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Project Report On
Warehouse Management and Implementing the Best Practices in
Cairn Energy India
At
CAIRN ENERGY INDIA PTY LIMITED
SYANAM
Submitted by
S. KANDHA HARI SHANKAR
M.B.A (INTERNATIONAL BUSINESS), Registration No - 1226111117
In Partial Fulfilment of Requirement for the award of the Degree of
Masters of Business Administration (IB)
2011-13
Under the guidance of
Faculty Guide Faculty Guide Company Guide
Dr. V.L.Rao, Dr. Ch. Venkataiah, Mr.K.K.V. Krishna
Professor, GSIB Associate Professor, GSIB Cairn Energy India
GITAM SCHOOL of INTERNATIONAL BUSINESS
GITAM CAMPUS, RUSHIKONDA VISAKHAPATNAM – 530045, ANDHRA PRADESH, INDIA

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DECLARATION
I, hereby declare that this project titled “Warehouse management & implementing the best
practices in Cairn Energy India” at CAIRN ENERGY INDIA PTY Ltd, Syanam is
prepared by me during the academic years 2011-12 under the guidance of my faculty guide
Dr.V.L.Rao, Professor, GSIB, and Dr.CH.Venkataiah, Associate Professor, GSIB.
I also declare that this project has been conducted in partial fulfilment of the requirement for
the degree of Masters in Business Management, International Business 2011-13 offered by
GITAM School of International Business, GITAM University. This project is not based on
any previously submitted project for the award of any degree or diploma offered by any
University. It is a result of my own efforts and hard work.
Date: 2/07/2012 S. KANDHA HARISHANKAR
Place: Visakhapatnam M.B.A (IB)

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ACKNOWLEDGMENTS
I would like to take this opportunity to acknowledge and thank all those who have assisted
me with this project. The project report could not have been prepared, if not for the help and
encouragement from various people.
I would like to express my gratitude to Mr.K.K.V. Krishna (Cairn Energy India pty ltd) for
helping me understand the complete warehouse & procurement process. The valuable and
timely information and suggestions provided by him helped me make an exhaustive report.
I would like to extend my warm gratitude to my faculty guides Dr. V.L.Rao, Professor,
GITAM School of International Business and Dr. CH.Venkataiah, Associate professor,
GITAM School of International Business for their valuable support, guidance and planned
approach which were indispensable for giving the project its right direction. And last but not
the least I thank my family and friends without whose support the project would have been a
distant reality.

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TABLE OF CONTENTS
EXECUTIVE SUMMARY 05
CHAPTER-1
INTRODUCTION 07
OBJECTIVES OF THE STUDY 08
CHAPTER-2
INDUSTRY REVIEW 09
COMPANY REVIEW 14
OPERATIONS IN CAIRN 16
REVIEW OF LITERATURE 20
CHAPTER-3
INVENTORY MANAGEMENT 22
WAREHOUSE UTILIZATION 26
DATA ANALYSIS:
ABC ANALYSIS 28
FSN ANALYSIS 30
VED ANALYSIS 35
CHAPTER-4
SUMMARY 37
OBSERVATIONS AND FINDINGS 38
RECOMMENDATIONS 38
ANNEXURE
REFERENCES

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EXECUTIVE SUMMARY
The project titled “A study on Warehouse Management and implementing the best practices
in Cairn India” involves in studying the warehousing needs, current utilization of warehouses,
pattern of cargo arrival and despatch, scope for system improvement and better utilization of
warehouses.
The project involves the different operations done at the warehouse. The report shows how
all the operations are linked to the warehouse and the warehousing activities and functions.
The warehouse at the CAIRN ENERGY INDIA terminal is an upstream warehouse. The
current utilization of the receivables and issues of warehouse at the terminal is more than
75.51 % percent on an average. Usually the storage utilization will not be more than 70 % in
other companies but here they are utilizing more than other companies.
The main objective for Cairn is to run their production without any disturbance because if
there is any delay or the equipments, spare parts are not available in the site then production
process will stop, even a single minute of delay leads to crores of losses to the company.
Warehouse is to provide the customers to load and unload the goods in the warehouse for
production of crude oil and gas from sea. The warehouse will do the issues and receipts based
on the production needs and replenish the stocks by procuring the goods at right time and
storing the goods on racks in department wise like mechanical, electrical, and instrumental
goods.
The ABC analysis for 2011-12 shows that 134 products that are issued to the production
which contributes 80 % of total sales value which comes under A category, 230 products that
are issued to the production which contributes 15 % of total sales value which comes under
the B category, 673 products that are issued to the production which contributes 5 % of total
sales value which comes under C category.
The finding in the project, their current inventory is around Rs 35cr in that they are holding
Rs 17cr worth of dead inventory (almost 50 % is dead inventory) which is a big threat for the
company and they are running short of space in warehouse and no technology (RFID, pick to
light system, bar code, auto ID) is implemented so far they are doing all the process
manually.

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The recommendations that given are to handover all dead inventories to ONGC, then to
remove all 55 % of desirable items that are occupying the space in warehouse, to upgrade the
technology in warehouse by implementing the Radio Frequency Identification to increase the
productivity.

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CHAPTER 1
INTRODUCTION
Warehouse management has the primary focus of managing the storage and movement of
inventory and materials within a warehouse. Palletized storage and the use of pallet trucks or
forklifts in warehouses and big box stores introduce safety issues for employees and
customers. Many warehouse management systems use an Auto ID Data Capture
(AIDC) technology system with bar code scanners, mobile computers, wireless networks, and
Radio-frequency tags (RFID) for inventory control and inventory database synchronization.
These warehouse management systems track products from production to shipping to
stocking at a retailer or warehouse. Warehouse management can also be applied to managing
big box stores like Costco, Sam’s Clubs or Wal-Mart since they share more similarities with
warehouses than typical retail environments.
Inventory management within warehouses is a challenge given the characteristic value
specific nature of the products. Global visibility of finished and semi finished products can
greatly improve both inventory turnover and maximize production efficiency.
One of the major goals in Warehouse Management is to track, store and move goods and
materials efficiently; keeping inventory levels down while still always having enough
products on hand. Picking and packing, controlling logistics documents, and in and outbound
monitoring are all part of this process. Additionally, mobile devices and RFID expedite
warehouse management processes enhancing the reliability of information about goods stored
and moved through warehouse locations.
Trends in Warehouse Management
Traditional warehousing has declined since the last decades of the 20th century, with the
gradual introduction of Just In Time (JIT) techniques. The JIT system promotes product
delivery directly from suppliers to consumer without the use of warehouses. However, with
the gradual implementation of offshore outsourcing and off shoring in about the same time
period, the distance between the manufacturer and the retailer (or the parts manufacturer and
the industrial plant) grew considerably in many domains, necessitating at least one warehouse
per country or per region in any typical supply chain for a given range of products.
Recent retailing trends have led to the development of warehouse-style retail stores. These
high-ceiling buildings display retail goods on tall, heavy duty industrial racks rather than

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conventional retail shelving. Typically, items ready for sale are on the bottom of the racks,
and crated or palletized inventory is in the upper rack. Essentially, the same building serves
as both warehouse and retail store.
Another trend relates to Vendor Managed Inventory (VMI). This gives the vendor the control
to maintain the level of stock in the store. This method has its own issue that the vendor gains
access to the warehouse.
Large exporters/manufacturers use warehouses as distribution points for developing retail
outlets in a particular region or country. This concept reduces end cost to the consumer and it
enhances the production sale ratio.
Objective
Main objective of the researcher in Cairn Energy India is to find how the warehouse is
utilised, their needs, pattern of cargo arrival and despatch, pattern of goods received and
issued to plant for production purpose, how to balance the inventory in a optimized way, to
figure out possible ways to improve the system and better utilization of warehouses, how
much inventory level should Cairn hold, to improve their productivity by using latest
technology, to give more importance to maintain inventory which are contributing high value
in sales by using ABC analysis method.
Source of data
All the data collected is primary data taken from the managers and officers in the Cairn
Energy India Pty Ltd staff.

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CHAPTER 2
Industry Review
Recent Trends in Oil & Gas Industry
ABSTRACT:
Oil refineries are an integral part of converting oil into an energy resource. This industry is
very fragmented, the oil and gas refining is a highly capital-intensive industry and because of
the large amount of capital investment required, there are very few companies or competitors
within the industry. The U.S. has the largest refining capacity totalling 16.7 million barrels
per day; Russia's refining capacity is at 5.4 million barrels per day, Japan at 4.7 million, and
China at 4.5 million barrels per day. India had approximately 5.7 billion barrels of proven oil
reserves as of January 2011, the second-largest amount in the Asia-Pacific region after China.
However, refining capacity is not the actual indicator of oil production in the number of
barrels produced per day. Saudi Arabia is actually the world's largest oil producer, producing
an estimated 8.4 million barrels per day, Russia is second producing 8.2 million barrels per
day and the U.S. is third producing 5.7 million barrels per day.
INTRODUCTION:
In the present scenario the demand for refined petroleum and other refined products is
increasing, surplus refining capacity of the industry is diminishing very fast. So, in today’s
world, the Oil Refinery Industry has to concentrate on additional capacity building so that the
Growing Market Demand can be met accordingly. This additional capacity building naturally
requires Heavy Investment. This is where the problem lies as the much needed investment in
the Oil Refinery Industry is not attaining its required level because of the uncertainty of the
investment returns. This is because; returns to the investment in Oil Refinery Industry were
very low in the past three decades. But, the good news is that in the recent years the rates of
return are improving. At present, the average margin per barrel has reached a level which is
enough to cover the Capital Cost. But many companies are not willing to invest in new oil
refinery plants may be because of the factor that any Oil Refinery Plant requires at least five
years to be established and this long period increases the risk of investing. The investor
companies fear that the future margins may not be enough to cover their total investment
cost. According to a survey, World Crude Oil Refining Capacity was 83.1 million barrels per
day. But, to keep pace with rising demand this capacity has to reach the level of 93 million
barrels per day by 2010. This means the global Oil Refinery Industry has to grow at an
average Growth Rate of 1.8% per year. This will be possible only if the Oil Refinery Industry
becomes successful to attract sufficient volume of investment from different investors.

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Objectives:
Greater investment:
This oil and gas industry needs huge investments to find the oil resources in the sea. Once
they found the oil resources they will test the quality of crude and its type, like whether its
sour, sweet, better. If the quality is good they will analyse about the cost to exploration which
is normally expensive and to set up the plant it will take huge capital to invest.
Cost structure problem:
The industry is extremely capital intensive and is characterized by very high fixed costs and
low variable costs. High fixed costs require maximum-capacity operation. Lower throughput
increases average fixed costs exponentially, which seriously damages profitability. Hence
there is an incentive to operate over capacity. The market thus has a natural tendency to
oversupply, since all refiners maximize their individual utility by operating at or above
capacity. This forces down margins and pushes refineries into loss. Low variable costs mean
refineries do not close, despite widespread losses, providing that variable costs are met.
Continued operation makes some contribution to fixed costs.
Current trend in refineries:
Closure of refineries:
The prospect of losing relatively cheap Iranian crude comes as refiners are under pressure
from weak profit margins. The world has about 7 million barrels per day (bpd) of surplus
refining capacity worldwide, according to Royal Dutch Shell in Europe, the collapse of
refiner Petro plus - three of its five plants are shut at least temporarily - has raised the
prospect of further pruning of the continent's 13 million bpd of capacity, long under pressure
from declining demand in the mature market.
Refineries at risk:
At least five of its plants make losses. Small refiners that rely on Iran's heavy oil as a primary
source of supply for cranking out asphalt and bitumen are among the most vulnerable. Saudi
Arabia, Russia and Iraq provide alternatives to Iran's heavy crude, but refiners in the
Mediterranean are concerned the scramble for replacements will force them to pay a higher
price than rivals in Turkey and North Africa exempt from the ban.
Shaky ground:
Global oil companies such as Shell and BP Plc. have been scaling back their European
refining business. Oil demand in Europe is forecast to average 14.1 million bpd this year,
versus 15.3 million bpd a decade ago, according to the International Energy Agency.
Refiners in Italy were on shaky ground even before the European Union ban, starting on July
1, was announced. Of the 2 million bpd of capacity to make oil products, consumers have

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been using only about 1.5 million bpd, according to the IEA. This idle capacity has slashed
profits for the country's refining industry and pushed many units to the brink.
Three struggling facilities belong to oil and gas major Eni and include relatively sophisticated
plants at Gela and Livorno. The others are Total and ERG's Rome facility and Iplom's
Busalla refinery.
Eni's refining and marketing unit has lost 1.2 billion euros over the past three years; leading
to speculation the company might downsize its refining operations. The companies are facing
political pressure to keep plants open. "Politics have entered the picture because governments
do not want to see additions to the high level of unemployment, so this may complicate what
otherwise would be a purely commercial matter," The company has, however, suspended
production at the 70,000 bpd Porto Marghera refinery near Venice for six months.
Reliance on imports
The Petro plus crisis may tempt some European countries to abandon their plants altogether
and rely solely on imported fuel. Land-locked Switzerland, with only two refineries, may
become the first to do so. In addition to Petro plus' Cressier refinery, Libyan owned Tamoil's
50-year-old Collombey plant has been struggling. The 72,000 bpd refinery was squeezed as
oil prices jumped due to the loss of Libyan crude and after clients such as BP and Shell
suspended distribution for fear of falling foul of international sanctions on Libya.Industry
sources with knowledge of Tamoil's business said it had tried unsuccessfully to sell the
Collombey refinery last year, although the current strategy of the owner is unclear.fransesco
Marchese, wholesale and export manager for Tamoil in Switzerland, declined to comment.
He said the refinery was operating normally and that run rates had increased since the closure
of Cressier. Sources told Reuters that Libyan exports to Tamoil resumed in December, a
factor which may help to improve the plant's profitability for the time being.
The risk of closure, however, is not unique to Italy and Switzerland.in Europe there were too
many small refineries that are not very profitable, a legacy of an era when every country
wanted its own plants. At least 1 million barrels a day of refining capacity needs to be shut
down in Europe over the medium term, and Italy and France look most vulnerable
MAJOR FINDINGS:
China Lead in 2016:
China will lead the global planned oil refinery market in terms of capacity addition for the
period 2011- 2016. Of the planned oil refining capacity addition of 609.6 MMtpa globally by
2016, 70.0 MMtpa will be added in China. In the planned oil refinery industry, Petro china
Company Ltd. and China Petroleum & Chemical Corporation are the leading companies in
the country. The country plans to construct six refineries, of which two will be operational in
2012, two in 2013 and one each in 2014 and 2015. All the planned refineries are complex
refineries, four consisting of hydro skimming units and two consisting of coking units.
Oil refining capacity

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Growth in planned oil refineries until 2016 will be dominated by the Asia Pacific and Middle
East and Africa regions. Asia Pacific’s refinery market is primarily aimed at addressing the
surging demand for petroleum products in the region. Whereas, Middle East and Africa’s
growth in planned refineries is aimed at desisting from imports of petroleum products and
establish superior refining hub. Middle East and Africa will contribute 45.6% to the planned
global oil refining capacity addition of 609.6 MMtpa by 2016, whereas Asia Pacific will
contribute 34.5% to the same. Together, these two regions will account for 80.1% of global
planned oil refinery capacity by 2016.
Top Five Countries:
Globally by 2016, 37 countries will add oil refining capacities and the top five countries of
these in terms of highest planned oil refining capacity will contribute about 42.9% to the
global planned oil refining capacity. The top five countries include China, Saudi Arabia, Iran,
Iraq and India.
LOGISTICS PROCESS IN OIL REFINING COMPANIES:
Transporting hydrocarbons:
The main oil and gas deposits are located in emerging or developing countries. Once
domestic demand is met, these countries export most of their hydrocarbonproduction to
industrialized regions. Europe, North America, and East Asia have strict energy requirements
but are not self-sufficient enough in terms of oil and gas supplies. Thus, production areas are
often far removed from the areas where the oil and gas is needed. This is why large quantities
of hydrocarbons havebeen transported all over the world for decades.
Transporting oil by sea:
Most oil transported around the world travels on specially built ships called tankers. These
ships carry large quantities of crude or refined oil to the areas where it is needed, often
following the same routes. Oil transport is governed by very strict safety measures that oil
companies, shipowners, and the states where they are registered must respect.
Transporting hydrocarbons by land:
Sometimes it is better to transport it by land for economic, geographical, or political
reasons. In this case, oil pipelines, which link ports, refineries, and points of consumption,
are used. Similarly, gas pipelines form a network and are the preferred mode of transport for
natural gas.
Extensive networks of oil pipelines:
Large pipes through which tens of millions of tons of oil are transported every year. The
longest pipeline in the world is the Druzhba pipeline (5,327 km), which passes through eight
countries - Russia, Belarus, Ukraine, Poland, Germany, the Czech Republic and Hungary.

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To facilitate the circulation of crude within the pipeline, pumping stations located every 60-
100 km increase pressures the crude passes through. Inside a pipeline, oil travels 2 meters per
second or 7km/h.
Storing hydrocarbons:
Industrialized countries accumulate oil and gas reserves for strategic reasons.
This provides them with energy resources in the event of political upheaval threatening their
supply. Storing hydrocarbons means that supply can be adjusted to fluctuating consumer
demand in real time and that crude oil can be stored while it waits refining.
CONCLUSION:
In the globalized world the market for the oil & related products will be highly volatile and
the demand for the oil resources will be high because the utilization is also increasing day by
day. so there is a scarcity for the product. Then starting an oil refinery is not a easy job to do
it require huge investment and one have to wait more than 5 years to fit into this business and
should be considered among the people, industries, competitors, should listed in stock market
and all. Many companies are hesitating to enter into this field because of above mentioned
reasons. So these are the present scenario of oil refinery industries around the world.

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Company Review
Cairn India Pty Ltd
Cairn has been unlocking value through discovery and development of hydrocarbons in the
sub-continent for more than 15 years. Cairn also developed one of the first set of discovered
fields on auction – RAVVA, off the coast of Andhra. It’s contributing more than a 5th
of the
country’s domestic crude production through their Rajasthan fields. The discovery of
Mangala in 2004 the largest onshore hydrocarbon discovery in India took Cairn’s growth into
greater heights. As estimates shows that India’s crude import bill this year could reach $100
billion if crude prices hover in the range of $100 - $120/barrel with uncertainties in supply
from the Middle East. This would not only fuel inflationary pressures but upset the delicate
fiscal balance of the country. Due to production from Cairn’s Rajasthan fields the country has
experienced double digit growth in crude oil production for the first time since the last four
fiscals. In 2006-07 the crude production growth was 5.6% which dipped to 0.4%-1.8% &
0.5% in last few fiscals. In 2010-2011, the production by Cairn India and reliance led to a
double digit growth in domestic crude oil production for the first time by 11.5%. The
approach paper to the 12th
plan projects a growth rate of 7% for commercial energy demand
for a GDP growth of 9%. This is only possible through a major supply side response coupled
with efficient demand management.
Cairn India has been a trailblazer in a lot of areas in the oil & gas sector. Over the years the
organisation has built an indigenous team with the capability to execute projects across the
whole spectrum of the business – be it exploration, discovery, development and production.
The team is capable of executing projects with the scale of our Rajasthan development,
maximise the life of the field & recovery in mature assets like Ravva applying technology to
transform from gas to oil in suvali, Gujarat and design to implementation of new lines of
business like building the world’s longest continuously heated and insulated pipeline from
Rajasthan to Gujarat. In this stage of transformational growth with the pipeline operations
bringing in the desired scale, their safety standards have been in the top quartile against
global benchmarks. Cairn terminal in barmer, the largest of its kind onshore hydrocarbon
facility, before connecting with the market through pipeline is a zero discharge facility with
GHG emission maintained at half the global average last year. Responsibility and concern for
the environment has been integrated in their operation strategy be it the usage of environment
friendly completion fluids, coiled tubing for reduced environment footprint or their well pad
design with horizontal deviated drilling to optimise usage of land and minimise disruption.
They have been creating value through substantial contribution to the government exchequer
with royalties paid more than USD 1 billion, direct and indirect taxes of more than USD 1
billion, generating profit petroleum for the government of greater than USD 5billion all these
resulting in significant savings in foreign exchange due to reduced imports.

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The continuous growth in production and its asset base has led to increasing valuation of the
company, which has ultimately enhanced shareholders wealth. The investor community and
the market also endorsed our initiatives to create value for their shareholders as a result of
which the market cap of the company has nearly doubled from USD 6bn to USD 12bn since
IPO. Cairn with the help of its joint venture partners including ONGC continues to create
value and wealth for the nation and strive towards making the dream of India, an energy
independent country – a reality. As they foray into global markets like Sri Lanka, the
organisation will keep working closely with governments and communities across the globe
to develop faster, better and more cost effective solutions for the energy needs of growing
economies thus enriching lives of the local populace.
Returns generated by Cairn Energy India Vs its peers & indices since IPO:
30th
August 2011 Price % change since Cairn IPO*
Cairn India 279 103
Reliance 783 22
ONGC 263 15
NIFTY 5,001 28
BSE O&G sector 8,353 32
Functional area:
Logistics process in Cairn:
Cairn India has a separate division for logistics trade operations in Kakinada only for Ravva
asset in Krishna Godavari basin. It’s a only branch which all deals with logistics,
transportation, packing, clearances of goods for entire Andhra Pradesh location that includes
Hyderabad, Guntur, Rajahmundry, Warangal, Syanam.
The goods are all imported from various countries like Singapore, Malaysia, hongkong,
Indonesia and all. It may come through ship, air cargo to Chennai from Chennai port the
goods have been sent to syanam offshore plant where the production process will be going on
for 365 days 24*7 without any break.
Supply Chain Management Process in Cairn:
Once the goods reached the plant all the goods has to be sent to warehouse department. After
checking is done by the warehouse manager they will enter into the GOODS RECEIPT
NOTE (GRN) then department in charge will come and they will check whether goods are in
good condition with quality, quantity and size of the material. After the department check
only they will keep the goods in rack according to the category. If the goods are not matching
with the required list the warehouse manager will return the goods to the vendor itself.
If it is matched that product will be send to the plant offshore for production purpose. The
warehouse will supply all type of spare parts to the plant if they required.

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OPERATIONS
Cairn’s production process:
 The company will identify the oil & gas resources from the sea
 they will check whether it is economical to explore or not
 they will set the reservoirs and drilling process will done
 The fluid will come through the pipeline by putting enough pressure to take oil and
connect it through the pipeline
 From KG- basin they will get a sweet crude, water & gas
 Then they will check the quality of the crude oil mixed with water by sending it for
lab test
 They are having 5 big tanks to store crude oil in the production plant
 If it is a good quality crude they will export & sell to HPCL
 If the quality is not good quality they will drop it as waste
 All gas which have been taken from sea are directly sold to GAIL through pipeline
Cairn would not store any gas
 As of now Cairn’s production per day is around 24 barrel of sweet crude which is
highly expensive and lucky to get this type of sweet crude
 Cairn is giving more importance to safety
Cairn’s procurement strategy:
The Cairn energy used some important strategy to compete in market, all decisions has been
taken from the top- management.
Cairn previously used to do the “No negotiation strategy” while Cairn was a MNC company
but right now Cairn is in the vendantta group and now they are following the negotiation
method.
Purchase Request to Purchase Order Process in Cairn (PR TO PO):
The purchase request is done by the end user in Cairn whoever needs the product will raise
the PR to the procurement department through SAP software, procurement team will analyze

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the budget & need of a product then only they will make quotation for the product. Based on
that the vendors will quote the prices by seeing the first three lowest price (L1, L2, L3) Cairn
will choose the lowest price (L1) by evaluating the vendor company then they will give the
purchase order to their vendor.
Procurement process in cairn:
The procurement is done from the various suppliers .The major supplier for Cairn India is
caterpillar pvt ltd located at Singapore, Gemmco Company is an agent for caterpillar in India
and some other equipment are procured from sparrow offshore company too.
 Once the procurement is done from caterpillar Singapore the goods are imported & it
directly arrives at Chennai.
 Cairn has its own freight forwarder in Chennai, based on their Inco-terms they will
Get the clearances.
 90 % of the goods are imported through Air transport only. Chennai is a best place to
do this clearances process than Visakhapatnam because all international flights will
come to Chennai and Cairn has its own branch in Chennai.
 From Chennai the goods are packed and sent to warehouse of Syanam plant.
Procurement life-cycle in Cairn:
Purchase Request from end user in cairn – checking the need from procurement team –
release the quotation – vendor applies – choose the lowest price – purchase order given –
delivery – stores – sales.
Payment process in Cairn:
 The payment process is done by the finance department in Cairn
 Once the procurement process done and warehouse department received the goods
from vendor the finance department will check the process another time
 The finance department will do the 3 time checking by matching 3 bill receipts like
purchase request (PR), invoice and goods receipt notes (GRN)
 They will do only payment process by seeing the invoice that submitted by warehouse
department
 Cairn would not encourage the advance payment, if it is a regular supplier they will
pay up to $ 10,000

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 Mostly Cairn would not hesitate to make advance payment to the regular suppliers
 If any regular supplier ask for more than $ 10,000 as an advance payment Cairn will
follow the Advance Bank guarantee system
Warehouse process in cairn:
This warehouse in RAVVA asset at Syanam plant is completely for upstream supply chain.
The goods (equipments, spare parts, machines) which they stored are used only for their own
production of crude & gas in the plant. The warehouse’s main objective is to run the
production continuously (24 hours*7days a week) without any stop in the production because
even 30 minutes of delay in the production will occur a huge loss for the company.
 The goods are coming from Kakinada warehouse branch, once the goods came to
Syanam warehouse plant, then the warehouse manager will check by seeing all the
goods with the GRN list
 The goods which are stored in warehouse are used only for production purpose
 In the inventory box the equipment name, place will be mentioned clearly
 The loaded goods which are listed in a receipt and submitted to the department in
charge person & warehouse manager to verify the items that receipt is called as GNR
(Goods Receipt Notes)
 Warehouse will issue goods to offshore and production plant if they required for
production or maintenance
 There are 3 types of materials which are categorized in warehouse department
o Direct consumables (non coded items)
o Consumables (non value items)
o Stocks items
Storage process in Cairn:
 All the goods are arranged and stored in First In First Out (FIFO) method
 The total 108 racks in the warehouse are arranged in alphabetical order and based on
goods weight capacity only
 They are differentiating the inventory by its weight and department it belongs to
 Goods which are to be preserved carefully were stored in AC room in warehouse
 Goods which comes under the stationary items are stored in golden room in
warehouse

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 Every Saturday they cleaning warehouse completely
 They are feeding all information in record notes that are kept in inspection rack
 They are implementing SAP software with ERP to store the goods list like issues &
receipts in the systems
 They are storing all kind of seasonal stock goods in steel cupboards like raincoats,
winter jersey’s, umbrella and all
Duty of warehouse department:
Received Receipts:
 The goods which are received from various place has to be noted down and to check
the goods whether it is a good quality, size is correct, quantity is correct or not
 Once they checked all the goods which they received, they will inform to the
particular department which the goods belongs to like electrical goods, mechanical
goods
 The particular department head will come to warehouse and he will check with his
receipt list which he ordered.
 In case the goods which vendors sent are not matching with our list then all the items
which are not matching will be returned the vendor, all the expenses will be taken
from vendors only
 The goods will be stored in FIFO method, when the department head will conform
about the items which the vendor’s sent to warehouse.
 To maintain the warehouse safely because Rs 35 crores worth of inventory they
holding right now
Issues receipts:
 When the production plant needs the particular equipments, spares parts they will
inform the warehouse and warehouse will issue the goods by entering into system
 Based on the consumption rate the stocks are classified as
o Fast moving goods
o Slow moving goods
o Non moving goods or Dead inventory

20. 20
 Issue process has 3 bill receipt copies
o Warehouse issue receipt copy
o Department issue receipt copy
o Security gate pass issue receipt copy
Major warehousing processes include:
 Receiving
 Inspection/ Acceptance
 Proper Storage
 Order preparation / picking
 Dispatching/ Delivery
 Inventory management (Checking as per System vs. Actual stock)

21. 21
REVIEW OF LITERATURE
 Warehouse design and control: Framework and literature review
B. Rouwenhorst, B. Reuter, V. Stockrahm, G. J. van Houtum, R. J. Mantel and W. H. M.
Zijm
In this paper they presented a reference framework and a classification of warehouse design
and control problems. Based on this framework, this review the existing literature on
warehousing systems and indicate important gaps. In particular, they emphasize the need for
design oriented studies, as opposed to the strong analysis oriented research on isolated sub
problems that seems to be dominant in the current literature.
 A framework for the design of warehouse layout
Mohsen M D Hassan
This paper presents a framework for the design of warehouse layout to organize the design
process, facilitate the task of designers, and highlight important design issues to help
warehouse managers make informed decisions. The framework accounts for several factors
and operations of warehousing in the design, and addresses design decisions required to
respond to them. It attempts to develop a layout that has several characteristics such as
modularity, adaptability, compactness, accessibility, flexibility, and distribution of movement
to enable it to respond to changing conditions, improve space utilization, and reduce
congestion and movement.
Cairn warehouse design layout:
The warehouse which is located in syanam plant has one entrance and three exits. Normally
all the goods which are entered and which is placed in the racks according to the weight of
the equipment and department category. But we susjusted them to arrange the racks by fast
moving goods, slow moving goods and non moving goods. The fast moving goods should be
placed in near to the entrance of warehouse, slow moving should be placed in the bottom of
the racks and non moving should be placed in the top of the racks to improve the efficiency

22. 22
and save the time f+or issuing the goods to the production department and offshore
department.
Inventory Management
The inventory management’s main aim is about inventory optimization. The inventory
optimization is nothing but balancing or maintaining the inventory between high and low
stocks of inventory in warehouse. There should be no idle inventory as well as no shortage of
inventory but here Cairn is holding excess of inventory in warehouse to meet the requirement
because this syanam plant is aged more than 15 years so the criticality of the stocks will vary
from time to time.
Determining the storage cost (warehouse department)
Formula:
 Storage cost = inventory turnover * holding cost
Cairn’s holding cost for 2012 = $53, 20,000 @ 51 INR
Cairn’s holding cost for 2012 = Rs 27, 13, 20,000 (Indian rupee value)
 Inventory turnover = annual sales / average inventory level
Cairn annual sales for 2011 = Rs 4, 31, 39,392
 Average inventory level = beginning inventory + closing inventory / 2
 Beginning inventory for April 2011 = $ 55,20,000 @ 45 INR rate
Beginning inventory in Indian rupee value = Rs 24, 84, 00,000
 Closing inventory for march 2012 = $ 53,20,000 @ 51 INR
Closing inventory in Indian rupee value = Rs 27, 13, 20,000
 Average inventory level = 51,97,20,000 / 2
Average inventory level = Rs 25, 98, 60,000
 Inventory turnover = 4,31,39,392 / 25,98,60,000
Inventory turnover = 0.167
 Storage cost = Inventory turnover * holding cost
= 0.167 * 27, 13, 20,000

23. 23
Storage cost = Rs 4, 53, 10,440
Here while calculating the storage cost, we found that the inventory turnover ratio 4:25 or
0.167 is very low. It says that the sales is very low and Cairn have more excess of inventory
which is highly risk to hold an huge inventory but in our (Cairn) case we have to maintain
excess inventory because our motive is to supply the equipment whenever is required for
production purpose. Basically we have to maintain inventory which are manufactured form
different countries and imported over here I do agree that but right now we are holding
around Rs 17 crores of dead inventory (non performing for more than 5 years) if we hold
these dead or non-moving inventory the capital will be stagnated, indirect cost will increase
and it’s a loss for the company.
Problems of holding dead inventory:
 It will be a huge risk for any company for any kind of industry
 The capital and investment that the company had made will be blocked
 It will occupy a huge space in warehouse because of this space, shortage will arise
 It will be simply lying in the warehouse
 It will increase the indirect expenses
 Then there will be no inventory optimization in warehouse
The suggestions to clear the dead inventory for Cairn Energy India:
 Check with all departments whether the inventory which are not moving for the past 5
years has any chance to use for production in future
 If there is a chance to use it again then maintain it in warehouse
 But there is no use of maintaining these dead inventories then bundle them and
handover it to ONGC because ONGC is a major partner in RAVVA asset holding 40
% of shares and Cairn has only 22.5 % of share in RAVVA asset
Inventory accuracy
Inventory in terms of quantity for the financial year 2011-12 = 5,905 (quantity)
Current inventory level in terms of quantity for the financial year 2012 = 70,310
Inventory accuracy = 5,905 / 70,310
= 0.083 * 100
Inventory accuracy for 2011 – 2012 = 8.39 %

24. 24
These 8.39 % shows that Cairn is not following the inventory optimization, it means there is
no proper balance between the shortage of inventory and idle inventory. Cairn is holding
excess of inventory, so there is no accuracy in inventory.
Necessary inventory
Current inventory level as per quantity for the financial year 2012 = 70,310
Total consumption times for the financial year 2011-2012 = 1,725 times
Per month consumption:
Yearly / no. of months = 1,725 / 12
Per month consumption = 143.75 or 144 times
Per day consumption:
Yearly / no. of days = 1,725 / 365 or 143.75 / 30
Per day consumption = 4.79 or 5 times
Average daily consumption = 5 times
Necessary inventory level = current inventory / avg. daily consumption
= 70,310 / 5
Necessary inventory level = 14,062 in terms of quantity
Current inventory level in value = Rs 35, 21, 72,765.52
Necessary inventory level = current inventory / avg. daily consumption
= 35, 21, 72,765.52 / 5
= Rs 7, 04, 34,553.104
Necessary inventory level = Rs 7, 04, 34,553.104 in terms of value
This calculations shows that Rs 7, 04, 34,553.104 worth of inventory, Cairn should hold to
meet the production requirement with 14,062 quantity as a necessary inventory to hold by
warehouse department in RAVVA asset.
It’s a kind of alarm for warehouse department to procure and replenish the stocks to run the
production efficiently.

25. 25
WAREHOUSE SPACE CALCULATIONS
Old warehouse space:
Length = 27.8m, width = 13.6m, height = 4.5m
Formula: L*B*H = 27.8m*13.6m*4.5m
Old warehouse space = 1,701.36 m3
A/C room warehouse space:
L = 17m, W = 4.5m, H = 3.3m
A/C room warehouse space = 252.45m3
Recently extended space:
L=14.4m, W= 12m, H = 4.5m
Recently extended space = 777.6m3
Total surface (ground) area space of a warehouse:
Formula: without calculating height
Total surface (ground) area space of a warehouse = 627.38m2
Total volume area of a warehouse:
Formula:
= old warehouse space + A/C room space + recently extended space
= 1,701.36 + 252.45 + 777.60
Total volume area of a warehouse = 2,731.41m3
1 meter = 3.28 ft
The Cairn India which did not have the record of the space data so I personally measured the
entire space in warehouse at syanam plant shows that the total space of warehouse is around
2,731.41 m3
which excludes the office space. This entire warehouse is belongs to ONGC,
from ONGC Cairn India took the warehouse for lease because ONGC, CAIRN, VEDIOCON
AND RAVVA SINGAPORE are having a joint venture in this RAVVA platform production.

26. 26
ONGC is the major share holder holding 40 %, Cairn 22.5 % but cairn India is doing all
production work in the plant.
Total occupied space in warehouse
S.NO ITEM NAME OCCUPIED SPACE
1. Normal racks 311.85 m3
2. Locker cabinet 1.41m3
3. Dress cabinet 1.49m3
4. Extra large size rack 81.00m3
5. Small rack 1.80m3
6. Small shelf cabinet 1.83m3
7. A/C room cabinet 0.70m3
8. Normal cabinet 1.77m3
9. Large rack 342.9m3
10. B block rack 12.68m3
11. Gold room steel rack 23.4m3
12. A/C room racks 109.3m3
13. Giant racks 69.48m3
14. Big giant rack 84.75m3
15. Ground items space 68.28m3
16. Top placed goods space 208.79m3
Total occupied space in warehouse 1,321.44m3
Once we calculated the total warehouse space we started calculating the total occupied space
in Cairn’s warehouse we took all the items like racks, cupboards, goods that are stored in the
top of the racks and goods stored in ground too, then I found the total occupied space in
warehouse is 1,321.44m3
Warehouse storage utilization
Total space in warehouse = 2,731.41m3
Total occupied space in warehouse = 1,321.44m3
Total free space in warehouse = 1,409.97m3
Storage utilization = occupied space / storage capacity (approx)
= 1,321.44 / 1,750 (approx)

27. 27
= 0.7551 or 75.51 %
Storage utilization = 75.51 %
This shows the optimum utilization of warehouse space for storing goods or inventory stocks
in an efficient way. Normally people use only 70 % of space in warehouse to store goods and
rest 30 % for loading & unloading goods in vehicle’s but here they crossed that limit also.
This clearly shows that they are running shortage of space in warehouse but recently three
months before only they extended the warehouse space.
This problem arises because of dead inventory worth of 17crores occupies the huge space in
warehouse and they are holding around 60 % of personal safety equipments, free t- shirts,
gifts, uniforms and all to distribute it to the Cairn employees which is not important for
production purpose.
According to me the warehouse team is doing a good job by using the space in a efficient
way but the above mentioned problem have to be solved or else once in a 3 months they have
to extend the warehouse which is not that easy because they have to get permission from their
joint venture partners like ONGC, Videocon, RAVVA Singapore companies.

28. 28
DATA ANANLYSIS
ABC ANALYSIS
An analysis of a range of items that have different levels of significance and should be
handled or controlled differently. It is a form of Pareto analysis in which the items (such
as activities, customers, documents, inventory items, sales territories) are grouped into three
categories (A, b, and C) in order of their estimated importance. 'A' items are very important,
'B' items are important, 'C' items are marginally important.
For example, the best customers who yield highest revenue are given the 'A' rating, are
usually serviced by the sales manager, and receive most attention. 'B' and 'C'
customers warrant progressively less attention and are serviced accordingly.
Total value of goods issued = Rs 5, 00, 97,089.45
Total quantity issued = 5,905 (quantity)
Total no. of product issued = 1,038 (quantity)
Steps:
 We collected the issued receipts data for 5 years 2008 to 2012 financial year wise
 Then we selected the financial year 1st
of April 2011 to 31st
of march 2012
 Then we created a pivot table to do analysis in Excel
 Identified the total value, quantity, products by using VLOOKUP method
 After that I sorted (ranked)the values from highest to smallest
 Finally compared with high volume and low volume by keeping the rule in mind
 A ITEMS: very tight control and accurate records
 B ITEMS: less tightly controlled and good records
 C ITEMS: simplest controls possible and minimal records
The sales that contribute by A, B, C items for 2011-12 in Cairn India:

29. 29
‘A’ category:
Rule: 20 % of Cairn’s products or items issued for production should account for 80 % of
sales or consumption value.
Total no. of products in A Category = 134
Total quantity issued in A Category = 1,124 (quantity)
Total issued value in A category = Rs 4, 01, 24,779.4
The first 20% of items in the list will account for approximately 80% of cumulative ARV.
For a company with a stock list of 1,038 different items this means that paying more attention
to the top 134 items (with a sophisticated stock control system) will give close control of
about 80% of total stock investment.
No .of products that comes under the A category, B category, C category for 2011-12 in
Cairn India:
40,124,779.40
7,516,927
2,455,383.38
Sales
A category
B category
C category
134
230
673
products
A category
B category
C category

30. 30
‘B’ category:
Rule: 30 % of Cairn’s products or items issued for production should account for 15 % of
sales or consumption value
Total no. of products in B Category = 230
Total quantity issued in B Category = 1,157 (quantity)
Total issued value in B category = Rs 75, 16,927
The next, 30% of items, will, typically, account for a further 15% of cumulative ARV. These
can be subject to less precise control methods.
‘C’category:
Rule: 50 % of Cairn’s products or items issued should account for 5 % of sales or
consumption value.
Total no. of products in C Category = 673
Total quantity issued in C Category = 3,624 (quantity)
Total issued value in C category = Rs 24, 55,383.38
The last 50% of (low value of low usage) items then account for a mere 5% of ARV and can
be controlled with a simple system.
The main objective of preparing ABC analysis is to find the A category items which 20 % of
products contributes 80 % of sales value. If we maintain these 20% of A category items
properly we can easily cover the 80% of sales, so Cairn should concentrate on these 134
items by keeping the inventory properly and procure it whenever required.
FSN ANALYSIS FOR CAIRN
The fast, slow and non moving or dead inventory are known as FSN analysis
Fast moving goods:
In Cairn Energy India Company the goods are issued once in a year. That means goods which
highly consumed from the production & offshore department for production purpose are
called fast moving goods.
Slow moving goods:

31. 31
The goods which are consumed once in 2 to 3 years for production purpose are called as slow
moving goods.
Non- moving goods or dead inventory:
The goods which are not moving for more than 5 years for any production and offshore
purpose is called as non performing goods or dead inventory. It’s a big threat for any
company but right now Cairn is holding around Rs 17 crores worth of dead inventory.
Storing the goods according to FSN analysis in warehouse:
This FSN analysis also helps to store the goods in the racks like all the fast moving goods
should be placed in the racks which is near to the entrance of the warehouse and all slow
moving goods should be placed next to the fast moving goods racks and all non moving
goods which should be placed in the top of the racks or in the top floor, this will reduce the
material picking time.
All material picking in warehouse could be done by non- experienced labour because it could
not require any experience and easy job to do but all the issues (consumables from
production) should be done by an experienced labour because the stock which is arrived from
different places.
Fast moving goods in warehouse:
Analysis is done for 5 years (2008 to 2012)
1. Material: O-RING equipment (as whole) spare parts yearly issued by
warehouse:
No. of times issued in a month
Financial year (1st
April to 31st
March )
Month 2008-09 2009-10 2010-11 2011- 12
April 0 2 1 2
May 4 2 2 0
June 3 1 2 5
July 2 1 1 2
August 3 1 4 4
September 4 1 2 2
October 6 1 1 0
November 2 3 0 1
December 1 4 1 3
January 3 1 0 0
February 2 4 3 0
March 3 5 3 8
Total times 33 26 20 27

32. 32
This shows that “the O-RING” material comes under very fast moving goods is that
warehouse should maintain stock regularly, so that we can meet the requirement from
production department.
2. Material: PLUG, GAUGE, VAETRIX NIPPLE 16-140444 (as whole) spare
parts yearly issued by warehouse:
No. of times issued in a month
Financial year (1st
April to 31st
March )
Month 2008-09 2009-10 2010-11 2011- 12
April 4 0 0 0
May 2 1 5 1
June 4 2 0 2
July 3 3 0 1
August 4 3 0 8
September 0 2 0 0
October 2 2 1 1
November 5 2 0 1
December 2 2 0 4
January 2 3 2 1
February 2 1 0 1
March 1 0 0 9
Total times 31 21 08 29
This shows that “the PLUG, GAUGE, VAETRIX NIPPLE 16-140444” material is also
fast moving goods But for the financial year 2010-2011 the consumption is very low by
comparing other years, even though the consumption is less for that year, it comes under the
fast moving goods category only.
3. Material: spring set (as whole) spare parts yearly issued by warehouse:
No. of times issued in a month
Financial year (1st
April to 31st
March )
Month 2008-09 2009-10 2010-11 2011- 12
April 0 1 1 0
May 2 0 3 0
June 1 0 7 3
July 0 0 0 1
August 0 1 1 0
September 0 1 0 0
October 0 2 0 0
November 0 4 1 0
December 12 0 0 4

33. 33
January 2 0 1 0
February 0 3 0 0
March 0 2 4 5
Total times 17 14 14 13
Here the spring set material has a fast moving ability it has continues flow for the past 5
years, so it will come under the fast moving category.
4. Material: RING,BACK UP,TA-2852 spare parts yearly issued by warehouse:
No. of times issued in a month
Financial year (1st
April to 31st
March )
Month 2008-09 2009-10 2010-11 2011- 12
April 0 0 0 3
May 2 0 0 0
June 0 0 1 0
July 0 0 0 1
August 0 0 0 0
September 1 0 0 0
October 0 0 0 0
November 2 0 0 0
December 0 0 1 0
January 0 0 0 0
February 0 0 0 0
March 0 0 0 0
Total times 05 0 02 04
Here the movement of this RING, BACKUP TA-2852 is slow by comparing other spare parts
that mentioned above but it is also comes under the fast moving goods category only.

34. 34
5. Material: RING,BACK-UP,PA-2149 spare parts yearly issued by warehouse:
No. of times issued in a month
Financial year (1st
April to 31st
March )
Month 2008-09 2009-10 2010-11 2011- 12
April 0 0 0 0
May 0 0 0 0
June 0 0 0 01
July 0 0 0 0
August 0 0 01 0
September 0 0 0 0
October 0 0 0 0
November 0 0 0 01
December 0 01 0 0
January 01 0 01 0
February 0 0 0 0
March 0 0 0 02
Total times 01 01 02 04
Being goods issued by warehouse continuously for past 5 years, it also comes under fast
moving goods.
6. Material: BRUSH, WIRE, POLYURETHANE CUP PIG/CS/SS spare parts
yearly issued by warehouse:
No. of times issued in a month
Financial year (1st
April to 31st
March )
Month 2008-09 2009-10 2010-11 2011- 12
April 01 0 0 0
May 0 0 0 0
June 01 0 0 0
July 01 0 0 0
August 0 0 0 0
September 01 0 0 0
October 0 0 0 0
November 0 0 0 0
December 01 0 0 0
January 0 0 0 0
February 0 0 0 0
March 1 01 0 0
Total times 06 01 0 0
This material comes under slow moving goods as per Cairn energy norms because
this particular goods which are not issued by the warehouse for the past two years.

35. 35
7. Material: BRUSH, WIRE, PU CUP PIG/CS/SS,GCCBR2-10 spare parts yearly
issued by warehouse:
No. of times issued in a month
Financial year (1st
April to 31st
March )
Month 2008-09 2009-10 2010-11 2011- 12
April 01 0 0 0
May 0 02 0 0
June 0 0 0 0
July 0 0 0 0
August 0 0 0 0
September 0 0 01 0
October 0 0 0 0
November 0 0 0 0
December 0 0 0 0
January 0 0 0 0
February 0 0 0 0
March 0 0 0 0
Total times 01 02 01 0
VED ANANLYSIS
The goods which are in the Cairn India warehouse are classified into 3 types they are as given
below
o Vital goods
o Essential goods
o Desirable goods
Vital goods in the warehouse:
The vital goods are very important, without that goods they cannot run the production in the
plant so the warehouse should maintain these goods in proper way and should take extra care
these goods which take some time replenish in warehouse so the procurement department
should take responsibility and make an order before the need comes, the criticality of a
product is very important.
Essential goods in warehouse:
The essential goods are important but not like as vital goods. The company can run the
production without these essential goods but only for certain time after that company should
replenish the essential goods in warehouse or else they will face problem while the
production process.
Desirable goods in warehouse:
These types of goods are not important the company can run their production without any
disturbance of these goods; these goods are mainly based on the personal protection

36. 36
equipment (PPE), gifts to the employees, safety shoes, helmets and all. Right now in
warehouse they are holding around 55 % of stocks as desirable stocks.
VED analysis:
Vital goods:
The total inventory level in quantity = 70,310
Vital goods % in total inventory level = 30.5 % of 70310
Vital goods for financial year 2011-12 = 21,444.55
These 21,444.55 quantity items should be maintained and procured properly. Cairn has to
replenish the stocks in warehouse with proper interval time and production department will
raise purchase request. These vital goods are very much important for the production purpose
so Cairn should take more responsibility to procure, replenish the stocks and maintaining it in
a proper way.
Essential goods:
The total inventory level in quantity = 70,310
Essential goods % in total inventory level = 14.5 % of 70310
Essential goods for financial year 2011-12 = 10,194.95
These 14.5 % of goods should be procured and maintained in a systematic way, actually this
essential goods percentage is less which means there are only 14.5% of essential goods which
are stored in warehouse.
Desirable goods:
The total inventory level in quantity = 70,310
Desirable goods % in total inventory level = 55 % of 70310
Desirable goods for financial year 2011-12 = 38,670.5
This analysis clearly shows that Cairn is storing around 55% of desirable goods in the
warehouse, which is not a good thing for them because desirable goods should be given the
least importance, these 55% of goods will not be useful for the production team and it is just
occupying the space in the warehouse. Cairn should remove these desirable items and able to
concentrate more on vital and essential goods.

37. 37
Chapter 4
Summary
The Cairn Energy India’s procurement and warehouse process are better only but there is a
possible chance to improvise their process every time by implementing new technology
called RFID which will be very useful for them to do their work with more efficiently and
will increase the productivity for the company. They have to give priority for storing goods
which are very important for the production in plant and offshore as well likes vital
equipments to run the production and then for essential goods, they should give least
importance for the desirable goods which are stored in warehouse. They should arrange the
goods which are comes under the fast moving items in front and slow moving goods in the
bottom and non moving goods in the top of the racks. If they follow these methods their
process will convert from better to best. So this is how the Cairn Energy India should
implement some best practices in warehouse in an efficient way.
30.50%
14.50%
55%
% contributed
Vital
Essential
Desirable

38. 38
FINDINGS
The findings in the project are
 Cairn Energy India is holding around Rs 17crorer worth of non moving stocks or dead
inventory which is simply lying in the warehouse.
 The warehouse in the Syanam plant which is running short of space. (Just three
months back they extended the warehouse space but still space is not enough)
 Excess of storage utilization in warehouse.
 In Cairn Energy India warehouse they are doing all receipts and issues process
manually.
 The warehouse people in Cairn India are not comfortable with the permit process.
 In warehouse there is a hole in the AC room.
 The warehouse manager’s in Cairn are not going for a rounds to check the warehouse
 Lot of air and noise pollution are coming to warehouse because of chopper which is
very near to the warehouse
 The warehouse managers are not comfortable with issue receipt "particulars" (Goods
Receipt Notes)
 In the warehouse they are allowing all people including outsiders
 Some leakage is there in warehouse meter equipment code no - 9912014083,
300002483
RECOMMANDATIONS
The suggestions to improvise the warehouse in Cairn:
 Cairn is in a joint venture partnership with ONGC, Videocon, RAVVA companies
they have to discuss about holding dead inventory (17cr) because ONGC has the
major share of 40 % in RAVVA asset, Cairn has only 22.5 %. According to me Cairn
should handover all the dead inventory items except the vital items to ONGC.
 Regarding the shortage of space in warehouse, Cairn is holding around 55 % of
Personal Protection Equipment (PPE) it is a desirable item which is not useful for
production it’s just safety equipment for an employee and the dead inventory which
has also occupied lot of space in warehouse. So Cairn have to remove all these
unwanted items from warehouse, if they do this they will find enough space and no
need to extend the warehouse space once in three months.
 Right now Cairn is using to store goods in warehouse, their storage utilization comes
around 75.51 %, usually in all warehouses they will store goods only up to 70 % and
rest of 30 % they will utilize the space for big vehicles to loading & unloading goods,

39. 39
way to entrance but in Cairn lack of space they started placing the goods in ground
and top of the racks too.
 Cairn is doing all processes manually. Instead of that they can implement new
technology like implementing RFID. If they implement RFID it will benefit them in
many ways as listed below.
Benefits of implementing RFID in Cairn India:
o Increase the productivity and Time saving thing:
In Cairn they are doing all receipts and issues manually which is difficult and highly
time consumable. If they implemented RFID technology, RFID can read more
number of tags at the same time; it will start reading all equipments with in short
period of time.
o Reduced theft and loss:
The warehouse managers should be able to maintain all the equipment, spare parts,
and stocks in a safe manner and it’s really difficult to watch all the time regarding the
items in the warehouse, this RFID can reduce the theft by giving alarm to the
managers if an unknown person touch the items, it will track the items and it clearly
shows were the goods are through the systems.
o Improved inventory efficiency and management:
The inventory is well taken care by this technology by tracking the goods, placing it
in the racks based on FIFO method, we can easily able identify the goods within a
short period of time.
o Reduced labour costs:
This technology will increase the productivity and no need of more labour in
warehouse too.
o Reduced human error:
There is no chance for any human error in implementing RFID technology;
everything will be done by this technology itself, no need of any human effort to track
and note the goods.
Draw backs of implementing RFID in Cairn India:
o High implementation cost:
This technology is very expensive to implement, the RFID tags are of two types
active tags and passive tags. The active tag which has battery and that has to be
charged regularly, it costs around $25 to $30. Passive tags need not to be charged, it
directly charge through the systems but its expensive, it will cost around $100 to
$150. The RFID reader which reads the tags which is placed on the goods will cost

40. 40
around $500 to $1500. Cost is very high but companies like Cairn can afford the price
easily.
o Lack of globally accepted use standards:
There is no assurances and proper standards for this technology to implement in a oil
and gas industry. That’s a main threat. Still its not globally accepted.
o Strain in the IT infrastructure by overwhelming information systems as real-time
scans move between multiple applications.
Then it will also useful for oil and gas industry in many ways like
o Pipeline inspection / maintenance
o Asset tracking
o Personnel Tracking / Safety
So in my point of view company like Cairn should implement the RFID technology because
they yielding huge profit, they can afford the RFID cost, actually its simple cost for them
right now per RFID tag is around $25 to $30 and RFID reader is $ 500 to $200.
 The warehouse people in Cairn are not interested in doing the permit process because
that is not related to warehouse department. so Cairn should shift that permit process
work to administration department.
 The warehouse AC room hole should be filled properly for some safety purpose.
 Warehouse manager should go daily rounds in stores so that the employees under him
will do their work properly like sweeping properly, switching on the AC regularly.
 They should control the air & noise pollution that is created by the chopper which is
in the backside of the warehouse. So they should shut the backside shutter to control
the both pollutions.
 Warehouse people are not comfortable with the issues & receipts bills particulars data
because it’s not in proper order to store in SAP system.
 Except the people who are all working in warehouse should not allow to enter into
warehouse because they are holding around 35 crores worth of inventory. They
should give some priority to safety for goods, its better to have window counter near
to the warehouse manager’s seat so that they can avoid others to enter into
warehouse.

41. 41
REFERENCES
Report
 Data from “Cairn India”
 Information regarding oil and gas industry
Books and Articles from internet:
1. Article about oil refinery no economic watch market January
2011:http://www.economywatch.com/world-industries/oil/refinery-industry.html
2. Article on Global strategic an analysis, “Refining problems swell oil prices”
http://www.forbes.com/2005/05/30/cz_0530oxanoil.html
3. Article on Italian oil refiners at risk from Iran ban- Jessica donati&ikukokurahone,
2nd
feb, 2012:http://uk.reuters.com/article/2012/02/02/uk-europe-refineries-
idUKTRE8111K820120202

42. 42
4. Article on a world class crude oil refinery in the south Africa, march 2010:
http://www.cef.org.za/index.php?view=article&id=134%3Aworld-class-crude-oil-
refinery-in-the-best-interest-of-south-africa&option=com_content&Itemid=17
5. Article on transportation process of energy resources in transporting hydrocarbons
and storing hydrocarbons in oil & gas industry, august 2010:
http://www.planete-energies.com/en/energy-sources-/oil-and-gas/transporting-
hydrocarbons/storing-hydrocarbons-36.html
6. B.Rouwenhors, B.Reuter, V.Stockrahm, G.J.van Houtum, R.J.Mantel and W.
H.M.Zijm. Title(1999) Warehouse design and control, Year-1999
7. Journal on China’s growth in oil refinery and china reserves help to have more
resources , March 2010:http://www.indianoilandgas.com/data-pdfs/press-
Planned%20Oil%20Refineries_PR.pdf
8. Library of congress: researches , march 2010:” Business and economics research
advisor” http://www.loc.gov/rr/business/BERA/issue5/refining.html