Scaling new heights with a purpose in our heart and vision in our sight.

Our nation has been facing a shortage of masks and PPE to safeguard against the COVID-19 outbreak. To fulfill this gap, M&M Kandivali plant is currently being utilized to manufacture 3 - ply surgical face masks. But this wouldn’t have been possible without the proactive action of the MLL team at Kandivali (A&E) AS Inbound Operations. The team supported our customer, M&M, and safely delivered the ‘face mask’ manufacturing machine at the Kandivali plant. Despite the lockdown situation, they were quick to arrange transportation for the machine. Under the guidance of Mr. Rajesh Selvam, Deputy General Manager (A&E) AS, they were able to procure all the necessary documents and permissions for the delivery. Apart from this, Mr. Bhushan Waghmare, Deputy Manager - Operations - (A&E) AS Inbound, was instrumental in ensuring availability of food for drivers at Damu Nagar parking Kandivali with help of M&M AS workers Great work Teaml! Your efforts have helped us keep our promise to our customers, drivers and other stakeholders. Let’s follow their example of ‘Earning Trust’ and living by our company’s PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

During challenging situation of COVID 19 lockdown, our Hyderabad team went beyond the call of duty to handover 25.7 tons - 82 pallets shipment of essential medical supplies for Dr. Reddy’s Labs. They took major steps to convince the external transporter & CHA Agents to provide support. The biggest challenge for the team was the Airport Cargo Deposit handover which was completed by convincing the Police personnel who initially did not agree to our requests to deposit the essential supplies. Team member Satrajit also spoke to GMR and ensured safe pickup and drop facility for our employees. We would like to commend Anish, Ranjan, Abdur, Srikanth & Satrajit for showcasing the Rise pillar of ‘Accepting no Limits’ and steadfastly delivering on our promise of unfaltering service to our customer, despite these tough situations. Great work Team! Let’s follow their example of ‘Earning Trust’ and living by our company’s PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

The solutions devised and executed by Chandrabhan, with the support of his learnings at ACE, led to a positive impact on operations, profitability and lean/VSM. Operations - Here, Chandrabhan focused on improving the overall material issuance TAT of line feeding by 35% to achieve 0 line loss and improve location level accuracy to 90%. His solution, helped reduce vehicle unloading TAT from 180 mins to 80 mins. Dispatch accuracy also improved from 86.50% to 99.85%. Profitability - To increase profitability, he focused on improving productivity, quality, cost and manpower efficiency. His efforts helped increase revenue by INR 54,000 per annum. Lean/VSM - He identified the problem of absence of VSM mapping in CE logistics area. His solution helped reduce 2 vehicle trips per day, resulting in a cost savings of INR 50,000/month. Purpose Story of the Week Great work, Chandrabhan! Let’s follow his example of ‘Reimagining Solutions’ and living by our company’s PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

The solutions devised and executed by Balwant, with the support of his learnings at ACE, led to a positive impact on operations, profitability and lean/VSM. Operations - Here, Balwant focused on the problem of transit damage and loading / unloading TAT for the customer. The solution devised by him helped reduced the transit damage from 10% to 0%. The TAT time for loading at Rudrapur plant and unloading at Kandivali plant was also re-duced by 30%. Profitability - To improve profitability, his solution firstly help reduce the transit damage of crankcases, resulting in cost savings of INR 27,413/month. He also optimized manpower in tyre line feeding operation which helped our customer save INR 28000/month. Furthermore, his optimal usage of manpower in IUTN material rust cleaning also helped our customer save INR 24000/month. Lean/VSM - He identified the problem of inefficient parts handling & packing conditions at the suppliers end. Balwant’s solution helped reduce the damage crankcases value by 56.34%, which in turn also reduced rejection stock and TAT of vehicle unloading. Purpose Story of the Week Well done, Balwant! Let’s follow his example of ‘Reimagining Solutions’ and living by our company’s PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

The solutions devised and executed by Sachin, with the support of his learnings at ACE, led to a positive impact on operations, profitability and lean/VSM. Operations - Here, Sachin aimed at improving the Global Warehouse Transport (GWT) audit score, which was in the 80s.Through his solution, he was able to improve performance, taking the score from 85% to 92%. Profitability - To improve profitability, Sachin used a multi-pronged approach, focusing on volume, manpower, inventory and cost optimization. The increase in volume led to the new MCG being approved by the customer. His methods also helped reduce the BA manpower OT and head count. The BA tonnage cost was also reduced from INR 60 to INR 57 which resulted in cost savings of INR 1.5 lacs/month. On the inventory front, his solutions also helped maintain accuracy. His methods resulted in overall cost savings, leading to increased profitability. Lean/VSM - He identified the problem of Customer Case Fill On Time (CCFOT) loss which was 92%, resulting in bin mismatch, incorrect picking and effort wastage. With Sachin’s solution, the CCFOT level was improved from 92% to 98%, resulting in improved customer satisfaction and efficiency. Purpose Story of the Week Well done, Sachin! Let’s follow his example of ‘Reimagining Solutions’ and living by our company’s PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

With the help of his learnings at ACE, Chandrashekhar was able to implement solutions that had a positive impact on operations, profitability and lean/VSM. 1. Loading of car carriers had a high TAT. Through constant monitoring, Chandrashekhar was able to reduce TAT from 5 hours to 2 hours 2. His solution to effectively manage operations was able to improve profits by 19.64%, from INR 3.79 cr. to INR 4.33 cr. A total of 1686 tractors were also dispatched without using additional manpower. 3. He was also able to provide a working lean solution to the absence of HIRA (Hazard Identification and Risk Assessment ) in the stockyard activities. Identified 54 improvement points, with 20 improvements already being implemented. This will have a positive impact on operations and skill development of drivers and mechanics. Purpose Story of the Week Well done, Chandrashekhar! Let’s follow his example of ‘Reimagining Solutions’ and living by our company’s PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

Vedasamy was able to provide solutions to multiple problems by implementing his learnings at ACE. 1. With the truck TAT at Cab Trim Stores being high, Vedasamy’s solution helped in reducing the average TAT from 3.45 hrs. to 2.30 hrs., leading to net savings of INR 0.85 lakhs per annum & CO2 reduction of 1.38 tCO2e. 2. His other solution was focused on optimal utilization of space. He was able to efficiently utilize 450 sq.mtrs. from line side storage area & 350 sq.ft. from Cab Weld Stores, leading to a savings of INR 8.80 lakhs. 3. The other problem was to reduce lead time in parts feeding. His solution helped to reduce total time, up to 7.5 hours which is equivalent to a man-hour / shift. The news about MLL’s PTS business soon to be rebranded as ‘Alyte’ first announced in Economic Times “We are introducing a nationwide brand around our mobility service called Alyte from this quarter,” Mahindra Logistics CEO Rampraveen Swaminathan told ET in an interview. MLL plans to roll out a mobile application for Alyte in the next one month. It will work on the basis of contracts with companies to ferry their employees to and from workplaces to their homes, warehouses or meetings. It will later diversify into an on-call service, which will allow employees to book a seat for airport drops, and other services. To read the entire article, visit economictimes.indiatimes.com Media Coverage for MLL Purpose Story of the Week Kudos to Vedasamy! Let’s follow his example of ‘Reimagining Solutions’ and living by our company’s PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

There was a problem of heavy cancellations of Physical Count Slip (PCS) and Goods Receipt Note (GRN) due to inaccurate data capturing which impacted the vendor payment and inventory process. Kush identified the gaps at the suppliers’ end, defined an SOP for feeding of invoice details and monitored its smooth execution. As a result, Kush managed to reduce the PCS and GRN cancellations by 50%. Accuracy in the GRN data helped achieve zero pendency of vehicles, smoothened the inventory process and enabled faster vendor payments leading to increased satisfaction levels amongst our vendors. Kudos to M&M Haridwar team member Kush for ‘Reimagining Solutions’ and living by our company PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

Chakan Cross Dock team took up the challenge to achieve 99% accuracy in material dispatches. Accordingly, Gulab analyzed the daily vehicle dispatch data and streamlined the process. He prepared a checklist for picking and sequencing process and trained the concerned staff. He set a stringent cut off-time for unloading, revised the SOP and ensured its adherence. As a result, AS Zaheerabad and Haridwar plants achieved record dispatches. He changed the container used for dispatches thereby achieving a monthly saving of over Rs.21000. In Oct 2019, he managed to achieve a cost saving of over Rs.78000. Kudos to Chakan Cross Dock team member Gulab for ‘Reimagining Solutions’ and living by our company PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

There was multiple segregation of material in central warehouse leading to delay in its delivery cycle. Suvraj brainstormed with the customer and suggested operational changes and change in trolley design. He conceptualized and implemented a new process for segregation of parts. He changed the picking point of the material and eliminated duplication and non-value adding activities in segregation. He also improved the safety & ergonomics for the operators. As a result, he managed to generate cost savings of 11,000 euros for the customer in 2018 and 17000 euros in 2019! Kudos to VW Chakan team member Suvraj for ‘Reimagining Solutions’ and living by our company PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.

High material damages were observed during transit and loading of material at Rudrapur. Balwant Yadav from our Rudrapur team applied his ACE learnings to understand the processes and get to the root cause of this problem. He mobilized the practice of segregating the packing material and loading with proper strapping. He started ‘purchase unit wise’ loading for reducing the TAT of unloading of materials at the receiving end. He also tracked the improvement daily by clicking pictures of the loading process and sharing with the customer. As a result, he managed to reduce the TAT for loading at Rudrapur and unloading at receiving end by 30%. He also managed to achieve zero in-transit damages, thereby increasing the shelf-life of the packing material. Kudos to Rudrapur team member Balwant for ‘Reimagining Solutions’ and living by our company PURPOSE ‘Accelerating Commerce, Empowering Communities to RISE’.