TABLE OF CONTENTS

CHAPTER NO. CONTENTS PAGE NO.

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

1.2 STATEMENT OF THE PROBLEM

I 1.3 OBJECTIVES OF THE STUDY

1.4 SCOPE OF THE STUDY

1.5 LIMITATIONS OF THE STUDY

1.6 INDUSTRY PROFILE

1.7 COMPANY PROFILE

II REVIEW OF LITERATURE

III RESEARCH METHODOLOGY

IV DATA ANALYSIS AND INTERPRETATION

V FINDINGS,SUGGESTIONS & CONCLUSION

BIBLIOGRAPHY

ANNEXURE
 LIST OF TABLES

TABLE NO TABLE NAME PAGE NO

4.1 GENDER OF THE RESPONDENTS

4.2 AGE OF THE RESPONDENTS

EDUCATIONAL QUALIFICATION OF THE

4.3
RESPONDENTS

4.4 MONTHLY SALARY OF THE RESPONDENTS

4.5 EXPERIENCE OF THE RESPONDENTS

4.6 EFFICIENCY OF EMPLOYEES

PROVIDING FAST AND QUALITY SERVICES IN THE

4.7
ORGANISATION

4.8 INCREASING THE DELIVERY PRODUCTIVITY

4.9 LEADS TO FLOW OF INFORMATION

4.10 MINIMIZING THE EMPLOYEES HANDLING COSTS

INCREASED CUSTOMER AND SUPPLIER

4.11
SATISFACTION

4.12 IMPROVED CUSTOMER EXPERIENCE

4.13 ENSURES INTELLIGENT ROUTE PLANNING

4.14 IMPROVES CUSTOMER RESPONSES

4.15 ENSURES SALES GROWTH

4.16 LOWER THE COST IN EVERY ASPECTS

4.17 INCREASES THE MARKET SHARE

4.18 INCREASES RETURN ON INVESTMENT

4.19 REDUCES INVENTORY HOLDING COSTS

4.20 REDUCES WAREHOUSE MAINTENANCE EXPENSES

4.21 HIGHER THE PRODUCTION RATES

4.22 BETTER INVENTORY CONTROL

4.23 SMARTER USE OF WAREHOUSE SPACE

OPTIMIZING OPERATIONAL COST OF THE

4.24
ORGANISATION

4.25 BOOSTING THE PROFITABILITY

 LIST OF CHARTS

CHART NO CHART NAME PAGE NO

4.1 GENDER OF THE RESPONDENTS

4.2 AGE OF THE RESPONDENTS

EDUCATIONAL QUALIFICATION OF THE

4.3
RESPONDENTS

4.4 MONTHLY SALARY OF THE RESPONDENTS

4.5 EXPERIENCE OF THE RESPONDENTS

4.6 EFFICIENCY OF EMPLOYEES

PROVIDING FAST AND QUALITY SERVICES IN THE

4.7
ORGANISATION

4.8 INCREASING THE DELIVERY PRODUCTIVITY

4.9 LEADS TO FLOW OF INFORMATION

4.10 MINIMIZING THE EMPLOYEES HANDLING COSTS

INCREASED CUSTOMER AND SUPPLIER

4.11
SATISFACTION

4.12 IMPROVED CUSTOMER EXPERIENCE

4.13 ENSURES INTELLIGENT ROUTE PLANNING

4.14 IMPROVES CUSTOMER RESPONSES

4.15 ENSURES SALES GROWTH

4.16 LOWER THE COST IN EVERY ASPECTS

4.17 INCREASES THE MARKET SHARE

4.18 INCREASES RETURN ON INVESTMENT

4.19 REDUCES INVENTORY HOLDING COSTS

4.20 REDUCES WAREHOUSE MAINTENANCE EXPENSES

4.21 HIGHER THE PRODUCTION RATES

4.22 BETTER INVENTORY CONTROL

4.23 SMARTER USE OF WAREHOUSE SPACE

OPTIMIZING OPERATIONAL COST OF THE

4.24
ORGANISATION

4.25 BOOSTING THE PROFITABILITY

 A STUDY ON OCEAN FRIEGHT FORWARDING WITH SPECIAL REFERENCE
TO BROEKMAN LOGISTICS INDIA PRIVATE LIMITED, CHENNAI

ABSTRACT

In a global economy, competitive and dynamic environment, logistics managements is

an important strategic factor for increasing competitiveness. The significance of logistics
management had evolved from a more passive and cost minimization oriented activity to a
key success factor for firm competitiveness. The main aim of the study is to analyses the
ocean freight forwarding with special reference to Broekman Logistics India Private Limited,
Chennai. This study is to analyse the logistics management on employees performance,
marketing performance, financial performance and profitability of the organization. The
sample of this study is 100. Efficient and effective logistics management is viewed and
regarded as competitive tool used as a means of increasing performance. This study
empirically looked at the relationship between logistics management and performance of the
oraganization.A structured questionnaire was administered through the e-mail survey and
hand delivery. Secondary data was obtained from both published and unpublished records.
The research design adopted for the studies is descriptive [Link] sampling
method is used. Percentage analysis, Chi Square test, Correlation Analysis statistical, Anova,
Regression tools are used. Both quantitative and qualitative techniques were used to analyses
the data with the assistance of SPSS software program. It revealed that proper storage
management and control reduces storage costs. The results indicate that accurate,
relevant and timely information from inside and outside the company enables
appropriate and timely decision making. The study concludes that logistics management has
the potential of positively influencing performance on firms in terms of cost reduction, timely
delivery, reduced lead time, demand realization, increased market share, quality products and
customer service satisfaction. To conclude, monitoring and evaluation of all the logistics and
transportation practices is crucial to excellent operational performance at Broekman Logistics
India Private Limited, Chennai.
 CHAPTER I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

LOGISTICS

Logistics is the process of planning and executing the efficient transportation and
storage of goods from the point of origin to the point of consumption. The goal of logistics is
to meet customer requirements in a timely, cost-effective manner. Logistics is used more
broadly to refer to the process of coordinating and moving resources – people, materials,
inventory, and equipment – from one location to storage at the desired destination. The term
logistics originated in the military, referring to the movement of equipment and supplies to
troops in the field.

Logistics refers to the overall process of managing how resources are acquired,
stored, and transported to their final destination. Logistics management involves identifying
prospective distributors and suppliers and determining their effectiveness and accessibility.
Logistics managers are referred to as logisticians. "Logistics" was initially a military-based
term used in reference to how military personnel obtained, stored, and moved equipment and
supplies The term is now used widely in the business sector, particularly by companies in
the manufacturing sectors, to refer to how resources are handled and moved along the supply
chain.

Logistics Management

Logistics management includes multiple processes that ensure seamless movement of

goods, freight, parcels, raw materials, finished inventory and packages from its point of
origin to end-customers. These processes can be both automated and manual depending on
the digital maturity of an enterprise. Modern and efficient logistics management, armed with
technologies like Artificial Intelligence, Machine Learning, Predictive Intelligence, the
Internet of Things (IoT) among others, empower businesses to discover new revenue streams,
boost delivery profitability and generate delightful customer experiences. Logistics
management is a core component of Supply Chain Management (SCM).

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 Supply Chain Management is a series of interconnected activities related to the
transformation and transition of raw materials into finished goods until they reach the
consumer. Supply chain management takes care of the entire process of buying, supplying,
manufacturing, and selling, while logistics bridges the gap between among different
segments. Highly Supply Chain Management aims to gain a substantial competitive
advantage through efficiency. Logistics also involves other activities like warehousing,
protective packing, order fulfilment, stock control, maintenance of equilibrium between
demand and supply, and stock management.

DEFINITIONS

 According to Christopher (2016), logistics refers to the process of planning,

implementing, and controlling the efficient flow and storage of goods, services, and
related information from the point of origin to the point of consumption in order to meet
customer requirements.

 According to Bowersox et al. (2013), logistics management involves the coordination

and integration of all activities involved in the procurement, production, and distribution
of goods and services, with the aim of achieving organizational goals such as cost
reduction, service improvement, and competitive advantage.

 According to Richard et al. (2018), organizational performance encompasses the overall

effectiveness and efficiency with which an organization achieves its stated objectives and
strategic goals, measured through various performance indicators such as financial
performance, operational efficiency, customer satisfaction, and market share.

 According to Ballou (2017), logistics can be defined as the process of strategically

managing the movement and storage of materials, products, and information throughout
the supply chain, with the objective of maximizing customer value and organizational
profitability.

 According to Coyle et al. (2015), logistics management refers to the systematic planning,
implementation, and coordination of activities related to the procurement, production,
inventory management, transportation, and distribution of goods and services, aiming to
optimize the flow of resources and minimize costs.

2
 According to Mentzer et al. (2016), organizational performance is the measure of how
effectively and efficiently an organization achieves its goals and objectives, including
factors such as productivity, profitability, quality, innovation, and customer satisfaction,
relative to its competitors and industry benchmarks.

 According to Chopra and Meindl (2018), logistics encompasses the set of activities
involved in the movement and storage of materials and finished products, as well as the
management of information flows, inventory levels, and transportation networks, with
the goal of ensuring timely delivery and meeting customer demand.

 According to Goldsby et al. (2019), logistics management encompasses the planning,

coordination, and execution of activities related to the sourcing, production, and
distribution of goods and services, incorporating elements such as inventory control,
order fulfillment, and supply chain visibility to optimize overall performance and
customer satisfaction.

 According to Simchi-Levi et al. (2016), organizational performance reflects the extent to

which an organization achieves its strategic objectives and fulfills stakeholder
expectations, encompassing both financial and non-financial measures such as
profitability, market share, employee satisfaction, sustainability, and corporate social
responsibility.

IMPORTANT OF LOGISTICS MANAGEMENT

The increasing complexity involved in the movement of goods from the point of
origin to the point of consumption has made logistics management critical with regards to
keeping up with changing customer needs, growing competition and evolving market
dynamics. Logistics is key to utilizing, planning, implementing and controlling the flow and
storage of goods and services to meet customer requirements. Efficient logistics management
provides clear visibility of transportation activities involved in ensuring smooth supply chain
operations. By analyzing the transportation data, companies can implement better route
optimization to avoid potential disruptions and also save on operational and fuel costs.

Logistics management helps to identify cost-saving measures and keep expenses

lower, thus ensuring better productivity. The last-mile is the most important element in
logistics and is the key to achieving customer satisfaction. Efficient logistics management

3
enables the implementation of reliable strategies that help provide services to meet customer
demand and boost sales volume.

LOGISTICS ACTIVITIES OR FUNCTIONS

1) Order processing

The Logistics activities start from the order processing which might be the work of
the commercial department in an organization. The commercial department is the one who
ensures that the payment terms and the delivery terms have been met and then processes the
order from within the company. Basically, the commercial team accepts the order from the
customer and places the order to the warehouse. If the customer has given the payment, a
commercial team makes the entry into the system and tells the warehouse that the customer
has given an order of 10 units so the warehouse needs to deliver 10 units.

2) Materials handling

Material handling is the movement of goods within the warehouse. It involves

handling the material in such a way that the warehouse is able to process orders efficiently.
Although it may sound a mundane task, it is an important one and an ongoing activity in any
warehouse.

3) Warehousing

If we take the example of LG or Samsung, these are consumer durable companies

which are present in multiple countries. Their manufacturing might be at one point, but the
distribution is all across the world. Thus, warehousing plays a huge role and is one of the
important Logistics activities. The important point in warehousing is that the warehouse
should be nearby to the dealer or the distributors’ place and it should facilitate the easy
delivery of goods. If there was a product which was from a branded company, but which
takes 1 week to deliver, then this product might not move as much in the market as another
product which is taking 2 days to deliver even though it is unbranded.

4
4) Inventory control

If a firm has 100 units of a product in stock, but the demand is only of 10 units, then
the company has uselessly invested in 90 units. This is money which can be used as
a working capital and it is money on which banks are applying interest.

5) Transportation

Now we come to one of the major logistics activities which is one of the most
resources heavy and revenue heavy segment of logistics. There is a single reason that
transportation is costly – Fuel. Be it petrol, Diesel or gas, fuel is costly, and it is mostly
consumed in transportation activities. This is why companies spend lakhs to control the
transportation expenses because it is one of the highest variable expense to any company.
Transportation involves the physical delivery of goods from the company to the distributor or
dealer and from the dealer to the end customer. Generally, companies are involved only till
the point delivery happens to the distributor or the dealer. The distributor is then responsible
for the delivery to the end customer.

6) Packaging

There are two types of packaging – One which the customer sees on the shelf of
supermarkets or hypermarkets where the package appears attractive and makes the customer
buy the packages. The other is transport packaging where the products are packed in bulk so
as to avoid any breakage or spillage and yet allow them to transfer huge volumes of the
product safely from one place to another. Packaging the product is a responsibility of the
logistics team because otherwise the product will reach damaged to the end customer and this
is a huge cost to the company. This is why, especially in export markets, a huge amount is
spent in the packaging of the product. The packaging may cost only 1-2% of the value of the
product, but if it is not right during transportation, it will result in 100% cost due to the
damage and loss of the product.

TYPES OF LOGISTICS MANAGEMENT

The logistics management process starts with the accumulation of raw material and
goes on to the final stage where goods are delivered to the destination. There are many types

5
of logistics associated with different supply chain processes. The main types of logistics
management are as follows:

1. Supply Management

Supply management involves the planning, procuring, and coordination of materials

that are needed in a certain location at a specific time to support production. This logistics
will also involve coordination for the storage and transportation of the materials. It also
means evaluating the level of supply to match demand to make sure that the process has a
smooth flow. Supply management needs to be handled on time as delays can lead to a
disruption in the entire supply chain.

2. Distribution and Material Handling

This movement generally involves moving stored materials or products for further
manufacturing or distribution. This kind of logistics involves a lot of loading, unloading,
tracking, and keeping stock of materials. This type of management controls the movement of
supplies from a central warehouse to various other locations, involving intense material
movement where timely delivery is an important factor.

3. Product Management

Product management in logistics involves planning, management, and control of the

different stages of production within a company. It takes care of the coordination required in
the manufacturing or assembling process, movement between factories and warehouses,
managing of production spaces, and sticking to a strict schedule. Production logistics
provides the means to achieve capital efficiency.

4. Customer Service Management

Customer service management refers to practices, strategies, and technologies that

companies use to manage and analyze customer interactions and data throughout the
customer lifecycle. Good customer service management in logistics depends on excellent
communication and timely and damage-free deliveries. This helps to improve business
relationships with customers and assists in customer retention.

6
5. Returns Management

Returns management, often referred to as reverse logistics, is the management of

returned items to the company. Returns management involves reclamation of material and
supplies from a production or assembly process or the return of damaged, unwanted and
unused products from the end customer.

MAJOR COMPONENTS OF LOGISTICS MANAGEMENT

Logistics management involves a vast network of suppliers, agents, freight

forwarding providers, distributors, packers, and service providers, through various modes of
transport. It is a complex process that includes multiple components that determine the
effective movement of goods. The major components of logistics management are:

Inventory Planning

Inventory planning ensures that proper stock quantities are maintained to meet
customer demand while minimising the costs related to storage. Inventory planning helps
provide accurate order fulfilment, a well-organized warehouse, increased productivity, and
savings in terms of time and money.

Inbound Logistics

Inbound logistics refers to the transportation, storage, and receiving of goods by a

business. Effective inbound logistics can help to procure high-quality products, reduce
overhead costs, avoid wastage of materials, increase sales and improve production time.
Inbound logistics is based on the relationship between businesses and suppliers.

Outbound Logistics

Outbound logistics refers to the transportation of finished products to customers from

a warehouse or distribution centre. The outbound logistics stages are warehousing and
storage, distribution, transportation, and last-mile delivery. It plays a critical role in a
supplier's overall customer relationship management process. Outbound logistics relates to
how companies get their goods to the end-customer.

7
Fleet Management

Fleet management involves the managing of vehicles to eliminate or mitigate the risks
associated with transporting goods. It also helps improve efficiency, productivity and reduce
overall transportation and labour costs. Fleet management helps to calculate the profitability
and scalability of logistics services and further optimizes logistics planning.

Warehousing

Warehousing refers to storing goods or raw materials in a warehouse. The capacity of

the warehouse is an important factor that impacts inventory planning. Effective logistics
management is not possible without proper warehouse management. Warehouse proximity
and capacity are two critical aspects in a supply chain that determines the efficiency of
logistics operations.

Delivery Fulfilment

Delivery fulfilment plays an important role in enhancing customer satisfaction. It is

the process used to move a product from its point of sale to the hands of the customer. It also
refers to the way businesses respond to customers and the steps taken to achieve the ‘perfect
order index’.

Demand Planning

Demand Planning is the process of analyzing, evaluating, and forecasting the demand
for goods to ensure availability of products and goods that customers want to buy. It gives a
business the ability to predict future sales and to have sufficient inventory levels to meet
customer needs, without having a surplus stock. Demand planning also predicts future
revenue generation opportunities and helps gain insights into market trends. It helps to plan
resources to meet demand and supply gaps as and when required.

EFFICIENT LOGISTICS MANAGEMENT BENEFITS

Businesses need to implement effective logistics management to remain competitive

and to ensure their stability. Proper logistics management ensures that businesses can meet
both demand and consumer expectations.

8
1. Improving customer experience

Logistics management helps to provide fast and quality service. A management

strategy can constantly try to improve transportation processes and eliminate any disruptions
since delayed deliveries can lead to a disappointed customer. Providing better customer
services and a smooth freight moving process can add more value to the customer experience.
Improved customer experience can lead to a better brand or company reputation and help
generate more business.

2. Optimizing operational costs

Logistics works optimally when there are ample transparency and visibility in
operations. An efficient logistics management plan can analyze historical data and provide
route optimization to increase efficiency and reduce fuel costs. Logistics management can
optimize the utilization of assets, improve business efficiency and reduce operational costs.

3. Boosting profitability

Logistics management enables companies to gain clear visibility of their operations,

improve customer relations, and reduce the necessity of maintaining excess inventory. This
helps to increase the order fulfilment rate, thus boosting profitability for the company. With
the usage of route optimization systems, implementation of the latest technological
innovations, and by increasing fleet capacity utilization, companies can minimize operational
costs and ensure synchronized supply chain management.

4. Better intermodal operations

Intermodal operations involve the use of two or more modes, or carriers, to transport
goods from supplier to consumer. Special standardized containers are used for intermodal
operations, which eliminates the risks of directly handling goods. Better intermodal
operations help to lower costs, are environment friendly, and are more reliable and safer.

5. Greater delivery productivity and efficiency

Logistics focuses on optimizing operations and improving efficiency without

affecting the profit margins. By reducing the wastage of resources, delivery productivity is
ensured without compromising on the timely delivery of goods. Logistics management can

9
meet quality standards, reduce failures, defects, and deviations to ensure that delivery
productivity is not affected.

6. Intelligent route planning

Goods need to be delivered efficiently and seamlessly while adhering to road safety
rules and set time deliverables. Smart route planning allows the easy selection of the best
routes, help avoid traffic jams, make it easy to monitor the status of drivers and vehicles,
reduce empty miles and ensure that the goods reach customers intact and on time. Smart route
planning ensures a good fulfilment rate and customer satisfaction.

WAYS FOR EFFECTIVE LOGISTICS MANAGEMENT

Efficient logistics management ensures a smooth flow of communication and

products, builds better customer relationships, and minimizes the need to maintain excess
inventory. It also helps to reduce errors, shrink delivery times and increases revenues.

Few tips are discussed below for effective logistics management.

1. Ensuring better control of ground-level activities

Logistics Management helps to connect all resources and integrate with various
departments to give a more visible and transparent view of operations. Real-time access to
information throughout the entire delivery process can streamline the transportation process
and ensure better control to mitigate delivery disruptions.

2. Bringing inventory closer to customers

The location of inventory plays an important role to fulfil delivery timelines. With
customers expecting faster delivery service day by day, the distance between the customer
and product needs to shrink. Logistics management needs to find inventory locations, which
can speed up the delivery timelines and keep operational costs at a minimum.

3. Automating core logistics operations

Automation saves a considerable amount of time and money because manual

interference is eliminated, especially with regards to repetitive tasks. Automating core
logistics operations like scheduling, task allocation, roster management, route planning

10
among others can reduce costly errors, improve customer service, and drive high-levels of
operational excellence. Automation ensures speed, accuracy, quality, and efficiency when it
comes to the execution of operations.

4. Embracing advanced routing practices

Advanced routing practices help to plan delivery routes that highly efficient and
productive. By considering a plethora of external factors like weather, one-ways, tonnage,
empty miles, risk factors and more modern route planning platforms can significantly reduce
transportation costs and delays.

5. Making last-mile deliveries customer-centric

Driven by the need to be instantly gratified, modern customers need to know where
their orders are, when it was shipped, when exactly will it de delivered and who will be
delivering it. Brands need to provide customers with self-service type delivery models that
allow them to select, and change if necessary, the delivery date, time and location. Hence, it’s
critical to make logistics operations, especially the last-mile, customer-centric.

6. Reducing carbon footprint

Transportation is one of the biggest reason for growing carbon emissions across the
globe. consume resources on a large scale and are largely responsible for the world’s carbon
emissions. By introducing modern technologies, like route optimization, automation,
Machine Learning, digital documentations among others, businesses can drastically shrink
their carbon footprint.

7. Accurately benchmarking 3PL performance

Third-party logistics companies are used when a business wants to outsource all or
some of its distribution and fulfilment functions. Embracing digital platform that empowers
logistics stakeholders to drive data-backed decision making goes a long way when it comes to
seamless management of third-party logistics providers. Effective logistics management that
ensures interoperability between in-house IT architecture with 3PL systems further enhances
3PL management by improving fleet visibility, real-time tracking, better delivery experiences
and enhanced compliance adherence.

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8. Building robust risk management strategies

Companies can enhance the robustness of their supply chains and protect them against
crises through strategic planning driven by digital logistics tools. Rigid processes and lack of
transparency lead to a lack of logistics agility and resiliency. Embracing digital tools that can
mitigate thefts, pilferage and damage is vital for ensuring customer loyalty and better
margins.

ORGANIZATIONAL PERFORMANCE

Organizational performance involves analyzing a company’s performance against its

objectives and goals. In other words, organizational performance comprises real results or
outputs compared with intended outputs. The analysis focuses on three main outcomes, first,
shareholder value performance; second, financial performance; and third, market
performance. Organizational performance comprises the actual output or results of an
organization as measured against its intended outputs. Organizational performance also the
success or fulfilment of organization at end of program or projects as it is intended.

Organization performance is described as the degree to which the organization is able

to convene the needs of its stakeholders and its own needs for survival (Griffin, 2003).
According to Swan son (2000), organizational performance is the valued productive output of
a system in the form of goods or services. Performance of organization can be measured by
operational performance (non-financial performance and financial performance. These
dimensions are divided into the following components: market share, return on investment,
increase market share, sales growth, return on investment growth, sales margins and the
overall situation of competition (Li et al., 2006).

1.2 STATEMENT OF THE PROBLEM

Ocean freight forwarding has the mission of getting the right goods or services to the
right place, at the right time, and in the desired condition at the lowest cost and highest return
on investment but with real satisfaction of customers. Logistics has become a part of a
company’s strategic planning, management and controlling. Every company must develop
their strategy and logistics competitiveness factors from their own point of view. The
company must analyse the effectiveness of logistics management often. They must reframe
the strategy to much effective in the competitive world. It must ensure to increases the

12
employees performance, marketing performance, financial performance and profitability of
the concern. The company has to reframe the logistic strategies when there is negative
feedback. Hence the study is undertaken to analyse on effective logistics management on
organsiational performance with special reference to Broekman Logistics India Private
Limited,Chennai

1.3 OBJECTIVES OF THE STUDY

Primary objective

 To study on Ocean freight forwarding with special reference to Broekman Logistics

India Private Limited, Chennai

Secondary objectives

 To analyse the logistics management on employees performance

 To measure the satisfaction level of logistics management on marketing performance

 To identify the logistics management on financial performance

 To assess the logistics management in the organisation and its impact on profitability

1.4 SCOPE OF THE STUDY

The scope of the study is confined with Broekman Logistics India Private Limited,
Chennai. The main aim of the study is to analyses the Ocean freight forwarding with special
reference to Broekman Logistics India Private Limited, Chennai. This study is to analyse the
logistics management on employees performance, marketing performance, financial
performance and profitability of the organization. The sample of this study is 100. Efficient
and effective logistics management is viewed and regarded as competitive tool used as a
means of increasing performance. This study empirically looked at the relationship between
logistics management and performance of the oraganization. The concern can come to know
whether there is improvement in customer response. The study will be helpful to understand
whether the concern can minimize its employees handling cost by its effective logistics
management.

13
1.5 LIMITATIONS OF THE STUDY

 The study restricts itself within Broekman Logistics India Private Limited, Chennai
only.

 It focuses only on Ocean freight forwarding on organizational performance.

 The study assumes that the information was given by the respondents without any
bios.

 The study is done based on the opinions of the sample taken at random, the size of
which is 100.

 The researcher found it difficult to collect the questionnaire, since some of the
respondents did not give proper response.

1.6 INDUSTRY PROFILE

Logistics – Global View

Global Logistics Industry includes all activities of the supply chain such as
transportation, customer service, inventory management, flow of information and order
processing. Other activities of the supply chain are warehousing, material handling,
purchasing, packaging, information dissemination and maintenance among others. The
Logistics market in terms of revenue was valued at US$ 8185.46 billion in 2015 and is
expected to reach US$15522.02 billion by 2023, growing at a CAGR of 7.5% from 2015 to
[Link] market in terms of volume was valued at 54.69 billion tons in 2015 and is expected
to reach 92.10 billion tons by 2024 growing at a CAGR of 6% from 2016 to 2024.1
1Transparency Market Research "Logistics Market - Global Industry Analysis, Size, Share,
Growth, Trends and Forecast, 2016 – 2024’

The Global Logistics Industry in 2017 is equally subject to global geo political
machinations but that apart countless disruptions threaten to tip the balance of global trade as
we knew it. These could be stated as follows: -

 Robotics, automation, 3 D /4 D printing will offset low cost manufacturing

advantages.

 Rampant protectionism favours localisation and also sustainability.

14
  Digitisation and demand driven logistics are pushing supply chains closer to demand.

 Middle class growth in developing markets is altering supply demand dynamics.

 Global E Commerce will challenge traditional borders and boundaries.

Thus there are countless locations with compelling value propositions. Whether it is
pureplay distribution facility, manufacturing center of excellence, transhipment port, regional
E Commerce hub or new market to sell in/ source from, retailers and manufacturers have no
shortage of options. On top of that if we consider global volatility and hypersensitivity to
supply chain exceptions then what emerges is that supply chain modelling, simulation and
optimisation are fast becoming core competencies.

Logistics – Indian Perspective

The Indian logistics sector is valued at USD$ 150 billion, contributing 14.4 % of
country’s GDP. With the easing of FDI norms, proposed implementation of GST, increasing
globalization, growth of ecommerce, positive changes in the regulatory policies, and
government initiatives such as “Sagarmala”, “Make in India”, the sector is expected to touch
$200 billion by 2020. In the World Bank’s Logistics performance ranking 2016, India’s ranks
has improved from 54 in 2014 to 35 in 2016, jumping 19 places.

Out of this USD 150 billion logistics cost, almost 99% is accounted for by the
unorganized sector (such as owners of less than 5 trucks, affiliated to a broker or a transport
company, small warehouse operators, customs brokers, freight forwarders, etc.), and slightly
more than 1%, i.e. approximately USD 1.5 billion, is contributed by the organized sector.
However, the industry is growing at a fast pace and if India can bring down its logistics cost
from 14% to 9% of the GDP (level in the US), savings to the tune of USD 50 billion will be
realized at the current GDP level, making Indian goods more competitive in the global
market. Moreover, growth in the logistics sector would imply improved service delivery and
customer satisfaction leading to growth of export of Indian goods and potential for creation of
job opportunities.

Logistics Market In India

India’s logistics market is expected to expand at an annual compounded growth rate

of 8% over the next five years, reaching USD 330 billion by 2025. This expansion will be

15
supported by several factors, including the fast-developing Ecommerce industry, impending
technical advancements, and an expanding retail sales market.

In 2021, India’s intercity logistics expenditure was USD 209 billion, accounting for
approximately 87 percent of overall logistics expenditure. The on-demand/spot market
accounted for 63% of total spending, while the contract market accounted for 37%. Metro
cities accounted for as much as 40 percent, or USD 84-billion of the total inter-city logistics
spend of USD 209 billion.

India’s freight business has a massive spot market, with USD 120-130 billion in
annual trade value expanding at a rate of 9-10 percentage. Agriculture accounts for 25% of
the entire spot market. Due to their modest production quantities and drop sizes, MSMEs
operate on the spot market, accounting for 25% of total truck bookings. The remaining 50%
is driven by large manufacturing enterprises that reserve FTL trucks on a spot basis.

Logistics industry performance

With the ever increasing demand for logistics, it is important to stand up to the global
call for sustainability. The government, in association with TERI (The Energy and Resources
Institute), introduced the Sustainable Urban Freight Coalition (SUFC) to facilitate sustainable
urban freight solutions. It aims at helping the nation achieve the vision of decarbonized
transport and logistics sector by 2030. It also states that India is the world’s third-largest
emitter of GHG emissions emitting about 2625.968 Mt CO2e in 2019 which are responsible
for Climate Change. Out of which, the logistics sector is responsible for 13.5% of energy-
related CO2 emissions. Thus, switching fossil with renewables and alternate energy fuels is
an unavoidable need of the present and future. TCI, through its multimodal capabilities
continues to make efforts to reduce overall carbon footprint in the ongoing as well as years to
come. We enabled to save 21,994 Tonnes of CO2 equivalent in terms of GHG emissions in
the year 2020-21.

There have also been certain challenges that the industry is facing – high international
freight rates, shortage of containers, high prices of ships, driver shortages, fuel price increase
and inflation in general. Operating costs will continue to increase and international freight
rates may stabilize only around June 2022. In the year ahead, the way forward is to capitalize
on new opportunities including multimodal, leveraging future technology to reduce margins
and previous technology investments to incubate big data, IoT, and omnichannel solutions.

16
Thus, the above shift continues to make the industry much moreresilient in adapting to any
challenge that comes forth.

Best Logistics Companies In India

Logistics companies are responsible for planning, controlling, storing, and executing
the movement of goods from the producer to the consumer. In commercial terms, it is an
efficient method that enables the cost-effective movement of goods and their storage from
producer to customer. The logistics and supply chain companies in India will simplify and
eliminate all transportation issues for your industry. Following are the top 11 logistics
companies in India.

1. Stockarea

Stockarea is a leading logistics company in India, offering end businesses with on-
demand logistics solutions. They offer end-to-end logistics services, including customs
clearance, freight forwarding, warehousing, and transportation. They have competence in
various industries like FMCG(fast-moving consumer goods), automobiles, pharmaceuticals,
electronics, textiles and chemicals, and they are functional in all major cities in India.

2. Aegis Logistics Ltd

Aegis Logistics Ltd was established in 1956. The company offers logistics and supply
chain management services to the oil, gas, and chemical industries. It distributes liquefied
petroleum gas and provides supply chain services to the oil, gas, and chemical industries.
Additionally, the company makes and distributes oleochemicals and kerosene oil, as well as
providing chemical storage. Storage facilities are located in Mumbai, Haldia, Pipavav, Kochi,
Kandla, and Mangalore.

3. Allcargo Logistics Ltd

Allcargo Logistics Ltd was established in 1993 and is based in Mumbai. It is one of
India’s biggest logistics companies. It provides services in a variety of modes of
transportation. This market leader in logistics is a subsidiary of the Avvashya Group. It
provides various multi-modal transportation services, including less than container load, non-
vessel operating common carrier, and full container load. It also offers container freight

17
terminals throughout India, third-party logistics, inland container depots, ship ownership,
warehousing, and chartering. The company employs over 300 people in over 160 countries.

4. Apollo LogiSolutions Ltd

Apollo LogiSolutions, headquartered in Gurgaon, Haryana, was founded in 2009. The

company is an integrated logistics solutions provider owned by Apollo International Ltd.
Through its extensive global network distributed across many sites, this organisation delivers
end-to-end integrated logistics services. It provides dry ports, freight forwarding, customs
brokerage, port clearance, order processing, freight forwarding, bonded warehouses,
warehousing, third-party logistics, and connectivity for the first and final miles. The company
operates in over 100 countries. Additionally, it has a sizable presence in the integrated
logistics sector, with a particular emphasis on the movement of EXIM goods.

5. Blue Dart Express Ltd

Blue Dart Express Ltd. is a Mumbai, Maharashtra-based logistics company in India.

Mr TusharJani launched the company in 1983. Blue Dart Express serves over 36,000 pin
codes in India and over 225 countries worldwide. They provide a variety of payment options
that combine services. These services include cash-on-delivery delivery, automated proof-of-
delivery during fulfilment, weather-resistant packaging for orders, rapid delivery, and time-
based/slot-based delivery.

6. Container Corporation Of India

Container Corporation of India was established in 1988 and is based in New Delhi.
The company is involved in container transportation (rail and road) and container handling.
Additionally, the company operates logistics infrastructure such as dry ports, container
freight stations, and private freight terminals. Its international services include train, road, air
cargo, reefer, and round trip block booking. Domestic services include train transportation,
door-to-door delivery/pickups, and terminal handling charges.

7. Mahindra Logistics Ltd

Mahindra Logistics was established in 2000 and is headquartered in Mumbai. The

company offers both internal and external clients logistical services. Its services include
incoming and outbound logistics, inter-plant movement, warehousing, and linefeed.

18
Additionally, it provides People Transport Solutions, a line of business that provides
enterprises with tailored services for employee transportation from home to work and return.
It is one of India’s top logistics companies.

8. TCI Express Ltd

TCI Express Ltd was established in 1996. TCI is a market leader in integrated supply
chain and logistics solutions and a pioneer in the Indian market for cargo transportation. TCI
provides integrated multi-modal logistics solutions, including transportation,
storage, warehousing, and transportation support services. The company engages in express
delivery and provides consumers with a single-window door-to-door service. Its
containerised fleet of vehicles offers express solutions with over 3,000 pickup points and
nearly 13,000 delivery locations. The company operates in about 200 countries. It provides
business-to-consumer (B2C) and business-to-business (B2B) distribution models with value-
added options such as cash on delivery (COD), pick and pack, late-night, and early morning
deliveries.

9. VRL Logistics Ltd

VRL Logistics Ltd was founded in 1976 and is based in Hubballi, Karnataka. The
company is involved in the transportation of commodities and passengers. The company
provides logistical services that include domestic freight transportation. It operates in the
following segments: freight transportation, bus operations, power sales, and air chartering
service. It provides less-than-truckload (LTL) services for general and priority parcels and
serves various industries, including fast-moving consumer goods (FMCG), textiles, clothes,
furniture, metal and metal products, and automotive parts.

10. Gati Limited

Since 1989, Gati has altered India’s logistic business through a series of ground-
breaking, revolutionary efforts that prepared the way for an organised logistic industry. Gati
now delivers complete Express Distribution and customised Supply Chain Solutions to
customers across multiple business verticals with annual revenue of INR 1700 Crores. Gati’s
advantage of continuous connectivity across air, road, and rail has resulted in an unrivalled
array of customer options. Gati owns and runs a fleet of approximately 5000 vehicles on the
road in India, and over 7000 business partners dubbed as Gati Associates.

19
11. TVS Supply Chain Solutions Ltd

TVS Supply Chain Solutions Limited is a subsidiary of the TVS Group, one of India’s
most prestigious enterprises with combined revenue of about US $8.5 billion. With a century
of experience, TVS Supply Chain Solutions Limited (TVS SCS) began as a business unit of
TV SundaramIyengar& Sons Ltd and was later spun off as TVS Logistics Services Limited
(TVS LSL) in December 2004. It is a global provider of world-class, end-to-end supply chain
services across various industries and an expert in transforming logistics supply chains
through increased efficiency, visibility of performance, and cost savings.

1.7 COMPANY PROFILE

Company Overview

Established in India in 2006, Broekman Logistics India Pvt Ltd plays a pivotal role in
the global supply chain. Leveraging India's strategic geographical location, the company
connects diverse markets and facilitates international trade. Originally founded as a shipping
agent in the Port of Rotterdam in 1960, Broekman Logistics has significantly evolved, now
providing comprehensive end-to-end supply chain solutions. With offices in the Benelux,
Central Europe, and India, the company offers a global reach.

Historical Background

Broekman Logistics began its journey in 1960 as a family-owned company, founded

by the Geuther family. Over the years, the company's core values and commitment, instilled
by the founding family, have been the cornerstone of its long-term partnerships. These values
have enabled Broekman Logistics to continually reinvent itself to meet the future needs of its
clients in highly specialized markets.

Global Presence and Services

Headquartered in Rotterdam, the Netherlands, within Europe's largest port, Broekman

Logistics is strategically positioned in the Waalhaven port area, close to the city center. The
company offers a full spectrum of logistics services, including ocean, road, rail, air, and
multimodal transport. Specializing in the handling, processing, and storage of complex,
heavy, or dangerous products, Broekman Logistics ensures efficient and safe transportation.
Additionally, the company provides Value Added Logistics (VAL) and Value Added

20
Services (VAS), aimed at simplifying and strengthening clients' supply chains on a global
scale.

Vision

To be a globally recognized leader in providing comprehensive and innovative

logistics solutions, seamlessly connecting markets and empowering businesses to thrive in an
interconnected world.

Mission

Our mission is to deliver exceptional end-to-end supply chain solutions through our
expertise in handling, processing, and transporting complex, heavy, and dangerous goods. We
are committed to continuously reinventing ourselves to meet the evolving needs of our
clients, upholding the core values and dedication of the Geuther family, and fostering long-
term partnerships that drive success in specialized markets.

Objectives of Broekman Logistics India Pvt Ltd

 Enhance global connectivity by leveraging India's strategic geographical location.

 Provide innovative and efficient end-to-end supply chain solutions.

 Maintain the highest standards in handling, processing, and transporting complex,

heavy, and dangerous goods.

 Foster long-term partnerships by upholding core family values and commitment.

 Continuously evolve to meet the future needs of clients in specialized markets.

Logistics Solutions Partner

Broekman Logistics India Pvt Ltd operates from 18 strategically located offices
across India, delivering on promises to customers in regions such as South East Asia,
Oceania, Africa, Europe, and the Americas. The company specializes in providing tailored
end-to-end supply chain solutions for the machinery, chemicals, and industrial sectors. The
comprehensive services include:

 Freight Services: Air freight, ocean freight, coastal transportation, Full Container
Load (FCL), Less than Container Load (LCL), and multimodal transportation.

21
  Value Added Logistics (VAL) and Value Added Services (VAS): Designed to
enhance and streamline supply chain processes.

 Project Logistics: Expertise in handling oversized, heavy, or high-value cargo.

 Warehousing and Storage: Offering secure and efficient storage solutions.

 Cargo Handling: Proficient in breakbulk and Roll-on/Roll-off (RoRo) cargo

handling.

 Shipping Services: Including shipping liner agency and husbandry services.

 Buyer Consolidation: Aggregating shipments for cost-effective transportation.

 Customs Clearance: Ensuring smooth and compliant import and export processes.

 Fiscal Representation: Managing VAT and other fiscal requirements for

international transactions.

Annual Turnover

Broekman Logistics boasts an annual turnover of approximately 250 million EUR and
employs around 1,000 people. As a comprehensive logistics service provider, the company
ranks among the top 20 logistics players in the Netherlands and is one of the few independent
providers with a strong focus on core industries. With substantial assets in terminals and
warehousing, Broekman Logistics effectively meets clients' needs in contract and port
logistics.

The company is strategically located in major economic growth hubs worldwide.

With 18 offices in India, Broekman Logistics is a specialist in the region, and with 16
locations in Central and Northwestern Europe, the company offers personalized service while
understanding local market requirements.

Integrated Logistics Services

Broekman Logistics goes beyond being just an international logistics partner. As a

specialized intermediary in logistics and transportation, the company ensures the safe
movement of goods from one location to another, while also providing in-house customs
services and micro warehousing with value-added services as part of its comprehensive
supply chain solutions. Additionally, Broekman Logistics adheres to GDP compliance and

22
has expertise in handling pharmaceutical products. From India, the company extends its
third-party logistics expertise to partners in various sectors, including industrial equipment,
offshore energy and project cargo, chemicals, greenhouse and horticulture, retail, general
cargo commodities, and agricultural and construction machinery.

Corporate Social Responsibility

Reducing the Ecological Footprint

Broekman Logistics is deeply committed to sustainability across all international

offices, spanning locations in the Benelux, Czech Republic, Poland, China, and India. As part
of the international freight forwarding services, specialization in multimodal transportation
ensures efficient and cost-effective movement of goods. The company actively promotes the
'modal shift' initiative, prioritizing inland waterways over road transport for container
movement, exemplified by initiatives like the Rotterdam Corridor and the Limburg express in
the Netherlands.

Prioritizing Energy Efficiency and Waste Reduction

In collaboration with partners, sustainable forklifts and warehouse trucks are

prioritized within warehouses. Given substantial involvement in handling specialty
chemicals, robust waste management structures ensure responsible processing of hazardous
waste in compliance with regulatory standards.

Digitalization for Sustainability

Embracing digitalization is pivotal in sustainability efforts. Across offices, efforts

focus on automating and digitizing processes to reduce paper dependency and strive towards
a paperless work environment. This includes effective waste separation and recycling
practices within premises. Digitalization initiatives extend to terminals, warehouses, and
offices, enhancing operational efficiency, providing insights for clients, and contributing to
overall customer satisfaction. These initiatives underscore Broekman Logistics' commitment
to sustainability, ensuring operations are efficient and environmentally responsible,
benefiting the communities served.

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 CHAPTER II

REVIEW OF LITERATURE

INTRODUCTION

The review of literature in research serves as the cornerstone upon which new
investigations are built. It offers a comprehensive examination and synthesis of existing
scholarly works relevant to the research topic. By delving into previously conducted studies,
researchers can identify gaps in knowledge, contradictory findings, and areas warranting
further exploration. This process not only enhances the understanding of the subject matter
but also aids in shaping the direction and focus of the current study. Through a meticulous
review of literature, researchers can position their work within the broader academic
discourse, contributing to the advancement of knowledge in their respective fields.

Izzah N (2016), Though resource based view (RBV) has been applied extensively in
supply chain studies to examine how firms utilize logistics resources to attain superior
performance, relatively little attention has been directed to exploring the effects of
operational routines on logistics and supply chain competencies. This study focus on logistics
service providers’ (LSPs) strategy and operations. Logistics service providers should adapt
their systems and procedures to customers’ specific requirements, to ensure high relationship
performance. Satisfied customers especially from e-business partners should promote the
providers’ adaptations, because these adaptations enhance the probability of contract renewal
and reduce the risk of providers’ unexpected termination of the contract, because of the
growth in online shopping has presented challenges for physical distribution service quality
provided by retailers and sellers including both multi-channel and pure players, and logistics
service providers. This paper aims to combine the perspectives of logistics-service providers
and e-business in the development of value-added logistics services. The purpose was to
create a theory-based and initially tested framework that could help both service providers
and e-business activities identify new opportunities for developing performance.

Izzah N (2016). A Review Of Logistics Management Related Knowledge Management.

[Link].(Lahore), 29(2),527-531.

Xiaoyun Bing (2016),During the last two decades, EU legislation has put increasing
pressure on member countries to achieve specified recycling targets for municipal household

24
waste. These targets can be obtained in various ways choosing collection methods, separation
methods, decentral or central logistic systems, etc. This paper compares municipal solid
waste (MSW) management practices in various EU countries to identify the characteristics
and key issues from a waste management and reverse logistics point of view. Further, we
investigate literature on modelling municipal solid waste logistics in general. Comparing
issues addressed in literature with the identified issues in practice result in a research agenda
for modelling municipal solid waste logistics in Europe. We conclude that waste recycling is
a multi-disciplinary problem that needs to be considered at different decision levels
simultaneously. A holistic view and taking into account the characteristics of different waste
types are necessary when modelling a reverse supply chain for MSW recycling.

Xiaoyun Bing (2016). Research challenges in municipal solid waste logistics

[Link] Management, Volume 48, February 2016, Pages 584-592.

Gattorna, J., Day, A. and Hargreaves, J. (2017), Key components of the logistics
mix are described in an effort to create an understanding of the total logistics concept.
Chapters include an introduction to logistics; the strategic role of logistics, customer service
levels, channel relationships, facilities location, transport, inventory management, materials
handling, interface with production, purchasing and materials management, estimating
demand, order processing, systems performance, leadership and team building, business
resource management.

Gattorna, J., Day, A. and Hargreaves, J. (2017), "Effective Logistics Management",

Logistics Information Management, Vol. 4 No. 2, pp. 2-86.

Allen, J., Browne, M., Hunter, A., Boyd, J. and Palmer, H. (2017), Discusses part
of a project conducted by the authors into the logistics planning and management and costs of
supplying biomass fuels to biomass‐fired power stations in the UK. Defines biomass fuels
and the reasons for the growth in interest in their use for electricity generation. The activities
and parties involved in the biomass fuel supply chain are discussed together with the
management of the chain in order to achieve smooth and consistent flow of biomass fuel to
power stations. Explains the approach used to modelling the delivered costs of biomass fuels
for four types of biomass fuel included in the project: forest fuel, short rotation coppice, straw
and miscanthus. Comments are given on the environmental impacts of the fuel supply chains.
The results indicate that straw supply systems are capable of producing the lowest delivered

25
costs of the four fuels studied. Short rotation coppice and miscanthus, two new energy crops,
are likely to have the highest delivered costs at present. This is due to the cost of growing
these fuels and the financial incentives required by farmers to persuade them to grow these
crops. Logistics costs (i.e. transport, storage and handling) are shown to represent a
significant proportion of total delivered cost in biomass supply. Careful supply chain
planning and logistics management will be of central importance to the success of the
biomass industry.

Allen, J., Browne, M., Hunter, A., Boyd, J. and Palmer, H. (2017). Logistics
management and costs of biomass fuel supply. International Journal of Physical
Distribution & Logistics Management, Vol. 28 No. 6, pp. 463-477.

Goh, M. and Pinaikul, P. (2017), Many firms are starting to focus on the effective
and efficient supply chain management in Asia. This empirical paper reports on the state of
existing logistics management practices in Thailand. The main results reveal that firms prefer
agile suppliers. Also, most of the logistics costs incurred are on transportation and
warehousing. Firms that have instituted logistics departments are making an effort in
upgrading their logistical systems and are more pervasive in using technology to manage
logistics as compared to firms without formalised logistics departments. The factors
hindering logistics development include inefficient logistics information systems, acute
transportation bottlenecks, and the lack of logistics management expertise. Finally, future
logistics managers need to be competent in modern technology and possess logistics specific
skills.

Goh, M. and Pinaikul, P. (2017).Logistics management practices and development in

Thailand. Logistics Information Management, Vol. 11 No. 6, pp. 359-369.

Sum, C., Teo, C. and Ng, K. (2018),In today’s highly competitive environment,
many companies are going global to acquire market share and take advantage of higher
production and sourcing efficiencies. A key determinant of business performance is the role
of the logistics function in ensuring the smooth flow of materials, products and information
throughout the company’s supply chains. To compete effectively, companies must recognize
the strategic importance of the logistics function. The strategic management of logistics and
supply chain practices of companies in Singapore is examined. A framework is proposed to
classify companies according to the extent that logistics is used as a competitive weapon. The

26
practices and characteristics of the various strategic groups are then examined and analyzed.
The best practices of companies with strategic logistics are also identified. The use of
information technology (IT) and the factors that will shape the logistics industry in the future
are also explored. Being one of the first major studies on the Singapore logistics industry,
generates new insights and information for logistics managers and businessmen interested in
the Singapore logistics landscape.

Sum, C., Teo, C. and Ng, K. (2018).Strategic logistics management in Singapore.

International Journal of Operations & Production Management, Vol. 21 No. 9, pp.
1239-1260.

Nilsson, F. (2018),The purpose of this paper is to present findings concerning what

logistics managers perceive as being difficult and challenging, and what implications this
may have for further advances in the logistics discipline. The point of departure for this study
was to reflect on perceived problems, uncertainties, trends, and solutions in logistics, and
how they are handled in the everyday work. The study was exploratory, inspired by grounded
theory and aimed at providing grounds for further theory building in the area of real logistics.
The findings of this study was related to human, organizational and social aspects, i.e. how
understanding and sense‐making can be accomplished in logistics efforts. A major outcome
from this research endeavor was initial, empirically derived arguments toward theories of
complex logistics. One primary finding of importance was the identification of understanding
and sense‐making of concepts, techniques and models in logistics. Thus, future research is
needed to provide insights and guidance on how human factors can be considered and
elaborated by management in logistics situations. Logistics complexity needs consideration
when logistics processes and phenomena are approached to ensure increase understanding for
people involved and affected, and for the sense‐making of logistics phenomena.

Nilsson, F. (2018).Logistics management in practice – towards theories of complex

logistics. The International Journal of Logistics Management, Vol. 17 No. 1, pp. 38-54.

Stefansson, G. (2018), this paper aims to derive and verify a collaborative framework
that specifies the role of different parties in contemporary logistics setups. To prepare this
paper, a study of the logistics literature has been conducted together with several case studies.
The empirical evidence has been collected in Europe as well as in the USA. Different aspects
of collaboration between organizations in logistics setups have been studied where the

27
services and the activities have been analyzed to understand the characteristics of the role of
third‐party service providers. The results from the work cluster the different third‐party
service providers in three different groups: carriers, logistics service providers (LSPs) and
logistics service intermediaries (LSIs). All of these parties have different roles and provide
various services in outsourced logistics setups. A collaborative logistics management (CLM)
model has been derived that embraces the role of the different parties, the information and
material flows between them, the interface attributes and the information systems
architecture. In this paper, a focus is mainly on the part of the model that reveals the role of
the third‐party service providers. The practical implications of the work has its foundation in
that activities, performed by two parties, can be adapted to each other so that their combined
efficiency is improved. The CLM model can be applied when designing and negotiating
third‐party services for specific logistics assignments.

Stefansson, G. (2018). Collaborative logistics management and the role of third‐party

service providers. International Journal of Physical Distribution & Logistics
Management, Vol. 36 No. 2, pp. 76-92.

Photis M. Panayides (2019), the paper investigates the effects of organizational

learning on inter-firm relationship orientation in the logistics service provider–client
interaction. A conceptual model is developed and four research hypotheses are empirically
examined using structural equation modelling. The data were collected via a survey of Hong
Kong based logistics service providers. The results indicate that organisational learning has a
positive influence on relationship orientation as well as on the improvement of logistics
service effectiveness and firm performance. Theoretical, managerial and research
implications are discussed.

Photis M. Panayides (2019). The impact of organizational learning on relationship

orientation, logistics service effectiveness and performance. Industrial Marketing
Management, Volume 36, Issue 1, Pages 68-80.

Kenneth W. Green (2019) The purpose of this work is to theorise and assess a
logistics performance model that uses logistics performance as the central build, supply chain
management scheme as an precursor, and organisational performance—both financial and
marketing performance—as a result. Structural equation modelling is applied to examine data
from a nationwide sample of 142 stand and operations managers. The results demonstrate a

28
positive relationship between supply chain management strategy and logistics performance,
as well as a positive relationship between logistics performance and supply chain
management strategy and marketing performance, which in turn has a positive relationship
with financial performance. The efficiency of logistics and supply chain management did not
directly influence financial performance, it was found. Research This study's exclusive focus
is on how logistics performance affects organisational performance in a supply chain
environment. Real-world applications Manufacturers assist their organization's supply chain
plan by working to enhance the logistics operations, which leads to enhanced performance for
the entire supply chain and, eventually, their developed businesses. Organizational managers
are being urged to pay close attention to supply chain activities like logistics in order to
increase the competence potential of the supply chains in which their companies play a key
role.

Kenneth W. Green (2019). The Impact of Logistics Performance on Organizational

Performance in a Supply Chain Context”, Research gate, Supply Chain Management,
13(4):317-327.

Yuan Yuan (2019), Path selection is one of the fundamental problems in emergency
logistics management. Two mathematical models for path selection in emergency logistics
management are presented considering more actual factors in time of disaster. First a single-
objective path selection model is presented taking into account that the travel speed on each
arc will be affected by disaster extension. The objective of the model is to minimize total
travel time along a path. The travel speed on each arc is modeled as a continuous decrease
function with respect to time. A modified Dijkstra algorithm is designed to solve the model.
Based on the first model, we further consider the chaos, panic and congestions in time of
disaster. A multi-objective path selection model is presented to minimize the total travel time
along a path and to minimize the path complexity. The complexity of the path is modeled as
the total number of arcs included in the path. An ant colony optimization algorithm is
proposed to solve the model. Simulation results show the effectiveness and feasibility of the
models and algorithms presented in this paper.

Yuan Yuan (2019). Path selection model and algorithm for emergency logistics
management”, Elsevier, Computers & Industrial Engineering, Volume 56, Issue 3,
Pages 1081-1094.

29
 Fugate, B. S., Mentzer, J. T., and Stank, T. P. (2020),By experimentally examining
the effects of logistics performance on organisational performance, this study explores the
character of logistics performance and the position that logistics acting inside the firm. The
three variables of logistics competence, efficacy, and distinctiveness are used to compute
logistics performance as a second-order determining construct. The findings show a positive
correlation between logistical performance and organisational performance. However, the
idea of assessing logistics performance as a second-order determining construct is supported
by both theory and research, showing that competence, good organization, and distinction are
not always trade-offs but rather work in concert. Furthermore, managerial respondents'
perceptions of organisational performance were strongly linked with secondary financial data
for participating businesses acquired from Compustat, providing empirical support for the
connection between logistical performance and organisational performance.

Fugate, B. S., Mentzer, J. T., and Stank, T. P. (2020). Logistics Performance: Efficiency,
Effectiveness, and Differentiation”, Journal of Business Logistics, 31 (1), pp: 43–62.

Pavel Ceniga (2020), The paper deals with ecological future development trends and
highlights the interest of the business professionals and partners on sustainability in logistics
management, assuming that economic needs, customer requirements and regulatory measures
will also drive towards sustainability. Sustainable development of logistics in the coming
years will most likely formed by seven key developments. Required forecasts contained in
this article are based on the assumption that the current trend towards sustainability will
continue and logistics service providers will seek to incorporate principles of sustainability
into their business models and transactions.

Pavel Ceniga (2020). Future of Logistics Management in the Process of Globalization.

Elsevier, Procedia Economics and Finance, Volume 26, Pages 160-166.

KhadijehKheyrabad (2020), The purpose of this work is to theorise and assess a

logistics performance model that uses logistics performance as the central erect, supply chain
management tactic as an precursor, and organisational performance—both financial and
marketing performance—as a result. Results - The results demonstrate a positive relationship
between supply chain management strategy and logistics performance, as well as a positive
relationship between logistics performance and supply chain management strategy and
marketing performance, which in turn has a positive relationship with financial performance.

30
The efficiency of logistics and supply chain management did not directly influence financial
performance, it was found. To compete at the supply chain level, manufacturers must have a
supply chain management strategy. As part of this approach, supply chain partners must
integrate and coordinate important external procedures including buying, selling, and
shipping. The consequence of logistics performance on organisational concert within a supply
chain setting is the exclusive subject of this study. Manufacturers assist their organization's
supply chain tactic by working to enhance the logistics operations, which leads to enhanced
performance for the entire supply chain and, eventually, their developed businesses.

KhadijehKheyrabad (2020). The Impact Of Logistics Performance On Organizational

Performance In A Supply Chain Context. Columban L. Life Sci, Vol. 17, No. 1, pp: 108-
117.

Kamran Azeem, (2021), by this research, it will be possible to determine how a

company adds value to its organisational growth in terms of operational effectiveness and
cost-effectiveness. The research's main objective is to present a model for logistic
management that takes a variety of elements into account. It is crucial to ensure that
processes are appropriate, cost-effective, and time- and resource-effective rather than
assuming that a company must reach a specific size in order to handle logistics effectively.
Designing and putting into practise performance measure criteria is a continuous process that
must be done in order to make the best decision for the company's future growth and
development. According to researches, performance management has an impact on customer
happiness, inventory management costs, finished goods delivery, and suppliers. The logistic
management system's performance management method is connected to customer
satisfaction. Successful firms have efficient logistical operations and skills. By effectively
managing its supply chain and logistics, the company can gain a competitive advantage in
terms of customer satisfaction and meeting market demands.

Kamran Azeem, (2021). Impact of Effective Logistic Management on Organizational

Performance," KASBIT Business Journals (KBJ), Khadim Ali Shah Bukhari Institute
of Technology (KASBIT), vol. 11(1), pages 95-109.

[Link], OluwarotimiOdunayo (2021), this study focused on logistics

management and operations performance of oil and gas supply chain: A literature review.
The study relied on literature review as method and basis for balance of reasoning on the

31
theoretical relationship between the study variables. Logistics management was discussed in
terms of warehousing, inventory management, transportation and logistics information
system while operational performance was seen through the lenses of cost reduction and lead
time. From literature it is evidential that logistics management has significant relationship
with operational performance. Based on this, the study concluded that logistics management
has significant impact on operational performance of oil and gas supply chain. The study
encouraged organizations to seek in-depth knowledge of logistics management in the quest
for improved performance in operations. Knowledge of the pivot role of distribution oil and
gas firms to deliver cost effective and timely production.

[Link], OluwarotimiOdunayo (2021). Logistics Management and Operations

Performance of Oil and Gas Supply Chain: A Review of Literature. Asian Journal of
Social Science and Management Technology ISSN: 2313-7410 Volume 3, Issue 6.

[Link] C (2023), It is estimated that logistics accounts for 14.4% of India's

GDP. It is more than 22 million people's main source of income. The smooth delivery of
goods, freight, packages, raw materials, finished inventory, and packages from their point of
origin to their intended receivers is ensured by a number of procedures that make up logistics
management. The objective of the study is to analyse impact on effective logistics
management on organsiational performance with special reference to Broekman Logistics
India Private Limited, Chennai. There were 169 respondents in the entire sample used for the
study. Convenience sampling techniques has been adopted in the study. Percentage analysis,
chi Square analysis, and correlation are three regularly used statistical procedures for data
analysis. It is suggested that organizations must realize that communication is an important
component of organization activity as it will help employees to understand what is expected
of them during the logistics management process. The results demonstrate that reliable,
timely information coming from both inside and outside the company is necessary for making
prompt decisions. In conclusion, Broekman Logistics India Private Limited's, Chennai, great
operational performance depends on the monitoring and evaluation of all logistics and
transportation processes.

[Link] C (2023), “Impact on Effective Logistics Management on Organsiational

Performance with Special Reference to Broekman Logistics India Private Limited,
Chennai”, International Journal of Research Publication and Reviews, Vol 4, no 4, pp
3875-3879 April 2023.

32
RESEARCH GAP

Previous studies have extensively analyzed the impact of effective logistics

management on organizational performance, focusing primarily on metrics such as cost
reduction, efficiency improvement, and customer satisfaction. While existing literature has
explored the direct effects of effective logistics management on organizational performance,
there is a dearth of research investigating the moderating or mediating factors that may
influence this relationship. They have not concentrated thelogistics management on
employees performance. They have ignored to measure the satisfaction level of logistics
management on marketing performance. They did not identify the logistics management on
financial performance. They did not focus logistics management in the organisation and its
impact on profitability. No one study was conducted in this topic at this particular company.
Thus the previous studies have above mentioned research gap. This present study fills the
above gap.

33
 CHAPTER III

RESEARCH METHODOLOGY

Research methodology refers to the systematic, organized, and structured approach

employed in conducting a study or investigation to gather relevant information, analyze data,
and draw meaningful conclusions.

RESEARCH DESIGN

Research design is the overall plan or structure that guides the entire research process,
providing a systematic framework for the collection, analysis, and interpretation of data. The
research design adopted for the studies is descriptive research design.

Descriptive research design is a type of research design that aims to obtain

information to systematically describe a phenomenon, situation, or population. More
specifically, it helps answer the what, when, where, and how questions regarding the research
problem, rather than the why.

SOURCES OF DATA

Data sources can include data that are already collected and data that will be collected
during the study. Data Sources can be used to describe different data collection methods
and/or tools. Two types of data are used.

PRIMARY DATA

Primary data are original observations collected the researcher or by his agents
for the first time for any investigation and used by them in the statistical analysis.
This primary source includes definition of terms and units used. It is essential that the
investigator understand the meaning of units in which data are record. The primary
source also includes a copy of the schedule used in data collection together with the
procedure used in data selecting the sample and the size of the sample`

Methods of collecting the primary data

The primary data was collected from 100 employees of the company Broekman
Logistics India Private Limited, Chennai by questionnaire through survey method.

34
Questionnaire Construction

A questionnaire consists of a number of questions printed or typed in a

definite order on a form or set forms. The respondents have to answer the questions
on their own. Likert five point scale design questionnaire is used. In the questionnaire
has open ended and close ended questions.

SECONDARY DATA:

Secondary data means data that are already available that is, they refer to the data
which have already been collected and analyzed by someone else. When the research
utilized secondary data, then they have to look into various sources form where they
can obtain them. Methods of collecting secondary data are books. e.g. journals,
newspaper, magazines, internet, report and publications of various associations
connected with industries.

POPULATION

Here it covers the entire employees of Broekman Logistics India Private Limited,
[Link] population of the study is 300.

SAMPLE DESIGN

Sampling technique is the process of studying the population by gathering

information and analyzing that data. It is the basis of the data where the sample space is
enormous. This study uses Non-Probability Sampling technique. In non-probability sampling,
the researcher chooses members for research at random. This sampling method is not a fixed
or predefined selection process. This makes it difficult for all elements of a population to
have equal opportunities to be included in a sample.

Convenience sampling design was used for the [Link] the samples are selected
based on the availability. This method is used when the availability of sample is rare and also
costly. So based on the convenience samples are selected.

Sampling Element:

In this study, sampling element is employees of Broekman Logistics India Private

Limited, Chennai.

35
Sampling Unit:

Sampling unit is in Chennai.

Sample Size

The sample size is the measure of the number of individual samples used in an
experiment. Total number of sample taken for the study is 100.

TOOLS AND TECHNIQUES

The following statistical tools are applied in this study.

1. Percentage analysis

2. Chi Square analysis

3. Correlation analysis

4. Anova analysis

5. Regression analysis

Percentage Analysis

This method is used to compare two or more series of data, to describe the
relationship or the distribution of two or more series of data. Percentage analysis test is done
to find out the percentage of the response of the response of the respondent. In this tool
various percentage are identified in the analysis and they are presented by the way of Bar
Diagrams in order to have better understanding of the analysis.

Number of respondents
Percentage of respondents = ______________________ X 100
Total respondents

Chi-square Analysis

Chi-square was done to find out one way analysis between socio demographic
variable and various dimensions of the programme.

(O – E)2
= ______
E

36
O – Observed value

E – Expected value

Correlation Analysis
Correlation is a statistical technique that can show whether and how strongly pairs of
variables are related. For example, height and weight are related; taller people tend to be
heavier than shorter people. The relationship isn't perfect. There are several different
correlation techniques.

Correlation coefficient ‘r’ is calculated through the following formula:

Where, x and y are values of variables, and n is size of the sample.

The value of correlation coefficient can be interpreted in the following manner:

 If ‘r’ is equal to 1, then there is perfect positive correlation between two values;

 If ‘r’ is equal to -1, then there is perfect negative correlation between two values;

 If ‘r’ is equal to zero, then there is no correlation between the two values.

Anova Analysis

The analysis of variance is a method which separates the variation ascribable to one
set of causes from the variation ascribable to other set. The total variation is split up into the
following two components:

(a) Variation within the subgroups of samples

(b) Variation between the subgroups of the samples

The technique of analysis of variance is referred to as ANOVA. A table showing the

source of variation, the sum of squares, degrees of freedom, mean square (variance) and the
formula for the F-ratio is known as ANOVA table.

F-statistic = Variance between the samples

Variance within the samples

37
Regression Analysis

Regression analysis is a set of statistical methods used for the estimation of

relationships between a dependent variable and one or more independent variables. It can be
utilized to assess the strength of the relationship between variables and for modeling the
future relationship between them.

Simple linear regression is a model that assesses the relationship between a dependent
variable and one independent variable. The simple linear model is expressed using the
following equation:

Y = a + bX + ϵ

Where:
Y – dependent variable
X – independent (explanatory) variable
a – intercept
b – slope
ϵ – residual (error)

38
 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

TABLE NO: 4.1

GENDER OF THE RESPONDENTS

Gender No. of Respondents Percentage

Male 100 100.0

Female 0 0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 100% of the respondents are male and 0% of the
respondents are female.

Thus the majority of the respondents are male.

39
 CHART NO: 4.1

GENDER OF THE RESPONDENTS

40
 TABLE NO: 4.2

AGE OF THE RESPONDENTS

Age No. of Respondents Percentage

Below 20 years 10 10.0

20 - 25 years 33 33.0

26 - 30 years 20 20.0

31 – 35 year 32 32.0

Above 35 years 5 5.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 10% of the respondents belong to the age group of
below 20 years, 33% of the respondents belong to the age group of 20-25 years, 20% of the
respondents belong to the age group of 26-30 years, 32% of the respondents belong to the
age group of 31-35 years and 5% of the respondents belong to the age group of above 35
years.

Thus the majority of the respondents belong to the age group of 20 - 25 years.

41
 CHART NO: 4.2

AGE OF THE RESPONDENTS

42
 TABLE NO: 4.3

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Education No. of Respondents Percentage

HSC 14 14.0

UG 32 32.0

PG 25 25.0

Diploma 20 20.0

Others 9 9.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 14% of the respondents have HSC, 32% of the
respondents have completed UG, 25% of the respondents have completed PG, 20% of the
respondents have completed diploma and 9% of the respondents have completed others.

Thus the majority of the respondents have completed UG.

43
 CHART NO: 4.3

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

44
 TABLE NO: 4.4

MONTHLY SALARY OF THE RESPONDENTS

Salary No. of Respondents Percentage

Below Rs.10000 23 23.0

Rs.10001-15000 29 29.0

Rs.15001-20000 21 21.0

Rs. 20,001-25,000 19 19.0

Above Rs. 25,000 8 8.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 23% of the respondents annual income is below
Rs.10, 000, 29% of the respondents annual income is Rs.10,001-15,000, 21% of the
respondents annual income is Rs.15,001-20,000, 19% of the respondents annual income is
Rs.20,001-25,000 and 8% of the respondents annual income is above Rs.25,000.

Thus the majority of the respondents annual income is Rs.10, 001-15,000.

CHART NO: 4.4

45
MONTHLY SALARY OF THE RESPONDENTS

TABLE NO: 4.5

46
 EXPERIENCE OF THE RESPONDENTS

Experience No. of Respondents Percentage

Below 5 years 29 29.0

5-10 years 24 24.0

11 – 15 years 13 13.0

15- 20 years 18 18.0

Above 20 years 16 16.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts the 29% of respondents have below 5 years experience,
24% of the respondents have 5-10 years experience, 13% of the respondents have 11-15
years experience, 18% of the respondents have 15-20 years experience and 16% of the
respondents have above 20 years experience.

Thus the majority of the respondents have below 5 years experience.

CHART NO: 4.5

47
EXPERIENCE OF THE RESPONDENTS

TABLE NO: 4.6

48
 EFFICIENCY OF EMPLOYEES

Agree Level No. of Respondents Percentage

Strongly agree 36 36.0

Agree 9 9.0

Neither agree nor disagree 36 36.0

Disagree 8 8.0

Strongly disagree 11 11.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 36% of respondents said that strongly agree, 9% of the
respondents said that agree,36% of the respondents said that neither agree nor disagree, 8% of
the respondents said that disagree and 11% of the respondents said that strongly disagree
towards efficiency of employees.

Thus the majority of the respondents said that strongly agree towards efficiency of
employees.

CHART NO: 4.6

EFFICIENCY OF EMPLOYEES

49
 TABLE NO: 4.7

PROVIDING FAST AND QUALITY SERVICES IN THE ORGANISATION

50
 Agree Level No. of Respondents Percentage

Strongly agree 16 16.0

Agree 37 37.0

Neither agree nor disagree 24 24.0

Disagree 14 14.0

Strongly disagree 9 9.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 16% of respondents said that strongly agree, 37% of the
respondents said that agree,24% of the respondents said that neither agree nor disagree, 14%
of the respondents said that disagree and 9% of the respondents said that strongly disagree
towards providing fast and quality services in the organization.

Thus the majority of the respondents said that agree towards providing fast and
quality services in the organization.

CHART NO: 4.7

PROVIDING FAST AND QUALITY SERVICES IN THE ORGANISATION

51
 TABLE NO: 4.8

INCREASING THE DELIVERY PRODUCTIVITY

52
 Agree Level No. of Respondents Percentage

Strongly agree 22 22.0

Agree 9 9.0

Neither agree nor disagree 36 36.0

Disagree 25 25.0

Strongly disagree 8 8.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 22% of respondents said that strongly agree, 9% of the
respondents said that agree,36% of the respondents said that neither agree nor disagree, 25%
of the respondents said that disagree and 8% of the respondents said that strongly disagree
towards increasing the delivery productivity.

Thus the majority of the respondents said that neither agree nor disagree towards
increasing the delivery productivity.

CHART NO: 4.8

INCREASING THE DELIVERY PRODUCTIVITY

53
 TABLE NO: 4.9

LEADS TO FLOW OF INFORMATION

54
 Agree Level No. of Respondents Percentage

Strongly agree 15 15.0

Agree 21 21.0

Neither agree nor disagree 28 28.0

Disagree 20 20.0

Strongly disagree 16 16.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 15% of respondents said that strongly agree, 21% of the
respondents said that agree,28% of the respondents said that neither agree nor disagree, 20%
of the respondents said that disagree and 16% of the respondents said that strongly disagree
towards leads to flow of information.

Thus the majority of the respondents said that neither agree nor disagree towards
leads to flow of information.

CHART NO: 4.9

LEADS TO FLOW OF INFORMATION

55
 TABLE NO: 4.10

MINIMIZING THE EMPLOYEES HANDLING COSTS

56
 Agree Level No. of Respondents Percentage

Strongly agree 36 36.0

Agree 24 24.0

Neither agree nor disagree 13 13.0

Disagree 17 17.0

Strongly disagree 10 10.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 36% of respondents said that strongly agree, 24% of the
respondents said that agree,13% of the respondents said that neither agree nor disagree, 17%
of the respondents said that disagree and 10% of the respondents said that strongly disagree
towards minimizing the employees handling costs.

Thus the majority of the respondents said that strongly agree towards minimizing the
employees handling costs.

CHART NO: 4.10

MINIMIZING THE EMPLOYEES HANDLING COSTS

57
 TABLE NO: 4.11

INCREASED CUSTOMER AND SUPPLIER SATISFACTION

58
 Satisfaction Level No. of Respondents Percentage

Highly satisfied 29 29.0

Satisfied 41 41.0

Neither satisfied nor dissatisfied 13 13.0

Dissatisfied 8 8.0

Highly dissatisfied 9 9.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 29% of respondents are highly satisfied, 41% of the
respondents are satisfied,13% of the respondents are neither satisfied nor dissatisfied, 8% of
the respondents are dissatisfied and 9% of the respondents are highly dissatisfied towards
increased customer and supplier satisfaction.

Thus the majority of the respondents are satisfied towards increased customer and
supplier satisfaction.

CHART NO: 4.11

INCREASED CUSTOMER AND SUPPLIER SATISFACTION

59
 TABLE NO:4.12

IMPROVED CUSTOMER EXPERIENCE

60
 Satisfaction Level No. of Respondents Percentage

Highly satisfied 19 19.0

Satisfied 9 9.0

Neither satisfied nor dissatisfied 45 45.0

Dissatisfied 16 16.0

Highly dissatisfied 11 11.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 19% of respondents are highly satisfied, 9% of the
respondents are satisfied,45% of the respondents are neither satisfied nor dissatisfied, 16% of
the respondents are dissatisfied and 11% of the respondents are highly dissatisfied towards
improved customer experience.

Thus the majority of the respondents are neither satisfied nor dissatisfied improved
customer experience.

CHART NO: 4.12

IMPROVED CUSTOMER EXPERIENCE

61
 TABLE NO: 4.13

ENSURES INTELLIGENT ROUTE PLANNING

62
 Satisfaction Level No. of Respondents Percentage

Highly satisfied 49 49.0

Satisfied 21 21.0

Neither satisfied nor dissatisfied 13 13.0

Dissatisfied 7 7.0

Highly dissatisfied 10 10.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 49% of respondents are highly satisfied, 21% of the
respondents are satisfied,13% of the respondents are neither satisfied nor dissatisfied, 7% of the
respondents are dissatisfied and 10% of the respondents are highly dissatisfied towards ensures
intelligent route planning.

Thus the majority of the respondents are highly satisfied towards ensures intelligent
route planning.

CHART NO: 4.13

ENSURES INTELLIGENT ROUTE PLANNING

63
 TABLE NO: 4.14

IMPROVES CUSTOMER RESPONSES

64
 Satisfaction Level No. of Respondents Percentage

Highly satisfied 47 47.0

Satisfied 12 12.0

Neither satisfied nor dissatisfied 12 12.0

Dissatisfied 24 24.0

Highly dissatisfied 5 5.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 47% of respondents are highly satisfied, 12% of the
respondents are satisfied,12% of the respondents are neither satisfied nor dissatisfied, 24% of
the respondents are dissatisfied and 5% of the respondents are highly dissatisfied towards
logistics management improves customer responses in the company.

Thus the majority of the respondents are highly satisfied towards logistics
management improves customer responses in the company.

CHART NO: 4.14

IMPROVES CUSTOMER RESPONSES

65
 TABLE NO: 4.15

ENSURES SALES GROWTH

66
 Satisfaction Level No. of Respondents Percentage

Highly satisfied 31 31.0

Satisfied 11 11.0

Neither satisfied nor dissatisfied 17 17.0

Dissatisfied 20 20.0

Highly dissatisfied 21 21.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 31% of respondents are highly satisfied, 11% of the
respondents are satisfied,17% of the respondents are neither satisfied nor dissatisfied, 20% of
the respondents are dissatisfied and 21% of the respondents are highly dissatisfied towards
ensures sales growth.

Thus the majority of the respondents are highly satisfied towards ensures sales
growth.

CHART NO: 4.15

ENSURES SALES GROWTH

67
 TABLE NO: 4.16

LOWER THE COST IN EVERY ASPECTS

68
 Agree Level No. of Respondents Percentage

Strongly agree 49 49.0

Agree 11 11.0

Neither agree nor disagree 17 17.0

Disagree 14 14.0

Strongly disagree 9 9.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 49% of respondents said that strongly agree, 11% of the
respondents said that agree,17% of the respondents said that neither agree nor disagree, 14% of
the respondents said that disagree and 9% of the respondents said that strongly disagree
towards lower the cost in every aspects.

Thus the majority of the respondents said that strongly agree towards lower the cost
in every aspects.

CHART NO: 4.16

LOWER THE COST IN EVERY ASPECTS

69
 TABLE NO: 4.17

INCREASES THE MARKET SHARE

70
 Agree Level No. of Respondents Percentage

Strongly agree 25 25.0

Agree 14 14.0

Neither agree nor disagree 33 33.0

Disagree 16 16.0

Strongly disagree 12 12.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 25% of respondents said that strongly agree, 14% of the
respondents said that agree,33% of the respondents said that neither agree nor disagree, 16%
of the respondents said that disagree and 12% of the respondents said that strongly disagree
towards increases the market share.

Thus the majority of the respondents said that neither agree nor disagree towards
increases the market share.

CHART NO: 4.17

INCREASES THE MARKET SHARE

71
 TABLE NO: 4.18

INCREASES RETURN ON INVESTMENT

72
 Agree Level No. of Respondents Percentage

Strongly agree 33 33.0

Agree 20 20.0

Neither agree nor disagree 26 26.0

Disagree 14 14.0

Strongly disagree 7 7.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 33% of respondents said that strongly agree, 20% of the
respondents said that agree,26% of the respondents said that neither agree nor disagree, 14%
of the respondents said that disagree and 7% of the respondents said that strongly disagree
towards increases return on investment.

Thus the majority of the respondents said that strongly agree towards increases
return on investment.

CHART NO: 4.18

INCREASES RETURN ON INVESTMENT

73
 TABLE NO: 4.19

REDUCES INVENTORY HOLDING COSTS

74
 Agree Level No. of Respondents Percentage

Strongly agree 7 7.0

Agree 44 44.0

Neither agree nor disagree 23 23.0

Disagree 14 14.0

Strongly disagree 12 12.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 7% of respondents said that strongly agree, 44% of the
respondents said that agree,23% of the respondents said that neither agree nor disagree, 14% of
the respondents said that disagree and 12% of the respondents said that strongly disagree
towards reduces inventory holding costs.

Thus the majority of the respondents said that agree towards reduces inventory
holding costs.

CHART NO: 4.19

REDUCES INVENTORY HOLDING COSTS

75
 TABLE NO: 4.20

REDUCES WAREHOUSE MAINTENANCE EXPENSES

76
 Agree Level No. of Respondents Percentage

Strongly agree 49 49.0

Agree 10 10.0

Neither agree nor disagree 13 13.0

Disagree 16 16.0

Strongly disagree 12 12.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 49% of respondents said that strongly agree, 10% of the
respondents said that agree,13% of the respondents said that neither agree nor disagree, 16%
of the respondents said that disagree and 12% of the respondents said that strongly disagree
towards reduces warehouse maintenance expenses.

Thus the majority of the respondents said that strongly agree towards reduces
warehouse maintenance expenses.

CHART NO: 4.20

REDUCES WAREHOUSE MAINTENANCE EXPENSES

77
 TABLE NO: 4.21

HIGHER THE PRODUCTION RATES

78
 Agree Level No. of Respondents Percentage

Strongly agree 24 24.0

Agree 16 16.0

Neither agree nor disagree 27 27.0

Disagree 14 14.0

Strongly disagree 19 19.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 24% of respondents said that strongly agree, 16% of
the respondents said that agree,27% of the respondents said that neither agree nor disagree,
14% of the respondents said that disagree and 19% of the respondents said that strongly
disagree towards higher the production rates.

Thus the majority of the respondents said that neither agree nor disagree towards
higher the production rates.

CHART NO: 4.21

HIGHER THE PRODUCTION RATES

79
 TABLE NO: 4.22

BETTER INVENTORY CONTROL

80
 Agree Level No. of Respondents Percentage

Strongly agree 12 12.0

Agree 35 35.0

Neither agree nor disagree 26 26.0

Disagree 9 9.0

Strongly disagree 18 18.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 12% of respondents said that strongly agree, 35% of the
respondents said that agree,26% of the respondents said that neither agree nor disagree, 9% of
the respondents said that disagree and 18% of the respondents said that strongly disagree
towards better inventory control.

Thus the majority of the respondents said that agree towards better inventory control.

CHART NO: 4.22

BETTER INVENTORY CONTROL

81
 TABLE NO: 4.23

SMARTER USE OF WAREHOUSE SPACE

82
 Agree Level No. of Respondents Percentage

Strongly agree 39 39.0

Agree 28 28.0

Neither agree nor disagree 13 13.0

Disagree 8 8.0

Strongly disagree 12 12.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 39% of respondents said that strongly agree, 28% of the
respondents said that agree,13% of the respondents said that neither agree nor disagree, 8% of
the respondents said that disagree and 12% of the respondents said that strongly disagree
towards smarter use of warehouse space.

Thus the majority of the respondents said that strongly agree towards smarter use of
warehouse space.

CHART NO: 4.23

SMARTER USE OF WAREHOUSE SPACE

83
 TABLE NO: 4.24

OPTIMIZING OPERATIONAL COST OF THE ORGANISATION

84
 Agree Level No. of Respondents Percentage

Strongly agree 22 22.0

Agree 11 11.0

Neither agree nor disagree 24 24.0

Disagree 17 17.0

Strongly disagree 26 26.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 22% of respondents said that strongly agree, 11% of the
respondents said that agree,24% of the respondents said that neither agree nor disagree, 17%
of the respondents said that disagree and 26% of the respondents said that strongly disagree
towards optimizing operational cost of the organization.

Thus the majority of the respondents said that strongly disagree towards optimizing
operational cost of the organization.

CHART NO: 4.24

OPTIMIZING OPERATIONAL COST OF THE ORGANISATION

85
 TABLE NO: 4.25

BOOSTING THE PROFITABILITY

86
 Agree Level No. of Respondents Percentage

Strongly agree 25 25.0

Agree 39 39.0

Neither agree nor disagree 8 8.0

Disagree 19 19.0

Strongly disagree 9 9.0

Total 100 100.0

Source: Primary Data

INTERPRETATION:

The above table depicts that 25% of respondents said that strongly agree, 39% of the
respondents said that agree,8% of the respondents said that neither agree nor disagree, 19% of
the respondents said that disagree and 9% of the respondents said that strongly disagree
towards boosting the profitability.

Thus the majority of the respondents said that agree towards boosting the
profitability.

CHART NO: 4.25

BOOSTING THE PROFITABILITY

87
CHI-SQUARE ANALYSIS

88
 RELATION BETWEEN EXPERIENCE OF THE RESPONDENTS AND
MINIMIZING THE EMPLOYEES HANDLING COSTS

Null hypothesis (Ho):

There is no significance relationship between experience of the respondents and
minimizing the employees handling costs.
Alternative hypothesis (H1):
There is some significance relationship between experience of the respondents and
minimizing the employees handling costs.

Level of significance at 5%.

EXPERIENCE OF THE RESPONDENTS * MINIMIZING THE EMPLOYEES

HANDLING COSTS Cross tabulation

MINIMIZING THE EMPLOYEES HANDLING COSTS

Count Neither Total

Strongly Strongly
Agree agree nor Disagree
agree disagree
disagree

Below 5 years 0 5 9 10 5 29

5-10 years 16 0 0 5 3 24
EXPERIENCE
OF THE 11 – 15 years 13 0 0 0 0 13
RESPONDENTS
15- 20 years 5 13 0 0 0 18

Above 20 years 2 6 4 2 2 16

Total 36 24 13 17 10 100

89
 Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 94.311a 16 .000

Likelihood Ratio 113.670 16 .000

Linear-by-Linear Association 8.522 1 .004

N of Valid Cases 100

a. 19 cells (76.0%) have expected count less than 5. The minimum expected count is 1.30.

INTERPRETATION:

As per the above table, it is inferred that the P value is .000; it is not significant to 5%
(0.05) significant level. The minimum expected count is 1.30. Thus alternative hypothesis is
accepted and it is finding that there is significant difference between the experience of the
respondents and minimizing the employees handling costs.

CORRELATION ANALYSIS

90
 RELATION BETWEEN EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS AND INCREASES THE MARKET SHARE

Correlations

EDUCATIONAL INCREASES
QUALIFICATION THE
OF THE MARKET
RESPONDENTS SHARE

EDUCATIONAL Pearson Correlation 1 .127

QUALIFICATION OF THE
Sig. (2-tailed) .207
RESPONDENTS
N 100 100

Pearson Correlation .127 1

INCREASES THE
MARKET SHARE Sig. (2-tailed) .207
N 100 100

INTERPRETATION:

The above table indicates that out of 100 respondents, co-efficient of correlation
between educational qualification of the respondents and increase the market share is 0.127.
It is below 1. So there is positive relationship between these two factors.

ONE WAY ANOVA TEST

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NULL HYPOTHESIS (HO): There is no significant relationship between age of the
respondents and logistics management in impact on profitability.

ALTERNATIVE HYPOTHESIS (H1): There is a significant relationship between age of the

respondents and logistics management in impact on profitability.

ANOVA
AGE OF THE RESPONDENTS

Sum of Squares df Mean Square F Sig.

Between Groups 13.133 16 .821 .616 .863

Within Groups 110.657 83 1.333

Total 123.790 99

Interpretation

The table clearly shows that age groupand logistics management in impact on
profitability has a figure on 0.616 values and significance around .863 level than the sum of
squares within group between groups values have 13.133 and 110.657 respectively. Hence,
the significant value is greater than 0.050 for which the significant percentage is above 95%,
hence accepting alternative hypothesis. Thus, rejecting null hypothesis i.e., There is
significant relationship between age of the respondents and logistics management in impact
on profitability.

REGRESSION ANALYSIS

92
 Variables Entered/Removedb

Model Variables Entered Variables Removed Method

Impact on financial
1 . Enter
performancea
a. All requested variables entered.

b. Dependent Variable: GENDER OF THE RESPONDENTS

Model Summary

Std. Error of the

Model R R Square Adjusted R Square
Estimate

1 .015a .000 -.010 .41140

a. Predictors: (Constant), [Link]

ANOVAb

Model Sum of Squares df Mean Square F Sig.

Regression .004 1 .004 .022 .881a

1 Residual 16.586 98 .169
Total 16.590 99
a. Predictors: (Constant), [Link]

b. Dependent Variable: GENDER OF THE RESPONDENTS

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 Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .386 .341 1.130 .260
INCOME PER
4.157 .110 .952 37.900 .000
ANNUM
a. Dependent Variable: R1

Analysis:

The regression analysis is carried on independent variable gender of the respondents

with dependent variable as impact of financial performance. The significant value is to less
than 0.05 to be qualified/ accepted for every variable and hence there would a positive
influence on independent variables.

Interpretation:

The F statistic value is 0.022 with p value (p = 0.000) were less than alpha value
(0.05). This means the independent variables gender of the respondents simultaneously
affected the dependent variables impact of financial performance. The coefficient of
determination (R Square) of regression model is -0.010, indicating that 1.00% of variance in
independent variables is influenced on impact of financial performance. The beta coefficients
for the independent variable were positive and the p values of the t-test for independent
variable were greater than the alpha value (0.05). This shows that there is significant positive
influence of gender of the respondents and impact of financial performance.

94
 CHAPTER V

FINDINGS, SUGGESTIONS & CONCLUSION

5.1 FINDINGS

Percentage Analysis

 100% of the respondents are male.

 47% of the respondents said that middle level.

 32% of the respondents have completed UG.

 29% of the respondents annual income is Rs.10, 001-15,000.

 29% of the respondents have below 5 years experience.

 36% of the respondents said that strongly agree towards efficiency of employees.

 37% of the respondents said that agree towards providing fast and quality services in
the organization.

 36% of the respondents said that neither agree nor disagree towards increasing the
delivery productivity.

 28% of the respondents said that neither agree nor disagree towards leads to flow of
information.

 36% of the respondents said that strongly agree towards minimizing the employees
handling costs.

 41% of the respondents are satisfied towards increased customer and supplier
satisfaction.

 45% of the respondents are neither satisfied nor dissatisfied improved customer
experience.

 49% of the respondents are highly satisfied towards ensures intelligent route planning.

 47% of the respondents are highly satisfied towards improves customer responses.

 31% of the respondents are highly satisfied towards ensures sales growth.

95
  49% of the respondents said that strongly agree towards lower the cost in every
aspects.

 33% of the respondents said that neither agree nor disagree towards increases the
market share.

 33% of the respondents said that strongly agree towards increases return on
investment.

 44% of the respondents said that agree towards reduces inventory holding costs.

 49% of the respondents said that strongly agree towards reduces warehouse
maintenance expenses.

 27% of the respondents said that neither agree nor disagree towards higher the
production rates.

 35% of the respondents said that agree towards better inventory control.

 39% of the respondents said that strongly agree towards smarter use of warehouse
space.

 26% of the respondents said that strongly disagree towards optimizing operational
cost of the organization.

 39% of the respondents said that agree towards boosting the profitability.

Chi-square Analysis

 There is significant difference between the experience of the respondents and

effective logistics management on employees’ performance.

Correlation Analysis

 There is positive relationship between educational qualification of the respondents

and level of satisfaction in effectiveness of logistics management on marketing
performance.

96
Anova Analysis

 There is significant relationship between designation of the respondents and impact

on effective logistics management impacts on financial performance.

Regression Analysis

 There is significant positive relationship between experience of the respondents and

logistics management in the organisation impact on profitability.

5.2 SUGGESTIONS

 Manufacturing managers have embraced supply chain management as a strategic

initiative, they continue to search for appropriate tactical approaches to implement the
strategy.

 Organizations must pay proper attention to transport management.

 Organizations must realize that communication is an important component of

organization activity as it will help employees to understand what is expected of them
during the logistics management process.

 Organizations should incorporate transport management in their operations processes

such as proper fleet management, vehicle scheduling, route planning, proper
maintenance of vehicles in other to ensure procurement of raw materials and
distribution of products in order to increase overall cost efficiency, enhanced market
share, and reduced lead time thereby impacting positively on their performance.

 Inventory management should be enhanced as it will help to improve productivity

within the organization.

 Various inventory management strategies such as just-in-time(JIT) should be used to

manage the stocks that is kept in storage, increase efficiency, decrease waste by
receiving goods.

 There should be accurate flow of logistics information from managers to employees.

 There should be investment on information technology gadgets, and information

systems to process, transmit and disseminate data useful to managers in
manufacturing operations to bring about quality products, reduce the cost of

97
 transformation of goods and efficiency amongst workers and contribute significantly
to sustainable development for the present and future generation.

5.3 CONCLUSION

The study aimed to establish the Ocean freight forwarding on the performance of
Broekman Logistics India Private Limited, Chennai. Additionally, the study sought to
investigate the moderating influence of logistics information flow on the relationship between
logistics management magnitudes and firm performance. This study provided evidence that
inventory management, and information flow management are insignificantly and doesn’t
influence the performance of Broekman Logistics India Private Limited. This implies that an
increase in performance of manufacturing firm is likely through embracing transport
management practices within logistics management. It revealed that proper storage
management and control reduces storage costs. The results indicate that accurate,
relevant and timely information from inside and outside the company enables
appropriate and timely decision making. The study concludes that logistics management has
the potential of positively influencing performance on firms in terms of cost reduction, timely
delivery, reduced lead time, demand realization, increased market share, quality products and
customer service satisfaction. Consequently, this study provides organization’s managers
with insights of how firms can develop a competitive edge through the implementation of
logistics management. To conclude, monitoring and evaluation of all the logistics and
transportation practices is crucial to excellent operational performance at Broekman Logistics
India Private Limited, Chennai.

98
 BIBLIOGRAPHY

REFERENCE BOOKS
1. Bowersox, D., Closs, D., and Cooper, B.M. (2007). Supply Chain Logistics Management.
New York: McGraw Hill
2. Bowersox, D., Closs, D., and Cooper, B.M. (2007). Supply Chain Logistics Management.
New York: McGraw Hill.
3. Lambert, D. M., & Cooper, C. M. (2000). Issues in Supply Chain Management. New
York: Elsevier Science Inc.
4. Murphy, P., & Wood, D. (2008). Contemporary Logistics. Pearson Education.
5. Stevenson, W. J. (2009). Operations Management (10th ed.). New York: McGraw-Hill
Irwin
REFERENCE JOURNALS
1. Francis Mbah Takwi, Atem Atabongfua Mavis, The Effects of Logistic Management on
Enterprise Performance: A Case of Gas Depot Atem in Yaounde Cameroon, American
Journal of Operations Management and Information Systems. Volume 5, Issue 3,
September 2020 , pp. 41-48. doi: 10.11648/[Link].20200503.12
2. Fugate, B. S., Mentzer, J. T., and Stank, T. P. (2010). Logistics Performance: Efficiency,
Effectiveness, and Differentiation. Journal of Business Logistics, 31 (1), 43–62.
3. Lynch, D. F., Keller, S. B., and Ozment, J. (2010). The Effects of Logistics Capabilities
and Strategy on Firm Performance. Journal of Business Logistics, 21 (2), 47–68.
4. Mentzer, J. T., andKonrad, B. P. (2017). An Efficiency/Effectiveness Approach to
Logistics Performance. Journal of Business Logistics, 12 (1),
5. Richard, P. J., Devinney, T. M., and Yip, G. S., & Johnson, G. (2009). Measuring
Organizational Performance as a Dependent Variable: Towards Methodological Best
Practice.
REFERENCE WEBSITES
1. [Link]
2. [Link]
3. [Link]
4. [Link]
5. [Link]

99
 ANNEXURE

QUESTIONNAIRE

A STUDY ON OCEAN FRIEGHT FORWARDING WITH SPECIAL REFERENCE

TO BROEKMAN LOGISTICS INDIA PRIVATE LIMITED, CHENNAI

1. Name:

2. Gender

a) Male b) Female

3. Designation

a) Junior level b) Middle level c) Top level

4. Educational qualification

a) HSC b) UG c) PG d) Diploma e) Others

5. Monthly salary

a) Below Rs. 10,000 b) Rs.10,000-15,000

c) Rs. 15,000-20,000 d) Rs. 20,001-25,000 e) Above Rs. 25,000

6. Experience

a) Below 5 years b) 5 – 10 years c) 11 – 15 years

d) 15- 20 years e) Above 20 years

How do you agree that there is effective logistics management on employees’ performance in
the organisation?

Neither
agree
Strongly Strongly
Agree nor Disagree
agree disagree
disagre
e
[Link] of employees

[Link] fast and quality services in

the organisation

100
 [Link] the delivery productivity

[Link] to flow of information

[Link] the employees handling

costs

What is your level of satisfaction in effectiveness of logistics management on marketing

performance?

Neither
satisfied
Highly Highly
Satisfied nor Dissatisfied
satisfied dissatisfied
dissatisfie
d
[Link] customer and
supplier satisfaction

[Link] customer
experience

[Link] intelligent route

planning

[Link] customer
responses

[Link] sales growth

How do you agree that the effective logistics management impacts on financial performance?

Neither
agree
Strongly Strongly
Agree nor Disagree
agree disagree
disagre
e
[Link] the cost in every aspects

[Link] the market share

[Link] return on investment

101
 [Link] inventory holding costs

[Link] warehouse maintenance

expenses

How do you rate the logistics management in the organisation impact on profitability?

Neither
agree
Strongly Strongly
Agree nor Disagree
agree disagree
disagre
e
[Link] the production rates

[Link] inventory control

[Link] use of warehouse space

[Link] operational cost of the

organisation

[Link] the profitability

27. Suggestions

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102