CONVENIENCE sampling method is used as we had distributed our

questionnaire according to our convenience and judgement.

QUESTIONNAIRE: Type of questionnaire-

STRUCTURED: Multiple Choice Questions

UNSTRUCTURED (Open Ended)

DATA: Primary

DATA ANALYSIS

The data for the research belongs to the period of January to April 2019 of the clients who
had not submitted SI before the scheduled SI cut off.

Questionnaire is prepared to identify reasons regarding the delay in submission of Shipping

Instructions.

FINDINGS & INTERPRETATION

 WHAT HAPPENS IF SI IS DELAYED?

o FOR CLIENTS:
 BL will be released late
 Auditing will be done on later date
 Late SI filing charges are applicable if container is already on board, if
container is not on board subject container will be rolled over for next
vessel.
 Shut out cost will incur
 Delay in Manifest Correction
  If there is Perishable Cargo- Additional Cost will Incur

o FOR SHIPPING LINE:

 Manifest will be delayed

 Fine from Port of Discharge
 Vessel Space will not be utilized properly
 Draft will be delayed

 REASONS FOR DELAY IN SUBMISSION OF SI.

o Shipper doesn’t provide complete information on time

o Customers doesn’t get daily vessel schedules, SI instructions and VGM
(Verified Gross Mass) cut off dates on time.
o Workload
o Container doesn’t reach at port on time
o SI alerts are not on timely basis
o KYC code is not generated on time
o Delay in container examination
o Lack of coordination
o Late arrival of containers

 INTERPRETATION OF THE SURVEY

95%
Q1. COUNT OF
PARTICULARS DATA
Forwarder
Forwarder 76
Forwarder/C
Forwarder/CHA 1 HA
Forwarder/
Forwarder/ 1 Shipper
Shipper Shipper

Shipper 2
3% 1% 1%
Grand Total 80
Q2. COUNT OF
PARTICULARS DATA

No 24 No

Yes 47
Yes
Not on daily 2 60%
basis Not on
daily
Weekly 3 basis
Weekly
31%
Follow up is 1
more Follow
up is
Sometimes 1 more
3% Sometim
1% 4% es
Grand Total 78
1%

Q3. COUNT OF 94%

PARTICULARS DATA Most
Probably
Most Probably 1 Mostly

Mostly 1 No

No 1 Sometim
es
Sometimes 2 Yes

Yes 75

Grand Total 80 1%
3% 1% 1%
Q5. COUNT OF
PARTICULARS DATA

Yes 26

No 42

Sometimes 2

Only roll over 7

Grand Total 77

No
4%
32% Yes

Somet
64% imes

Q4. COUNT OF
PARTICULARS DATA

No 25

Yes 51

Sometimes 3

Grand Total 79
 54% Yes
34%
No

9% 3% Someti
mes
Only roll
over

Q6. COUNT OF DATA

76

Q7. COUNT OF DATA

78

RECOMMENDATIONS

 The answers for NO (not getting daily vessel schedules on the client’s appropriate
email distributions) are 31% approx. and to reduce this percentage following can be
suggested:
Respective CSU should approach on the list of clients who are not getting daily vessel
schedules on the required e-mail IDs and update the same in mass mailing.

 32% of the clients are not getting missing SI alerts. To reduce this number, following
are suggested:
1. SI cut-offs must be mentioned at the time of booking (on the Delivery Order)
with highlighted text.
2. If shipper doesn’t submit SI on time, then missing alerts should be given 2 or 3
days before, rather than a day before cut-off.
3. A chart of cut-off dates should be prepared.
 LIMITATIONS

 Some of the Freight Forwarders did not answered the calls at the time of feedback
 Communication Barrier
 Unaware of the correct information
 Concerned person not available at the time of feedback
 Difference in timings
 Mismatch of data
 Some shipments belongs to different offices (other than Noida Office)
 Busy schedule of the concerned person
 Lack of Knowledge
 Not sure enough about accuracy of data

FUTURE SCOPE OF THE TOPIC

It will help the organisation to understand the flaws in the system and helps them to coordinate with
the same, also enhances the better work flow for customer & MSC. It helps to identify the cost and
operational challenges which these delays present to clients & MSC and ways to overcome them.
To avoid such cost and consequential delay or loss this topic has been a major challenge in future.
The regular defaulters were listed so that the company can get the actual reason behind delay in
submission of Shipping Instruction.

The customers can also get to know where they are lacking. The main aim of this research is to
overcome the operational challenges and the cost incurred by company as well as clients. Due to
the delay many of the implications come across which were mentioned above in the findings and
interpretations; hence suggestions are also provided.

If the topic is referred in the future, it will help the concerned person to take some suggestions as
well as help him to guide others. The relations between some variables that are listed in the project
shows that there is link between them and that link can define the problem statement.

For the ones who are referring this research, it will help them to carry forward this topic and the
scope of research can be made broader. If the topic is expanded in the near future then, some of the
points can be taken as base points.
CONCLUSION