A STUDY ON ORDER MANAGEMENT IN EKART LOGISTICS CHANNAPATNA

CHAPTER-1

INTRODUCTION

a. Introduction to Logistics Management:

Logistics management is that part of the supply chain which plans, implements and
controls the efficient, effective forward and reverse flow and storage of goods,
services and information between the point of origin and the point of consumption in
order to meet customers requirements. A professional working in the field of logistics
management is called a logistician.

Logistics as a business concept evolved only in the 1950s. This was mainly due to the
increasing complexity of supplying one's business with materials and shipping out
products in an increasingly globalized supply chain, calling for experts in the field
who are called Supply Chain Logisticians. This can be defined as having the right
item in the right quantity at the right time at the right place for the right price and it is
the science of process having its presence in all sectors of the industry. The goal of
logistics work is to manage the fruition of project life cycles, supply chains and
resultant efficiencies.

b. Origin and Definition of Logistics:

The term "logistics" originates from the ancient Greek "λόγος" ("logos"-"ratio, word,
calculation, reason, speech, oration"). Logistics is considered to have originated in the
military's need to supply themselves with arms, ammunition and rations as they
moved from their base to a forward position. In ancient Greek, Roman and Byzantine
empires, there were military officers with the title 'Logistikas' who were responsible
for financial and distribution of supplies.

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The Oxford English dictionary defines logistics as: "The branch of military science
having to do with procuring, maintaining and transporting material, personnel and
facilities. "Another dictionary definition is: "The time related positioning of
resources." As such, logistics is commonly seen as a branch of engineering which
creates "people systems" rather than "machine systems".....

c. Prospects of Growth in the Industry:

In years gone by, the traditional warehousing and logistics facility was located by
railroad tracks, a water port, and/or freeways, usually in the least desirable parts of
cities or large towns. This stereotype then faded as gigantic, state-of-the-art facilities
began to sprout in more rural areas on the outskirts of transportation and population
hubs. The World started beginning to see such facilities showing up in even less
"traditional" areas. Modern warehouses now are being located in carefully manicured
industrial parks that are sprouting as fast as the corn and wheat once did in these open
spaces-often in out-of-the-way places. Why the emphasis on such locations for
logistics companies?

Much of it is due to the great flux that the logistics industry has been undergoing in
the first three years of the 21st century. Most of these changes are being driven by a
growing trend in the manufacturing and retail sectors to form partnerships with
companies to which they can outsource non-core logistics competencies-3PL
providers.

In turn, 3PL. providers are continually looking to provide innovative supply chain
solutions to customers by focusing on value-added capabilities, differentiating
themselves from the competition. They focus on key objectives, such as
implementing information technologies, instituting effective management processes,
integrating services and technologies globally, and delivering comprehensive
solutions that create value for 3PL users and their supply chains. This need to partner

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with customers and become more integrated into their supply chain processes has
created the ancillary need to locate close to these customers.

That isn't to say the need for easy access to transportation hubs and different modes of
transportation won't continue to be important. But the above shift in business strategy,
along with the advances in technology and enhanced communication, has opened the
door for logistics facilities to operate effortlessly in a myriad of locations.

Profit warnings, share price pressures, mergers, reorganizations, relocations,

disposals, painful layoffs and great geopolitical uncertainties can sweep away even
the most comprehensive logistics strategies and that's despite outstanding
management over many years. These are exceptionally difficult times and it has never
been more important to connect logistics and freight planning to executive board
thinking than now. It's easy to lose sight of the bigger picture in the rush to cut
infrastructure cost and conserve cash. Hopefully organization succeed in protecting
the business, satisfying shareholders and analysts, but what about capacity and
flexibility, morale and momentum?

To be a logistics winner in the coming years organizations need to use the downturn
to reshape for growth, propelled by an unshakeable conviction that the mission is still
important, that more prosperous times lie ahead, and that in some way the company
infrastructure is helping to build a better kind of world.

Logistics is inevitable in the future and essentially the management policy also has a
significant role in the future of world. Generally the study is being featured with all
aspects of management in Logistics and Freight areas. (Logistics include
Transportation, Warehousing, Network Design, Crossdocking, and Value Adding)

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d. General Import / Export Market:

a.) Market Analysis

UAE sea freight exports rose in volume and value during recent years. UAE's largest
exporting state, Dubai, led these increases with substantial increases in volume and
value of exports. All states showed an increase in export value and many states
having an increase in export volume. Abudhabi, Rasalkhaimah, and other states
showed small decreases in export volume compared to Dubai.

Total freight import values increased 16.3% in 2006/07. China remains largest import
market. Exports to other largest sea freight export markets showed substantial growth,
namely Africa (25.8%), India (28.4%) and other Asian Markets (28.4%). Over the
last 6 years, import volumes and value to China and India have consistently grown,
while imports from Japan increased following three consecutive years of decline.
Most of this increase can be attributed to a large increase in sea freight imports from
China, which rose 86,629,230 tones or 218.5%. Other substantial increases in import
volume were seen from Taiwan (23.7%), India (22.2%), Italy (14.9%), New Zealand
(14.9%) and Mexico (70.4%), while noteworthy decreases in export volume were
seen to Netherlands (-14.0%) and USA (-25.2%).

2006/07 saw a mixed result for Chinese and other Asian sea freight exports.
Increasing import value was led by Base Metals (principally Copper Cathodes and
Lead), despite recording a small decrease in import volume in the group. Mineral
Products (mainly Liquid Gas and Iron products) and Prepared Foodstuffs (mainly
packed FMCG products) were the other major commodity groups showing an
increase in value, also backed by increasing commodity prices for these groups.
Prepared Foodstuffs have shown a continual increase in import value over the last 6
years. The 2006/07 increase in Mineral Products and Base Metal Products imports

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follows 3 years of import value decline in these products. (Base metals used mainly
for Automobiles, Batteries etc.)

The most substantial decrease in export volume was seen in Vegetable Products
(grains and other plant products), with an associated drop in export value. Transport
Equipment also saw a large drop in export value and volume. A decrease in export
value continues 3 consecutive years of decreases in export value in these groups. The
most constant export is for dates to neighboring nations. Dates are of very less
demand in Western regions of the globe.

b.) Perishable Items- Animal Products: Meat, Dairy & Seafood

UAE import products in the Animal Products category include meat, seafood and
dairy. Chicken and lamb meat imports are UAE's largest sea freight imports in this
category. Both Chicken (110%) and Lamb (22.6%) saw increases in sea freight
import value during 2006/07, with smaller increases in total volume, reflecting the
increased price for these commodities during the period. Lamb imports by air also
rose in 2006/07, but imports by air account for only 3.7% of the total chicken and
lamb exports. Over the last 5 years, sea freight lamb imports have been quite
consistent and at a high level. The dramatic growth in chicken imports during
2006/07 comes on top of steady growth since 2000/01.

The other single largest Animal product commodity is Tuna, with 2006/07 sea freight
imports totaling $65,134,998 and 5,178 tonnes. This is well below the 2002/03 peak
of $201,066,102,

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COMPANY PROFILE PRODUCT PROFILE

Ekart logistics or Ekart courier is an Indian courier delivery services company,

headquartered in Bangalore, Karnataka. A subsidiary of electronic commerce
company Flipkart pvt. Ltd. it is run by Instakart services Pvt. Ltd.

Ekart delivers around 10 million shipments a month. As of 2015, Ekart shipped 85

percent of products ordered on Flipkart.

India's leading logistics and supply chain arm. they started operations in 2009 as
Flipkart's in-house supply chain arm. Our consistent excellence in consumer
experience, with reliable delivery and managing variability at scale, has made them
the preferred partner for various businesses. We can utilise our end-to-end fulfilment
services to keep their customers happy with on-time deliveries and hassle-free
services.

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Provider of logistics services intended to deliver shipments across various places. The
company's logistics services delivers 10 million shipments a month to 3800+ pin
codes, enabling Flipkart to provide a consistent excellence in consumer experience by
delivering reliably and managing variability at scale.

CORE VALUES

1. AUDACITY

We believe in pushing boundaries and changing the paradigm of the supply chain arm
by thinking big and taking bold steps.

2. BIAS FOR ACTION

We believe in creating an impact by bringing about innovative ideas to the forefront.

We think through and make speedy decisions, based on data, for every challenge put
forth to improve our customer experience That isn't to say the need for easy access to
transportation hubs and different modes of transportation won't continue to be
important.

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The internet retail industry in India:

E-commerce has changed the way of doing business in India. The Indian e-commerce
market is expected to grow from US$ 38.5 billion by 2017 to US$ 200 billion by
2026. Much of the growth for the industry has been triggered by increased access to
the Internet and smart phones. By September 2020, driven by the 'Digital India'
programme, the number of internet connections in India increased significantly to
776.45 million. Of the total internet connections, 61% were in urban areas, of which
97% were wireless. The Indian online grocery market is projected to reach US$ 18.2
billion in 2024 from 1.9 billion US$ in 2019, growing at a CAGR of 57%. India's e-
commerce order volume grew 36% in the last quarter of 2020, with the personal care,
beauty and wellness (PCB&W) segment being the biggest gainer. Driven by
increasing smartphone penetration, 4G network launches and rising consumer wealth,
the Indian e-commerce market is expected to grow from US$ 38.5 billion in 2017 to

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US$ 200 billion by 2026. Online retail sales in India are expected to grow by 31 per
cent. Reached USD32.70 billion in 2018 led

by Flipkart, Amazon India and Paytm Mall. In India, smartphone shipments reached
150 million units and 5G smartphone shipments crossed 4 million in 2020, driven by
higher consumer demand post-lockdown. Most Internet retailers provide services,
such as flexible payment methods, warranties for electronic Goods and free home
delivery. The prices of many players are very competitive with Hall the e-retailing
players offering good deals on a variety of products to attract the Customer. Players
with a wide variety of products have managed to garner the highest value sales.
Internet Retailing in India is divided into various formats, including vertical
shopping, where by Manufacturer retailer, also multi-product Internet retailer, such as
Future bazaar, Shoppers Stop shopping and compare. International companies were
not allowed in India till 2010: The government has banned FDI in multi-brand
retailing. However, in 2011 there was a ban Some of the major players including
Amazon.com in the liberalized and forecast period are Expected to enter the Indian e-
retailing ecosystem.

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CHAPTER-2

DESIGN OF THE STUDY

2.1 Statement of the Problem.

In the highly competitive and rapidly evolving logistics sector, companies like Ekart
Logistics face increasing pressure to ensure timely deliveries, maintain customer
satisfaction, and optimize operational efficiency. Despite Ekart's extensive network
and advanced technological integration, challenges such as last-mile delivery delays,
inventory mismanagement, increased operational costs, and customer service issues
persist. This study seeks to identify and analyze the key logistical challenges faced by
Ekart Logistics, understand their root causes, and evaluate how these impact overall
service efficiency and customer satisfaction. The aim is to provide insights that can
contribute to improving service delivery and operational performance within the
organization.

Research Questions.

• To find out that what is the easier way for providing advance product.
• How the products are helping the customer.
• To know the utility of the product.
• How the items helping the clients.

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Needs Of The Study.

• To evaluate the efficiency of Ekart’s logistics and delivery operations.

• To identify challenges in last-mile delivery and supply chain management.
• To understand customer satisfaction levels with Ekart’s logistics services.
• To analyze the role of technology in enhancing operational performance.
• To assess the cost-effectiveness of Ekart’s logistics processes.
• To explore opportunities for improving service speed and reliability.
• To provide insights for optimizing warehouse and inventory management.
• To examine Ekart’s competitiveness in the Indian logistics market.
• To support decision-making for future strategic improvements.
• To contribute to academic knowledge on logistics practices in e-commerce.

2.2 Review of Literature

The logistics industry in India has witnessed rapid transformation with the growth of
e-commerce. Several studies have highlighted the crucial role logistics providers play
in ensuring timely delivery and customer satisfaction. Ekart Logistics, as the supply
chain arm of Flipkart, has become one of India’s leading logistics companies, offering
end-to-end fulfillment solutions across the country.

Kumar (2021) emphasized the role of technology in optimizing logistics operations,

noting that companies like Ekart have leveraged data analytics, GPS tracking, and
automation to improve route planning and delivery efficiency. This aligns with
Sharma & Reddy (2020), who identified last-mile delivery as a major bottleneck in
the Indian logistics space, particularly in rural and semi-urban areas—an area where
Ekart has been expanding its reach through localized hubs.

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Agarwal (2019) examined customer satisfaction in logistics services, suggesting that

real-time tracking, timely deliveries, and responsive customer service are major
factors. Ekart’s integration with Flipkart’s platform allows for better synchronization
of order management and delivery, which enhances user experience.

Mishra (2022) conducted a comparative study of logistics providers in India and

found that Ekart’s strength lies in its deep integration with e-commerce, allowing it to
outperform many third-party logistics (3PL) providers in terms of delivery speed and
reliability.

Despite these strengths, Verma (2020) pointed out challenges such as high
operational costs, inconsistent performance in remote areas, and dependence on
Flipkart as primary client, which could limit Ekart's long-term scalability as an
independent logistics entity.

This literature suggests that while Ekart Logistics has built a strong logistics
infrastructure with advanced technological support, continuous innovation and
expansion beyond Flipkart’s ecosystem are essential to sustaining its competitive
advantage.

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Industry profile:

Frozen Prawns, increased in volume and value (7.0%) during 2006/07. Grated Cheese
(including Cheddar) remains an important dairy import by sea with yearly exports
fluctuating between $36 and $49 million over the last 6 years. Cheese curd exports
increased substantially during 2006/07. Imports are mainly from Denmark,
Switzerland. Grain: Wheat, Rice is UAE's single largest volume import commodity.
Import volume and value dropped across most major commodities in the grain
category. Actually had an increase in import volume for Rice and Wheat for the year
2006-07.

LOGISTICS (UAE - Middle East)

10 Logistics is the management of the flow of goods, information and other

resources, including energy and people, between the point of origin and the point of
consumption in order to meet the requirements of consumers. Logistics involve the
integration of information, transportation, inventory, warehousing, material-handling
and packaging. In terms of value, global logistics industry has been estimated to be
more than USD 235 billion and make up significant part of the GDP with regard to

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India. The Middle East is currently India's top export destination for a burgeoning
consumer electronics sector. Exports reached $175 million in 2005-06, an increase of
96 percent over the previous year, according to the Electronics and Computer
Software Export Promotion Council (ESC). The growing trade reciprocity with
China, 63 percent of respondents to a recent China supplier survey, Middle East
Export/Import Opportunities, cited the Middle East as the next "hot" import market
for Chinese-manufactured goods.

UAE is now in a stage of transition from an import substitution closed economy

model to an outward oriented trade regime. The importance of logistics as an enabler
of trade and economic growth is worth mentioning. Massive improvement in
infrastructure for transportation leads to present and future development in trade,
resulting in the economic growth of the nation. While around Dh.200, billion of
investments have been made during last 5 years to augment port facilities in the
country (UAE), equally massive investments have also been made in road networks.
The logistics/shipping/freight sector has received keen attention from both investors
and government.

On the positive point of view, new opportunities are opening up for the sector. Trade
volumes both overseas and inland are growing very fast. The pace of growth in the
specialized sectors like Liquid Natural Gas (LNG), Containers, Goods, Electronic
Equipments etc. are comparatively much higher. Integrated logistics and multimode
transportation are opening up new business for logistics/ shipping companies.

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Logistics Management and Logistics Management Software

Logistics management is that part of the supply chain which plans, implements and
controls the efficient, effective forward and reverse flow and storage of goods,
services and related information between the point of origin and the point of
consumption in order to meet customers' requirements. A professional working in the
field of logistics management is called a logistician. Software is used for automating
logistics activities which helps the supply chain industry in automating the work flow
as well as management of the system. Very few generalized software are only
available in the new market in the said topology. This is because there is no common
rule to generalize the system as well as work flow even though the practice is more or
less the same. Most of the commercial companies do use one or the other custom
solution. There are various software that are being used within the departments of
logistics mainly in Conventional Departments and for Container Trucking.

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a. Business Logistics

Logistics as a business concept evolved only in the 1950s. This was mainly due to the
increasing complexity of supplying one's business with materials and shipping out
products in an increasingly globalized supply chain, calling for experts in the field
who are called Supply Chain Logisticians. This can be defined as having the right
item in the right quantity at the right time at the right place for the right price and it is
the science of process having its presence in all sectors of the industry. The goal of
logistics work is to manage the fruition of project life cycles, supply chains and
resultant efficiencies.

In business, logistics may have either internal focus (inbound logistics), or external
focus (outbound logistics) covering the flow and storage of materials from point of
origin to point of consumption. The main functions of a qualified logistician include
inventory management, purchasing, transportation, warehousing, consultation and the
organizing and planning of these activities. Logisticians combine the professional
knowledge of each of these functions so that there is a coordination of resources in an
organization. There are two fundamentally different forms of logistics. One optimizes
a steady flow of material through a network of transport links and storage nodes. The
other coordinates a sequence of resources to carry out some project.

Scope of the Study

The research is limited to the branch/location where the internship was conducted and
focuses primarily on last-mile delivery operations and warehouse management.

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Objectives of the Study

The main objectives of this study are to understand and analyze the logistics
operations and service mechanisms at Ekart Logistics, based on practical exposure
during the internship. The specific objectives include:

• To understand the operational structure of Ekart Logistics, including

warehouse management, order processing, and last-mile delivery.
• To analyze the efficiency of logistics processes, such as delivery timelines,
accuracy of order fulfillment, and route optimization.
• To evaluate customer satisfaction with Ekart’s delivery services based on
service quality, communication, and reliability.
• To study the role of technology in Ekart’s logistics operations, including
tracking systems, inventory software, and automated sorting.
• To identify operational challenges faced by the company and suggest practical
recommendations for improvement.
• To gain hands-on experience in logistics and supply chain management within
a leading Indian logistics company.

Research Methodology

This section outlines the research design, data collection methods, and analytical
approach employed to study the logistics operations and service efficiency of
Ekart Logistics during the internship period.

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Research Design

The research follows a descriptive research design to analyze the operational

structure, delivery performance, and customer satisfaction aspects of Ekart
Logistics. The purpose is to gain insights into real-time logistics management and
supply chain practices.

Data Collection Tools

In order to gather relevant data for the study on Ekart Logistics, various tools and
techniques were employed to ensure a comprehensive understanding of the
company's operations. The following data collection tools were used during the
internship:

1. Observation

Description: Direct observation of warehouse activities, delivery routes, and day-

to-day operations provided valuable insights into the logistics processes. This
method was used to monitor how packages were handled, sorted, and dispatched.

Purpose: To understand the flow of operations and identify any inefficiencies or

bottlenecks in the process.

2. Interviews

Description: Semi-structured interviews were conducted with delivery executives,

warehouse managers, and support staff to gather qualitative data on their
experiences, challenges, and perceptions of the logistics system.

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Purpose: To obtain firsthand feedback on the operational challenges and the tools
used by employees in their daily tasks.

3. Surveys and Questionnaires

Description: Surveys were distributed among a sample group of customers to

assess their satisfaction levels regarding delivery time, package condition, and
overall service quality.

Purpose: To gauge customer experiences and identify areas where Ekart Logistics
can improve its services.

4. Internal Reports and Company Documents

Description: Company reports, operational logs, and standard operating procedure

(SOP) documents were reviewed to understand the formal structure and workflow
of logistics operations.

Purpose: To gain insights into the company's official practices, performance

metrics, and strategic goals.

5. Digital Tools and Tracking Systems.

Description: Observations of the software tools used by Ekart Logistics, such as

tracking systems and inventory management software, were made.

Purpose: To understand the role of technology in enhancing the accuracy and

efficiency of logistics processes.

6. Data Analysis from Operational Records

Description: Analysis of data related to delivery timelines, package accuracy, and

operational efficiency, collected through the company's internal systems.

Purpose: To quantitatively assess the efficiency of delivery processes and identify

areas for improvement.

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Limitations of the Study

1. Limited Access to Confidential Data

Due to company policies and confidentiality agreements, access to certain

sensitive data, such as internal performance metrics, financial information, and
proprietary logistics software, was restricted. This limited the scope of in-depth
analysis in some areas.

2. Geographical Constraints

The study was conducted at a single regional hub/branch of Ekart Logistics,

which may not represent the operations at all locations. The logistics practices and
challenges could vary across different regions, making the findings less
universally applicable.

3. Time Constraints

The internship duration was limited to a fixed period, restricting the ability to
observe seasonal variations in demand, delivery challenges, and other time-
sensitive operations that might affect logistics performance.

4. Limited Interaction with Customers

Customer feedback was mainly gathered through surveys or secondary sources, as

direct interaction with customers was limited. This restricted the depth of
understanding regarding customer satisfaction and service quality.

5. Operational Variability

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External factors such as weather conditions, traffic, and peak seasons may affect
logistics operations but were not fully accounted for during the internship.
Variations in these factors could impact the generalizability of some findings.

Chapter Scheme

• Background of the Study

• Overview of the logistics and supply chain industry.
• Importance of efficient logistics for e-commerce companies like Ekart.

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CHAPTER-3

DISCUSSION & WORK DISCRIPTION

Ekart Logistics, the in-house supply chain arm of Flipkart, operates as a major
logistics and delivery service provider across India. The company ensures efficient
last-mile delivery, reverse logistics, and warehouse management.

Key Areas of Work

1. Order Fulfillment

Receiving orders from Flipkart and other platforms

Picking and packing items in the warehouse

Updating order status in the internal systems

2. Last-Mile Delivery

Route planning for timely delivery

Doorstep delivery to customers

Customer verification and payment collection (for COD)

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3. Warehouse Management

Inventory tracking using barcode scanning

Shelving and retrieval processes

Handling returns and quality checks

4. Transportation and Routing

Coordination with vehicle drivers

Monitoring delivery timelines

Real-time tracking of consignments

5. Reverse Logistics

Pickup of returned or failed delivery items

Inspection and repackaging

Re-shelving or dispatch to the seller

6. Customer Interaction

Addressing delivery-related queries

Reporting delivery feedback.

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1. Which is the area of the activity, that organizations feel best in their service?

Table-1 Best Activity.

Chart-1 Best Activity

The pie chart above shows the best activity which organization feels in their
operations. The pie chart shows 98% of organizations have freight in the predominant
area, followed by 86% of warehousing. Another significant area is Crossdocking with
87% as best activity. There is only a minor activity based on network design with 4%
in pie graph. Most of the organizations have a mixture of all the activities in their day

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to day and 97% of organization says other activities bring in more revenue and the
best of their activities, which includes packaging, labeling etc.

2. What are the locations to which the company caters to?

Table- 2 Catering Locations

Table – 2 Catering Locations

The pie chart above shows each organizations catering location in the world. The
chart shows 100% of organizations cater to Asian region followed by 6% to Europe
and 89% to USA. Each organization has tremendous catering locations with 86% to
Australia, 71% to Africa, 98% to Russia, 98% to Middle East, and 90% to other
locations. Locations mentioned as other is company catering frequently with repeat

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orders of customers. Chart 6ii shows Lintas Freight and Logistics can enter European
markets and other favourable market is Africa. This can be looked into very seriously
in future business.

3. What is the significant lead-time for each service rendered with previous years
data of each organization?

Table- 3 Lead Time in Days

Chart- 3 Lead Time in Days

The above chart shows the service executed last year in logistics area and the
significant lead-time of each area. The chart shows 4122 numbers of freight service
jobs has been executed with average lead-time of 21 days. Similarly warehousing
jobs with 224 and lead-time of 22 days. While comparing with industry standards
Freight is dominating and similarly the main lucrative area is other (Packaging,
Labeling etc.), which has 833 in number and 21 days lead-time. Organizations lead-

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time is excellent except for Crossdocking. Focus should be to reduce lead-time and
increase more service.

4. Average elapsed time between order receiving and delivery of the service
(Inventory).

Table-4 Elapsed Time

Lintas F&L Industry Standards

Elapsed Time 3 6.9

Chart-4 Elapsed Time

The above chart shows the physical verification check and average elapsed time
between order eceiving and delivery of the service. The chart shows 89% of
organizations have physical erification. Average elapsed time between order
receiving and delivery of service has an verage of 6.9 days. The total value of elapsed
time is 613 days for 89 organizations, hence the verage days are 6.9 as explained in

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the figure for Industry average. Lintas elapsed time is emarkable compared to
industry standards.

5. Average number of customer complaints generated and industry average.

Table- 5 Complaints (Lintas with Industry Average)

Lintas F&L Industry Average

Complaints 290 179.71
Generated Last Year

Chart- 5 Complaints (Lintas with Industry Average)

The above chart shows average number of complaints. The complaints for Lintas
F&L is 290 and whereas to industry average is around 180 in number. Hence
organization should try to reduce the complaints arising. This can be achieved by
increasing new modern methods and facilities to customers. Organization need to

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heavily focus onto the issue to reduce number of complaints arising in operations,
customer satisfaction and other similar areas.

6. Rate the overall experience with the EKART service

TABLE -6 EKART service

Chart -6 EKART service

From the above table, we can determine that 81% of people gave maximum stars of 5,
12% of people gave 4, with 4% of people gave 3 and 0% of people gave 1 and 2 stars.

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Hence we can easy conclude that maximum number of people gave 5 stars compared
to others.

7. What impressed you most about the EKART service

TABLE 17 Impressed you most

TABLE 17 Impressed you most

From the above table, we can determine that 23.5% of people impressed on the price
of the product and 54.6% of people influenced on quality of the product, and 27.7%
of people is satisfied on customer service, and besides 17.6 people satisfied on

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tracking up the order. In conclusion we can say that people impressed on quality
service.

8. OCCUPATONAL STATUS

TABLE 3 OCCUPATONAL STATUS

Chart- 3 OCCUPATONAL STATUS

From the above table it is interpreted that 63% response are from students, 18.5%
response are from self employee, 16.8% response are from private sector, government
sector.

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9. GENDER

TABLE 9 GENDER

Chart- 9 GENDER

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From the above table it is interpreted that 51.7% of the respondents belong to male
and 48.3 % of the respondents belongs to female.

10. AGE OF THE OPTIONS

TABLE 10 AGE OF THE OPTIONS

Chart 10 AGE OF THE OPTIONS

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From the above table it is interpreted that 16.7% of the respondents belong to the
age of below 18 years, 61.7% belong to age of 18-25 years, 17.5% belong to the
age of 25-35 years and 4.2% belong to the age of 35 years and above.

CHAPTER-4

LEARNING OUTCOMES

FINDING

1. Technologically Integrated Operations

Ekart Logistics uses advanced technologies such as barcode scanning, GPS-enabled

tracking, and automated sorting systems. These integrations help streamline the entire
logistics workflow—from order intake to final delivery.

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Key Observation: Real-time visibility of parcel movement improves customer

satisfaction and operational planning.

2. Robust Last-Mile Delivery Network

Ekart has built a wide-reaching last-mile delivery infrastructure. The network covers
urban, semi-urban, and rural areas through delivery hubs and partner agents.

Key Observation: Delivery time is minimized by route optimization and local hub
placement.

3. Efficient Warehouse Management

The warehousing system is highly organized, with designated areas for inbound,
storage, sorting, packing, and outbound movement. Technology is used for shelf
tracking, FIFO (First-In, First-Out) processes, and inventory control.

Key Observation: Well-structured layout and scanning systems improve picking and
packing efficiency.

4. Reliable Reverse Logistics System

Ekart manages returns efficiently through its reverse logistics arm. Items are collected
from customers, inspected, and routed either for restocking or return to sellers.

Key Observation: Seamless return handling enhances customer trust and loyalty.

5. Data-Driven Performance Monitoring

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Ekart tracks Key Performance Indicators (KPIs) such as:

On-Time Delivery Rate

Delivery Success Rate

Average Delivery Time

Return Rate

Data is analyzed through dashboards to identify bottlenecks and improve service

quality.

Key Observation: Data analytics enables quick decision-making and continuous

improvement.

6. Scalability for High Demand Periods

Ekart scales its operations during high-demand periods like Big Billion Days by:

Setting up temporary distribution centers

Hiring seasonal delivery staff

Using predictive analytics for inventory forecasting

Key Observation: Scalability ensures service continuity during peak seasons.

7. Emphasis on Customer Experience

Customer satisfaction is a top priority. Delivery staff are trained for politeness and
professionalism. The app-based system allows customers to track shipments, schedule
deliveries, and raise queries easily.

Key Observation: Strong customer service policies enhance brand reliability.

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8. Challenges Observed

Despite its strengths, Ekart faces a few operational challenges:

Occasional delivery delays due to weather or traffic

High return rates in certain product categories

Dependency on third-party delivery partners in remote regions

Key Observation: These challenges are being addressed through process

improvements and feedback systems.

SUGGESTIONS

• Enhance Last-Mile Delivery Efficiency

• Implement AI-driven route optimization to reduce fuel costs and delivery
times, especially in congested urban areas.
• Real-Time Order Tracking for Customers

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• Provide more granular tracking updates and estimated delivery windows to

improve customer confidence and satisfaction.
• Strengthen Return Logistics
• Simplify and streamline the return pickup process, especially for rural
customers, to boost trust in the service.
• Sustainability Initiatives
• Invest in electric delivery vehicles and eco-friendly packaging to align with
environmental goals and enhance brand image.
• Employee Training & Retention
• Conduct regular training for delivery personnel to improve efficiency,
customer interaction, and reduce attrition rates.
• Data-Driven Decision Making
• Leverage data analytics to predict demand surges, optimize warehouse
inventory, and improve operational planning.

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CONCLUSION

Ekart Logistics, established in 2009 as Flipkart's in-house supply chain arm, has
evolved into India's largest logistics and supply chain company. Headquartered in
Bengaluru, it now operates as a subsidiary of Flipkart, offering end-to-end logistics

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solutions to a diverse clientele, including brands, MSMEs, and retailers across various
sectors.

Key Highlights:

Extensive Reach and Capacity: Ekart delivers over 10 million shipments monthly,
covering more than 15,000 PIN codes across India. Its infrastructure includes over 50
million cubic feet of warehousing space, 80+ sortation facilities, 3,500 delivery hubs,
and a fleet of 7,000 trucks, enabling it to serve 98% of Indian postal codes.

Comprehensive Services: The company offers a wide range of services, including

B2C and B2B express deliveries, warehousing, reverse logistics, partial and full
truckload movements, and 4PL solutions. These services cater to various industries,
such as retail, manufacturing, and pharmaceuticals.

Technological Innovation: Ekart has invested in advanced tracking systems and

digital solutions to enhance transparency and customer satisfaction. Its logistics
tracking system has redefined customer service in the e-commerce sector by
increasing transparency and reliability.

Sustainability Initiatives: Committed to environmental responsibility, Ekart has

implemented measures to reduce its carbon footprint, including transitioning to
electric vehicles and adopting sustainable packaging solutions. These efforts have led
to a significant reduction in carbon emissions.

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Significant Growth: Over the past three years, Ekart's supply chain monetization
efforts have achieved 8x growth, expanding its client base by 10 times. This growth
reflects its ability to empower brands and retailers to meet consumer demand
efficiently.

In conclusion, Ekart Logistics stands as a dynamic and forward-thinking entity in

India's logistics landscape. Its extensive infrastructure, comprehensive services,
technological advancements, and commitment to sustainability position it as a reliable
partner for businesses seeking efficient and scalable logistics solutions.

ANNEXURE

ANNEXURES (QUESTIONNAIRE)

A. NAME

B. GENDER

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1) MALE

2) FEMALE

3) PREFER NOT TO SAY

C. AGE

1118 YEARS

2) 18 TO 25 YEARS

3) 25 TO 35 YEARS

4) 35 YEARS

D. OCCUPATIONAL STATUS

1) STUDENT

2) SELF-EMPLOYEE

3) GOVERNMENT SECTOR

4) PRIVATE SECTOR

E. WILL YOU DO ONLINE SHOPPING

1) YES

2) NO

3) MAY BE

F. HOW OFTEN YOU DO ONLINE SHOPPING

11 DAILY

2) ONCE A WEEK

3) 2 TO 3 TIMES A MONTH

4) RARELY

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G. ARE YOU AWARE OF EKART COURIER COMPANY?

1) YES

21 NO

H. BY WHICH ONLINE SHOPPING SITE YOU CAME TO KNOW ABOUT

EKART

1) FLIPKART

2) MYNTRA

3) JABONG

4) OTHERS

1. DOES EKART DELIVERS THE PRODUCT ON PROMISED TIME

1) YES

2) NO

31 MAY BE

1. HOW IS EKART 'S CUSTOMER CARE SERVICE

1) EXCELLENT

2) GOOD

3) AVERAGE

4) POOR

5) VERY POOR

K. RATE HOW EASY FOR YOU TO TRACK YOUR ORDERS IN EKART

L. RATE THE BEHAVIOUR OF THE DELIVERY PERSON

M. HAVE YOU EVER RECEIVED A DEFECTIVE PRODUCT

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YES

2) NO

N. HOW MUCH DO YOU AGREE WITH THE FOLLOWING STATEMENT? IT

IS EASY TO

RETURN THE PRODUCT, IF THERE IS ANY ISSUES

1) STRONGLY AGREE

2) AGREE

3) NEUTRAL

4) DISAGREE

O. HOW DO YOU FEEL ABOUT THE DELIVERY CHARGE

1) HIGH PRICE

2) REASONABLE PRICE

3) AVERAGE PRICE

P. DO YOU KNOW ABOUT EKART HAVING A COURIER SERVICE

1) YES.

2) NO

Q. IF YES, HOW OFTEN DO YOU USE THE COURIER SERVICE

1) ONCE A WEEK

2) 2-3 TIMES A MONTH

3) ONCE A MONTH

4) LESS THAN ONCE A MONTH

5) RARELY

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R. WHAT IMPRESSED YOU MOST ABOUT THE EKART SERVICE

11 PRICE

2) QUALITY

3) CUSTOMER SERVICE

4) TRACKING THE ORDER

S. WHAT DISAPPOINTED YOU MOST ABOUT THE EKART SERVICE

1) PRICE

2) QUALITY

3) CUSTOMER SERVICE

4) TRACKING THE ORDER

BIBLIOGRAPHY

• http://www.indexuae.com/Top/Business_and_Economy/Services/Logistics

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• http://www.lintasfreight.com/
• http://www.uae-shipping.net/Lintas-Freight-Logistics-L.L.C..html

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