A SUMMER INTERNSHIP PROJECT ON SUPPLY CHAIN MANAGEMENT AND LOGISTIC

SUBMITTED IN THE PARTIAL FULFILLMENT OF TWO YEARS FULL TIME COURSE IN MASTER OF BUSINESS ADMINISTRATION RAJASTHAN TECHNICAL UNIVERSITY, KOTA

SUBMITTED TO: Dr. VANDANA CHODHARY Asst. Professor SIMCS, JAIPUR

SUBMITTED BY SUBHASH PRAJAPAT MBA (3rd sem)

Subodh Institute of Management & Career Studies, Jaipur Batch (2010-2012)

DECLERATION

I hereby, declare that the dissertation entitled Supply Chain Management and Logistic towards Hindustan Zinc Limited is an authentic work developed by me, under the guidance of Mr. S.C. Sharma (Sales Manager) submitted in partial fulfillment of the requirements for the award of the degree of Master Of Business Administration (MBA) of SUBODH INSTITUTE OF MANAGEMENT & CAREER STUDIES, JAIPUR. . I also declare that, any or all contents incorporated in this dissertation have not been submitted in any form for the award of any degree or diploma of any other institution or university.

SUBHASH PRAJAPATI M.B.A. (3ndsem)

PREFACE

It is very easy to give solutions to the problems while sitting in an office but difficulties arise when they are practically implemented in the market. Training thus aims at giving the student a practical exposure of the highest level and the project helps the student in acquiring the same.

The project aims at making the student aware of the market condition and how the functional parts work in the organization. Training is an integral part of every student has to undergo the training for 45 days in company and then prepare a project report on the same after the completion of training. On getting and opportunity to work with Hindustan Zinc Ltd. Debari, I readily agreed to have a project in the prestigious company. During the whole training, I got lot of experience and come to know about that real business differs from the theory and learnt many new things, practically. I undertook the project on Supply chain management & Logistic at Hindustan Zinc Ltd. Debari.

ACKNOWLEDGEMENT
I am greatly indebted to the management of VEDANTA GROUP OF COMPANIES, HINDUSTAN ZINC LTD. for providing me the opportunity to do this project in their esteemed organizationaI owes a sincere thanks to Mr. P.K. JAIN for having granted me the permission to undertake my training programme in HINDUSTAN ZINC LTD.

I would like to thank Mr. S.C. Sharma (Sales Manager) for arranging my training in the Sales Department and extending his valuable guidance, encouragement and suggestions throughout my stint at HZL and my special thanks to Mr. Om Prakash Solanki.

I am also thankful to the staff of Hindustan Zinc Ltd. for their valuable assistance and cooperation. They provided a friendly atmosphere for me to work throughout this endeavor. I owe a lot to my family who have always encouraged me and have been the main guiding force in my life.

I would also like to take this opportunity to thank and express my appreciation towards the Dr. RAJU AGARWAL Director sir and Dr. VANDANA CHODHARY Asstt. Professor of SUBODH INSTITUTE OF MANAGEMENT & CAREER STUDIES, Jaipur. to have provided me with an opportunity to be able to interact with such an esteemed organization. It was enriching and a learning experience and I am thankful for this project to not only have served as an opportunity to enrich my professional insight but to make me conscious of the need for a healthy lifestyle as well.

SUBHASH PRAJAPATI

EXECUTIVE SUMMARY

This report is on the topic Supply chain management & Logistic at HINDUSTAN ZINC LIMITED, DEBARI, taken by me has enabled me to know the deeper perspectives of training practices in Hindustan Zinc Debari. Under going real training doing a project at this stage of a student career helps in analyzing the theoretical aspects of classroom and their implementation in practical life. The project is undertaken for the duration of 45 days i.e. from 15 May 2011 to 30 June 2011. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. After analyzing the data I found that training helps in better performance. Majority of people stated that on-the job training programme should be organized regularly. Employees at HZL, Debari regularly attend the training programs as they find it a platform to learn new things.

In the first section of this report, company profile is given. In second section of this report, introduction and scope of training need & assessment is given. Here describes meaning of training in detail. Also in this section the training policy of HZL is given & also the training policy adopted by HZL. Third section consists of research methodology used to carry out research. This part tells us about the objective of the study.

PARTICULARS

1. Introduction of Hindustan Zinc industry. 2. Introduction of Hindustan Zinc Limited, Debari. 3. Research methodology. 3.1 Title of the study. 3.2 Duration of project. 3.3 Objectives of study. 3.4 Types of research. 3.5 Scope of study. 3.6 Limitations of study. 4. Facts and findings. 5. Analysis and interpretation. 6. SWOT analysis. 7. Conclusion. 8. Recommendations and suggestions. 9. Appendix. 10 Bibliography

INDUSTRY ANALYSIS & COMPANY PROFILE

Global Level-

The two contemporary technologies are roast-leaching electrolysis and Imperial Smelting process (ISP). 80% of production of zinc in world is by electro-winning process and 14% by ISP. The global production at present is about 7.2 million tonne (28% production is from Western Europe, 22% from USA, 21 % is from Asia and erstwhile USSR and China produces about 27-28%). Production of zinc in USA, Europe and UK has decreased as a result of decline in mining of zinc ore and concentrates. Manufacture of Zinc in these countries is dependent on import of concentrates. Canada, Peru, China, former USSR have increased their production of zinc and there is increase in capacity build-up in Canada, Peru, China, India, Brazil, Mexico and some other countries.

According to an forecast from the International Lead and Zinc Study Group, in 2008, global zinc mine production increased by 3.9% to 11.6 million tons, refined metal production by 5.1% to 11.9 million tons, and consumption by 3.8% to 11.8 million tons. This leaves an excess of 150,000 tons of metal on the market, with a larger surplus anticipated in 2010. Increased mine production was driven by expansions in Latin America and increased output in China, India, Iran, and Kazakhstan. Metal production rose as a result of increased output in China and India. A decline in zinc consumption in Europe and the United States during the year was offset by increased consumption in countries with emerging markets, particularly China, as well as Brazil and India. Chinas continued growth in demand was supported by the increased production of galvanized productsespecially those used in transportation (highway barriers) and communication (galvanized iron towers) infrastructure.

Zinc prices continued to decline during 2009 as the metal market remained in surplus over the year. The LME cash price for zinc in October 2009 averaged $1,301 per metric ton, an approximate 70% decline in value from its peak reached in 2006. A wave of zinc mine closings and cutbacks (particularly in Australia, Canada, and the United States) began around midyear as prices began to fall below operating costs, and a few smelters announced production cutbacks towards the end of the year in order to prevent an accumulation of stocks. Mines in New York and Tennessee closed in 2009 because of low zinc prices.

World Resources: Identified zinc resources of the world are about 1.9 billion metric tons. Substitutes: Aluminum, plastics, and steel substitute for galvanized sheet. Aluminum, magnesium, and plastics are major competitors as die-casting materials. Aluminum alloy, cadmium, paint, and plastic coatings replace zinc for corrosion protection; aluminum alloys substitute for brass. Many elements are substitutes for zinc in chemical, electronic, and pigment uses.

Indian LevelThe country is endowed with huge resources of many metallic and non-metallic minerals. Mining sector is an important segment of the Indian economy. Since Independence there has been a pronounced growth in the mineral production both in terms of quantity and value. India produces a many as 86 minerals which include 4 fuels, 10 metallic, 46 non-metallic, 3 atomic and 23 minor minerals (including building and other materials). Zinc industry in India is going to witness another era of transformation with the commencement of trial production on Vedanta Resources expansion project. With the mounting pressure on imports that forcing integrated producers to expand capacities in order to meet the skyrocketing demand, Vedanta Resources plc, the London-listed metals and mining major, brought new life to zinc industry which is expected not only to continue the overall industrys growth saga but to supply to the rest of the world within no time. The Indian zinc industry entered its transformation phase with the privatization of the largest zinc producer, Hindustan Zinc Ltd, in favour of the Sterlite Group in April 2002. The domestic zinc industry is now completely under the private sector and is in

the midst of a serious expansion programme. By 2010, India is expected to attain complete self sufficiency in meeting its zinc demand.

The government has chalked out enormous infrastructure development plans which if in would consume a hot of galvanized steel. As no galvanising in predicted without zinc, therefore, zinc consumption is expected to boost in India. Zinc demand is estimated to grow at 12 to 14 per cent per annum mainly due to increase in galvanizing capacity, which accounts for 70 per cent of zinc metal consumption in the country. The Indian lead industry is estimated to grow at a pace of 8 per cent per annum. The main driver for this growth is the automotive and UPS/ Inverter segment. Therefore, the future looks bright.

Major Players in Industry

Top zinc producing companies: XStarta plc, OZ Minerals, Teck Cominco Ltd, Glencore International AG, Hindustan Zinc, Anglo American Plc, Volcan Compania Minera S.A.A., Boliden AB, Votorantim Metais Ltda, Lundin Mining Corp.

GRAPHICAL REPRESENTATION OF WORLWIDE ZINC MINE PRODUCTION GEOGRAPHICHAL DISTRIBUTION OF ZINC MINE PRODUCTION

Top zinc producing mines: Century, Rampura Agucha, Red Dog, Iscaycruz, Brunswick #12 Mine, Greens Creek Mine,

Mt. Isa, Tara Mine, Lisheen, Antamina

Top zinc producing countries: China, Peru, Australia, USA, Canada, Mexico, Kazakhistan,

TOP ZINC PRODUCING COUNTRIES*

ABOUT HINDUSTAN ZINC

HISTORY Hindustan Zinc Limited was incorporated from the erstwhile Metal Corporation of India on 10th January 1966 as a Public Sector Undertaking. In April 2002, Sterlite Industries (India) Limited made an open offer for acquisition of shares of the company consequent to the disinvestment of Government of Indias stake (26%) including management control to Sterlite and pursuant to the regulations of SEBI Regulations 1997 acquired additional 20% of shares from public. In August 2003, Sterlite Industries acquired additional shares to the extent of 18.92% of the paid up capital from Government of India (GOI). Milestones (Post Disinvestment)

2007 Chanderiya Hydrometallurgical Zinc Smelter (Hydro II) commissioned o 63.2 MW Wind Energy Project commissioned 2006 Chanderiya Ausmelt Lead Smelter commissioned. o Sindesur Khurd Mine began production. 2005 Chanderiya Hydrometallurgical Zinc Smelter (Hydro I) commissioned along with a 154 MW coal based captive power plant. 2003 Sterlite Industries acquires 18.92% stake in Hindustan Zinc from Government of India 2002 Sterlite acquired 26% stake in Hindustan Zinc from the Government of India. Consequent to disinvestment a further 20% is bought from market through open offer.

Our Board Shri Agnivesh Agarwal, Chairman. Smt. Ajita Bajpai Pande, Director Shri S. K. Mittal, Director Shri A. K. Singh, Director Shri Nand Kishore Shukla, Director Shri Anil Agarwal, Director Shri Navin Agarwal, Director Shri K. K. Kaura, Director Shri Tarun Jain, Director Shri M.S. Mehta, CEO & Whole-time Director

HIGHLIGHTS

One of the worlds largest integrated zinc and lead producer Refined zinc production capacity 669,000 tonnes per annum Refined lead production capacity 85,000 tonnes per annum

Operational Highlights of Hindustan Zinc

Vision & Mission Vision Be a world-class zinc company, creating value, leveraging mineral resources and related core competencies. Mission

Be a lowest cost zinc producer on a global scale, maintaining market leadership One million tonne zinc-lead metal capacity by 2010 Be innovative, customer oriented and eco-friendly, maximizing stake-holder value

Assets & Locations Hindustan Zinc is a vertically integrated company with mining and smelting operations located mainly in the State of Rajasthan and in the State of Andhra Pradesh

OPERATIONS

MINING Rampura Agucha Mine Commissioned Location Capacity Details 1991 225 km north of Udaipur, Rajasthan, India 5.00 million tonnes per annum ore An open cast mine and good ore grade leading to higher recovery and overall low cost of production. Onsite concentrator to produce Zinc concentrates. ISO 9001:2000, ISO 14001:1996, OHSAS 18001:1996

Certifications

Rajpura Dariba Mine Commissioned Location Capacity 1983 75 km north-east of Udaipur, Rajasthan, India 0.6 million tonnes per annum ore

Rajpura Dariba Mine An underground mine with onsite concentrator and two vertical access shafts. Mining is done through vertical crater retreat and blast hole stoping. Ore is crushed underground before hoisting and stockpiling for secondary and tertiary crushing. Certifications ISO 9001:2000, ISO 14001:2004, OHSAS 18001:1999, SA 8000: 2001

Sindesar Khurd Mine Commissioned Location Capacity 2006 80 km north-east of Udaipur, Rajasthan, India 0.3 million tonnes per annum ore

SMELTING Hindustan ZincLtd. Operates smelters using, Roast Leach Electro-Winning (RLE), hydrometallurgical (Debari, Vizag and Chanderiya Smelters), ISP pyrometallurgical (Chanderiya Lead Zinc Smelter) and Ausmelt (Chanderiya Lead Smelter) process routes. Chanderiya Lead Zinc Smelter Complex Location Lead Zinc Smelter 120 km from Udaipur, Rajasthan, India Commissioned in 1991 Imperial Smelting Technology UK Gone through a series of debotlenecking 105,000 tonnes per annum of Zinc 35,000 tonnes per annum of Lead 120 tonnes per annum of Silver

Hydrometallurgical Zinc Smelter Hydro I Commissioned in 2005 Roast Leach Electrowinning Technology with Lead Silver Residue Recovery 210,000 tonnes per annum of Zinc

Hydrometallurgical Zinc Smelter Hydro II Commissioned in 2007 Roast Leach Electro winning Technology with Conversion Process 210,000 tonnes per annum of Zinc Commissioned in 2006 TSL Technology from Ausmelt-Australia Cansolv Technology for Sulphur Recovery 50,000 tonnes per annum of Lead

Lead Smelter

Coal Based Captive Commissioned in 2005 Power Plant Built by BHEL 2 x 77 MW Commissioned in 2007 Built by BHEL 80 MW Certification Highlights ISO 9001:2000, ISO 14001:2004, OHSAS 18001:1999

Largest single location Zinc-Lead Smelter Complex in the World Worlds largest and latest generation roasters State-of-The-Art DCDA acid plants & Tail Gas Scrubber. Cansolv plant for 100% sulphur capture from Ausmelt Lead Furnace. Residue management using Jarofix Technology Zero discharge

Products Range Special High - Slabs Grade Zinc (SHG) (25 kgs)

Jumbo (1,000 kgs) Prime Western Zinc (PW) Lead Cadmium Silver Sulphuric Acid - Slabs - Slabs (25 kgs) (25 kgs)

- Pencils (160 gms) - Bricks (30 kgs) - + 98.5% concentration

Debari Zinc smelter Location Hydrometallurgical Zinc Smelter 14 km from Udaipur, Rajasthan, India Commissioned in 1968 Roast Leach Electrowining Technology with Conversion Process Gone through a series of debotlenecking 88,000 tonnes per annum of Zinc 29 MW DG Set BEST4 Certified Integrated Systems

Captive Power Generation Certifications

ISO 9001:2000, ISO 14001:2004, OHSAS 18001:1999, SA 8000:2001 Highlights

DCDA acid plant & Tail Gas Scrubber. Zero discharge

Products Range High Grade Zinc (HG) Cadmium Sulphuric Acid - Slabs (25 kgs) Jumbo (600 kgs) - Pencils (150 gms) - + 98% concentration

Vizag Zinc smelter Location Hydrometallurgical Zinc Smelter 17 km from Vishakhapatnam, Andhra Pradesh, India Commissioned in 1977 Roast Leach Electro wining Technology with Conversion Process Gone through a series of debottlenecking 56,000 tones per annum of Zinc BEST4 Certified Integrated Systems ISO 9001:2000, ISO 14001:2004, OHSAS 18001:1999, SA 8000:2001

Certifications

Highlights

Acid plant with Tail Gas Scrubber. Zero discharge

ZINC AND ITS USES

Zinc Coatings on Steel One of the biggest uses of zinc is in making protective coatings for steel. The development of the wide range of zinc coatings arose from two happy accidents of chemistry, the relatively slow and predictable rate of atmospheric corrosion of zinc compared with steel, and the relative positions of zinc and iron in the electrochemical series. Zinc will corrode preferentially to give cathodic protection to iron when both are in contact in an aqueous medium. This is used to good effect to protect immersed structures such as ships hulls, drilling rigs and pipelines. It also means that any bare areas in a zinc coating on steel, caused by damage or operations such as cutting or drilling, are still protected by the surrounding zinc. Taken together, these two factors provide the basis of a unique corrosion protection system which uses some 4 million tonnes of zinc annually to protect around 100 million tonnes of steel. This represents almost half the total world consumption of zinc.

Other Zinc Coatings Originally, zinc coatings were applied by hot dip galvanizing. This involves dipping prepared steel in molten zinc, figure 1. This was done mainly with fabricated steel or with sheets of steel, many of which were profiled to produce the ubiquitous corrugated iron. The first development from this was the production of continuous

strip steel with a galvanized coating. Refinements of this process today account for the greatest part of steel carrying zinc coatings.

Other processes are available and are used where their specific characteristics are required. These include electroplating (also known as electrogalvanizing), flame sprayed coating, sherardising, mechanical plating and using zinc rich paints.

Recent Zinc Galvanising Alloys Process developments in continuous galvanizing have enabled a range of coatings to be produced with very closely controlled thickness and surface finish. These can be formed and joined without significant damage to the protective coating. Along with these developments, a series of alloys for coatings have been produced. The most important of these are Galvalume and Galfan. Galvalume consists of about 55% aluminium and 45% zinc with a small amount of silicon. It is being used extensively around the world as it has better atmospheric corrosion resistance than pure zinc however, it loses the ability to protect any exposed steel such as that at cut edges. Galfan is a zinc, 5% aluminium alloy containing small amounts of rare earth metals which has a substantial and growing niche market in which its properties are valuable. Its corrosion resistance is better than that of zinc and it retains some cathodic protection capability. Zinc Batteries Zinc based energy systems have tremendous advantages including high specific energy, recyclability, safety and zero emissions. Its not surprising then that zinc is used in the manufacture of a variety of battery chemistries, both primary and rechargeable, consumer and industrial.

The most well known of these chemistries are the primary zinccarbon and alkaline batteries, which together dominate the standard AAA, AA, C and D size consumer battery market. Zinc/Air and Zinc/Silver batteries are also widely used in the electronics industry to power hearing aids, wrist watches, calculators and the like. Industrial Zinc/Silver and Zinc/Nickel batteries are of critical importance in a variety of aeronautic and military applications; while larger Zinc/Air cells have been developed to power electric vehicles and Remote Area Power Supply (RAPS) installations. The zinc air cell is a particularly interesting technology because it acts as a partial fuel cell using the O2 from air as the cathode. There are portable primary zinc/air batteries and industrial primary zinc/air batteries. There are also electrically rechargeable zinc/air batteries that use a bifunctional oxygen electrode for charge and discharge, and mechanically rechargeable zinc/air batteries that require the replacement of discharged anodes.

Zinc Use in Brass The Brass Family Brass is not a single unique metal. Rather, the brasses comprise a family of copperbase alloys in which zinc is the principal alloying element. The amount of zinc present in these alloys ranges from 10% to more than 40%. Besides its traditional use for door handles, lighting fixtures and decorative objects, brass is now an increasingly popular material with architects, interior designers and consumers. Brass has a warm, natural colour and feel. Brass is also a hygienic material - when used for handles, railings and hardware, it has the added benefit of being bacteriostatic. The names given to alloys in the brass family are, in some cases, as colorful as the metals themselves. Historically and technically, brass is defined as any alloy in which the principal constituents are copper and zinc. Thus, all brasses contain zinc, although other elements may be present. That convention notwithstanding, design parlance collectively identifies all of these alloys as "bronzes", mainly because of their similar uses, colors and weathering characteristics. For example, designers and architects speak of "white bronzes", "yellow bronzes", "statuary bronzes" and even "green bronzes" (after weathering). In fact, the majority of the metals so identified are brasses, or alloys of copper and zinc. Cast brasses offer almost infinite possibilities for artistic expression, not simply for statuary, but as decorative hardware, innovative plumbing fixtures and architectural details. Moreover, cast brasses can be selected by color to match - or contrast - the colors of most wrought brass alloys, an important advantage. Ageless beauty The brasses we normally think of are bright yellow in color. Brasses can retain that color indefinitely if properly protected with suitable finishes, but the way brasses change color as they age opens an entirely new dimension to their use in architecture.

The very pleasing - and from a corrosion standpoint, very protective - natural patinas that brasses assume as they age have become synonymous with durability and lasting quality. Architects, designers and sculptors take creative advantage of brass's gradual change in appearance to underscore the timelessness of their structural creations.

Today, it is possible to accelerate brass's ageing process through the application of chemical treatments. These "artificial patinas" create within hours the protective mineral surface finishes that would take decades to form in nature. Alternatively, durable lacquers and polymeric laminates are now available that can retain the natural beauty of new metal for years, whether indoors or exposed to the atmosphere. The recent development of extremely age-resistant protective finishes, including powder coatings and vapor-deposited organic coatings, is one of the major driving forces behind brass's growing popularity. Interestingly, some architects have found that the combination of aged patinas and bright "new" metal finishes is especially appealing. The variety of surface finishes and colors available in brass is one more expression of the metal's almost endless variety .

What is supply chain management?

Supply chain management (SCM) is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service and deliver it to customers. The following are five basic components of SCM.

1. PlanThis is the strategic portion of SCM. Companies need a strategy for managing all the resources that go toward meeting customer demand for their product or service. A big piece of SCM planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers. 2. SourceNext, companies must choose suppliers to deliver the goods and services they need to create their product. Therefore, supply chain managers must develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the relationships. And then, SCM managers can put together processes for managing their goods and services inventory, including receiving and verifying shipments, transferring them to the manufacturing facilities and authorizing supplier payments. 3. MakeThis is the manufacturing step. Supply chain managers schedule the activities necessary for production, testing, packaging and preparation for delivery. This is the most metric-intensive portion of the supply chainone where companies are able to measure quality levels, production output and worker productivity. 4. DeliverThis is the part that many SCM insiders refer to as logistics, where companies coordinate the receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments. 5. ReturnThis can be a problematic part of the supply chain for many companies. Supply chain planners have to create a responsive and flexible network for receiving defective and excess products back from their customers and supporting customers who have problems with delivered products..

What is the extended supply chain?

The extended supply chain is a clever way of describing everyone who contributes to a product. So if a company makes text books, then its extended supply chain would include the factories where the books are printed and bound, the company that sells the paper, the mill where that supplier buys their stock, and so on. It is important for a company to keep track of what is happening in its extended supply chain because a supplier or a supplier's supplier could end up having an impact on you (as the old saying goes, a chain is only a strong as its weakest link). For example, a fire in a paper mill might cause the text book manufacturer's paper supplier to run out of inventory. If the text book company knows what is happening in its extended supply chain it can find another paper vendor.

GLOBAL SUPPLY CHAIN MANAGEMENT

A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. Supply chains exist in both service and manufacturing organizations, although the complexity of the chain may vary greatly from industry to industry and firm to firm. Below is an example of a very simple supply chain for a single product, where raw material is procured from vendors, transformed into finished goods in a single step, and then transported to distribution centers, and ultimately, customers. Realistic supply chains have multiple end products with shared components, facilities and capacities. The flow of materials is not always along an arborescent network, various modes of transportation may be considered, and the bill of materials for the end items may be both deep and large.

Traditionally, marketing, distribution, planning, manufacturing, and the purchasing organizations along the supply chain operated independently. These organizations have their own objectives and these are often conflicting. Marketing's objective of high customer service and maximum sales dollars conflict with manufacturing and distribution goals. Many manufacturing operations are designed to maximize throughput and lower costs with little consideration for the impact on inventory levels and distribution capabilities. Purchasing contracts are often negotiated with very little information beyond historical buying patterns. The result of these factors is that there is not a single, integrated plan for the organization---there were as many plans as businesses. Clearly, there is a need for a mechanism through which these different functions can be integrated together. Supply chain management is a strategy through which such an integration can be achieved. Supply chain management is typically viewed to lie between fully vertically integrated firms, where the entire material flow is owned by a single firm, and those where each channel member operates independently. Therefore coordination between the various players in the chain is key in its effective management. Cooper and Ellram [1993] compare supply chain management to a well-balanced and well-practiced relay team. Such a team is more competitive when each player knows how to be positioned for the hand-off. The relationships are the strongest between players who directly pass the baton, but the entire team needs to make a coordinated effort to win the race.

Supply Chain Decisions We classify the decisions for supply chain management into two broad categories -strategic and operational. As the term implies, strategic decisions are made typically over a longer time horizon. These are closely linked to the corporate strategy (they sometimes {\it are} the corporate strategy), and guide supply chain policies from a design perspective. On the other hand, operational decisions are short term, and focus on activities over a day-to-day basis. The effort in these type of decisions is to effectively and efficiently manage the product flow in the "strategically" planned supply chain. There are four major decision areas in supply chain management: 1) location, 2) production, 3) inventory, and 4) transportation (distribution), and there are both strategic and operational elements in each of these decision areas.

Location Decisions The geographic placement of production facilities, stocking points, and sourcing points is the natural first step in creating a supply chain. The location of facilities involves a commitment of resources to a long-term plan. Once the size, number, and location of these are determined, so are the possible paths by which the product flows through to the final customer. These decisions are of great significance to a firm since they represent the basic strategy for accessing customer markets, and will have a considerable impact on revenue, cost, and level of service. These decisions should be determined by an optimization routine that considers production costs, taxes, duties and duty drawback, tariffs, local content, distribution costs, production limitations, etc. (See Arntzen, Brown, Harrison and Tafton [1995] for a thorough discussion of these aspects.) Although location decisions are primarily strategic, they also have implications on an operational level.

Production Decisions The strategic decisions include what products to produce, and which plants to produce them in, allocation of suppliers to plants, plants to DC's, and DC's to customer markets. As before, these decisions have a big impact on the revenues, costs and customer service levels of the firm. These decisions assume the existence of the facilities, but determine the exact path(s) through which a product flows to and from these facilities. Another critical issue is the capacity of the manufacturing facilities--and this largely depends the degree of vertical integration within the firm. Operational decisions focus on detailed production scheduling. These decisions

include the construction of the master production schedules, scheduling production on machines, and equipment maintenance. Other considerations include workload balancing, and quality control measures at a production facility.

Inventory Decisions These refer to means by which inventories are managed. Inventories exist at every stage of the supply chain as either raw materials, semi-finished or finished goods. They can also be in-process between locations. Their primary purpose to buffer against any uncertainty that might exist in the supply chain. Since holding of inventories can cost anywhere between 20 to 40 percent of their value, their efficient management is critical in supply chain operations. It is strategic in the sense that top management sets goals. However, most researchers have approached the management of inventory from an operational perspective. These include deployment strategies (push versus pull), control policies --- the determination of the optimal levels of order quantities and reorder points, and setting safety stock levels, at each stocking location. These levels are critical, since they are primary determinants of customer service levels.

Transportation Decisions The mode choice aspect of these decisions are the more strategic ones. These are closely linked to the inventory decisions, since the best choice of mode is often found by trading-off the cost of using the particular mode of transport with the indirect cost of inventory associated with that mode. While air shipments may be fast, reliable, and warrant lesser safety stocks, they are expensive. Meanwhile shipping by sea or rail may be much cheaper, but they necessitate holding relatively large amounts of inventory to buffer against the inherent uncertainty associated with them. Therefore customer service levels, and geographic location play vital roles in such decisions. Since transportation is more than 30 percent of the logistics costs, operating efficiently makes good economic sense. Shipment sizes (consolidated bulk shipments versus Lot-for-Lot), routing and scheduling of equipment are key in effective management of the firm's transport strategy.

Activities/functions
Supply chain management is a cross-function approach including managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organization and toward the end-consumer. As organizations strive to focus on core competencies and becoming more flexible, they reduce their ownership of raw

materials sources and distribution channels. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics operations. Less control and more supply chain partners led to the creation of supply chain management concepts. The purpose of supply chain management is to improve trust and collaboration among supply chain partners, thus improving inventory visibility and the velocity of inventory movement. Several models have been proposed for understanding the activities required to manage material movements across organizational and functional boundaries. SCOR is a supply chain management model promoted by the Supply Chain Council. Another model is the SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can be grouped into strategic, tactical, and operational levels . The CSCMP has adopted The American Productivity & Quality Center (APQC) Process Classification FrameworkSM a high-level, industry-neutral enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint[5]. Strategic

Strategic network optimization, including the number, location, and size of warehousing, distribution centers, and facilities. Strategic partnerships with suppliers, distributors, and customers, creating communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logistics. Product life cycle management, so that new and existing products can be optimally integrated into the supply chain and capacity management activities. Information technology chain operations. Where-to-make and what-to-make-or-buy decisions. Aligning overall organizational strategy with supply strategy. It is for long term and needs resource commitment.

Tactical

Sourcing contracts and other purchasing decisions. Production decisions, including contracting, scheduling, and planning process definition. Inventory decisions, including quantity, location, and quality of inventory. Transportation strategy, including frequency, routes, and contracting. Benchmarking of all operations against competitors and implementation of best practices throughout the enterprise. Milestone payments. Focus on customer demand.

Operational

Daily production and distribution planning, including all nodes in the supply chain.

Production scheduling for each manufacturing facility in the supply chain (minute by minute). Demand planning and forecasting, coordinating the demand forecast of all customers and sharing the forecast with all suppliers. Sourcing planning, including current inventory and forecast demand, in collaboration with all suppliers. Inbound operations, including transportation from suppliers and receiving inventory. Production operations, including the consumption of materials and flow of finished goods. Outbound operations, including all fulfillment activities, warehousing and transportation to customers.

Order promising, accounting for all constraints in the supply chain, including all suppliers, manufacturing facilities, distribution centers, and other customers

Supply chain business process integration

Successful SCM requires a change from managing individual functions to integrating activities into key supply chain processes. An example scenario: the purchasing department places orders as requirements become known. The marketing department, responding to customer demand, communicates with several distributors and retailers as it attempts to determine ways to satisfy this demand. Information shared between supply chain partners can only be fully leveraged through process integration. Supply chain business process integration involves collaborative work between buyers and suppliers, joint product development, common systems and shared information. According to Lambert and Cooper (2000), operating an integrated supply chain requires a continuous information flow. However, in many companies, management has reached the conclusion that optimizing the product flows cannot be accomplished without implementing a process approach to the business. The key supply chain processes stated by Lambert (2004) [9] are:

Customer relationship management Customer service management Demand management Order fulfillment Manufacturing flow management Supplier relationship management Product development and commercialization Returns management

Much has been written about demand management. Best-in-Class companies have similar characteristics, which include the following: a) Internal and external collaboration b) Lead time reduction initiatives c) Tighter feedback from customer and market demand d) Customer level forecasting

One could suggest other key critical supply business processes which combine these processes stated by Lambert such as: a. b. c. d. e. f. g. Customer service management Procurement Product development and commercialization Manufacturing flow management/support Physical distribution Outsourcing/partnerships Performance measurement

a) Customer service management process Customer Relationship Management concerns the relationship between the organization and its customers. Customer service is the source of customer information. It also provides the customer with real-time information on scheduling and product availability through interfaces with the company's production and distribution operations. Successful organizations use the following steps to build customer relationships:

determine mutually satisfying goals for organization and customers establish and maintain customer rapport produce positive feelings in the organization and the customers

b) Procurement process Strategic plans are drawn up with suppliers to support the manufacturing flow management process and the development of new products. In firms where operations extend globally, sourcing should be managed on a global basis. The desired outcome is a win-win relationship where both parties benefit, and a reduction in time required for the design cycle and product development. Also, the purchasing function develops rapid communication systems, such as electronic data interchange (EDI) and Internet linkage to convey possible requirements more rapidly. Activities related to obtaining products and materials from outside suppliers involve resource planning, supply sourcing, negotiation, order placement, inbound transportation, storage, handling and quality assurance, many of which include the responsibility to coordinate with suppliers on matters of scheduling, supply continuity, hedging, and research into new sources or programs. c) Product development and commercialization Here, customers and suppliers must be integrated into the product development process in order to reduce time to market. As product life cycles shorten, the appropriate products must be developed and successfully launched with ever shorter time-schedules to remain competitive. According to Lambert and Cooper (2000), managers of the product development and commercialization process must:

1. coordinate with customer relationship management to identify customerarticulated needs; 2. select materials and suppliers in conjunction with procurement, and 3. develop production technology in manufacturing flow to manufacture and integrate into the best supply chain flow for the product/market combination. d) Manufacturing flow management process The manufacturing process produces and supplies products to the distribution channels based on past forecasts. Manufacturing processes must be flexible to respond to market changes and must accommodate mass customization. Orders are processes operating on a just-in-time (JIT) basis in minimum lot sizes. Also, changes in the manufacturing flow process lead to shorter cycle times, meaning improved responsiveness and efficiency in meeting customer demand. Activities related to planning, scheduling and supporting manufacturing operations, such as work-inprocess storage, handling, transportation, and time phasing of components, inventory at manufacturing sites and maximum flexibility in the coordination of geographic and final assemblies postponement of physical distribution operations. e) Physical distribution This concerns movement of a finished product/service to customers. In physical distribution, the customer is the final destination of a marketing channel, and the availability of the product/service is a vital part of each channel participant's marketing effort. It is also through the physical distribution process that the time and space of customer service become an integral part of marketing, thus it links a marketing channel with its customers (e.g., links manufacturers, wholesalers, retailers). f) Outsourcing/partnerships This is not just outsourcing the procurement of materials and components, but also outsourcing of services that traditionally have been provided in-house. The logic of this trend is that the company will increasingly focus on those activities in the value chain where it has a distinctive advantage, and outsource everything else. This movement has been particularly evident in logistics where the provision of transport, warehousing and inventory control is increasingly subcontracted to specialists or logistics partners. Also, managing and controlling this network of partners and suppliers requires a blend of both central and local involvement. Hence, strategic decisions need to be taken centrally, with the monitoring and control of supplier performance and day-to-day liaison with logistics partners being best managed at a local level. g) Performance measurement Experts found a strong relationship from the largest arcs of supplier and customer integration to market share and profitability. Taking advantage of supplier capabilities and emphasizing a long-term supply chain perspective in customer relationships can both be correlated with firm performance. As logistics competency becomes a more

critical factor in creating and maintaining competitive advantage, logistics measurement becomes increasingly important because the difference between profitable and unprofitable operations becomes more narrow. A.T. Kearney Consultants (1985) noted that firms engaging in comprehensive performance measurement realized improvements in overall productivity. According to experts, internal measures are generally collected and analyzed by the firm including 1. 2. 3. 4. 5. Cost Customer Service Productivity measures Asset measurement, and Quality.

External performance measurement is examined through customer perception measures and "best practice" benchmarking, and includes 1) customer perception measurement, and 2) best practice benchmarking. Components of Supply Chain Management are 1. Standardization 2. Postponement 3. Customization Developments in Supply Chain Management Six major movements can be observed in the evolution of supply chain management studies: Creation, Integration, and Globalization (Lavassani et al., 2008a), Specialization Phases One and Two, and SCM 2.0. 1. Creation Era The term supply chain management was first coined by a U.S. industry consultant in the early 1980s. However, the concept of a supply chain in management was of great importance long before, in the early 20th century, especially with the creation of the assembly line. The characteristics of this era of supply chain management include the need for large-scale changes, re-engineering, downsizing driven by cost reduction programs, and widespread attention to the Japanese practice of management. 2. Integration Era This era of supply chain management studies was highlighted with the development of Electronic Data Interchange (EDI) systems in the 1960s and developed through the 1990s by the introduction of Enterprise Resource Planning (ERP) systems. This era has continued to develop into the 21st century with the expansion of internetbased collaborative systems. This era of supply chain evolution is characterized by both increasing value-adding and cost reductions through integration. 3. Globalization Era The third movement of supply chain management development, the globalization era, can be characterized by the attention given to global systems of supplier relationships and the expansion of supply chains over national boundaries and into

other continents. Although the use of global sources in the supply chain of organizations can be traced back several decades (e.g., in the oil industry), it was not until the late 1980s that a considerable number of organizations started to integrate global sources into their core business. This era is characterized by the globalization of supply chain management in organizations with the goal of increasing their competitive advantage, value-adding, and reducing costs through global sourcing. 4. Specialization EraPhase One: Outsourced Manufacturing and Distribution In the 1990s industries began to focus on core competencies and adopted a specialization model. Companies abandoned vertical integration, sold off non-core operations, and outsourced those functions to other companies. This changed management requirements by extending the supply chain well beyond company walls and distributing management across specialized supply chain partnerships. This transition also re-focused the fundamental perspectives of each respective organization. OEMs became brand owners that needed deep visibility into their supply base. They had to control the entire supply chain from above instead of from within. Contract manufacturers had to manage bills of material with different part numbering schemes from multiple OEMs and support customer requests for work in-process visibility and vendor-managed inventory (VMI). The specialization model creates manufacturing and distribution networks composed of multiple, individual supply chains specific to products, suppliers, and customers who work together to design, manufacture, distribute, market, sell, and service a product. The set of partners may change according to a given market, region, or channel, resulting in a proliferation of trading partner environments, each with its own unique characteristics and demands. 5. Specialization EraPhase Two: Supply Chain Management as a Service Specialization within the supply chain began in the 1980s with the inception of transportation brokerages, warehouse management, and non-asset-based carriers and has matured beyond transportation and logistics into aspects of supply planning, collaboration, execution and performance management. At any given moment, market forces could demand changes from suppliers, logistics providers, locations and customers, and from any number of these specialized participants as components of supply chain networks. This variability has significant effects on the supply chain infrastructure, from the foundation layers of establishing and managing the electronic communication between the trading partners to more complex requirements including the configuration of the processes and work flows that are essential to the management of the network itself. Supply chain specialization enables companies to improve their overall competencies in the same way that outsourced manufacturing and distribution has done; it allows them to focus on their core competencies and assemble networks of specific, best-in-class partners to contribute to the overall value chain itself, thereby

increasing overall performance and efficiency. The ability to quickly obtain and deploy this domain-specific supply chain expertise without developing and maintaining an entirely unique and complex competency in house is the leading reason why supply chain specialization is gaining popularity. Outsourced technology hosting for supply chain solutions debuted in the late 1990s and has taken root primarily in transportation and collaboration categories. This has progressed from the Application Service Provider (ASP) model from approximately 1998 through 2003 to the On-Demand model from approximately 2003-2006 to the Software as a Service (SaaS) model currently in focus today. 6. Supply Chain Management 2.0 (SCM 2.0) Building on globalization and specialization, the term SCM 2.0 has been coined to describe both the changes within the supply chain itself as well as the evolution of the processes, methods and tools that manage it in this new "era". Web 2.0 is defined as a trend in the use of the World Wide Web that is meant to increase creativity, information sharing, and collaboration among users. At its core, the common attribute that Web 2.0 brings is to help navigate the vast amount of information available on the Web in order to find what is being sought. It is the notion of a usable pathway. SCM 2.0 follows this notion into supply chain operations. It is the pathway to SCM results, a combination of the processes, methodologies, tools and delivery options to guide companies to their results quickly as the complexity and speed of the supply chain increase due to the effects of global competition, rapid price fluctuations, surging oil prices, short product life cycles, expanded specialization, near-/far- and off-shoring, and talent scarcity.

SCM 2.0 leverages proven solutions designed to rapidly deliver results with the agility to quickly manage future change for continuous flexibility, value and success. This is delivered through competency networks composed of best-of-breed supply chain domain expertise to understand which elements, both operationally and organizationally, are the critical few that deliver the results as well as through intimate understanding of how to manage these elements to achieve desired results. Finally, the solutions are delivered in a variety of options, such as no-touch via business process outsourcing, mid-touch via managed services and software as a service (SaaS), or high touch in the traditional software deployment model. Supply chain management problems Supply chain management must address the following problems:

Distribution Network Configuration: number, location and network missions of suppliers, production facilities, distribution centers, warehouses, cross-docks and customers.

Distribution Strategy: questions of operating control (centralized, decentralized or shared); delivery scheme, e.g., direct shipment, pool point shipping, cross docking, DSD (direct store delivery), closed loop shipping; mode of transportation, e.g., motor carrier, including truckload, LTL, parcel; railroad; intermodal transport, including TOFC (trailer on flatcar) and COFC (container on flatcar); ocean freight; airfreight; replenishment strategy (e.g., pull, push or hybrid); and transportation control (e.g., owner-operated, private carrier, common carrier, contract carrier, or 3PL). Trade-Offs in Logistical Activities: The above activities must be well coordinated in order to achieve the lowest total logistics cost. Trade-offs may increase the total cost if only one of the activities is optimized. For example, full truckload (FTL) rates are more economical on a cost per pallet basis than less than truckload (LTL) shipments. If, however, a full truckload of a product is ordered to reduce transportation costs, there will be an increase in inventory holding costs which may increase total logistics costs. It is therefore imperative to take a systems approach when planning logistical activities. These trade-offs are key to developing the most efficient and effective Logistics and SCM strategy. Information: Integration of processes through the supply chain to share valuable information, including demand signals, forecasts, inventory, transportation, potential collaboration, etc. Inventory Management: Quantity and location of inventory, including raw materials, work-in-progress (WIP) and finished goods. Cash-Flow: Arranging the payment terms and methodologies for exchanging funds across entities within the supply chain.

Supply chain execution means managing and coordinating the movement of materials, information and funds across the supply chain. The flow is bi-directional

RESEARCH METHODOLOGY

TITLE OF THE STUDY

GLOBAL SUPPLY CHAIN MANAGAMENT &LOGISTIC AT HINDUSTAN ZINC LIMITED DEBARI

DURATION OF PROJECT
The duration of project is of 45 days

OBJECTIVES OF THE STUDY

1. To analysis the present chain system of HZL, debari 2. TO evaluate the present satisfaction level of the client with operation of HZL 3. To identify specific complaints of clients RESEARCH METHODOLOGY

Define problem

Research Objective

Develop the Research plan

Collect Information

Analyze Data

Present Findings

Step 1 Develop Research Plan: A) Data source: 1. Primary Data: - Collected through direct questionnaire. 2. Secondary Data: - Secondary data was reviewed in order to prepare questionnaire. Information was gathered from several magazines, periodicals, companys brochures and website of HZL. 3. Method of Research: - Direct Survey methods->in this one, we approached the executives and questionnaires were filled by them. 4. Research Instrument: - Direct questionnaire (Close ended). (B) Sampling Plan:1. Sampling Unit: - Non-Executives of various department of HZL, Debari. 2. Sample Size: - An optimum Sample of 60 was used to obtain reliable result. 3. Sampling procedure: - In this stratified Random sampling was used.

step 2 Collection of Data:Data was collected through questionnaire. Step 3

Analysis and collection of information:We adopted stratified random sampling approach and select total 60 nonexecutives who are employed in HZL, Debari. The questionnaire was administered for collecting relevant data which were analyzed. An instrument contain and set of 20 question regarding that whether the non-executives are satisfied with training programs provided by HZL, Debari.

SCOPE OF STUDY

The research will helpful in improve the supply chain system of HZL It will helpful in find out problem in supply chain management at HZL It will explore the way to improve Buyer Organization satisfaction.

LIMITATIONS OF THE STUDY

1. The

sample size is not expected to be adequate which may be a major limitation of the project. 2. Because the survey is going to be online. Response rate is expected to be low.

3. Extreme rating by few of the clients may affect the overall result of the survey.

DATA ANALYSIS
1) Is your organization satisfied with the Handling and Packaging of our Product? Category Yes No Total Number of respondent 25 5 30 Percentage 83.33% 16.67%

2) Is your organization satisfied with the delivery time of product? Category Yes No Total Number of respondent 24 6 30 Percentage 80% 20%

3) Is your organization satisfied with the quality of our finished goods? Category Yes No Total Number of respondent 27 03 30 Percentage 90% 10%

4) Is your organization Satisfied with the supply chain system?

Category Yes No Total

Number of respondent 22 8 30

Percentage 73.33% 26.67%

5) Are you satisfied with the pricing strategies of our organization?

Category Yes No Total

Number of respondent 23 7 30

Percentage 76.67% 26.33%

6) Are you satisfied with our transportation facility of our organization

Category Yes No Total

Number of respondent 24 6 30

Percentage

80% 20%

7 Your observation on E-Salesmate lead to saving of time, man hour and resources

Category Most Sightly Highly beneficial Cant say Total

Number of respondent 10 11 04 05 30

Percentage 33.33% 36.67% 13.33% 16.66%

8 Your experience with sales and logistic staff at the delivery point

Category Ignorant Prompt Good Cant say Total

Number of respondent 10 04 11 05 30

Percentage 33.33% 13.33% 36.67% 16.66%

9 Your experience regarding complain handling process

Category Mostly resolved

Number of respondent 10

Percentage 33.33%

Sometime resolved Never resolved Cant say Total

11 04 05 30

36.67% 13.33% 16.66%

SWOT ANALYSIS of HZL

STRENGTHS: 1) Company has got superior product quality. 2) Company has well-established market both domestic and international. 3) Company has fully developed R&D department, which caters to the rapidly hanging needs of its industrial consumers. 4) Well-established marketing and distributions of its products which results in: - Receiving regular and permanent orders from agents.

- Minimum risk of recovery of payments. - Improving quality of yarn by observing the market trends and maintains the quality. 5) Since the company pays its dividends regularly it has gained sufficient trust of shareholder so company wont have any hindrance in accumulating funds from external sources. 6) Company pays its loans to its financiers regularly, so it enjoys good support from the various financial institutions. 7) Highly experienced management team in which most of whom have 2 to 3 decades of experience in textile industry manages company. 8) Company enjoys a good labour management relationship, which results in reducing production time and better output.

WEAKNESS: 1) Plant is utilized only 58% utilization of plant is availed currently. 2) Poor technology used in production as some machinery is still semi-automatic which results in decrease in production and quality. 3) Marketing department is not well organized. 4) They have less number of depots and company mainly depends per order on agents only, which too is less in numbers. 5) They do not give stress on the promotional activity, which now a days gaining momentum even in the industrial goods manufacturing firms. 6) Lack of financial resources which creates obstacles for the company in its expansion, diversification and in exploration of new markets. 7) Weak distribution network because of which company products cannot reach the potential consumers.

8) Poor product line.

OPPORTUNITY: 1) Positive attitude of government towards export promotion. 2) Since the company is going to be fully automated they will have - Less requirement of labour - High technology and quality - Full plant utilization 4) Reduction in import duties on raw materials by the government can be availed by the company in terms of importing its raw material. 5) Expansion of zinc plats market is taking place rapidly so the company can identify more potential customers. 6) Increasing globalization and abolishment of trade barriers by various developed countries will give company enough opportunity to enter these markets.

THREATS: 1) Increasing cost of raw materials. 2) Increasing expansion of zinc plats market will result in the competitor companies expanding their market as per market requirement. 3) Due to globalization foreign companies are going to enter in the domestic market with advanced technology, so if the company does not take required measures timely then its market share is going to squeeze drastically. 4) Due to incoming of foreign companies will have to follow established market strategies both for domestic and international markets. 5) Current economic recession may have its effect on the companys expansion policies.

6) Non-availability of funds at proper time may force the company to forgo some development programmes thereby affecting the output. 7) They dont possess any international quality certificate, which has by now s

CONCLUSIONS: Most of the training programs are of technical nature. Behavioral training at HZL is not given that importance, as should be. To motivate the employees behavioral training should be an integral part of any training programme.

Employees are satisfied with their training duration, they find it a platform to learn new things, but they feel programs should be conducted in various other aspects also and such programs should be frequently held.

Employees preferred on-the job method of training. It gives them practical knowledge of the work.

There is free and frank communication of the views and suggestion between the employees and their supervisors regarding their jobs.

Employees feel that their confidence level increases attending the training programme.

Employees at HZL, Debari regularly attend the training programs as they find it a platform to learn new things.

Employees are more inclined towards training, which is given in-group rather than individual training as they feel that group training promotes teamwork and group cohesiveness.

The training needs of the employees are assessed by the supervisors and incase of any problem employees first approach them and so are closer and open to their supervisors.

SUGGESTIONS: As for many years there has been no change in the technical work so the employees have reached a saturation point. Hence to avoid this, the technological up gradation must take place regularly.

Training programme should also be conducted on the behavioral aspect. This will make them emotionally strong and will also help them improve their attitudes.

Top management together, with the help of the SBUs should assess the training needs of the employees regularly and provide the ground on which the training should be imparted.

The concept of right training for the right person should be followed while imparting training so that training delivers the required results.

Training techniques and method should be modified in line with the latest changes and recent development so that they do not become obsolete and lose their relevance.

The attitude of the supervisor towards the employees who have attended the training programme should be supportive so that the employees feel that they are a part of the organization and it will instill a sense of belongingness in them, which is very much needed.

Regular and timely feedback from the trainees should be taken so as to avoid any loopholes in the training programme and it also helps to find out whether training is really proving to be beneficial or not.

BIBLIOGRAPHY

BOOKS Human Resource and Personnel Management by K. Aswathappa Memoria C. B. & Gankar S. V., Personal Management (Text & Cases), Himalaya Publishing House, Mumbai, 1977

Chabra T. N., Human Resource Management, Dhanpat rai & Sons, New Delhi, 1977 Kothari C. R., Research Methodology (Methods & Techniques), Wishwa Prakashan, new Delhi, 1990 Journals Harvard business review vol 2, MAY 2007 Indian Management, March 2008 Zinc News Mineral Annual Report HZL

Website

www.hzlindia.com

www.indianmba.com www.hr-guide.com www.investopedia.com

www.hzl.com