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SUMMARY
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EXECUTIVE SUMMARY
It is clear that the 3PL market in India is relatively new and fragmented where a few
large players dominate the entire market. One of the most important factors plaguing
the growth of 3PL in India is poor infrastructure, as also evident from the
respondents feedback.
Slow movement of cargo and congestion at the seaports due to insufficient
infrastructure, bureaucracy, red-tapeism and delay in government clearances coupled
with unreliable power supply and slow banking transactions add to the woes of the
exporters and make it difficult for them to meet the deadlines for their international
customers.
To expedite shipments, the exporters have to book their consignments as airfreight
rather than sea freight, which adds to the cost of the goods making them
uncompetitive in the international market. Many large shipping liners avoid Indian
ports in order to avoid delays in loading and unloading, and hence the Indian
exporters have to resort to transshipments at ports like Singapore, Dubai and
Colombo, which again adds to the cost of shipments and delays the delivery of export
goods. In domestic transportation of goods by rail, which accounts for 35% of the
total cargo movement, Container Corporation of India (CONCOR), a subsidiary of
Indian Railways, has a monopoly.
The global 3PL providers have to depend on CONCOR for containerized
transportation of goods by rail from one part of the country to another. This adds to
the transaction costs of the service providers, and also affects their service. Moreover,
due to insufficient number of rakes and Inland Container Depots (ICD), CONCOR is
not being able to manage the growing volumes of exports from the country.
All these facts ultimately point to the suggestion that the monopoly of CONCOR
should be done away with and private participation in development of infrastructure
should be allowed. Another important factor responsible for the slow growth of 3PL
in India so far, perceived by there spondents, is the lack
of trust and awareness among the Indian firms. On the one hand, the Indian firms
have not been aware of the benefits of 3PL. On the other hand, they do not trust the
3PL providers and do not want to share with them sensitive organizational
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information. One Delhi-based respondent said during a personal interview that many
firms do not want to outsource logistics activities because of vested interests.
VISION:- TO lead the Logistics industry into a new Era of Innovation, Quality,
Productivity, employee Opportunity and Social Responsibility.
Mission:- Making the most of our collective Passion, Experience and Scale, to build
the best
Logistics company and become our customers and our employees first choice,
worldwide.
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INTRODUCTION
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INTRODUCTION OF DHL
In (D, 1969, Adrian Dalsey, Larry Hillblom and Robert Lynn H, and L) founded DHL as a
service shuttling bills of lading between San Francisco and Honolulu. The company grew
rapidly and in a few years initiated service to the Philippines, Japan, Hong Kong, Singapore
and Australia, creating an entirely new industry of international door-to-door express service
in the Pacific Basin. Steady expansion continued in the 1970's as DHL initiated service to
Europe (1974), Latin America (1977), the Middle East (1978) and Africa (1978). The
international delivery company was the first to bring air express to the Eastern Bloc countries
in 1983 and to the People's Republic of China in 1986.
DHL's rapid growth reflects the globalization of trade. As our customers expand into
international markets, DHL is there to meet their needs. Today, DHL is the world's
largest and most experienced international air express network with service to 120,000
destinations in more than 220 countries and territories. DHL maintains its position as
the world's leading international air express network by continually expanding and
upgrading its network of offices, hubs and gateways, and by offering superior service.
More than 4,400 offices support DHL's extensive worldwide coverage. Of that total,
over two-thirds are owned and operated by DHL, far greater than any other company in
the air express industry. As a result, DHL has a significant advantage over other air
express carriers who use more third party agents in the
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foreign countries they serve. DHL also has dedicated customs personnel in nearly every
country where it operates to assist with customer shipments. These advantages result in
faster transit times, streamlined customs clearance ,effective tracking of shipments and
billing.DHL operates an unmatched global system of 238 gateways and more than 450
hubs, warehouses and terminals. This allows for the rapid and efficient movement of
shipments, resulting in fast, reliable and cost-efficient service to over 4.2 million
customers worldwide. More than 400 aircraft operate for or on behalf of DHL, giving
DHL the flexibility to use the fastest possible. As important as these facilities and
equipment are to supporting DHL's global network, it is the worldwide team of more than
170,000 professionals whose commitment to anticipating, understanding and meeting
each customer's unique shipping needs that makes DHL the industry leader.
DHL Express Worldwide (2009)
more than 124,000
more than 220
Hubs 36
4,700
Employees 72,000
Countries and territories 350
Packstations (only Germany) 900
DHL Logistics worldwide (2009)
Employees * more than 162,500
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Countries and territories 150
Terminals, warehouses, offices 813
Air freight volume 4,110,000 tones
Ocean freight volume TEU ** 2,400,000
DHL Exel Supply Chain
Countries and territories 59
Centers, warehouses, terminals 2,500Storage area sqm 23,000,000
DHL Freight
Countries and territories more than 30
Full truckload movements p.a. 2,000,000
Terminals more than 160
* Full-time employees at cut-off date
DHL NAMED GLOBAL 3PL OF THE YEAR AT SUPPLY CHAIN
ASIA LOGISTICS AWARDS
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DHL, the worlds leading express and logistics company, has won the coveted Global
3PL (third-party logistics) of the Year award at the Supply Chain Asia Logistics
Awards 2007, organized by Supply Chain Asia magazine. Readers of Supply Chain
Asia magazine and a panel of experts have bestowed this accolade on DHL for its
innovation, service excellence and commitment to providing customers with superior
express and logistics solutions. DHL received the award at a ceremony held at the
Hong Kong Convention and Exhibition Center yesterday The criteria for the Global
3PL of the Year takes into account customer service, product and service innovation,
as well as network and technology. DHLs quest to provide customized solutions and
efficient service made it a perfect candidate for this award. We are very honored to be
the recipient of this award. Our objective is to provide our customers with best-in-
class outsourcing and logistics services. To be voted Global 3PL of the Year speaks
volumes of how far we have gone to produce the best results for our customers, said
Paul Graham, Chief Executive Officer, DHL Exel Supply Chain Asia Pacific.
The annual awards ceremony is organized by Supply Chain Asia magazine, a leading
logistics and supply chain publication. Through votes cast by readers, finalists were
short-listed in each of the 15 categories. An independent panel of 15 judges then
selected the winners. This latest award further attests to DHLs leadership position in
the industry, having also received a string of awards this year. It won Best Express
Operator, Best Lead Logistics Provider, Best 3PL, Best Air Freight Forwarder, Best
Project Cargo Forwarder and Best Sea Freight Forwarder - at the prestigious 2007
Asian Freight & Supply Chain Awards (AFSCAs). It was also named International
Express Operator of the Year 2007 at the World Air Cargo Awards.
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Types of 3PL providers
Hertz and Alfredsson (2003) describe four categories of 3PL providers:
y Standard 3PL provider: this is the most basic form of a 3PL provider. They
would perform activities such as, pick and pack, warehousing, and distribution
(business) the most basic functions of logistics. For a majority of these
firms, the 3PL function is not their main activity.
y Service developer: this type of 3PL provider will offer their customers
advanced value-added services such as: tracking and tracing, cross-docking,
specific packaging, or providing a unique security system. A solid IT
foundation and a focus on economies of scale and scope will enable this type
of 3PL provider to perform these types of tasks.
y The customer adapter: this type of 3PL provider comes in at the request of
the customer and essentially takes over complete control of the companys
logistics activities. The 3PL provider improves the logistics dramatically, but
do not develop a new service. The customer base for this type of 3PL provider
is typically quite small.
y The customer developer: this is the highest level that a 3PL provider can
attain with respect to its processes and activities. This occurs when the 3PL
provider integrates itself with the customer and takes over their entire logisticsfunction. These providers will have few customers, but will perform extensive
and detailed tasks for them.
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2009 TOP 10 3PL SERVICES
1. DHL
2. SCHENKER
3. KUEHNE&NAGAI
4. TPG/TNT
5. UPS
6. P&O NEDLYOD
7. NIPPON EXPRESS
8. PANAPIINA
9. CH ROBINSON
10. NYK LOGISTICS
003 Top 25 3PLs13 Expeditors Intl 2,625 (all Revenue US$ Millions)12
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3rd Party Logistics (3PL) is the supply chain practice where one or more logistics
functions of a firm are outsourced to a 3PL provider. Typical outsourced logistics
functions are: inbound freight, customs and freight consolidation, public warehousing,
contract warehousing, order fulfillment, distribution and management of outbound
freight to the client's customers.On top of this, also Value Added Services can be
provided, such as: repackaging, assembling and return logistics. The 3PL Provider
manages and executes these particular logistics functions using its own assets and
resources, on behalf of the client company. The thoughts behind this are to keep the
firm competitive by keeping it lean without owning much assets, allowing it to focus
on niche areas and to reduce operational costs. Third Party Logistics is also referred to
as Contract Logistics.
3PL is evolving from predominately transactional-based to more strategic in nature.At the same time 3PL is gradually evolving into 4PL. A Fourth Party Logistics
provider is a supply chain services provider that searches the best logistical solutions
for its client, typically without using own assets and resources. Relatively new is the
term 5PL or even 7PL, indicating Total Supply Chain Management Outsourcing.
Evolution of 3PLThe concept of logistics outsourcing can be traced back as far
as one goes down the history of mankind. In Europe, a number of logistics service
providers can trace their origins back to theMiddle ages1. We restrict ourselves to therecent decades, and trace below the evolution of 3PLFrom the 1950s.1950s &
1960s Logistics outsourcing was limited to transportation and warehousing. The
transactions were mainly short-term in nature.
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1970s Emphasis was on improved productivity, cost reduction and long-term
contracts1980s Value-added services such as packaging, labeling, systems support
and inventory management were on offer1990s to present import/export Outsourcing
has picked up momentum, and more value-added services are being offered. Some of
them are management, customs clearance.
Firms with a wide and/or complex distribution network
Example: IBM
Firms that do not focus on logistics as one of their core competencies
y In strategic discussions on Core Competence.
y In the case of the creation of a new product group.
y When a company is integrating activities of a takeover,Compare Acquisition
Integration Approaches
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Steps in 3rd Party Logistics (3PL). Process
The application of 3PL is normally done in a number of phases:
y Awareness. Investigate possibilities, inform employee
y Market Research. Investigate market trends, in particular service
demands. See: SERVQUAL, Customer Satisfaction Model, and
Quality Function Deployment.
1. Strategy. Develop and compare logistics concepts.
2. Make or Buy. Build own competence or outsource.
3. Business Plan. Costs, benefits. Phasing. Timing.
4. Selection. Selecting partner based on market coverage,
competency, integrity, vision, etc.5. Agreement. Agreeing on mutual expectations using set of
Performance metrices.
6. . Evaluation and Renewal. Sustain partnership via mutual
financial costs and benefits.
STRENGTHS OF 3RD PARTY LOGISTICS (3PL). BENEFITS
Allowing firms to focus on developing their
Cost competencies.
Freeing up resources (money).
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Benefit from the logistics know-how and international networks of
specialized
3PL LOGISTICS PROVIDER.
ROLE OF 3PL IN INTEGRATION&SECURITY
Paris, October 6, 2008 Capgemini, one of the worlds FOREMOST providers of
consulting, technology and outsourcing services, in cooperation with the Georgia
Institute of Technology, Oracle and DHL today released an in-depth study into the
current state of logistics outsourcing. The study is based on a survey of 1,644 logistics
executives from North America, Europe, Asia Pacific and Latin America and
identifies a number of key findings:
y Green supply chain initiatives are essential for future business success according to
98% of logistics executives, yet the majority are unwilling to invest any additional
funds in the greening of the supply chain.
y The theft of material goods continues to be the top security concern. But the changing
business environment means that companies must focus more attention on other
causes of supply chain
y Underpinning sustainability and security are strong relationships across the different
parties in the supply chain achieved through integrated systems and services. Through
deliberate efforts to form solid relationships with logistics providers using detailed
contracts and metrics, companies can achieve significant cost savings, shorter order
cycles, better customer service and improved.
Business Efficiency
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Although the survey shows that 3PLs and their users believe the associated costs of
creating a more secure,-integrated, environmentally-friendly supply chain should be
split, there is continued resistance to collaboration and the unspoken assumption that
costs will ultimately be carried by the customer.
Green supply chain:
Companies are almost unanimous in their belief that green supply chain initiatives,
such as local sourcing, are important but there is widespread uncertainty about how to
move forward with sustainable supply chain.
Integrated Logistics
The benefits of supply chain collaboration and logistics integration can be huge, but
this can only be achieved by putting aside fears over loss of control, visibility,
internal competency, and of being too dependent on a third party service provider.
However, through the use of comprehensive service level
agreements that balance cost sand risks and 3PLs investing in their own service
offerings, companies will begin to experience the payoffs of working so closely
together. By adopting integration-enabling, open standards-based technologies
together.
3PL MARKET
. Currently, the logistics cost around the world is about $2 trillion. For any country,
the logistics cost is pegged between 9% and 20% of GDP. For India, the figure is
about 13%. Considering a GDP of over $475 billion, the logistics cost in India turns
out to be about $62 billion2.The 3PL market across the world is increasing at a rapid
rate. According to Armstrong & Associates, the world 3PL revenues in 1992, 1996
and 2000 were $10 billion, $25 billion and $56 billion respectively. According to
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another research firm IDC, the 3PL revenue was $141billion in 2003, and it will touch
$300 billion in 2006 growing at a compounded annual rate of 17%3. The worlds
largest 3PL providers are headquartered in Europe (Top seven 3PL providers in terms
of revenues are European-based, UK-based Exel plc being the largest in the world
with $8.3 billion in revenues), but the largest market is the U.S., which was about $80
billion in 2003 accounting for nearly 60% of the world market4. The 3PL market in
India is least developed. The market is highly fragmented, and there are very few
service providers, who generate substantial revenues (more than Rs. 50 crore). A
survey conducted by Frost & Sullivan estimates the logistics market in India at $298.7
million in 2003 or 0.48% of the logistics cost in that year5. Compare this figure with
7% across the world and 9% in the U.S. considering a GDP of over $10 trillion and
8.7% of the GDP being the logistics cost. There is an immense potential for cost
savings for India if it can bring down its logistics costs from the current level of 13%
of GDP to 8.7% (level in the U.S.). The savings would be around$20 billion resulting
in a potential 4.3% cut in prices of Indian goods globally making them more
competitive, a Logistics Institute Asia-Pacific study estimate.
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OBJECTIVE
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OBJECTIVES
PRIMARY OBJECTIVES
y TO UNDERSTAND 3PL SERVICES OF DHL
SECONDARY OBJECTIVES
y TO STUDY ABOUT THE CUSTOMERS OF 3PL
y TO STUDY THE BENEFITS OF 3PL & ITS MARKET IN INDIA
y TO KNOW THE STRENGTH AND WEAKNESS OF 3PL PROVIDERS
IN TERMS OF THEIR ASSETS &SERVICES OFFERED
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SIGNIFICANCEOF THE
PROJECT
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SIGNIFICANCE OF PROJECT
It helps in getting clear view that how Logistics has become so important , & how
third party logistics is helping DHL in providing different services to their
customers. It also helped in getting clear knowledge about how these can help in
achieving success in terms of more and more market share.
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RESEARCHMETHODOLOGY
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RESEARCH METHODOLOGY
The research methodology was based on collection of data from and secondary
sources. The primary sources were the 3PL providers, and data collection was through
questionnaire surveys, telephonic interviews and personal visits. The secondary
sources were books, published reports, journal articles and the Internet. The details of
the questionnaire design and the process of administering the questionnaire to
potential respondents are outlined below.
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THIRD PARTYLOGISTICS
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DEFINITION
Thi t Logi ti i si l the use of an outsi e company to perform all orpart ofthe firms materials management and productdistri ution function.
-- Simchi-Levi (2000)
A relationship bet een a shipper and third party which, compared with thebasic services, has more customi ed offerings, encompasses a broad number ofservice functions and is characteri ed by a long-term, more mutually beneficial
relationship --Murphy & Poist (1998)
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Current State-- Servi e Offerings
Dedicated Contract Transportation / Transportation Procurement Inventory Management Logistics Management and Consulting Freight Audit and Bill Payment Customs Services Shipment Tracking and Tracing Reverse Logistics and Value-added Services
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Current Industry Status
No commonly accepted terminology
Technologies increase visibility, efficiency and integration
The service menu is rapidly changing
New breed of companies are emerging
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3PL SERVICES
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THIRD PARTY SERVICES
y Any form of transportation that is offered to a shipper or a receiver ads
part of a total package of logistic services in which transportation is one
component.
y Use of a hire firm to perform all or part of a companys
supply/distri ution function.
SERVICES OFFERED BY THIRD PARTIES
y TRANSPORTATION
y .Freight forwarding
y .Freight brokerage
y .Dedicated carriage
y .Traffic management
y .Intermodal services
y .consolidation
y .Freight bill auditing.
y .Career selection.
y Rate negotiation
y .International services
y Logistics
y .Warehousing
y .Inventory control
y .Information systems
y .Network design
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y .Facility location
y .Order processing
y .Customer service
y . Assembly packing
y .Product return /repair
y .Supply chain mgmt
SERVICES OFFERED BY THIRD PARTIES
y .Transportation firms
y .Motor, Air Rail&Ocean carriers
y .Transportation mediaries
y ..Forwarders,Brokers,Imcs,Agents
y.Warehousing companies
y .Public ,Contract ,Dedicated
y Consulting firms
y Financial institutions
y Manufacturers
y Computer companies
REASON FOR THIRD PARTY USAGE
y Return to core competencies
y Reduction in headcount
y Provide operational flexibility
y Provides economics of scale
y Need for improved customer service
y Increased awareness of l&t value
y Trigger event
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THIRD PARTY BUYING PROCESS
y Diagnose need
y Identify alternatives
y Select provider
y Negotiate&implement agreement
y Process improvement
THIRD PARTY SELECTION CRITERI
y .Financial strength of provider
y .Expertise &experience
y Customer references
y .Integrated capabilities
y Information system capabilities
POTENTIAL LIMITATIONS TO THIRD PARTY SUCCESS
y Fear of losing control
y Fear of losing internal skill
y Managers do not want to lose their powers
y Reliance on outside firms can e dangerous
Pro lems in the growth of the 3PL market in India
There are some operational and regulatory roadblocks to the growth of the 3PL
market in India.
The major problems are outlined below.
The Indian firms are still wary of outsourcing their logistics activities due to lack of
trust and awareness. The 3PL activity is less than 10% of the total logistics operations
in India, whereas the corresponding figures for the U.S., Europe and Japan are 57%,
40% and 80% respectively2.
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According to a TCI-MDI survey6 of 130 Indian firms, 55.4% respondents indicated
that their firms use 3PL services. The mostly used 3PL services are inbound and
outbound transportation and customs clearing and forwarding. Outsourcing of other
value added services such as warehousing, inventory management, distribution and
order.
Prospects of the 3PL market in India
Despite the problems mentioned above, the 3PL market in India is poised to grow at
over 20%
compared to the average world growth rate of 10%7. Some of the large Indian
corporate such as
Reliance, Tata, Mahindra and Mahindra, TVS Group and Essar Shipping have already
forayed
into the logistics business. Initially these corporate formed divisions to handle internal
logistics,
but sensing the potential of the market, they have started offering logistics solutions to
other
Indian corporate and have already turned these logistics divisions into profit centres8.
Some
large express cargo and courier companies such as Transport Corporation of India
Ltd. (TCIL),
Gati, Safexpress and Blue Dart have also started offering 3PL services. Owing to the
large asset
base and distribution networks that are already put in place, it was just a matter of
time for these
companies to venture into the logistics business. Some of the reasons for the prospects
of the3PL market in India are given below.
3PL market in India are given elow Indian firms increasingly realize the importance of reducing cost and staying
competitive in the world market. One of the means of reducing cost is through
outsourcing logistics.
The Indian GDP is growing steadily at 6% compared to the world GDP growth rate
of 3%,which even beats the GDP growth rates in the U.S. (3.3%), U.K. (2.6%) and
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Japan (1.3%)9.This eventually will translate into more outputs and more demand for
specialized logistics services.
The Indian Government has focused on infrastructure development. One of the
initiatives is the golden quadrilateral project of the National Highway Development
Program, which will connect all the four metros and will act as East-West and North-
South corridors. Once completed, it will give a boost to the road transportation
network in India.
3PL services come under the purview of the BPO sector. The BPO sector in India,
mainly IT and ITES, is growing at a rapid rate, and the Indian Government has
declared many sopsincludingallowing 100% FDI though with certain restrictions in
some cases. This is in contrast with China where foreign investment in domestic
logistics is still not permitted. Almost all the large global 3PL providers have their
presence in India doing mainly customs clearance and freight forwarding for their
international clients. With the logistics market growing at a rapid rate and
infrastructure developing, it is just a matter of time before global 3PL providers invest
in domestic logistics. The possible routes may be acquisitions, quickand easy for the
fragmented logistics market, and forming wholly owned subsidiaries or joint ventures.
The Indian Government is working towards a uniform VAT regime. Once
implemented, it will enable the 3PL providers to consolidate the warehousing
facilities currently maintained in different states bringing in economies of scale.
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FOURTH PARTY
LOGISTICS
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Fourth Party Logistics (4PL
Fourth Party Logistics provider (4PL is a supply chain integrator thatassembles and manages the resources, capabilities and technology ofits own
organization with those complementary service providers to deliver a
comprehensive supply chain solution
In Europe, most of the large 3PLs move towards being 4PLs, alone of thru
partnerships, by integrating a large range of operations and new added value
services addressing forecasting, planning and supply chain global optimization
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A Note on Fourth-Party Logistics (4PL The Next
Evolution? Thought of as supply chain integrator, a firm that assembles and manages
the resources, capabilities, and technology ofits own organi ation with thoseof complementary service providers to deliver a comprehensive supply chainsolution.
4PLs manage and directthe activities of multiple 3PLs, serving as anintegrator.
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CONCLUSION
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CONCLUSION
It is concluded from the project that 3pl services is growing around the world as more
and more corporations prefer to outsource their logistics operations to the 3pl or
logistics service providers. The 3PL market in India is still in its infancy and is highly
fragmented. However, there is a high potential for growth of the market, which was
evident from the survey of the Indian logistics service providers. The respondents
held the poor infrastructure and the lack of awareness and trust among the Indian
firms responsible for the low growth of 3pl in India so far.DHL is one of the largest
3pl service provider in the world. It is well equipped with modern technology to meet
present day requirement. It is attired with sophisticated computerized system like ERP
and SAP as per the requirement of the branches. The 3pl services became very
efficient by the use of such software there is no space for human error after
implementation of these gizmo.
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BIBLIOGRAPHY
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BIBLIOGRAPHY
y WWW.DHL.COM
y WWW.AMAZON.COM
y WWW.ALIBRIS.COM
y WWW.GOOGLE.COM
y LOGISTICS IN INTERNATIONAL BUSINESS( RAJIV ASERKAR)
y THE TEXT BOOK OF LOGISTIC MANAGEMDENT(D.K.
AGGARWAL)
y WWW.WIKEPEDIA.COM
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