Store Management
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kuwardipu7Terms & Explanations:
1. ABL (Ashoka Buildcon Ltd)
What: A construction company involved in building infrastructure.
Why: For executing construction projects.
2. MRPF (Material Requisition Purchase Form)
What: A form used to request materials for purchase.
Why: To keep track of and approve material purchases.
When: When materials are required for work.
Where: Used in procurement departments.
Who: Procurement staff and managers.
How: By filling out and approving the form.
3. DI (Dispatch Instruction)
What: An order that details how to send goods.
Why: To ensure goods are delivered correctly.
When: Before shipping or dispatching items.
Where: Logistics or dispatch centers.
Who: Logistics staff, suppliers.
How: By providing specific shipping instructions.
4. MRHOV (Material Receipt & Handing Over Voucher)
What: A document confirming the receipt and transfer of materials.
Why: To track and verify material handover.
When: When materials change hands.
Where: Warehouses, sites, or offices.
Who: Staff involved in inventory control.
How: By recording the transfer details.
5. MRC (Material Receipt Certificate)
What: A certificate acknowledging receipt of materials.
Why: To confirm materials were received as expected.
When: Upon material delivery.
Where: Warehouse or receiving area.
Who: Receiving staff or inspectors.
How: By signing and verifying the materials received.
6. GRN (Goods Receipt Note)
What: A document confirming receipt of goods.
Why: To validate the arrival of ordered goods.
When: After goods are received.
Where: Receiving area, warehouse.
Who: Warehouse staff, procurement team.
How: By checking goods and issuing a note.
7. MRN (Material Return Note)
What: A note for returning materials.
Why: To return defective or excess materials.
When: When materials need to be sent back.
Where: Work sites or warehouses.
Who: Site supervisors, warehouse staff.
How: By creating a return note.
8. ST (Stock Transfer)
What: Movement of items between stores.
Why: To manage inventory and fulfill demands.
When: When stock needs redistribution.
Where: Across storage locations.
Who: Storekeepers, logistics staff.
How: By issuing transfer documents.
9. STRV (Store Transfer Receipt Voucher)
What: A voucher that records items transferred between stores.
Why: To confirm and document store transfers.
When: When inventory is transferred between storage locations.
Where: Warehouses or store facilities.
Who: Storekeepers, inventory managers.
How: By documenting transfers with a receipt voucher.
10. RV (Receipt Voucher)
What: A document that confirms receipt of goods or services.
Why: To acknowledge and track received items.
When: When goods are received.
Where: Warehouses, offices.
Who: Receiving personnel, procurement teams.
How: By issuing a voucher when goods arrive.
11. MIS (Material Issue Slip)
What: A slip documenting the issue of materials from a store.
Why: To keep track of issued materials.
When: When materials are used or handed out.
Where: Stores, warehouses, work sites.
Who: Storekeepers, workers.
How: By creating and keeping a record slip.
12. DC (Delivery Challan)
What: A document accompanying goods during delivery.
Why: To specify the quantity and nature of goods delivered.
When: When goods are dispatched to a location.
Where: Shipping, transport.
Who: Suppliers, delivery staff.
How: By issuing a detailed document for deliveries.
13. W/B (Weigh Bridge)
What: A device to weigh large items or vehicles.
Why: To ensure accurate weight measurements.
When: Before or after transporting heavy loads.
Where: Logistics centers, transport hubs.
Who: Logistics staff, truck drivers.
How: By measuring the weight of vehicles or goods.
14. MR (Management Representative)
What: A person representing management in quality or other areas.
Why: To manage and oversee compliance.
When: During audits or system implementations.
Where: Workplaces, companies.
Who: Designated staff member.
How: By acting as a liaison for management.
15. EQA (Execution and Quality Assurance)
What: A process to ensure proper execution and quality.
Why: To maintain standards.
When: During project execution.
Where: Project sites.
Who: Quality inspectors, managers.
How: By following and verifying quality protocols.
16. ISO (International Organization for Standardization)
What: A body setting international standards.
Why: For global standardization and consistency.
When: In standard development.
Where: Worldwide.
Who: Businesses, governments.
How: By creating and publishing standards.
17. IMS (Integrated Management System)
What: A system combining multiple management practices.
Why: To improve efficiency and compliance.
When: During management system implementation.
Where: Organizations.
Who: Managers, staff.
How: By integrating policies and procedures.
18. QMS (Quality Management System)
What: A system to manage quality in processes.
Why: To maintain and improve product quality.
When: Throughout production or service delivery.
Where: Companies, factories.
Who: Quality managers, employees.
How: By following quality guidelines.
19. EMS (Environmental Management System)
What: A system to manage environmental responsibilities.
Why: For environmental compliance and sustainability.
When: During operations impacting the environment.
Where: Industries, organizations.
Who: Environmental officers.
How: By following environmental protocols.
20. OHSAS (Occupational Health and Safety Management System)
What: A system to ensure workplace safety.
Why: To prevent accidents and ensure health.
When: In workplaces.
Where: Organizations.
Who: Safety officers, employees.
How: By applying safety measures.
21. GHG (Greenhouse Gases)
What: Gases contributing to global warming.
Why: To monitor and reduce environmental impact.
When: In environmental assessments.
Where: Global.
Who: Environmental agencies.
How: By tracking emissions.
22. GGVS (Greenhouse Gas Verification Systems)
What: Systems verifying GHG emissions.
Why: For accuracy and compliance.
When: During environmental checks.
Where: Organizations.
Who: Environmental assessors.
How: By conducting audits.
23. HSE (Health Safety Environment)
What: Systems to ensure workplace health, safety, and environmental care.
Why: To ensure a safe working environment.
When: In daily operations.
Where: Workplaces.
Who: All employees.
How: By implementing safety and environmental guidelines.
24. ISC (International Standards Certifications Pty. Ltd.)
What: A certification body for standards compliance.
Why: To certify companies meet specific international standards.
When: During audits or assessments.
Where: Worldwide.
Who: Companies seeking certifications.
How: By conducting inspections and certifications.
25. IRCA (International Register of Certificated Auditors)
What: A global certification body for auditors.
Why: To recognize qualified auditors.
When: When hiring or evaluating auditors.
Where: Globally.
Who: Auditors, employers.
How: By providing certifications and maintaining a register.
26. JAS-ANZ (Joint Accreditation System of Australia and New Zealand)
What: An accreditation system for certifying organizations.
Why: To ensure proper standards in certifications.
When: When certifying bodies need accreditation.
Where: Australia, New Zealand.
Who: Certifying bodies.
How: By evaluating and accrediting bodies.
27. NSCI (National Safety Council of India)
What: A council promoting safety awareness.
Why: To improve workplace safety in India.
When: During safety training or awareness drives.
Where: India.
Who: Indian organizations, workers.
How: By providing safety programs and campaigns.
28. PDCA (Plan Do Check Act)
What: A management method for continuous improvement.
Why: To improve business processes.
When: In process management.
Where: Workplaces, industries.
Who: Managers, employees.
How: By planning, executing, checking, and acting on improvements.
29. NCR (Non-Conformance Report)
What: A report of deviations from expected standards.
Why: To address and correct issues.
When: When non-conformances occur.
Where: Workplaces, quality control departments.
Who: Quality managers, staff.
How: By documenting and resolving issues.
30. CAR (Corrective Action Request)
What: A request to fix an issue.
Why: To resolve problems and prevent recurrence.
When: After identifying a problem.
Where: Organizations.
Who: Quality control staff, managers.
How: By issuing a request and tracking corrective actions.
31. CAPA (Corrective Action Preventive Action)
What: A method for solving issues and preventing their recurrence.
Why: To continuously improve processes.
When: After identifying issues.
Where: Workplaces.
Who: Quality and process managers.
How: By taking and monitoring actions.
32. DCRN (Document Change Request Note)
What: A request for changing documents.
Why: To update or correct document content.
When: When changes are needed.
Where: Document control.
Who: Staff responsible for documents.
How: By issuing a formal request.
33. MRM (Management Review Meeting)
What: A meeting to review management systems.
Why: For evaluating performance and setting goals.
When: Periodically.
Where: Within organizations.
Who: Managers, department heads.
How: By holding meetings and discussing performance.
34. QM (Quality Manual)
What: A manual outlining a company's quality policies.
Why: To define and communicate quality standards.
When: As a reference for processes.
Where: Organizations.
Who: Employees.
How: By creating a manual with procedures and standards.
35. WI (Work Instruction)
What: Step-by-step directions for tasks.
Why: To standardize and guide work.
When: When performing tasks.
Where: Work sites, factories.
Who: Workers.
How: By following detailed instructions.
36. WIP (Work In Progress)
What: Products still being completed.
Why: To track production stages.
When: During production.
Where: Factories, workshops.
Who: Production staff.
How: By monitoring partially completed work.
37. PPE (Personal Protective Equipment)
What: Safety equipment like gloves and helmets.
Why: To protect workers.
When: In hazardous conditions.
Where: Workplaces, factories.
Who: Employees.
How: By wearing protective gear.
38. HIRA (Hazards Identification and Risk Assessment)
What: A process to find and manage risks.
Why: To ensure safety.
When: Before and during work.
Where: Workplaces.
Who: Safety officers.
How: By identifying and managing hazards.
39. FIFO (First In First Out)
What: An inventory management method.
Why: To keep inventory fresh.
When: In stock management.
Where: Warehouses.
Who: Inventory managers.
How: By using older stock first.
Why FIFO?
1. Managing Perishable Goods
Advantage: FIFO ensures that items bought or made first are sold or used first, which is critical
for products that have a limited shelf life.
Example: A grocery store uses FIFO to make sure older dairy products, like milk, are sold
before newer stock arrives, reducing waste and preventing spoilage.
2. When Prices Are Falling
Advantage: If the prices of goods are decreasing, FIFO helps companies sell off older, more
expensive inventory first, which shows higher profits when newer stock is purchased at a lower
cost.
Example: A company selling smartphones that regularly decrease in price can use FIFO to sell
off older, higher-priced phones before the value drops further, maximizing profit on those items.
3. Accurate Costing and Profit Calculation
Advantage: FIFO often provides a clearer and more accurate reflection of current inventory
costs since the remaining stock is based on the newest purchases.
Example: A hardware store using FIFO for tracking inventory costs will have a clearer picture of
its most current stock value, making financial reports more accurate and realistic.
4. Compliance with Health and Safety Regulations
Advantage: FIFO is beneficial for industries that require strict compliance with health and safety
regulations, ensuring older stock is used or sold first to meet standards.
Example: A pharmaceutical company must ensure that medications nearing their expiration date
are distributed before newer batches, maintaining compliance and safety for customers.
5. Simple and Logical Inventory Management
Advantage: FIFO is easy to understand and manage, making it ideal for companies with simple
inventory systems or a wide range of products.
Example: A clothing retailer using FIFO can ensure that last season’s stock is sold before
displaying new collections, keeping inventory fresh and organized while minimizing
overstocking.
1. FIFO: "Fife-O" 2. FIRST: "Fur + Seat"
3. OLD: "Owl" 4. Perishable: "Pear + Shovel"
5. Price: "Fry(ing pan) + Ice"
6. Fall: "Fall (waterfall)" 7. Accurate: "A + Cart" 8. Cost: "Coast" 9. Profit: "Poor + Feet"
10. Health: "Hell + Light" 11. Safety: "Ship + Tea" 12. Logical: "Loo + Jackal" 13. Inventory: "In +
Vent + Tree"14. Management: "Man + Jay + Mint"
40. LIFO (Last In First Out)
What: An inventory method for recent stock use.
Why: To prioritize newer inventory.
When: In stock rotation.
Where: Warehouses.
Who: Inventory staff.
How: By using newest stock first.
Why LIFO?
1. When Prices Are Going Up
How it Helps: If the prices of things are getting higher, using LIFO means selling the stuff that
was bought last (and costs more) first. This can make a company show lower profits, which
means it might pay less in taxes.
Example: Imagine a store selling smartphones. If the prices of new phones keep going up, the
store sells the newer (and more expensive) phones first. This makes it seem like the store spent
more on its products, so it pays less in taxes.
2. Quick-Moving Stuff(Trendy) That Doesn’t Take Up Much Space
How it Helps: When a company sells items quickly, using LIFO makes sure the newest stuff gets
sold first so that older stuff doesn’t sit around too long.
Example: A clothing store sells trendy clothes that change every season. By selling the newest
clothes first, the store makes sure it keeps up with trends, and any older clothes can be put on
sale or sold at discounts.
3. Keeping Track of Costs for Changing Prices
How it Helps: In businesses where the prices of materials change a lot, LIFO helps keep costs
in line with what’s happening in the market.
Example: A company that buys lots of steel to make products. When steel prices go up, it
makes sure to sell the things made with the most recently bought (and more expensive) steel.
This makes the company’s numbers match the real costs better.
4. Handling Items That Don’t Go Bad but Prices Change Quickly
How it Helps: For products that don’t expire or go bad but have changing prices, LIFO lets
companies sell the newer stuff first to keep up with market changes.
Example: A company selling food additives that don’t go bad. If the market prices go up and
down quickly, it sells the newest stock first to keep its prices flexible without wasting anything.
5. Reducing Losses on Old, Less Valuable Stuff
How it Helps: LIFO helps companies avoid losing money by selling the newest stuff first, so they
don’t end up stuck with older, less valuable items.
Example: A tech company has microchips, but new, faster ones come out all the time. By selling
the newest chips first, they don’t have to worry about being stuck with old chips that no one
wants.
41. ST (Stores)
What: Locations for storing goods.
Why: To keep inventory organized.
When: For inventory storage.
Where: Warehouses.
Who: Storekeepers.
How: By managing storage areas.
42. JMC (Joint Measurement Certificate)
What: A document verifying measured quantities.
Why: For accurate measurement documentation.
When: During inspections.
Where: Construction or work sites.
Who: Inspectors, engineers.
How: By measuring and documenting.
1. SAP (Systems Applications & Products)
What: A software system for business process management.
Why: To streamline operations, including finance, HR, and sales.
When: For managing business processes.
Where: Organizations, enterprises.
Who: Business users, managers.
How: By using integrated modules for different business functions.
2. ERP (Enterprise Resource Planning)
What: A type of software for managing business processes.
Why: To improve efficiency and integrate all business processes.
When: In managing large-scale business operations.
Where: Companies, organizations.
Who: Business owners, IT staff.
How: By centralizing data and operations.
3. LOA (Letter of Acceptance)
What: A formal acceptance letter for a proposal.
Why: To officially accept and confirm terms.
When: During contract agreements.
Where: Business transactions, tenders.
Who: Contracting parties.
How: By issuing a formal document.
4. EPC (Engineering Procurement & Construction)
What: A project management model for delivering construction projects.
Why: To streamline and manage project delivery.
When: For large construction or engineering projects.
Where: Construction, engineering sites.
Who: Project managers, contractors.
How: By handling all stages from design to delivery.
5. MSEDCL / Mahadiscom (Maharashtra State Electricity Distribution Company Limited)
What: A company for electricity distribution in Maharashtra.
Why: To provide electricity services.
When: In electricity distribution.
Where: Maharashtra, India.
Who: Maharashtra residents, electricity users.
How: By managing and distributing power.
6. MSETCL (Maharashtra State Electricity Transmission Company Limited)
What: A company for electricity transmission in Maharashtra.
Why: To manage power transmission networks.
When: During power transmission.
Where: Maharashtra.
Who: Power companies, government.
How: By transmitting electricity across regions.
7. SBPDCL (South Bihar Power Distribution Company Limited)
What: A company distributing power in South Bihar.
Why: To manage power supply.
When: For electricity distribution.
Where: South Bihar.
Who: Residents, businesses.
How: By managing and distributing power.
8. NBPDCL (North Bihar Power Distribution Company Limited)
What: A company distributing electricity in North Bihar.
Why: To supply power.
When: During electricity distribution.
Where: North Bihar.
Who: Residents, businesses.
How: By providing electricity.
9. CSPDCL (Chhattisgarh State Power Distribution Company Limited)
What: An electricity distribution company in Chhattisgarh.
Why: To provide power to consumers.
When: For electricity distribution.
Where: Chhattisgarh.
Who: Power consumers.
How: By managing power supply.
10. JSBAY (Jharkhand Bijli Achchadan Yojna)
What: A scheme for improving electricity coverage in Jharkhand.
Why: To ensure better power access.
When: During electrification projects.
Where: Jharkhand.
Who: Residents of Jharkhand.
How: By expanding electricity infrastructure.
11. REC (Rural Electrification Corporation)
What: An organization for rural power projects.
Why: To bring electricity to rural areas.
When: During rural development.
Where: Rural India.
Who: Rural communities.
How: By funding and developing rural power projects.
12. GFSS (Gaothan Feeder Separation Scheme)
What: A scheme to separate agricultural and non-agricultural power.
Why: To manage load and distribution.
When: During rural electrification.
Where: Villages.
Who: Farmers, rural residents.
How: By creating separate power feeders.
13. RAPDRP (Restructured Accelerated Power Development and Reforms Programme)
What: A program to improve power distribution.
Why: To reduce power loss.
When: For reforming power distribution.
Where: Urban and semi-urban areas.
Who: Power distribution companies.
How: By upgrading infrastructure.
14. HVDS (High Voltage Distribution System)
What: A system to reduce power loss by using high voltage.
Why: To improve efficiency.
When: For power distribution.
Where: Power networks.
Who: Utilities, engineers.
How: By implementing high-voltage systems.
15. RGGVY (Rajiv Gandhi Grameen Vidyutikaran Yojana)
What: A scheme for rural electrification.
Why: To improve electricity access in rural areas.
When: During electrification drives.
Where: Rural India.
Who: Rural residents.
How: By expanding power infrastructure.
16. DDUGJY (Deen Dayal Upadhyaya Gram Jyoti Yojana)
What: A rural power scheme for better electricity supply.
Why: To enhance rural power distribution.
When: During rural development.
Where: Villages.
Who: Rural communities.
How: By improving infrastructure.
17. IPDS (Integrated Power Development Scheme)
What: A scheme for strengthening urban power supply.
Why: To reduce loss and improve supply.
When: During power reforms.
Where: Urban areas.
Who: Urban consumers.
How: By upgrading infrastructure.
18. APL (Above Poverty Line)
What: Classification for households above the poverty threshold.
Why: For targeted benefits.
When: During surveys.
Where: India.
Who: Government.
How: By assessing income levels.
19. BPL (Below Poverty Line)
What: Classification for households below poverty line.
Why: For targeted schemes.
When: During welfare programs.
Where: India.
Who: Government.
How: By measuring income.
20. IRCON (Indian Railway Construction Company Limited)
What: A construction company under Indian Railways.
Why: For infrastructure projects.
When: During railway expansion.
Where: India and abroad.
Who: Indian Railways.
How: By managing projects.
21. RVNL (Rail Vikas Nigam Limited)
What: A company developing railway infrastructure.
Why: To improve railway services.
When: For railway expansion.
Where: India.
Who: Railways.
How: By building new infrastructure.
Continuing with simplified explanations for each term in the provided table:
1. Accident
What: An unexpected event causing harm or damage.
Why: To identify risks and prevent future occurrences.
When: At any time, often when least expected.
Where: Workplaces, roads, anywhere accidents can happen.
Who: People involved or affected.
How: By identifying and responding to causes.
2. Audit
What: A systematic examination to check if procedures meet standards.
Why: To ensure compliance and improve practices.
When: Periodically or when needed.
Where: Organizations, companies.
Who: Auditors, compliance officers.
How: By reviewing documents and practices.
3. Auditor
What: A person who conducts an audit.
Why: To assess compliance and performance.
When: During audits.
Where: Organizations, workplaces.
Who: Qualified individuals.
How: By evaluating documents and practices.
4. Continual Improvement
What: Ongoing efforts to enhance systems and processes.
Why: To improve quality and safety.
When: Regularly.
Where: Workplaces, organizations.
Who: Management, employees.
How: By making incremental changes.
5. Document
What: Information stored in any medium.
Why: To record and communicate information.
When: During processes, tasks.
Where: Offices, organizations.
Who: Staff, document controllers.
How: By creating and storing written or digital records.
6. Environment
What: Surroundings including air, land, water, and life forms.
Why: To understand and manage interactions with it.
When: Always relevant.
Where: Everywhere.
Who: Everyone.
How: By managing our impact on natural resources.
7. Environmental Aspect
What: Elements of activities that interact with the environment.
Why: To identify potential impacts.
When: During operations.
Where: Workplaces, sites.
Who: Environmental officers.
How: By evaluating activities.
8. Environmental Impact
What: Change to the environment caused by activities.
Why: To manage and minimize harm.
When: After activities or events.
Where: Anywhere impacted by human actions.
Who: Organizations, communities.
How: By assessing and managing impacts.
9. Hazard
What: Something with the potential to cause harm.
Why: To identify and mitigate risks.
When: Before, during, or after work.
Where: Workplaces, environments.
Who: Workers, safety officers.
How: By assessing potential dangers.
10. Hazard Identification
What: Recognizing hazards that exist or may arise.
Why: To control and reduce risks.
When: Continuously.
Where: Workplaces.
Who: Safety staff, employees.
How: By conducting safety checks.
11. Incident
What: An unexpected event that could lead to an accident.
Why: To prevent escalation.
When: Unexpectedly.
Where: Workplaces.
Who: Staff involved.
How: By investigating and taking preventive steps.
12. Interested Parties
What: Individuals or groups affected by an organization's activities.
Why: To consider their needs and concerns.
When: In decision-making.
Where: Organizations.
Who: Employees, stakeholders.
How: By engaging with them.
13. Non-Conformance
What: Deviation from expected standards or practices.
Why: To identify and correct issues.
When: During checks or audits.
Where: Workplaces.
Who: Quality staff, employees.
How: By documenting and addressing deviations.
14. Corrective Action
What: Steps to eliminate causes of non-conformance.
Why: To prevent recurrence.
When: After identifying issues.
Where: Organizations.
Who: Managers, staff.
How: By implementing solutions.
15. Objectives
What: Goals for improving health, safety, and environment (HSE).
Why: To set targets for better performance.
When: When planning initiatives.
Where: Organizations.
Who: Management.
How: By defining measurable targets.
Departmental QHSE (Quality, Health, Safety, and Environment) Requirement:
1. QMS: 9001:2015 (Quality Management System)
What: A standard for maintaining and improving the quality of processes and products.
Why: To ensure consistent product quality and customer satisfaction.
Key Idea: Focuses on customer needs, continuous improvement, and effective management
practices.
Example: Setting up clear processes for making products that consistently meet customer
expectations.
Explanations for each clause listed under QMS: 9001:2015 (Quality Management System):
1. Scope
What: Defines the boundaries of the quality management system.
Why: To clarify what the system applies to, such as specific products, processes, or services.
Key Idea: Clearly outlines what is included in the quality system.
2. Context of the Organization (Clause 4)
What: Involves understanding internal and external factors that affect the organization.
Why: To ensure the quality management system is relevant and fits the business environment.
Key Idea: Focuses on understanding the organization’s context to align processes with goals.
3. Understanding the Organization and Its Context (Clause 4.1)
What: Identifying factors that can affect the organization’s goals and performance.
Why: To adapt to changing market and environmental conditions.
Key Idea: Keeps the organization aware of its environment.
4. Understanding the Needs and Expectations of Interested Parties (Clause 4.2)
What: Identifying who is affected by the business (customers, employees, suppliers) and their
needs.
Why: To ensure that processes and services meet their expectations.
Key Idea: Helps prioritize stakeholder needs.
5. Determining the Scope of the Quality Management System (Clause 4.3)
What: Defining what is covered by the quality management system.
Why: To provide clarity on how far the system’s rules and policies apply.
Key Idea: Sets boundaries and expectations for quality processes.
6. Quality Management System and Its Processes (Clause 4.4)
What: Establishing and managing processes to ensure consistent quality.
Why: To create reliable, effective business operations.
Key Idea: Describes how processes should function to ensure quality.
7. Leadership (Clause 5)
What: Ensuring that management leads by example in implementing and maintaining quality
standards.
Why: To show commitment and leadership in quality practices.
Key Idea: Highlights management’s role in setting direction.
8. Leadership and Commitment (Clause 5.1)
What: Demonstrating management's commitment to the quality management system.
Why: To drive successful implementation of quality processes.
Key Idea: Management leads with dedication to quality goals.
9. Customer Focus (Clause 5.1.2)
What: Ensuring customer satisfaction by meeting their needs and expectations.
Why: To improve customer loyalty and ensure consistent service.
Key Idea: Prioritizes customers in all decisions and processes.
10. Policy (Clause 5.2)
What: Developing a formal statement of quality objectives.
Why: To communicate organizational goals and commitment to quality.
Key Idea: Lays out the company’s focus on quality.
11. Establishing the Quality Policy (Clause 5.2.1)
What: Creating a policy that aligns with the company’s goals and values.
Why: To guide all actions and decisions.
Key Idea: Sets a clear direction for quality objectives.
12. Communicating the Quality Policy (Clause 5.2.2)
What: Sharing the policy with employees and other stakeholders.
Why: To ensure everyone understands and supports the quality goals.
Key Idea: Informs and involves everyone.
13. Organizational Roles, Responsibilities, and Authorities (Clause 5.3)
What: Defining who is responsible for what in achieving quality goals.
Why: To ensure accountability and smooth operations.
Key Idea: Assigns clear roles and responsibilities.
14. Planning (Clause 6)
What: Identifying risks and opportunities to plan accordingly.
Why: To prevent issues and capitalize on opportunities.
Key Idea: Proactive planning for success.
15. Actions to Address Risks and Opportunities (Clause 6.1)
What: Taking measures to reduce risks and benefit from opportunities.
Why: To achieve consistent and reliable results.
Key Idea: Risk management and proactive opportunities.
16. Quality Objectives and Planning to Achieve Them (Clause 6.2)
What: Setting measurable goals for improving quality.
Why: To track progress and drive improvements.
Key Idea: Defines objectives and creates a plan to meet them.
17. Planning of Changes (Clause 6.3)
What: Making plans before implementing changes to processes.
Why: To ensure changes are controlled and have positive outcomes.
Key Idea: Well-planned changes lead to better results.
18. Resources (Clause 7.1)
What: Ensuring the availability of necessary resources (e.g., people, equipment).
Why: To support and maintain effective operations.
Key Idea: Providing what’s needed for success.
19. General (Clause 7.1.1)
What: Providing overall resources for all activities.
Why: To enable the smooth running of processes.
Key Idea: Covering all resource needs.
20. People (Clause 7.1.2)
What: Ensuring enough skilled people are available.
Why: To achieve the desired quality in processes.
Key Idea: Right people for the right job.
21. Infrastructure (Clause 7.1.3)
What: Providing facilities, equipment, and support systems.
Why: To ensure efficient operations.
Key Idea: Supporting the work environment.
22. Environment for the Operation of Processes (Clause 7.1.4)
What: Creating the right work environment (e.g., safety, cleanliness).
Why: To ensure processes run smoothly.
Key Idea: Good work environment leads to better results.
23. Monitoring and Measuring Resources (Clause 7.1.5)
What: Ensuring tools used for measurement are accurate.
Why: To maintain consistent product and process quality.
Key Idea: Accurate tools lead to reliable results.
24. General (Clause 7.1.5.1)
What: Establishing requirements for monitoring tools.
Why: To ensure quality measurement.
Key Idea: Tools meet standards.
25. Measurement Traceability (Clause 7.1.5.2)
What: Keeping track of measurements to ensure accuracy.
Why: To provide consistency and reliability.
Key Idea: Tracking measurements.
26. Organizational Knowledge (Clause 7.1.6)
What: Ensuring relevant knowledge is available and maintained.
Why: To enhance performance and adapt to change.
Key Idea: Knowledge is power.
27. Competence (Clause 7.2)
What: Ensuring employees have the necessary skills and training.
Why: To perform jobs effectively.
Key Idea: Skilled employees lead to quality work.
28. Awareness (Clause 7.3)
What: Making employees aware of their roles and the importance of quality.
Why: To align efforts with organizational goals.
Key Idea: Awareness drives commitment.
29. Communication (Clause 7.4)
What: Ensuring effective communication within and outside the organization.
Why: To keep everyone informed and aligned.
Key Idea: Good communication leads to better teamwork.
30. Documented Information (Clause 7.5)
What: Managing and controlling documents related to the QMS.
Why: To ensure accurate and up-to-date information.
Key Idea: Proper documentation supports quality.
31. General (Clause 7.5.1)
What: Establishing guidelines for managing documents.
Why: To keep information organized.
Key Idea: Organized documentation.
32. Creating and Updating (Clause 7.5.2)
What: Keeping documents current and accurate.
Why: To ensure all information is useful and reliable.
Key Idea: Updated documents ensure relevance.
33. Control of Documented Information (Clause 7.5.3)
What: Controlling access to and changes in documents.
Why: To maintain integrity and security.
Key Idea: Secure and controlled information.
34. Operation Planning and Control (Clause 8.1)
What: Planning and controlling processes for consistent results.
Why: To ensure processes meet requirements.
Key Idea: Plan to control outcomes.
35. Requirements for Products and Services (Clause 8.2)
What: Determining customer needs and specifications.
Why: To provide what the customer expects.
Key Idea: Know and meet customer needs.
36. Customer Communication (Clause 8.2.1)
What: Communicating with customers about products/services.
Why: To ensure customer satisfaction.
Key Idea: Keep customers informed.
37. Determination of Requirements for Products and Services (Clause 8.2.2)
What: Identifying what is required to meet customer needs.
Why: To ensure clarity and alignment with expectations.
Key Idea: Understand what’s needed.
38. Review of Requirements for Products and Services (Clause 8.2.3)
What: Reviewing and confirming customer requirements.
Why: To avoid misunderstandings and errors.
Key Idea: Double-check requirements.
39. Changes to Requirements for Products and Services (Clause 8.2.4)
What: Managing changes to customer requirements.
Why: To adapt and respond effectively.
Key Idea: Handle changes smoothly.
40. Design and Development of Products and Services (Clause 8.3)
What: Creating new products or services.
Why: To meet customer or market needs.
Key Idea: Innovate and develop.
41. General (Clause 8.3.1)
What: Overall approach to designing and developing.
Why: To maintain consistency.
Key Idea: Organized development.
42. Design and Development Planning (Clause 8.3.2)
What: Planning how to create new products or services.
Why: To ensure a smooth process.
Key Idea: Plan before creating.
43. Design and Development Inputs (Clause 8.3.3)
What: Gathering necessary information to start designing.
Why: To have clear goals and requirements.
Key Idea: Collect what’s needed.
44. Design and Development Outputs (Clause 8.3.5)
What: The results of the design and development process.
Why: To ensure the final product meets requirements.
Key Idea: Outputs show what’s been created.
45. Design and Development Changes (Clause 8.3.6)
What: Managing changes during the design and development phase.
Why: To avoid negative impacts on the final product.
Key Idea: Adapt while maintaining quality.
46. Control of Externally Provided Processes, Products, and Services (Clause 8.4)
What: Managing goods or services from outside suppliers.
Why: To ensure they meet company standards.
Key Idea: Control what you source from others.
47. General (Clause 8.4.1)
What: Overall control for externally provided items.
Why: To maintain quality.
Key Idea: Maintain standards for external items.
48. Type and Extent of Control (Clause 8.4.2)
What: Deciding how much control is needed over external items.
Why: To ensure effective quality without excessive oversight.
Key Idea: Balanced control.
49. Information for External Providers (Clause 8.4.3)
What: Communicating requirements to suppliers.
Why: So they know what is expected.
Key Idea: Clear instructions to suppliers.
50. Production and Service Provision (Clause 8.5)
What: Controlling how products are made or services are delivered.
Why: To ensure consistent quality.
Key Idea: Control every step of production.
51. Control of Production and Service Provision (Clause 8.5.1)
What: Ensuring processes are carried out as planned.
Why: To produce consistent results.
Key Idea: Follow the plan.
52. Identification and Traceability (Clause 8.5.2)
What: Tracking products throughout production.
Why: To easily find and resolve issues.
Key Idea: Know where everything is.
53. Property Belonging to Customers or External Providers (Clause 8.5.3)
What: Managing items owned by customers or suppliers.
Why: To avoid damage or loss.
Key Idea: Care for others’ property.
54. Preservation (Clause 8.5.4)
What: Protecting products until delivery.
Why: To maintain their quality.
Key Idea: Keep products in good condition.
55. Post-Delivery Activities (Clause 8.5.5)
What: Actions taken after the product is delivered.
Why: To ensure continued customer satisfaction.
Key Idea: Support after delivery.
56. Control of Changes (Clause 8.5.6)
What: Managing changes to production processes.
Why: To ensure consistent quality.
Key Idea: Control changes carefully.
57. Release of Products and Services (Clause 8.6)
What: Approving products or services before delivery.
Why: To confirm they meet requirements.
Key Idea: Approve before release.
58. Control of Nonconforming Outputs (Clause 8.7)
What: Managing products that don’t meet standards.
Why: To prevent defective items from reaching customers.
Key Idea: Identify and fix issues.
59. Performance Evaluation (Clause 9)
What: Measuring how well processes are working.
Why: To find areas for improvement.
Key Idea: Check performance regularly.
60. Monitoring, Measurement, Analysis, and Evaluation (Clause 9.1)
What: Collecting and analyzing data to assess performance.
Why: To ensure processes meet goals.
Key Idea: Measure and improve.
61. General (Clause 9.1.1)
What: Overall guidelines for measuring and monitoring.
Why: To track progress.
Key Idea: Measure what matters.
62. Customer Satisfaction (Clause 9.1.2)
What: Assessing how happy customers are.
Why: To make improvements based on feedback.
Key Idea: Happy customers are key.
63. Analysis and Evaluation (Clause 9.1.3)
What: Analyzing data to find trends and areas for improvement.
Why: To make informed decisions.
Key Idea: Use data wisely.
64. Internal Audit (Clause 9.2)
What: Checking if processes meet standards and goals.
Why: To find and fix issues.
Key Idea: Regular self-checks.
65. Management Review (Clause 9.3)
What: Periodic meetings to review the system’s performance.
Why: To ensure it meets goals.
Key Idea: Review and improve.
66. General (Clause 9.3.1)
What: Overall process for reviewing performance.
Why: To ensure effectiveness.
Key Idea: Comprehensive review.
67. Management Review Input (Clause 9.3.2)
What: Information considered during reviews.
Why: To make effective decisions.
Key Idea: Use relevant data.
68. Management Review Output (Clause 9.3.3)
What: Results and actions from management reviews.
Why: To drive improvements.
Key Idea: Turn reviews into actions.
69. Improvement (Clause 10)
What: Making changes to enhance processes and outcomes.
Why: To achieve continuous progress.
Key Idea: Always aim for better.
70. General (Clause 10.1)
What: Overall approach to making improvements.
Why: To maintain a cycle of growth.
Key Idea: Keep improving.
71. Nonconformity and Corrective Action (Clause 10.2)
What: Addressing issues that don’t meet standards.
Why: To prevent recurrence.
Key Idea: Fix and prevent issues.
72. Continual Improvement (Clause 10.3)
What: Ongoing efforts to improve processes and systems.
Why: To stay competitive and efficient.
Key Idea: Never stop improving.
2. EMS: 14001:2015 (Environmental Management System)
What: A standard to help organizations reduce their environmental impact.
Why: To promote sustainability and minimize pollution or waste.
Key Idea: Encourages businesses to manage their activities in an eco-friendly way.
Example: Reducing energy use, cutting down waste, or creating plans to limit pollution.
1. Scope (Clause 1)
What: Defines what the environmental management system (EMS) covers.
Why: To clarify what environmental aspects are managed.
Key Idea: Sets boundaries for environmental practices.
2. Context of the Organization (Clause 4)
What: Understanding internal and external factors affecting environmental performance.
Why: To align the EMS with business needs and environmental challenges.
Key Idea: Know your environment and how it affects you.
3. Understanding the Organization and Its Context (Clause 4.1)
What: Identifying factors that impact environmental goals.
Why: To adapt the EMS to meet challenges and opportunities.
Key Idea: Be aware of what influences your goals.
4. Understanding the Needs and Expectations of Interested Parties (Clause 4.2)
What: Identifying the needs of groups affected by the organization’s activities (e.g., customers,
regulators).
Why: To align with their expectations for environmental care.
Key Idea: Understand what stakeholders expect.
5. Determining the Scope of the Environmental Management System (Clause 4.3)
What: Defining what areas and activities the EMS will cover.
Why: To provide clarity and focus.
Key Idea: Set clear boundaries for your EMS.
6. Leadership and Commitment (Clause 5.1)
What: Ensuring management leads and supports environmental initiatives.
Why: To show commitment to protecting the environment.
Key Idea: Lead by example in caring for the environment.
7. Environmental Policy (Clause 5.2)
What: A statement outlining the organization's commitment to environmental goals.
Why: To guide actions and demonstrate dedication.
Key Idea: Policy shows what you stand for.
8. Organizational Roles, Responsibilities, and Authorities (Clause 5.3)
What: Defining who does what in the EMS.
Why: To ensure accountability and smooth functioning.
Key Idea: Clear roles for effective action.
9. Planning (Clause 6)
What: Identifying and addressing risks and opportunities related to the environment.
Why: To ensure proactive management of environmental aspects.
Key Idea: Plan ahead to minimize risks.
10. Actions to Address Risks and Opportunities (Clause 6.1)
What: Taking measures to handle environmental risks and make use of opportunities.
Why: To ensure continuous improvement and risk management.
Key Idea: Take action to protect and improve.
11. Environmental Aspects (Clause 6.1.2)
What: Identifying how activities impact the environment (e.g., emissions, waste).
Why: To minimize negative effects.
Key Idea: Know what affects the environment.
12. Compliance Obligations (Clause 6.1.3)
What: Following legal and other environmental requirements.
Why: To stay compliant and avoid penalties.
Key Idea: Follow the rules.
13. Planning Action (Clause 6.1.4)
What: Planning actions to meet environmental goals.
Why: To ensure goals are met effectively.
Key Idea: Make plans for success.
14. Environmental Objectives and Planning to Achieve Them (Clause 6.2)
What: Setting specific goals for improving environmental performance.
Why: To track and achieve progress.
Key Idea: Goals drive progress.
15. Environmental Objectives (Clause 6.2.1)
What: The specific targets for environmental improvements.
Why: To have clear goals to work towards.
Key Idea: Set targets to improve.
16. Planning Action to Achieve Environmental Objectives (Clause 6.2.2)
What: Creating a plan to reach environmental targets.
Why: To turn objectives into actions.
Key Idea: Plan your way to success.
17. Competence (Clause 7.2)
What: Ensuring employees have the skills, training, and experience necessary for their roles.
Why: To ensure they can effectively support environmental objectives.
Example: Providing specialized training to a team managing hazardous waste to ensure they
handle it safely and meet regulations.
Key Idea: Skilled people make a difference.
18. Awareness (Clause 7.3)
What: Making sure all employees understand how their work impacts environmental goals and
their role in achieving them.
Why: To align everyone’s actions with the organization’s environmental objectives.
Example: Informing staff about the company’s goal to reduce energy use and how turning off
lights and equipment contributes.
Key Idea: Everyone should know their impact.
19. Communication (Clause 7.4)
What: Sharing relevant information about environmental management both within and outside
the organization.
Why: To maintain transparency and ensure everyone is informed.
Example: Sending regular updates to employees about new environmental policies and
publishing reports for external stakeholders.
Key Idea: Keep everyone in the loop.
20. General (Clause 7.4.1)
What: Establishing overall guidelines for effective communication about environmental topics.
Why: To make sure messages are clear, timely, and reach the right people.
Example: Setting up a system to quickly inform employees of new environmental procedures.
Key Idea: Clear and consistent messages.
21. Internal Communication (Clause 7.4.2)
What: Sharing information related to the EMS within the organization.
Why: To keep employees informed, engaged, and aligned with environmental goals.
Example: Holding regular team meetings to discuss environmental performance and
improvements.
Key Idea: Communication starts inside.
22. External Communication (Clause 7.4.3)
What: Sharing relevant environmental information with external parties (e.g., customers,
regulatory bodies).
Why: To show transparency and maintain compliance.
Example: Publishing an annual environmental report to share progress with the public.
Key Idea: Keep external stakeholders informed.
23. Documented Information (Clause 7.5)
What: Managing and controlling documents that support the EMS, such as policies, procedures,
and records.
Why: To ensure information is accurate, accessible, and protected.
Example: Creating a controlled process to update and review all environmental procedures
regularly.
Key Idea: Organized documentation helps.
24. General (Clause 7.5.1)
What: Establishing basic requirements for creating, updating, and controlling documents.
Why: To ensure consistency and proper control of documents.
Example: Ensuring all employees use the latest version of the environmental policy.
Key Idea: Consistency in documentation.
25. Creating and Updating (Clause 7.5.2)
What: Ensuring documents are regularly reviewed, updated, and approved as necessary.
Why: To keep information current and relevant.
Example: Regularly revising procedures to incorporate new regulatory requirements.
Key Idea: Keep documents up to date.
26. Control of Documented Information (Clause 7.5.3)
What: Ensuring documents are properly maintained, distributed, and protected from
unauthorized changes.
Why: To safeguard the integrity of information.
Example: Restricting access to edit key environmental policies to authorized personnel only.
Key Idea: Protect information integrity.
27. Operation (Title Only)
What: Covers all activities and processes involved in achieving environmental goals.
Why: To ensure the organization operates in a way that meets environmental objectives.
Example: Ensuring waste is properly managed throughout all operations.
Key Idea: Operate with the environment in mind.
28. Operational Planning and Control (Clause 8.1)
What: Planning and controlling processes to ensure environmental objectives are met.
Why: To keep operations consistent and aligned with goals.
Example: Developing a process to reduce water usage in production.
Key Idea: Plan and control for success.
29. Emergency Preparedness and Response (Clause 8.2)
What: Planning for and responding to environmental emergencies (e.g., spills, fires).
Why: To minimize damage and recover quickly.
Example: Creating an emergency response plan for chemical spills.
Key Idea: Be ready for emergencies.
30. Performance Evaluation (Clause 9)
What: Checking how well the environmental management system is working.
Why: To identify areas that need improvement and measure success.
Example: Regularly reviewing energy consumption data to see if energy-saving targets are
being met.
Key Idea: Measure your progress.
31. Monitoring, Measurement, Analysis, and Evaluation (Clause 9.1)
What: Collecting and analyzing data to assess performance against goals.
Why: To ensure environmental objectives are being achieved.
Example: Measuring the amount of waste generated each month to see if reduction goals are
met.
Key Idea: Track and analyze results.
32. General (Clause 9.1.1)
What: Overall requirements for monitoring and evaluating processes.
Why: To make sure performance measurements are relevant and useful.
Example: Setting up sensors to continuously monitor air quality levels in the factory.
Key Idea: Measure what matters.
33. Customer Satisfaction (Clause 9.1.2)
What: Gauging customer satisfaction with environmental efforts or products.
Why: To identify areas for improvement based on feedback.
Example: Conducting surveys to see if customers are happy with environmentally friendly
packaging changes.
Key Idea: Happy customers mean better outcomes.
34. Internal Audit (Clause 9.2)
What: Reviewing the EMS to check if it meets standards and works as intended.
Why: To find and correct any issues.
Example: Conducting a review of waste disposal processes to ensure they comply with
regulations.
Key Idea: Regular self-checks for success.
35. Management Review (Clause 9.3)
What: Periodic review meetings by top management to assess the EMS’s effectiveness.
Why: To ensure the system remains relevant and meets goals.
Example: Top managers meeting quarterly to discuss progress on reducing carbon emissions.
Key Idea: Leadership involvement is key.
36. Improvement (Clause 10)
What: Making changes to improve processes and environmental outcomes.
Why: To continuously enhance performance.
Example: Introducing new waste recycling technologies to further reduce landfill waste.
Key Idea: Always aim to do better.
37. General (Clause 10.1)
What: Overall approach to identifying and implementing improvements.
Why: To ensure continuous growth and better environmental outcomes.
Example: Regularly reviewing processes to identify new improvement opportunities.
Key Idea: Seek growth continuously.
38. Nonconformity and Corrective Action (Clause 10.2)
What: Addressing problems when things don’t go as planned.
Why: To correct the issue and prevent it from happening again.
Example: Investigating why hazardous waste was not disposed of correctly and fixing the
process.
Key Idea: Fix problems and prevent repeat issues.
39. Continual Improvement (Clause 10.3)
What: Ongoing efforts to improve environmental processes and systems.
Why: To keep getting better and more effective.
Example: Regularly updating energy efficiency plans based on new technologies and best
practices.
Key Idea: Never stop improving.
3. OH&SMS: 45001:2018 (Occupational Health & Safety Management System)
What: A standard focused on keeping workers healthy and safe.
Why: To prevent workplace accidents, injuries, and ensure a safe work environment.
Key Idea: Prioritizes worker safety and risk management.
Example: Identifying hazards at work and taking steps to prevent accidents.
1. Scope (Clause 1)
What: Defines the boundaries of the occupational health and safety (OH&S) management
system.
Why: To clarify what is covered by the system.
Example: Specifying that the OH&S system applies to all manufacturing operations within the
company.
Key Idea: Set clear limits for health and safety.
2. Context of the Organization (Clause 4)
What: Understanding internal and external factors that affect OH&S.
Why: To adapt the system to meet relevant challenges.
Example: Assessing the impact of local safety regulations on the company’s operations.
Key Idea: Know what affects your health and safety goals.
3. Understanding the Organization & Its Context (Clause 4.1)
What: Identifying factors that impact health and safety objectives.
Why: To develop a system suited to the environment and circumstances.
Example: Analyzing workplace hazards specific to a factory setting.
Key Idea: Be aware of your environment.
4. Understanding the Needs and Expectations of Interested Parties (Clause 4.2)
What: Identifying and understanding who is impacted by the OH&S system (e.g., employees,
customers).
Why: To align actions with their expectations.
Example: Taking employee input into account when developing new safety procedures.
Key Idea: Meet the needs of those who matter.
5. Determining the Scope of the OH&S Management System (Clause 4.3)
What: Defining what is included within the OH&S system.
Why: To provide clear coverage of responsibilities.
Example: Specifying that the system covers all onsite and offsite work-related activities.
Key Idea: Define what’s covered.
6. OH&S Management System (Clause 4.4)
What: Establishing and maintaining a system to manage health and safety.
Why: To provide a structured approach to workplace safety.
Example: Creating procedures to handle hazardous materials.
Key Idea: Build and maintain safety.
7. Leadership and Commitment (Clause 5.1)
What: Ensuring management leads and supports safety initiatives.
Why: To show commitment and drive success.
Example: Managers actively participating in safety drills.
Key Idea: Lead by example in safety.
8. OH&S Policy (Clause 5.2)
What: A statement outlining the organization’s commitment to health and safety.
Why: To set a clear direction for safety practices.
Example: Creating a policy focused on reducing workplace injuries.
Key Idea: Policy shows commitment.
9. Organizational Roles, Responsibilities, and Authorities (Clause 5.3)
What: Defining who is responsible for what within the OH&S system.
Why: To ensure accountability and effective implementation.
Example: Assigning a safety officer to oversee compliance.
Key Idea: Clear roles for effective action.
10. Consultation and Participation of Workers (Clause 5.4)
What: Involving employees in health and safety decisions.
Why: To ensure their input improves safety.
Example: Holding safety meetings where employees can voice concerns.
Key Idea: Involve everyone.
11. Planning (Clause 6)
What: Identifying and addressing risks and opportunities for health and safety.
Why: To prevent issues and improve the system.
Example: Creating plans to reduce slips and falls in the workplace.
Key Idea: Plan for better safety.
12. Actions to Address Risks and Opportunities (Clause 6.1)
What: Taking steps to reduce risks and use opportunities for improvement.
Why: To ensure a safe working environment.
Example: Implementing new safety training to reduce workplace accidents.
Key Idea: Act to improve safety.
13. Hazard Identification and Assessment of Risks and Opportunities (Clause 6.1.2)
What: Identifying and evaluating potential hazards in the workplace.
Why: To take steps to prevent accidents.
Example: Identifying machinery with safety risks and putting up guard rails.
Key Idea: Know your risks.
14. Determination of Legal Requirements and Other Requirements (Clause 6.1.3)
What: Identifying laws and other rules related to health and safety.
Why: To ensure compliance.
Example: Complying with local fire safety regulations.
Key Idea: Follow the rules.
15. Planning Action (Clause 6.1.4)
What: Developing plans to meet OH&S objectives.
Why: To ensure effective action.
Example: Creating a step-by-step plan for emergency evacuation.
Key Idea: Plan for effective action.
16. OH&S Objectives and Planning to Achieve Them (Clause 6.2)
What: Setting specific health and safety goals and planning actions to achieve them.
Why: To drive continuous improvement.
Example: Setting a goal to reduce workplace injuries by 20% over a year.
Key Idea: Set goals and achieve them.
17. OH&S Objectives (Clause 6.2.1)
What: The specific targets set for improving health and safety.
Why: To measure and drive progress.
Example: Aiming for zero workplace accidents over the next year.
Key Idea: Define what you want to achieve.
18. Planning Actions to Achieve OH&S Objectives (Clause 6.2.2)
What: Creating a plan to meet safety goals.
Why: To ensure goals are met effectively.
Example: Developing training sessions to achieve an injury-free workplace.
Key Idea: Make your goals happen.
19. Support (Clause 7)
What: Ensuring all resources and support systems are available to maintain the OH&S system.
Why: To effectively manage and improve health and safety.
Example: Providing safety gear and training to all employees.
Key Idea: Have what you need to stay safe.
20. Resources (Clause 7.1)
What: Ensuring there are sufficient people, materials, and tools for safety efforts.
Why: To achieve health and safety goals.
Example: Allocating funds to purchase fire extinguishers and conduct safety drills.
Key Idea: Ensure resources are in place.
21. Competence (Clause 7.2)
What: Making sure employees are trained and capable of performing their roles safely.
Why: To minimize risks and ensure safety procedures are followed correctly.
Example: Training new staff on machine safety protocols before they begin work.
Key Idea: Right skills for safe work.
22. Awareness (Clause 7.3)
What: Ensuring everyone understands how their work affects health and safety goals.
Why: To align everyone’s actions with safety policies.
Example: Conducting regular workshops to remind employees of emergency procedures.
Key Idea: Everyone knows their safety role.
23. Communication (Clause 7.4)
What: Sharing information related to health and safety within and outside the organization.
Why: To keep everyone informed and engaged.
Example: Sending regular safety updates to staff and sharing incident reports with regulatory
bodies.
Key Idea: Share safety information.
24. General (Clause 7.4.1)
What: Setting up guidelines for all safety-related communication.
Why: To ensure consistent and effective communication.
Example: Establishing regular safety meetings for updates and discussions.
Key Idea: Consistent communication.
25. Internal Communication (Clause 7.4.2)
What: Sharing safety information within the organization.
Why: To ensure employees are aware of risks, policies, and safety improvements.
Example: Posting safety notices on bulletin boards and holding staff briefings.
Key Idea: Keep everyone inside informed.
26. External Communication (Clause 7.4.3)
What: Sharing relevant safety information with parties outside the organization.
Why: To demonstrate compliance and maintain transparency.
Example: Informing local authorities about changes to hazardous waste management.
Key Idea: Communicate with the outside world.
27. Documented Information (Clause 7.5)
What: Managing and controlling documents and records related to the OH&S system.
Why: To ensure accurate, current, and accessible information is available.
Example: Maintaining records of safety inspections and incidents.
Key Idea: Manage safety documents properly.
28. General (Clause 7.5.1)
What: Basic rules for creating and maintaining OH&S documents.
Why: To keep information organized and accessible.
Example: Ensuring all safety policies are stored in a shared folder.
Key Idea: Organize documents.
29. Creating and Updating (Clause 7.5.2)
What: Keeping documents up-to-date and accurate.
Why: To reflect the latest safety practices and regulations.
Example: Updating safety manuals when new equipment is introduced.
Key Idea: Keep documents current.
30. Control of Documented Information (Clause 7.5.3)
What: Ensuring that access to documents is controlled, and changes are tracked.
Why: To maintain integrity and accuracy.
Example: Restricting editing rights for safety policies to specific personnel.
Key Idea: Control and protect documents.
31. Operation (Clause 8)
What: Managing processes and activities to meet health and safety goals.
Why: To ensure the system functions as planned.
Example: Implementing safety procedures for handling chemicals.
Key Idea: Control how work is done.
32. Operational Planning and Control (Clause 8.1)
What: Planning and managing activities to minimize health and safety risks.
Why: To prevent incidents and meet safety objectives.
Example: Developing a detailed plan for hazardous material handling.
Key Idea: Plan and control for safety.
33. Emergency Preparedness and Response (Clause 8.2)
What: Preparing for and responding to emergencies to minimize harm.
Why: To protect people and property during crises.
Example: Conducting regular fire drills and maintaining emergency equipment.
Key Idea: Be ready for emergencies.
34. Performance Evaluation (Clause 9)
What: Assessing how well the OH&S system is working.
Why: To find areas for improvement and measure success.
Example: Reviewing incident reports and analyzing trends in workplace injuries.
Key Idea: Measure your safety progress.
35. Monitoring, Measuring, Analysis, and Evaluation (Clause 9.1)
What: Collecting data to track performance against safety goals.
Why: To understand whether safety measures are effective.
Example: Monitoring air quality in the workplace to ensure it meets health standards.
Key Idea: Gather data to improve.
36. General (Clause 9.1.1)
What: Establishing rules for monitoring and evaluating the system’s performance.
Why: To ensure accurate and meaningful data collection.
Example: Regularly measuring noise levels in a factory to assess compliance with safety limits.
Key Idea: Measure what matters.
37. Evaluation of Compliance (Clause 9.1.2)
What: Checking whether the organization complies with legal and other safety requirements.
Why: To avoid penalties and ensure best practices.
Example: Conducting a compliance check to ensure emergency exits are clear and functional.
Key Idea: Make sure you meet the rules.
38. Internal Audit (Clause 9.2)
What: Reviewing the OH&S system internally to see if it meets objectives and standards.
Why: To find and fix issues before they escalate.
Example: Conducting an internal audit of safety training records to ensure all employees have
received the required training.
Key Idea: Regular self-checks for safety.
39. Management Review (Clause 9.3)
What: Periodic evaluation by top management to review the performance and effectiveness of
the OH&S system.
Why: To ensure continuous improvement and alignment with goals.
Example: Managers meeting quarterly to discuss safety incidents and actions to prevent
recurrences.
Key Idea: Leadership drives improvement.
40. Improvement (Clause 10)
What: Making changes to enhance the system and its outcomes.
Why: To ensure ongoing progress and effectiveness.
Example: Introducing ergonomic workstations to reduce repetitive strain injuries.
Key Idea: Always aim to do better.
41. General (Clause 10.1)
What: Overall focus on identifying and implementing improvements.
Why: To ensure continuous safety progress.
Example: Reviewing incident data to identify areas for improvement.
Key Idea: Strive for better outcomes.
42. Nonconformity and Corrective Action (Clause 10.2)
What: Addressing and correcting issues that do not meet standards.
Why: To prevent repeat occurrences.
Example: Correcting a failure in safety equipment and preventing future failures by enhancing
maintenance routines.
Key Idea: Fix problems and stop them from happening again.
43. Continual Improvement (Clause 10.3)
What: Ongoing efforts to improve safety processes and outcomes.
Why: To maintain a proactive approach to health and safety.
Example: Regularly updating safety training based on new industry standards.
Key Idea: Keep improving.
“Material classification for Optimized Material Management and Efficient Operations"
Class I Materials
Definition: Materials that are directly used for production or execution in projects.
Examples in the Power and Energy Sector:
1. Transformers
2. Circuit breakers
3. High-tension (HT) cables
4. Insulators
5. Switchgear units
6. Power conductors
7. Transmission poles and towers
8. Capacitors
9. Relays
10. Earthing rods
Class II Materials
Definition: Materials that are supplied by clients or customers for specific projects.
Examples in the Power and Energy Sector:
1. Client-provided solar panels for an installation project
2. Specialized control systems provided by customers
3. Customer-supplied electric meters
4. Client-specific safety equipment
5. Protective coatings or chemicals for electrical installations supplied by the client
6. Customized cables or connectors specified by customers
7. Client-supplied monitoring devices for substations
8. Special-purpose batteries for backup systems (client-specified)
9. Customer-provided generators
10. Lighting fixtures specified and supplied by the client
Class III Materials
Definition: Consumable materials that are used on a day-to-day basis or for general purposes.
Examples
1. Electrical tape
2. Lubricants and greases
3.Stationary items
4. Cleaning solvents
5. Room freshners
6.Raincoats
7. Safety gloves and PPE kits
8. Welding rods
9. Water Bottles
10. Measuring tapes and markers
Class IV Materials
Definition: Company-owned fixed assets that are used in the business operations.
Examples in the Power and Energy Sector:
1. Company-owned cranes
2. Utility vehicles (e.g., maintenance vans)
3. Office furniture and equipment
4. Company-owned transformers used for internal use
5. Testing and measuring instruments (e.g., voltmeters)
6. Backup generators owned by the company
7. Storage racks and shelving units
8. Laptops and computers for design and management
9. Company-owned machinery for manufacturing
10. Mobile scaffolding systems
Class V Materials
Definition: Hired machinery and vehicles used for specific projects or tasks.
Examples in the Power and Energy Sector:
1. Hired cranes for lifting heavy electrical components
2. Leased excavation machines for laying cables
3. Rented forklifts for material handling
4. Temporary diesel generators
5. Hired trucks for transporting equipment
6. Rented scaffolding structures for working at height
7. Leased drilling machines
8. Hired aerial lifts for maintenance of transmission towers
9. Temporary storage containers for project materials
10. Rented power testing equipment
QHSE Policy
1. Commitment to Continuous Improvement of Quality, Environmental, Occupational Health, and
Safety Performance
What it means: Constantly working to make our products, processes, and safety measures
better.
Examples:
1. Regularly updating safety procedures to match industry standards.
2. Conducting frequent quality inspections to ensure products meet high standards.
3. Providing training sessions for employees on the latest safety protocols.
4. Reducing waste during production processes to minimize environmental impact.
5. Improving feedback systems to quickly identify and resolve issues.
2. Commitment to Prevent Pollution, Injury, and Ill Health
What it means: Taking steps to protect the environment and ensure the health and safety of
everyone involved.
Examples:
1. Installing pollution control systems to minimize emissions.
2. Providing personal protective equipment (PPE) to employees.
3. Implementing workplace ergonomic measures to prevent injury.
4. Creating awareness programs on air, water, and soil pollution for employees.
5. Ensuring proper disposal and treatment of hazardous waste.
3. Complying with All Applicable Legal and Contractual Requirements
What it means: Following all laws, rules, and agreements relevant to our business operations.
Examples:
1. Adhering to workplace safety regulations.
2. Meeting all environmental standards for waste disposal.
3. Ensuring labor practices comply with local laws.
4. Following guidelines for equipment maintenance and certification.
5. Meeting the terms of contracts with customers and suppliers.
4. Adopting State-of-the-Art Technology
What it means: Using the latest and best technology to improve our operations and safety.
Examples:
1. Using automated systems for efficient production.
2. Installing modern air filtration systems to reduce workplace air pollution.
3. Incorporating AI and data analysis for better quality control.
4. Using advanced safety equipment and sensors to prevent accidents.
5. Implementing energy-saving technologies to reduce carbon footprint.
5. Communicating and Consulting with Stakeholders for Establishing Objectives
What it means: Working with everyone involved, including employees, customers, and partners,
to set and achieve goals.
Examples:
1. Holding regular meetings with employees to discuss safety improvements.
2. Conducting customer surveys to get feedback on product quality.
3. Collaborating with suppliers to ensure environmentally friendly practices.
4. Engaging with local communities on environmental initiatives.
5. Consulting regulatory bodies to stay aligned with safety and quality requirements.
"CLEAN PATH To remember the QHSE Policy”
1. C - Continual Improvement of quality, environmental, occupational health, and safety.
2. L - Legal Compliance with all applicable laws and requirements.
3. E - Environmental Protection to prevent pollution.
4. A - Adopting Advanced Technology for better processes.
5. N - Networking and Consultation with all stakeholders.
6. P - Prevention of Injury and Ill Health.
7. A - Accountability and Communication with employees and stakeholders.
8. T - Training to enhance skills and motivation.
9. H - Health and Safety Focus to minimize risks and promote a safe work environment.
Quality, Health, Safety, and Environmental Objectives
1. To Improve Planning
Examples:
1. Developing detailed project schedules.
2. Creating contingency plans for emergencies.
3. Conducting regular planning reviews to identify gaps.
4. Using software to improve project timelines and coordination.
5. Allocating resources efficiently to meet targets.
2. To Reduce Customer Complaints
Examples:
1. Addressing customer feedback quickly and effectively.
2. Improving product inspection processes.
3. Offering after-sales support to resolve issues.
4. Training staff to provide excellent customer service.
5. Conducting regular product audits to ensure consistent quality.
3. To Enhance Employee Motivation
Examples:
1. Recognizing and rewarding outstanding performance.
2. Offering professional development opportunities.
3. Creating a positive work culture through team-building activities.
4. Providing flexible work options.
5. Encouraging open communication and feedback.
4. To Improve Skills Through Training
Examples:
1. Offering regular safety training workshops.
2. Providing technical skills training for new equipment.
3. Conducting leadership development programs.
4. Encouraging cross-departmental training to broaden skills.
5. Organizing seminars and webinars on industry trends.
5. Complying with Statutory Rules and Regulations
Examples:
1. Following local labor laws and employment regulations.
2. Adhering to safety standards in construction projects.
3. Ensuring all waste disposal follows environmental laws.
4. Maintaining proper certifications for all equipment.
5. Regularly auditing operations for legal compliance.
6. Minimizing Air, Land, and Water Pollution and Preventing Injury and Ill Health
Examples:
1. Installing systems to reduce factory emissions.
2. Treating wastewater before disposal.
3. Reducing plastic usage in packaging.
4. Implementing health check-ups for employees.
5. Providing ergonomic equipment to reduce workplace injuries.
"PICk SMART QHSE Objective”
Each letter corresponds to an objective:
1. P - Planning Improvement (To improve planning)
2. I - Injury and Pollution Minimization (Minimizing Air, Land, and Water Pollution and preventing
injury and ill health)
3. C - Customer Complaint Reduction (To reduce customer complaints)
4. S - Skill Enhancement through Training (To improve skills through training)
5. M - Motivation of Employees (To enhance motivation of employees)
6. A - Adherence to Statutory Rules (Complying with all the statutory rules and regulations)
7. R - Regulation Compliance (Ensuring adherence to legal requirements and regulations)
8. T - Timely Communication and Consultation (Communicating and consulting with
stakeholders)
Departmental Objectives and Targets Summary
Objectives and Targets:
1. To Improve Planning
Objective: Total Inventory Status of all Power Projects
Target: Monthly updates
Who: All Power Project site Store In-Charge / Store Employee
Why: To maintain accurate inventory control and reduce stock discrepancies.
How: Through regular monitoring and updating of inventory records.
Objective: Reduction in Inventory Variance (Difference between system stock and physical
stock)
Target: 0.03%
Who: All Power Project site Store In-Charge / Store Employee
Why: To minimize discrepancies between recorded and actual inventory.
How: Conducting regular checks and ensuring data consistency.
Objective: SAP Implementation and Utilization for Material Transactions
Target: Online update/synchronization on a daily basis
Who: All Power Project site Store In-Charge / Store Employee
Why: To streamline material transactions and ensure data accuracy.
How: Implementing SAP system processes and daily updates.
2. To Reduce Customer Complaints
Objective: Timely GRN (Goods Receipt Note) Preparation
Target: 90% GRN in 1 day for within-store delivery; within 3 days for site delivery
Who: All Power Project site Store In-Charge / Store Employee
Why: To ensure timely acknowledgment of received goods and reduce delays.
How: Maintaining process efficiency for GRN handling.
Objective: Monthly Reconciliation of Subcontractor Material Issues & Returns
Target: Monthly
Who: All Power Project site Store In-Charge / Store Employee
Why: To ensure accurate material accountability with subcontractors.
How: Regular reconciliations.
Objective: All Material Aging Analysis Report
Target: Monthly
Who: All Power Project site Store In-Charge / Store Employee
Why: To monitor aging of materials and optimize stock levels.
How: Analyzing material aging data.
3. To Enhance Motivation of Employees
Objective: Development of Stores Infrastructure
Target: Preparation and implementation within specific time frames
Who: All Power Project site Store In-Charge / Store Employee
Why: To create a conducive working environment.
How: Infrastructure planning and upgrades.
4. To Improve Skills Through Training
Objective: Mandated Training Adherence
Target: 90% adherence
Who: All Power Project site Store In-Charge / Store Employee
Why: To enhance employee skills and knowledge.
How: Conducting mandatory training sessions.
5. Complying with Statutory Rules and Regulations
Objective: Timely Closure & Compliance of Audit Observations
Target: Within 10 days
Who: All Power Project site Store In-Charge / Store Employee
Why: To meet legal and audit compliance requirements.
How: Addressing and resolving observations.
6. Minimizing Environmental Impact and Improving Safety
Objective: Timely Disposal of Store Materials Scrap
Target: Monthly
Who: All Power Project site Store In-Charge / Store Employee
Why: To prevent environmental pollution and health hazards.
How: Reviewing, segregating, and disposing of scrap.
Objective: Improvement in 5S (Housekeeping)
Target: Monthly reviews and audits
Who: All Power Project site Store In-Charge / Store Employee
Why: To maintain a clean and organized workplace.
How: Regular reviews, videos, photos, and audits.
"Plan Careful Motions: Skill, Rule Air, Land & Water in Hell"
P - Planning (Improving departmental planning)
C - Customer Complaints (Reducing customer complaints)
M - Motivation of Employees (Enhancing motivation of employees)
S - Skill Through Training (Improving skills through training)
R - Rules & Regulations (Complying with statutory rules and regulations)
A, L, W - Air, Land & Water (Minimizing pollution)
In -Injury
H - Health (Preventing injury and ill health)
mnemonic to help remember all these objectives:
"INVENTORY VARIES, SAP GROWS RAPIDLY AFTER STORING TRAINED COMPLIANCE,
SCRAPPING FIVE"
I - Inventory Status
V - Variance Reduction (Inventory variance)
S - SAP Implementation
G - GRN Preparation
R - Reconciliation (Materials reconciliation)
A - Aging Analysis Report
S - Store Infrastructure Development
T - Training (Improving skills through training)
C - Compliance & Closure of Audit Observations
S - Scrap Disposal
5S - Five S (Housekeeping)
"Responsibility & Authority chart for the Director Stores-COO Power & Energy Div. role:
Mnemonic:”Director & VP MIRAGE Propose Audit”
1. Monitor Performance (M - Monitor):
Responsibility: Monitor the performance & activities of the department.
Interface: Dept. Head
Authority: Instructing
2. Instruct Staff (I - Instruct):
Responsibility: Guide/instruct the staff for effective implementation of the system.
Interface: Dept. Head
Authority: Instructing
3. Review Systems (R - Review):
Responsibility: Review the existing system for effectiveness.
Interface: Dept. Head
Authority: Reviewing and Guiding
4. Assign Resources (A - Assign):
Responsibility: Provide necessary resources to the department.
Interface: Dept. Head
Authority: Deciding
5. Grant Approvals (G - Grant):
Responsibility: Approve purchase/work orders and budgets.
Interface: Dept. Head
Authority: Approving and Rejecting
6. Evaluate Objectives (E - Evaluate):
Responsibility: Finalize departmental objectives and review them periodically.
Interface: Dept. Head
Authority: Approving and Guiding
7. Propose Audit Improvements (P - Propose):
Responsibility: Review statutory audit reports and suggest improvements.
Interface: Dept. Head
Authority: Deciding and Guiding
Roles and responsibilities of Department Head.
Mnemonic: "SMART STORES VERIFIES PROGRESS"
Explanation of Mnemonic:
S: Stores Monitoring
M: Monthly Report Submission
A: Annual Verification
R: Reconcile and Scrutinize Physical Stocks
T: Timely Disposal of Scrap
S: Submit Documents & Reports
V: Verify Returnable Charges
P: Performance Objectives Setup & Review
R: Resource Allocation & Coordination
O: Organize Audits
G: Guidance & Coordination for Transfers
S: System Data Validation & Improvement
Responsibilities of Department head:
1. S - Stores Monitoring
Responsibility: Monitor and control activities in corporate, division, and project stores.
Interface: Director, SR.V.P., Project Coordinator, Site Store Incharge
Authority: Controlling
2. M - Monthly Report Submission
Responsibility: Ensure timely preparation and forwarding of consolidated monthly reports for
Class I and IV materials, including inventory, material issued/returned, customer materials, and
aging analysis.
Interface: Project Co-coordinator, Execution, Account Dept.
Authority: Submission
3. A - Annual Verification
Responsibility: Annual stock verification of Class I and IV materials with statutory auditors and
submission for valuation.
Interface: Project Co-coordinator, Site Store Incharge, Account Dept.
Authority: Verification and Submission
4. R - Reconcile and Scrutinize Physical Stocks
Responsibility: Conduct monthly physical verification of Class I materials and reconciliation as
per SAP/ERP/TALLY.
Interface: Site Store Incharge, Site Account, EQA
Authority: Scrutinizing / Reconciliation
5. T - Timely Disposal of Scrap
Responsibility: Initiate action to dispose of scrap materials.
Interface: Director, SR.V.P., Project Coordinator, Site Project Incharge
Authority: Disposing
6. S - Submit Documents & Reports
Responsibility: Ensure timely submission of reports, documents, and vouchers to relevant
departments.
Interface: Project Co-coordinator, Store Incharge
Authority: Co-coordinating
7. V - Verify Returnable Charges
Responsibility: Report on hire charges of returnable materials per guidelines.
Interface: Project Co-coordinator, Site Store Incharge
Authority: Co-coordinating
8. P - Performance Objectives Setup & Review
Responsibility: Prepare department performance objectives with measurable targets and
periodic reviews.
Interface: SR.V.P. / Director
Authority: Initiating Action
9. R - Resource Allocation & Coordination
Responsibility: Provide resources as needed per project guidelines.
Interface: Store Incharge, DH(EQA)
Authority: Recommending
10. O - Organize Audits
Responsibility: Plan and conduct internal audits of project stores quarterly.
Interface: D. Manager Internal Audit Team
Authority: Auditing
11. G - Guidance & Coordination for Transfers
Responsibility: Ensure accurate inter-site transfer of non-returnable materials and manage
necessary credit/debit actions.
Interface: Project Co-coordinator, Site Store Incharge, Account Dept.
Authority: Co-coordinating
12. S - System Data Validation & Improvement
Responsibility: Conduct reconciliation of materials, joint verifications, and corrective actions
based on audit and consumption data.
Interface: Project Co-coordinator, Site Store Incharge
Authority: Scrutinizing / Reconciliation
Names of the reports related to Department Head.
1. Consolidated monthly report of Class I and IV materials.
2.Report on Materials inventory/stock details.
3.Report on Material issued/returned from EQA, sub-contractors, labor gang.
4.Report on Customer/Sub-contractor materials lying in ABL's premises.
5. Aging Analysis Report.
6. Monthly report of Class I material issued/returned (Net Issue from EQA, Sub-contractors).
7.Report on reconciliation comparing Net Issue vs. Consumption/JMC
8 report on conducting joint physical verification by EQA, Store, Audit team of materials lying at
subcontractor’s store.
9. Report on hire charges of returnable materials (related to hire charges per guidelines for
materials hired from other companies or issued to sub-contractors).
10.Report on inter-site transfer of non-returnable materials to the concerned account
department for crediting/debiting actions.
11. Scanned copy of DC’S ,MRN,GRN,MIRS, Authorisation Letter, Work Order, Scrap Material
Details, Rejected Material Details, Defective Material Details, Manpower Details
Role of Store coordinator
Pointwise Note with Keywords
1. Review & Monitor DI Issued to Project Site
Keywords: Review, Monitor, DI (Delivery Instruction), MRHOVs (Material Receipt Hand Over
Voucher), GRNs (Goods Receipt Notes), Site & HO (Head Office)
Authority: Scrutinizing
Interface: Purchase Dept., EQA-Materials Planning, Site Store Incharge
2. Action for Scrap Disposal
Keywords: Scrap Materials, Disposal
Authority: Disposing
Interface: Director, SR.V.P., Project Co-coordinator, Site Project Incharge, Store Co-coordinator
3. Project Site Monitoring & Reports
Keywords: Store Activities, Project Visit Report, DH (Designated Head)
Authority: Verification
Interface: DH (EQA), Site Store Incharge
4. Document Scanning & Record Keeping
Keywords: Store Documents, Scanning, Records Room, Receipt Hard Copies
Authority: Co-coordinating, Scrutinizing
Interface: Site Store Incharge
Mnemonic Phrase: "Diligent Site Management Saves Records"
D - DI (Delivery Instructions)
S - Scrap Disposal
M - Monitoring Site
S - Scanning Documents
R - Recordkeeping
Project Store Reconciliation Officer Responsibilities
1. Monthly Consolidation of Class 1 Material
Compile and submit consolidated monthly report including:
(a) Material inventory/stock details
(b) Material issued/returned from EQA, subcontractors, Labor Gang
(c) Customer/Sub-Contractors materials lying in ABL's premises
(d) STRV consulate report
Interface: Site Store Incharge
Authority: Scrutinizing
2. Reconciliation of Store System Vouchers
Ensure reconciliation of all store system vouchers at site stores and at HO
Prepare and maintain records of observed changes or variations
Interface: Site Store Incharge
Authority: Scrutinizing/Auditing
3. Daily Synchronization of SAP/ERP Data
Synchronize site store SAP/ERP Gamut data with Nasik HO data
Coordinate with IT department for any developments or issues
Interface: Site Store Incharge, IT Dept.
Authority: Co-coordinating
4. Internal Audit of Project Stores
Plan and conduct internal audit of project stores once every quarter
Interface: Internal Auditor
Authority: Auditing
5. Delivery Challan and STRV Submission
Collect delivery challan and STRV from all projects
Ensure submission to concerned dept. & Act dept. for necessary actions like debit notes
Interface: Site Store Incharge, Account Dept.
Authority: Scrutinizing
6. Physical Stock Verification
Conduct physical stock verification of Class 1 material and audit the process quarterly
Interface: DH (EQA), Site Store Incharge
Authority: Verification
7. Monthly Quality Objectives Review
Review and update the status of Departmental Quality Objectives monthly
Interface: Site Store Incharge
Authority: Review & Update
8. Project Site Monitoring
Visit projects to monitor store activities and report findings to DH-Stores
Interface: DH (EQA), Site Store Incharge
Authority: Verification
9. Scanning and Recordkeeping
Ensure all store documents are scanned and properly stored
Maintain receipt hard copies and keep records properly in Records Room
Interface: Site Store Incharge
Authority: Co-coordinating & Scrutinizing
Mnemonic for Responsibilities of Project Store Reconciliation Officer:
Mnemonic Phrase: "Monitoring Routines Daily Insures Diligent Progress Quickly Performed &
Secured"
M - Monthly Consolidation of Class 1 Material
R - Reconciliation of Store System Vouchers
D - Daily Synchronization of SAP/ERP Data
I - Internal Audit of Project Stores
D - Delivery Challan and STRV Submission
P - Physical Stock Verification
Q - Quality Objectives Review (Monthly)
P - Project Site Monitoring
S - Scanning and Recordkeeping
This mnemonic can help remember the key responsibilities in order.
Pointwise Notes for Project Store Reconciliation Officer / Store Incharge (Stationary)
Responsibilities
1. Monthly Consolidation Report
Compile and submit consolidated monthly report of Class 1 material by the 10th of each month,
including:
(a) Material inventory/ledger stock vs. physical verification report
(b) MRHOV Consulate data reports
(c) Aging Analysis
(d) Assets materials monitoring
(e) Assets materials stock ledger vs. actual physical verification report
Interface: Site Store Incharge
Authority: Scrutinizing
2. Clearance Certificate Remark
Complete store clearance certificate remark within one day after receipt from HR
Interface: Site Store Incharge, Dept. Head
Authority: Scrutinizing
3. Preparation of Annual Budget for Stationery
Prepare and get approval for the annual stationery budget from the concerned authority
Interface: Dept. Head
Authority: Preparing
4. Defining Minimum Stock Level
Define and report the minimum stock level of stationery
Interface: Dept. Head
Authority: Reporting
5. Procurement of Stationery
Obtain stationery from the concerned supplier
Interface: Dept. Head, Purchase Dept.
Authority: Receiving
6. Distribution of Stationery
Distribute stationery as per the requirements of the concerned project/persons
Interface: Dept. Head, Indenter
Authority: Distributing
7. Reconciliation of Stationery
Reconcile stationery as per book balance and report any discrepancies, regularizing costs
through concerned authority
Interface: Dept. Head
Authority: Reporting
8. Monitoring Store Activities
Monitor and control activities in corporate and project stores
Interface: Dept. Head
Authority: Scrutinizing
9. Asset Materials Monitoring & Control
Monitor and control asset material activities in corporate and project stores
Interface: Site Store Incharge, Dept. Head
Authority: Co-coordinating
10. Scanning and Recordkeeping
Ensure scanning of store documents, keeping records of scans and receipt hard copies from
site stores, and maintaining all records in the Records Room
Interface: Site Store Incharge
Authority: Co-coordinating & Scrutinizing
Mnemonic for Project Store Reconciliation Officer / Store Incharge (Stationary) Responsibilities:
Mnemonic Phrase: "Management Can Perfect Daily Plans During Routine Monitoring And
Scanning"
M - Monthly Consolidation Report
C - Clearance Certificate Remark
P - Preparation of Annual Budget for Stationery
D - Defining Minimum Stock Level
P - Procurement of Stationery
D - Distribution of Stationery
R - Reconciliation of Stationery
M - Monitoring Store Activities
A - Asset Materials Monitoring & Control
S - Scanning and Recordkeeping
Here is a pointwise summary of the responsibilities listed in the image along with keywords and
a mnemonic to help remember the roles of the Officer Stores (SR/JR) in the O Band category:
Pointwise Notes:
1. Control Project Store Activities
Keywords: Project control, Personnel coordination
Authority: Co-coordinating
Tasks: Overseeing store activities, ensuring smooth operations.
2. Co-ordinate with Project Personnel & IT
Keywords: SAP/ERP/TALLY, IT coordination, Material stacking
Authority: Co-coordinating
Tasks: Coordinate with personnel and IT for SAP/ERP/TALLY-related issues and improvements.
3. Receive Material Issue Slips & Manage Requisition
Keywords: Material issue, Requisition approval, Purchase dept.
Authority: Scrutinizing stock
Tasks: Receive slips from engineers, issue materials, handle requisition if materials are
unavailable.
4. Control Customer Supplied Materials
Keywords: Customer material control, DH (EQA)
Authority: Supervision
Tasks: Control and maintain customer-supplied materials as per requirement.
5. Store Activities at Project Sites
Keywords: Administration, Housekeeping, Issuing, Storage, Preservation, Reporting
Authority: Co-coordinating/Supervision
Tasks: Managing various activities including housekeeping, receiving materials, storing,
recording, etc., ensuring proper documentation and quality control.
6. Conduct Physical Verification (Class 1 Material)
Keywords: Physical verification, Reconciliation, Audit
Authority: Scrutinizing/Reconciliation
Tasks: Perform monthly verification and reconciliation with data records, address variations.
7. Monthly Report & Reconciliation (Class 1 Material)
Keywords: Consolidation, Net issue vs. consumption, Internal audit
Authority: Scrutinizing/Reconciliation
Tasks: Prepare and reconcile monthly reports on Class 1 material issued/returned, conduct
physical verification, submit reconciliations.
---
Mnemonic to Remember:
"CCRAMS - Cows Can Rapidly Achieve Monthly Stock."
1. Control - Control Project Store Activities
2. Coordinate - Co-ordinate with Project Personnel & IT
3. Receive - Receive Material Issue Slips & Manage Requisition
4. Account - Control Customer Supplied Materials
5. Manage - Store Activities at Project Sites
6. Survey - Conduct Physical Verification (Class 1 Material)
7. Summarize - Monthly Report & Reconciliation
Here's a pointwise summary along with keywords and a mnemonic to remember the roles and
responsibilities described in the document for Officer Stores (SR/JR):
Pointwise Notes:
8. Regularization of Losses
Keywords: Loss, Damage, Misuse, DH (EQA)
Authority: Co-coordinating
Tasks: Manage and regularize loss, damage due to misuse or pilferage.
9. Disposal of Rejected Materials
Keywords: Rejected materials, Disposal, DH (EQA)
Authority: Co-coordinating
Tasks: Dispose of rejected materials in consultation with DH (EQA).
10. Shelf Life Review with Q.S. Dept.
Keywords: Shelf life, Q.S. Department
Authority: Co-coordinating
Tasks: Collaborate with Q.S. department to review the shelf life of materials.
11. Timely Reports and Inventory Management
Keywords: Class I & IV materials, Inventory, EQA reports, Aging Analysis
Authority: Co-coordinating
Tasks: Ensure timely preparation and forwarding of monthly reports, manage inventory and
reports.
12. Status of Repairable Materials
Keywords: Repairable material, Verified status, DH (EQA)
Authority: Coordinating, Initiating actions
Tasks: Provide verified status for repairable and repaired materials.
13. Minimum Stock Level Maintenance
Keywords: Minimum stock, DH (EQA)
Authority: Initiating action
Tasks: Maintain minimum stock levels as per DH (EQA) specifications.
14. Store Document Management
Keywords: Scanning, Document management, Site store
Authority: Co-coordinating & Scrutinizing
Tasks: Scan and keep records of store documents, ensure proper record-keeping.
15. Site Auditee Compliance
Keywords: Site audit, Compliance
Authority: Co-coordinating & Scrutinizing
Tasks: Ensure timely compliance with site audit requirements.
---
Mnemonic to Remember:
"RDS-TSSMS" - Really Dedicated Staff Take Stock, Secure Material Systems."
1. Regularize - Regularization of Losses
2. Dispose - Disposal of Rejected Materials
3. Shelf - Shelf Life Review
4. Timely - Timely Reports & Inventory Management
5. Status - Status of Repairable Materials
6. Minimum - Minimum Stock Level Maintenance
7. Scan - Store Document Management
8. Comply - Site Auditee Compliance
Here's a mnemonic to help remember the list of store activities:
Mnemonic:
"SHRI SPARQLS – Stacking Labelled Materials"
Breakdown:
1. S - Stores Administration
2. H - Housekeeping
3. R - Receiving
4. I - Issuing
5. S - Storage
6. P - Preservation
7. A - Accurate Recording (Recording)
8. R - Reporting
9. Q - Quality Control Assistance
10. L - Labeling
11. S - Segregation
12. Stacking - Stacking of materials
13. Labelled - Labeling of materials
The mnemonic "SHRI SPARQLS – Stacking Labelled Materials" captures all key activities and
highlights stacking and labeling separately for emphasis.
Definition of Reconciliation:
Reconciliation refers to the process of comparing two sets of records to ensure they are
consistent and accurate. In the context of store management, it involves verifying and balancing
the recorded stock of materials with the actual physical inventory, resolving any discrepancies.
Standard Operating Procedure (SOP) for Reconciliation:
Purpose:
To ensure accurate and timely reconciliation of Class 1 materials issued to and returned from
EQA, sub-contractors, and other stakeholders to maintain transparency and correct records.
Procedure:
1. Preparation Phase:
Data Collection: Gather data on all Class 1 materials issued/returned using ERP/TALLY system
records, and physical records maintained at project sites.
Coordination: Notify all concerned departments (EQA, sub-contractors, Site Store team, Internal
Audit team, etc.) about the upcoming reconciliation process.
2. Reconciliation Steps:
Comparison of Records: Compare the net issue values (materials issued minus returned) with
the consumption records (JMC).
Physical Verification: Conduct a joint physical verification of material lying with sub-contractors,
execution teams, and other relevant locations.
ERP Data Reconciliation: Reconcile the stock recorded in the ERP/TALLY system with the
physical counts to identify discrepancies.
Balance Stock Assessment: Assess balance stock lying with sub-contractors, including net
quantities issued and consumption data.
3. Identification and Resolution of Discrepancies:
Corrective Actions: Note any discrepancies found between system records and physical stock.
Identify the cause and responsibility.
Reporting: Submit a reconciliation report, detailing the observed variations and proposed
corrective actions, to the concerned departments (e.g., EQA department).
4. Final Approval and Submission:
Deficient Material Reporting: In case of material found deficient after verification, prepare a
report and submit it to the Accounts Department for debiting to the sub-contractor.
Final Verification: Conduct a final verification review to ensure all records are accurately
updated.
5. Documentation and Record Keeping:
Maintain records of reconciliation reports, corrective actions taken, and communications with
departments for audit purposes.
Keywords:
Reconciliation
Class 1 Materials
Net Issue vs. Consumption
Physical Verification
Deficient Material Report
EQA Department
Mnemonic for SOP Steps:
"PR CID FDR" - Proper Reconciliation Can Identify Discrepancies for Reporting"
1. P - Preparation Phase
2. R - Reconciliation Steps
3. C - Comparison of Records
4. I - Identification of Discrepancies
5. D - Documentation and Record Keeping
6. F - Final Approval and Submission
7. DR - Deficient Material Reporting
This mnemonic "PR CID FDR" will help remember the key steps involved in the reconciliation
process and guide effective execution of the SOP.
Here's a pointwise summary of the responsibilities of the Internal Auditor Team described in the
image, along with keywords and a mnemonic to help remember their tasks:
Pointwise Summary:
1. Conduct Internal Audit
Keywords: Guidelines, Internal Audit
Responsibility: Perform internal audits as per established guidelines.
2. Plan Audit Schedule (Projects)
Keywords: Audit Schedule, Projects, Distribution
Responsibility: Create and distribute the audit schedule for each project.
3. Plan Audit Schedule (Sub-Contractors)
Keywords: Sub-Contractors, Audit Schedule, Informing
Responsibility: Plan audits for sub-contractor sites and inform relevant project personnel.
4. Submit Audit Report
Keywords: Audit Report, Submission, Timeline
Responsibility: Submit the audit report to the Concern Department within a week of completion.
5. Review Meeting
Keywords: Meeting, Review, Observations
Responsibility: Conduct meetings with relevant personnel and leaders (e.g., DH/Coordinators,
VP, Directors) to review audit observations.
6. Close Audit Observations
Keywords: Closing, Target Date
Responsibility: Ensure closure of audit observations before the set target date.
Mnemonic to Remember:
"CAPSRC - Careful Auditors Plan, Submit, Review, and Close."
1. C - Conduct Internal Audit
2. A - Plan Audit Schedule (Projects)
3. P - Plan Audit Schedule (Sub-Contractors)
4. S - Submit Audit Report
5. R - Review Meeting
6. C - Close Audit Observations
The mnemonic "CAPSRC" helps recall the sequence and key activities of the Internal Auditor
Team's responsibilities.
Here's a pointwise summary of the responsibilities of the Internal Auditor, Sr. Officer & Jr. Officer
described in the image, along with keywords and a mnemonic to help remember their tasks:
Pointwise Notes:
1. Conduct Internal Audit
Keywords: Guidelines, Internal Audit
Responsibility: Carry out audits as per internal audit guidelines.
2. Schedule-Based Audits
Keywords: Schedule, Inform
Responsibility: Conduct audits as per the defined schedule and inform the relevant department
head.
3. Audits at Sub-Contractor Sites
Keywords: Sub-Contractor Audits, Schedule
Responsibility: Conduct audits at sub-contractor sites in line with the schedule.
4. CCTV Surveillance Check
Keywords: CCTV, System Transaction, Observations
Responsibility: Verify CCTV surveillance records against system transactions and report
observations.
5. Non-Conformance Capture (CCTV)
Keywords: Non-Conformance, Corrective Action
Responsibility: Capture footage of any non-conformance via CCTV and inform the concern for
corrective action.
6. Submit Audit Report
Keywords: Submission, Audit Report
Responsibility: Submit the audit report to the concerned department or sub-contractor within a
week.
7. Close Audit Observations
Keywords: Closing, Target Date
Responsibility: Ensure closure of audit observations before the target date.
Mnemonic to Remember:
"CAS CAN SSC" - Conducting Audits Systematically, Checking and Noting, Submitting and
Closing."
1. C - Conduct Internal Audit
2. A - Schedule-Based Audits
3. S - Sub-Contractor Site Audits
4. C - CCTV Surveillance Check
5. A - Capture Non-Conformance (CCTV)
6. S - Submit Audit Report
7. C - Close Audit Observations
The mnemonic "CAS CAN SSC" aids in recalling the primary responsibilities and tasks in a
structured way.
Here is a pointwise summary of the responsibilities for the Management Trainee as described in
the image, along with keywords and a mnemonic to help with memory retention:
Pointwise Notes:
1. Conduct Internal Audit
Keywords: Internal Audit, Guidelines
Responsibility: Carry out internal audits according to specified guidelines.
2. Schedule-Based Audits
Keywords: Audit Schedule, Inform
Responsibility: Perform audits as per the defined schedule and notify the department head.
3. Sub-Contractor Audits
Keywords: Sub-Contractor, Schedule
Responsibility: Conduct audits at sub-contractor sites according to the schedule.
4. Sub-Contractor Site Audits (Received Schedule)
Keywords: Site Store Incharge, Schedule Received
Responsibility: Perform audits at sub-contractor sites as per received schedule, in coordination
with Site Store Incharge.
5. Submit Audit Report
Keywords: Report Submission, Audit Completion
Responsibility: Submit audit reports to the concerned department or sub-contractors within a
week of audit completion.
6. Close Audit Observations
Keywords: Closing, Target Date
Responsibility: Ensure that audit observations are closed before the target date.
Mnemonic to Remember:
"CASSC - Conducting Audits, Submitting, and Successfully Closing."
1. C - Conduct Internal Audit
2. A - Schedule-Based Audits
3. S - Sub-Contractor Audits
4. S - Site Audits (Received Schedule)
5. C - Submit Audit Report
6. C - Close Audit Observations
The mnemonic "CASSC" summarizes the key responsibilities of the Management Trainee,
focusing on conducting, submitting, and closing tasks effectively.
Here's a detailed pointwise summary of what is given in the image:
Key Points Noted:
1. Document Header Information:
Company: Ashoka Buildcon Limited
Document Title: Department Process Mapping
Document ID: WI/DO/QC/PR/571/1
Date of Issue: 1st August 2018
Revision Date: 1st August 2018
2. Table Columns and their Headings:
Process/Subprocess (Description)
Input (from the process) / Basic product / Input
Procedure for the performance of process activity
Criteria that put the process out of control (of the process)
Category of Risk (Legal, Safety, Health, Environmental)
The Risk with Consequences and probability of risk severity
Description of why the control exists and any prevention, detection or mitigation methods
Control measures (Method/Procedure/Resource/Parameters)
Measurable Indicators (Reports)
Frequency (Support)
Opportunity to improve
3. Rows in Table (Examples of Processes Listed):
Material receipt in stores.
Issue of materials from stores.
Disposal of excess or surplus material.
Disposal of material as scrap.
Compliance of audits.
4. Procedures for Activities:
Detailed procedures for receipt and issue of materials, including verification, reporting, and
measures to avoid errors or risks.
5. Risk Assessment and Control Measures:
Risks associated with processes, categorized by safety, health, legal, etc.
Various control measures listed for preventing risks.
6. Measurable Indicators and Frequency:
Indicators used to measure process performance and their respective frequency (daily, monthly,
as needed).
7. Opportunity for Improvement Column:
Suggestions for process enhancement.
List of Keywords and Mnemonic:
Keywords:
Process Mapping
Risk Assessment
Control Measures
Material Receipt
Disposal Procedure
Compliance Audits
Measurable Indicators
Risk Category
Frequency of Support
Opportunity for Improvement
Mnemonic for Remembering Key Sections (PROCESS MAP):
P - Procedures and Performance
R - Risks Categorized
O - Opportunity to Improve
C - Control Measures
E - Evaluation (Indicators and Frequency)
S - Subprocess Descriptions
S - Safety, Health, Legal (Risk Categories)
M - Material Handling Procedures
A - Audits Compliance
P - Prevention and Mitigation
Here’s a pointwise note and a breakdown of keywords and a mnemonic from the image content:
Pointwise Notes:
1. Header Details:
Company: Ashoka Buildcon Limited
Title: Department Process Risk Matrix
Document ID: WI/DO/QC/PR/571/1
Date of Issue and Revision: 1st August 2018
2. Main Columns in the Table:
Process/Subprocess (Description/Activities)
Input (from the process)/Basic Product/Input
Procedure for the performance of process activity
Criteria that put the process out of control
Category of Risk (Legal, Safety, Health, Environmental)
The Risk with Consequences and Probability of Risk Severity
Description of Key Control Measures
Measurable Indicators (Report)
Frequency (Support)
3. Example Processes Listed:
Material receipt in stores.
Issue of materials from stores.
Disposal of surplus/excess material.
Disposal of materials as scrap.
Compliance of audits and verification.
4. Risk Categorization:
Risks identified as Operational, Safety, Legal, etc., with potential consequences such as loss of
property, unsafe acts, or process delays.
5. Control Measures:
Steps mentioned to mitigate risks, e.g., proper training, verification procedures, record-keeping
practices.
6. Measurable Indicators:
Key indicators used for performance assessment with specified frequencies (daily, monthly, as
needed).
Keywords:
Process Risk Matrix
Material Receipt and Disposal
Risk Categories
Control Measures
Procedure Verification
Frequency Support
Measurable Indicators
Process Out-of-Control Criteria
Operational and Safety Risks
Mnemonic for Remembering Key Sections (RISK MATRIX):
R - Risks Categorized
I - Input and Processes Listed
S - Safety, Legal, Operational (Risk Categories)
K - Key Control Measures
M - Measurable Indicators (Reports)
A - Activities/Procedures Detailed
T - Training and Verification Measures
R - Reporting and Risk Severity
I - Improvement Opportunities
X - examination Frequencies
Here's a pointwise summary, a list of keywords, and a mnemonic based on the content of the
image:
Pointwise Summary:
1. Document Information:
Company: Ashoka Buildcon Limited
Title: Departmental Hazard Identification, Risk Assessment, and Determining Controls
Document ID: WI/DO/QC/PR/571/2
Date of Issue and Revision: 1st August 2018
2. Table Headings:
SR. No.
Activity
Hazard
Routine/Non-Routine (R / NR)
Severity (S)
Probability (P)
Risk Level (R)
Risk Severity Probability (ReSvP)
Rating
Control/Remark/SOP
3. Examples of Listed Activities and Hazards:
Vehicle Entry/Exit - Shunt Hazard
Stacking of Material - Fall Hazard
Drum Reopening - Wood Nail Hazard
Transformer Oil Spillage - Fire Hazard
Usage of PC Monitor - Visual Defect/Radiation
Handling of Paper - Paper Cuts
4. Risk Assessment Parameters:
Hazards are categorized based on routine or non-routine nature.
Severity, probability, and risk levels are assigned.
Control measures and SOPs (Standard Operating Procedures) are mentioned for mitigation.
5. Controls and SOPs:
SOPs are referenced for specific hazards.
Control measures like proper stacking, PPE usage, and equipment handling are noted.
6. Risk Ratings:
Hazards are rated with Low, Medium, or High risk levels.
Preventative actions and safety measures to mitigate hazards are highlighted.
Keywords:
Hazard Identification
Risk Assessment
Severity and Probability
Control Measures
Standard Operating Procedure (SOP)
Risk Level and Ratings
Routine/Non-Routine Activities
Safety Measures
Transformer Oil Spillage
Stacking of Material
Fire Hazard
Mnemonic for Remembering Key Aspects (HAZARD SAFETY):
H - Hazard Identification and Control
A - Activities and Associated Hazards
Z - Zeroing in on Risk Severity
A - Assessment of Routine/Non-Routine
R - Risk Levels Rated
D - Documentation of SOPs
S - Severity and Probability Assessment
A - Actions for Control Measures
F - Fire Hazard Considerations
E - Equipment Handling Safety
T - Transformer Oil and Other Key Hazards
Y - Yearly Reviews and Monitoring
Here's a pointwise summary, a list of keywords, and a mnemonic based on the content of the
image:
Pointwise Summary:
1. Document Information:
Company: Ashoka Buildcon Limited
Title: Identification of Environmental Aspects and Impacts and Control Significant Impacts
(Project Sites)
Document ID: WI/DO/QC/PR/571/3
Date of Issue and Revision: 1st August 2018
2. Main Columns in the Table:
SR. No.
Activity
Aspect
Direct/Indirect (D/I)
Impact
Condition (N/AN/E)
Legislation (Y/N)
Impact Control (A/B/C)
Control (Rating)
Impact Rating
Control Measures
3. Examples of Listed Activities and Aspects:
Vehicle Entry/Exit - Generation of gases & noise
Transformer Oil Spillage - Land Contamination
Computer Operations - Use of Electricity
Smoking - Air Pollution
Paper Use - Generation of Paper Waste
4. Impact Identification:
Environmental aspects are identified for different activities.
Impacts range from air pollution, noise pollution, land contamination, and waste generation.
5. Control Measures:
Specific actions for impact control are listed, such as switching off engines, proper storage and
disposal, and minimum usage practices.
6. Impact Ratings:
Impacts are rated as significant, moderate, or insignificant, with corresponding control measures
to minimize environmental impact.
Keywords:
Environmental Aspects
Significant Impacts
Impact Control
Legislation Compliance
Air and Noise Pollution
Land Contamination
Control Measures
Moderate and Insignificant Ratings
Direct/Indirect Impacts
Condition Assessment
Mnemonic for Remembering Key Aspects (IMPACT CONTROLS):
I - Identification of Aspects
M - Mitigation Measures
P - Pollution Control
A - Air, Noise, and Land Impacts
C - Condition Assessment
T - Transformer Oil and Other Key Activities
C - Control Ratings
O - Operational Impacts
N - Noise Reduction Measures
T - Training and Compliance
R - Rating of Impacts
O - Optimized Procedures
L - Legislation Adherence
S - Significant and Insignificant Impacts
Here's a pointwise summary, a list of keywords, and a mnemonic based on the content of the
image:
Pointwise Summary:
1. Document Information:
Company: Ashoka Buildcon Limited
Title: Functional Competency Matrix
Document ID: WI/DO/QC/PR/ST/14
Date of Issue: 1st August 2018
Revision Date: 1st August 2019
2. Main Columns in the Table:
SR. No.
Designation
Grade
Band
Work Experience Minimum (Years)
Location
Reporting To
Educational Qualifications
Responsibility
3. Example Designations Listed:
AGM/DGM (Assistant General Manager/Deputy General Manager)
Manager/Sr. Manager
Assistant Manager/Deputy Manager
Executives
Officers (Sr./Jr.)
Store Keeper
Store Assistant/Management Trainee
4. Work Experience and Educational Requirements:
Minimum years of work experience listed for each designation.
Required educational qualifications (e.g., Graduate/MBA in Material Management, Engineering
Diploma, etc.).
5. Reporting Structure:
Various reporting lines specified, such as reporting to Directors, DGM/AGM, Senior Managers,
etc.
6. Responsibilities:
Different tasks and areas of responsibility assigned, like monitoring and controlling stores,
maintaining inventory data, material receiving, and handling MIS reports.
Keywords:
Functional Competency Matrix
Designation Hierarchy
Educational Qualifications
Reporting Structure
Work Experience Requirements
Responsibilities
Store Management
Inventory Data
Material Management
Monitoring and Control
Mnemonic for Remembering Key Sections (COMP MATRIX):
C - Competency Assessment
O - Organizational Structure (Designations)
M - Monitoring and Control Responsibilities
P - Professional Qualifications
M - Minimum Experience Requirements
A - Assigned Reporting Structure
T - Training and Skill Expectations
R - Responsibilities Assigned
I - Inventory and Data Handling
X - eXperience and Qualifications Needed
Here's a pointwise summary, a list of keywords, and a mnemonic based on the content of the
image:
Pointwise Summary:
1. Document Information:
Company: Ashoka Buildcon Limited
Title: Training Awareness and Competence
Document ID: WI/CO/DO/PR/ST/15
Date of Issue: 1st August 2018
Revision Date: 1st August 2019
2. Training Matrix for Store Department:
The document outlines a training matrix specifying various training topics and their applicability
to different designations within the store department.
3. Designations Included in Training:
Store Incharge
Officer
Store Keeper
Store Assistant/Supervisor
Weighbridge Operators
Labour/Workers
4. Training Topics Covered:
How to Make Inventory Transactions in SAP/ERP/Tally/Manual
How to Operate Weigh Bridge and Automation
ISO/IMS
General Safety Rules and Material Handling
Hazard Identification, Risk Assessment, and Risk Control
Fire Fighting
5-S at Workplace
QHSE (Quality, Health, Safety, and Environment) Policy
QHSE Objectives
5. Training Schedule:
The specified training sessions are conducted "Once in a Year."
6. Notes on Training Implementation:
DH (Stores) is responsible for identifying training needs and conducting on-the-job training.
Training attendance must be documented for submission to the HR department.
Keywords:
Training Matrix
Store Department
Inventory Transactions
Weigh Bridge Operation
ISO/IMS
General Safety Rules
Hazard Identification
5-S Workplace
QHSE Policy and Objectives
Training Schedule
Competence Development
Mnemonic for Remembering Key Sections (TRAIN COMPETENCE):
T - Training Matrix Coverage
R - Roles and Designations Included
A - Annual Training Schedule
I - Inventory and Automation Training
N - Notes on Implementation
C - Competence Development
O - On-the-Job Training
M - Monitoring Safety and Hazard Identification
P - Policy (QHSE) Training
E - Environmental and Safety Aspects
T - Training Documentation
E - Efficiency at Weigh Bridge
N - Noted Responsibilities
C - Compliance and ISO Standards
Pointwise Summary of the Document:
1. Purpose:
The document focuses on the training needs and competence development of store personnel
across different roles.
2. Training Matrix for Store Department:
It provides a detailed matrix outlining training topics, designations, and the schedule for
imparting training.
3. Training Topics:
1. How to Make Inventory Transactions:
Training includes SAP, ERP, Tally, or Manual processes.
Applicable to all roles except labor/workers.
Frequency: Once a year.
2. How to Operate Weigh Bridge and Automation:
Relevant for all roles except labor/workers.
Frequency: Once a year.
3. ISO/IMS (Integrated Management System):
Applicable to all roles.
Frequency: Once a year.
4. General Safety Rules and Material Handling:
Covers all designations, including labor/workers.
Frequency: Once a year.
5. Hazard Identification, Risk Assessment, and Risk Control:
Training applies to all designations, including labor/workers.
Frequency: Once a year.
6. Fire Fighting:
Required for all designations, including labor/workers.
Frequency: Once a year.
7. 5-S at Workplace (Sort, Set in Order, Shine, Standardize, Sustain):
Applicable to all designations, including labor/workers.
Frequency: Once a year.
8. QHSE Policy (Quality, Health, Safety, Environment):
Relevant for all designations.
Frequency: Once a year.
9. QHSE Objectives:
Applies to all roles.
Frequency: Once a year.
4. Training Process:
The D.H (Stores) is responsible for identifying training needs and ensuring on-the-job training
for all store personnel.
5. Documentation:
A training attendance sheet must be submitted to the HR department after each training
session.
6. Reference:
SAP User Manual is available on the corporate intranet for additional guidance.
7. Contact for Assistance:
Concerns related to training can be addressed to IT personnel or the Nasik HO store team.
Pointwise Summary of the Document:
Internal Communication:
1. Definition: Communication within corporate offices, division offices, various departments, and
site projects.
Medium: Inter-office communication, phone, SMS, WhatsApp, email.
2. Functions:
Material Issuance: Receive material issue slips or requisitions from users.
Purchase Follow-Up: Monitor pending purchase orders.
Instructions: Transfer instructions for alternate projects or suppliers.
Liaisoning: Handle disputed quantities through liaison with receiving and issuing projects.
3. Documentation: Internal communication should be recorded systematically.
External Communication:
1. Definition: Communication with external parties, requiring MD/Director approval.
Medium: Letters, emails, telephonic conversations.
---
Communication Matrix:
1. Update SAP/ERP/Tally Data:
To Whom: ABL HO.
Responsibility: Site project stores.
Frequency: Daily/Online.
Documentation: SAP/ERP/Tally data.
2. D.I. Monitoring Status:
To Whom: Purchase/All Concerns Department.
Responsibility: Senior Executive Store.
Frequency: As and When.
Documentation: Excel Sheet through mail.
3. MRHOV (Material Requisition Handling and Verification):
To Whom: EQA/HO Store & Billing.
Responsibility: Site Store Incharge.
Frequency: As and When.
Documentation: Scan & Hard Copy via Mail & Courier.
4. GRN (Goods Receipt Note):
To Whom: Purchase/All Concerns Department.
Responsibility: Site Store Incharge/Executive Store.
Frequency: As and When.
Documentation: Scan Copy via Mail & Courier.
5. MRN (Material Receipt Note):
To Whom: Subcontractor/Concerned Employee.
Responsibility: Site Store Incharge.
Frequency: As and When.
Documentation: Hard/Scan Copy.
6. RV (Requisition Voucher):
To Whom: Concerned Power Stores (Sender/Receiver), HO Store.
Responsibility: Concerned Power Stores (Sender/Receiver).
Frequency: As and When.
Documentation: Hard/Scan Copy.
7. DC (Delivery Challan):
To Whom: Subcontractor/Concerned Employee.
Responsibility: Site Store Incharge.
Frequency: As and When.
Documentation: Hard/Scan Copy.
8. MIS (Management Information System):
To Whom: Concerned Employee.
Responsibility: Site Store Incharge.
Frequency: As and When.
Documentation: Hard/Scan Copy.
9. ST (Stock Transfer):
To Whom: Concerned Power Stores (Sender/Receiver), HO Store.
Responsibility: Concerned Power Stores (Sender/Receiver).
Frequency: As and When.
Documentation: Hard/Scan Copy.
---
Keywords and Mnemonics:
1. SAP/ERP/Tally Data: "Sync Always Properly" – Daily synchronization with HO.
2. D.I. Monitoring: "Details Instantly" – Purchase status tracked via email.
3. MRHOV: "Material Routed Here, On Verification" – Verify and courier copies.
4. GRN: "Goods Reach Notice" – Scanned receipts sent to Purchase Dept.
5. MRN: "Materials Received Noted" – Copy for subcontractors.
6. RV: "Request Voucher" – For inter-store transactions.
7. DC: "Delivery Confirmed" – Ensures tracking of materials.
8. MIS: "Management Info Shared" – Reports for internal usage.
9. ST: "Stock Transitioned" – Internal movement record.
Pointwise Note of the Document:
Participation and Consultation:
1. Departmental Meetings:
Held monthly/quarterly to review the status of Departmental Quality Objectives.
2. Agenda of the Meetings:
5-S at Workplace: Review and discuss adherence to the 5-S system.
Storage and Stacking Procedure: Evaluation and improvement of storage practices.
Exchanging Other Project Photographs: Sharing visual documentation for cross-learning.
Exchanging Audit Observations: Discuss audit findings and observations from other projects.
Non-Conformance Reports (NCR):
Review of reports issued by auditors and external agencies for compliance issues.
---
Keywords:
5-S: Workplace organization (Sort, Set in order, Shine, Standardize, Sustain).
Storage: Efficient material stacking and storage management.
Project Photos: Visual documentation sharing.
Audit Observations: Insights from previous audits.
NCR: Reports on non-compliance by external entities.
---
Mnemonic to Remember:
"5 Stacks, Photos, Audits, Non-conformance"
5: Refers to the 5-S system.
Stacks: Storage and stacking.
Photos: Exchange project photographs.
Audits: Audit observations exchange.
Non-conformance: NCR review and discussions.
Pointwise Summary of the Document
Title: Departmental Applicable Compliance Obligations and Customer Focus
1. Calibration Certificate of Weigh Bridge:
Legal Act/Rules: The Standards of Weights & Measures Act, 1987.
Location: Original copy with Laboratory and photo copy at Weigh Bridge and Stores.
2. Calibration Certificate of Diesel Dispenser Unit:
Legal Act/Rules: The Standards of Weights & Measures Act, 1987.
Location: Original copy with Laboratory and photo copy at Weigh Bridge and Stores.
3. Calibration Certificate of Measuring Jar:
Legal Act/Rules: The Standards of Weights & Measures Act, 1987.
Location: Original copy with Laboratory and photo copy at Weigh Bridge and Stores.
4. Calibration Certificate of Weights:
Legal Act/Rules: The Standards of Weights & Measures Act, 1987.
Location: Original copy with Laboratory and photo copy at Weigh Bridge and Stores.
5. Explosive License for Diesel Pump:
Legal Act/Rules: The Explosive Act, 1884, and The Explosive Rules, 1983.
Location: Original copy with HR Department (legal) and photo copy at Diesel Pump and Stores.
6. Disposal of Old Batteries:
Legal Act/Rules: The Batteries (Management & Handling) Rules, 2001.
Location: Original copy retained at Scrap Sell Department, photocopy/scan at Stores
Department.
7. Disposal of E-Waste:
Legal Act/Rules: e-Waste (Management & Handling) Rules, 2011.
Location: Original copy retained at Scrap Sell Department, photocopy/scan at IT & Stores
Department.
8. Disposal of Black Oil:
Legal Act/Rules: The Hazardous Waste (Management & Handling) Rules, 2000.
Location: Original copy retained at Scrap Sell Department, photocopy/scan at Stores
Department.
9. Storage of Electrical Goods:
Legal Act/Rules: The Indian Electricity Rules, 1956.
Location: Original copy with EQA Department (legal) and photo copy at Stores.
---
Keywords:
Calibration: Weigh Bridge, Diesel Dispenser, Measuring Jar, Weights.
Explosive License: Diesel pump compliance.
Waste Disposal: Batteries, E-Waste, Black Oil.
Storage Compliance: Electrical goods.
---
Mnemonic to Remember:
"Calibrate Diesel, Weigh, and Measure Explosive Batteries, Waste Black Oil, and Store Safely"
Calibrate: Refers to calibration certificates (Weigh Bridge, Diesel Dispenser, Measuring Jar,
Weights).
Explosive: Diesel pump license compliance.
Batteries: Old batteries disposal.
Waste: E-Waste management.
Black Oil: Hazardous waste compliance.
Store Safely: Storage of electrical goods.
Pointwise Summary of the Document:
Title: Control of Documented Information
1. Dispatch Instruction (FR/CO/DO/PR/ST/01):
Issue & Revision: Issue 02, Date: 1st August 2018; Revision: Rev. 01, Date: 1st August 2018.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
2. Material Receipt/Handling Over Voucher (FR/CO/DO/PR/ST/02):
Applicable Document: Customer format or ABL format if not available.
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
3. Material Requisition/Purchase Form (FR/CO/DO/PR/ST/03):
Notes: GRN details are in the system, so maintaining in the department is not required.
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project Purchase Dept.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
4. Goods Receipt Note (GRN) (FR/CO/DO/PR/ST/04):
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
5. Material Issue Slip (FR/CO/DO/PR/ST/05):
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
6. Store Transfer and Receipt Voucher (FR/CO/DO/PR/ST/06):
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
7. Material Conversion Receipt Note (FR/CO/DO/PR/ST/07):
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
8. Material Return Note (FR/CO/DO/PR/ST/08):
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
9. Delivery Challan (FR/CO/DO/PR/ST/09):
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
10. Consolidated Report (FR/CO/DO/PR/ST/10):
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
11. Monthly Report of Class I Material (FR/CO/DO/PR/ST/11):
Issue & Revision: Same as above.
Indexing & Filing: Date-wise, filed.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
---
Key Themes:
Consistency: All records follow similar filing (date-wise), retention (1 year post-closing), and
disposal methods (shredding).
Legal Clarity: Retention locations specified (Project/HO or Purchase Dept).
Comprehensiveness: Covers all critical operational records (dispatch, receipt, issue, return, and
reporting).
---
Mnemonic to Remember:
"Dispatch Materials, Receive Goods, Transfer, Convert, Return, Deliver, and Report"
Dispatch: Dispatch Instruction.
Materials: Material Receipt and Handling.
Receive: Goods Receipt Note.
Transfer: Store Transfer Voucher.
Convert: Material Conversion.
Return: Material Return Note.
Deliver: Delivery Challan.
Report: Monthly and Consolidated Reports.
Pointwise Summary of the Document
Control of Documented Information (Continuing from Sr. No. 12):
12. Monthly Report of Class IV/V Material (FR/CO/DO/PR/ST/12):
Issue & Revision: Issue 02, Date: 1st August 2018; Revision: Rev. 01, Date: 1st August 2018.
Method of Indexing: Date-wise.
Method of Filing: File.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
13. Rejection Slip (FR/CO/DO/PR/ST/13):
Issue & Revision: Same as above.
Method of Indexing: Date-wise.
Method of Filing: File.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
14. Monthly Material Issued to Subcontractors/Labour (FR/CO/DO/PR/ST/14):
Issue & Revision: Same as above.
Method of Indexing: Date-wise.
Method of Filing: File.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
15. General Correspondence:
Issue & Revision: No specific issue or revision mentioned.
Method of Indexing: Date-wise.
Method of Filing: File.
Storage Location: Project/HO.
Retention Period: One year after project closing.
Method of Disposal: Shredding.
---
Notes:
1. Retention Period:
One year after project closing unless required for legal/knowledge preservation.
2. Record Preservation:
Records can be in hard or soft copy.
3. Record Description:
Must include sufficient details for easy reference during the retention period.
4. Backup in Emergencies:
Printed formats allowed when SAP/ERP/Tally facilities are unavailable.
5. Old Projects:
ERP/Tally formats are used only if SAP is not implemented for older projects.
---
Keywords:
Class IV/V Material: Monthly material reporting.
Rejection Slip: Handling of rejected materials.
Subcontractor Issuance: Records of material issued monthly.
Correspondence: General communication documentation.
Retention & Disposal: Storage until one year post-project, shredded afterward.
---
Mnemonic to Remember:
"Monthly Rejected Materials Issued, Correspond Retain & Shred"
Monthly: Monthly Class IV/V Material Reports.
Rejected: Rejection Slip.
Materials Issued: Monthly materials issued to subcontractors/labour.
Correspond: General correspondence.
Retain & Shred: One-year retention followed by shredding.
Pointwise Note of the Document
Title: Departmental Performance Evaluation
1. Department: Stores
Responsibility: Department Head at Corporate & Division Office and Store In-charge at the
Project Site.
---
QHSE Objectives and Departmental Objectives
1. To Improve Planning
Objectives:
Total Inventory Status:
Target: Maintain inventory status of all Power Projects.
Monitoring Frequency: Monthly.
Responsibility: Store In-charge/Store Employee.
Reduction in Inventory Variance:
Target: 0.03% (Difference between system stock and physical stock).
Monitoring Frequency: Monthly.
Responsibility: Store In-charge/Store Employee.
SAP Implementation:
Target: Daily online data synchronization for material transactions.
Monitoring Frequency: Daily.
Responsibility: Store In-charge/Store Employee.
2. To Reduce Customer Complaints
Objectives:
Timely GRN (Goods Receipt Note) Preparation:
Target: 90% GRN within 1 day for on-site delivery and within 3 days for off-site delivery.
Monitoring Frequency: Monthly.
Responsibility: Store In-charge/Store Employee.
Monthly Reconciliation of Subcontractor Materials:
Target: Materials issued and returned from the store must be reconciled monthly.
Monitoring Frequency: Monthly.
Responsibility: Store In-charge/Store Employee.
Material Aging Analysis:
Target: Monthly preparation of aging reports for materials.
Monitoring Frequency: Monthly.
Responsibility: Store In-charge/Store Employee.
---
Monitoring Period and Review
Monitoring Frequency: Monthly.
Review Status: Refers to a status sheet for updates.
---
Keywords:
Inventory Planning: Focused on total status and variance reduction.
SAP System: Daily synchronization of material data.
GRN Timeliness: Ensure swift processing within set timeframes.
Reconciliation: Monthly review of material issues and returns.
Material Aging: Analyzing material storage duration.
---
Mnemonic to Remember:
"Plan, Sync, Reconcile, Timely GRN, Analyze Aging"
Plan: Inventory status and variance reduction.
Sync: SAP data synchronization.
Reconcile: Monthly subcontractor materials reconciliation.
Timely GRN: Fast GRN preparation for deliveries.
Analyze Aging: Material aging analysis report.
Pointwise Note of the Document
Title: Departmental Performance Evaluation and Non-Conforming Outputs, Corrective Actions,
and Improvement
---
QHSE Objectives and Departmental Objectives
3. To Enhance Motivation of Employees
Objective: Development of store infrastructure.
Target:
Project infrastructure plan to be completed within 7 days of land receipt.
Implementation within 1.5 months as per the checklist.
Monitoring Period: Monthly.
Responsibility: Store In-charge/Store Employee.
Review/Status: Refer Review/Status Sheet.
4. To Improve Skills Through Training
Objective:
2 mandatory training sessions per staff per month.
1 training for mandatory cardholders based on identified needs.
Target: 60% adherence to training.
Monitoring Period: Monthly.
Responsibility: Store In-charge/Store Employee.
Review/Status: Refer Review/Status Sheet.
5. Compliance with Statutory Rules and Regulations
Objective: Timely closure of all audit observations.
Target: Completion within 20 days of identification.
Monitoring Period: Monthly.
Responsibility: Store In-charge/Store Employee.
Review/Status: Refer Review/Status Sheet.
6. Minimizing Pollution and Improving Workplace Conditions
Objective:
Timely disposal of store materials scrap.
Monthly review of scrap segregation, damage sorting, and sales status with technical staff.
Scrap sales reports to be prepared and submitted monthly.
Target: Improvement in 5S housekeeping and regular reviews via photos/videos.
Monitoring Period: Monthly.
Responsibility: Store In-charge/Store Employee.
Review/Status: Refer Review/Status Sheet.
---
Control of Non-Conforming Outputs, Corrective Actions, and Continual Improvement
1. Objective:
Implement procedures to handle actual and potential non-conformities.
Take corrective actions promptly to ensure continual improvement.
2. Focus:
Develop mechanisms to address issues proactively.
Prevent recurrence of non-conformities and ensure compliance with quality standards.
---
Keywords:
Motivation: Infrastructure improvement within deadlines.
Training: Mandatory and need-based sessions.
Compliance: Statutory audit observations closed in 20 days.
Pollution Control: Scrap review, segregation, and sales.
5S Improvement: Housekeeping practices.
Non-Conformity: Corrective actions and improvements.
---
Mnemonic to Remember:
"Motivate, Train, Comply, Scrap, Improve, Correct"
Motivate: Enhance employee motivation through infrastructure planning.
Train: Conduct mandatory and need-based training sessions.
Comply: Close audit observations within deadlines.
Scrap: Handle scrap materials efficiently.
Improve: Enhance workplace housekeeping (5S).
Correct: Address non-conformities and drive improvements.
Pointwise Summary of the Document
Title: Control of Non-Conforming Outputs, Corrective Actions, and Continual Improvement
1. Purpose:
To handle actual and potential non-conformities effectively by implementing corrective and
preventive actions.
2. Sources for Corrective and Preventive Actions:
Internal/External Audit NCR (Non-Conformance Reports) and Observations.
Quality, Safety, and Environmental Objectives.
Customer Complaints.
3. Procedure:
1. Identify Sources:
Use appropriate information sources (audit reports, objectives, complaints) to address
non-conformities.
2. Action Plan:
Decide on steps to deal with potential non-conformities to prevent recurrence.
3. Implement Controls:
Apply controls for preventive action to ensure effectiveness.
4. Monitor Actions:
Regularly check if the actions taken achieve the desired outcomes.
5. Reporting:
Submit the closure report or relevant actions of NCR/Observation to Management
Representative (MR) within 10 days.
4. For Reference:
A table format is provided to document:
NCR/Observation.
Root Cause.
Correction.
Corrective Action.
Evidence (Attachment Details).
---
Keywords:
Non-Conformance: Issues identified through audits or complaints.
Preventive Action: Steps to ensure non-recurrence.
Corrective Action: Fixes applied to resolve existing issues.
Monitoring: Regular tracking of action effectiveness.
Closure Report: Submission of actions taken within 10 days.
---
Mnemonic to Remember:
"Identify, Plan, Control, Monitor, Report (IPCMR)"
Identify: Sources like audits, objectives, and complaints.
Plan: Steps to address and prevent issues.
Control: Implement preventive measures.
Monitor: Check effectiveness of actions.
Report: Submit closure details to MR.
This mnemonic encapsulates the entire process for dealing with non-conformities.
Pointwise Summary of the Document
Title: Evaluation of Compliance
---
1. Departmental Legal & Other Requirement Compliance Procedure
Objective:
To establish, implement, and maintain a procedure for periodically evaluating compliance with
applicable legal requirements.
Requirements:
Evaluate compliance with legal requirements (e.g., permits, licenses).
Evaluate compliance with subscribed requirements (e.g., additional standards or policies).
Demonstration:
The department must demonstrate compliance with:
Legal requirements.
Subscribed requirements.
Combination:
Legal compliance evaluation can be combined with other compliance evaluations using a unified
procedure.
---
2. Departmental Customer Compliance Procedure
I. Determination of Customer Requirements
The department must identify the following:
a) Requirements specified by the customer, including delivery and post-delivery activities.
b) Unstated but necessary requirements for intended use or purpose.
c) Statutory and regulated requirements applicable to the product.
d) Additional requirements deemed necessary by the department.
II. Review of Customer Requirements
Objective:
Ensure customer requirements are well-understood and aligned.
Steps:
a) Confirm that all customer requirements are defined.
b) Resolve differences in contract or order requirements compared to prior expressions.
c) Verify the department's ability to meet the defined requirements.
Documentation:
Maintain records of the reviews, actions, and outcomes.
Customer Confirmation:
If no documented requirements are provided by the customer, obtain confirmation before
acceptance.
---
Keywords:
Legal Compliance: Evaluating permits and licenses.
Subscribed Requirements: Additional standards beyond legal requirements.
Customer Requirements: Delivery, use, and statutory needs.
Review Process: Confirm, resolve, and validate customer expectations.
Documentation: Records of reviews and confirmations.
---
Mnemonic to Remember:
"Evaluate, Determine, Review, Document, Confirm" (EDRDC)
Evaluate: Legal and subscribed compliance.
Determine: Customer requirements (stated, implied, statutory, and additional).
Review: Ensure alignment of requirements and resolve conflicts.
Document: Keep detailed records of reviews and actions.
Confirm: Obtain customer approval for unstated requirements.
This mnemonic provides a structured framework for recalling the compliance and customer
evaluation processes.
Pointwise Summary of the Document
Title: Departmental Purchasing Processes
---
1. Purchasing Process
Objective:
Ensure purchased products conform to specified requirements.
Control:
The type and extent of control applied to suppliers depend on the product's effect on final
output.
Supplier Evaluation:
Suppliers are selected based on their ability to meet department requirements.
Criteria for selection, evaluation, and re-evaluation must be established.
Records of evaluations and actions taken must be maintained.
---
2. Purchasing Information
Details to Include:
a) Approval requirements for products, procedures, processes, and equipment.
b) Qualification requirements for personnel.
c) Compliance with quality management system requirements.
Adequacy:
Ensure purchase requirements are adequate before communicating them to suppliers.
---
3. Verification of Purchased Product
Inspection:
The department must inspect or implement activities to ensure products meet specified
purchase requirements.
Supplier Premises Verification:
If verification is needed at the supplier's premises:
The intended arrangements and methods of product release must be included in the purchasing
information.
---
Keywords:
Conformance: Ensuring products meet purchase requirements.
Supplier Evaluation: Selection based on capability.
Approval: Requirements for products, processes, and personnel.
Verification: Inspection and verification at supplier premises.
---
Mnemonic to Remember:
"Evaluate, Approve, Verify, Communicate" (EAVC)
Evaluate: Assess and select suppliers based on capability.
Approve: Specify product, process, and personnel requirements.
Verify: Inspect and confirm product compliance.
Communicate: Ensure adequate requirements are shared with suppliers.
This mnemonic encapsulates the entire purchasing process, ensuring compliance and quality
throughout procurement activities.
Pointwise Note of the Document
Title: Departmental Process and ISO Records
---
Departmental Processes
1. Receiving SAP PR/MRPF/Indent from Power Project:
The process begins with receiving the procurement request from the power project.
2. Selecting Supplier:
Selection of supplier for required materials based on PR/MRPF/Indent.
3. Floating Market Enquiry:
Inquiry floated in the market for the required material.
4. Receiving Quotation:
Collecting quotations from potential suppliers.
5. Preparing Comparative Statement:
Comparative analysis of rates received from suppliers.
6. Negotiating Rates:
Finalizing the best possible rates with the supplier.
7. Approval from Higher Authorities:
Obtaining approval from the Director/CEO/MD on the final comparative analysis.
8. Preparing Purchase Order (PO):
Drafting and issuing the purchase order.
9. Sending Copy of PO to Supplier:
Sharing the PO via email/fax to enable material dispatch.
10. Submitting PO Copy to Accounts Department:
Ensuring payment release as per the terms of the purchase order.
11. Chasing Supplier for Delivery:
Follow-up with suppliers to ensure timely delivery of material.
12. Chasing Power Project for Goods Received Note (GRN):
Follow-up for GRN to confirm material receipt.
13. Chasing Supplier for Bills/Invoices:
Ensuring invoices for dispatched material are received.
14. Submitting to Accounts Department:
Submitting bills, GRNs, and relevant documents for payment processing in SAP.
15. Sending Payment to Supplier:
Final step in the process, where payment is released to the supplier.
---
For ISO Records
1. Supplier Name in Checklist:
Enter the supplier name in the checklist after preparing the PO.
2. Under Evaluation List:
Add the supplier name to the evaluation list for further review.
3. Performance Evaluation:
Evaluate suppliers based on their performance in three purchase orders.
4. Re-evaluation:
Reassess suppliers every three months for consistent performance.
---
Keywords:
PR/MRPF: Procurement requests.
Supplier Selection: Choosing and evaluating suppliers.
Quotation & Rates: Floating inquiries, receiving quotations, negotiating.
Approval: Director/CEO/MD clearance.
Purchase Order: Preparation, submission, and follow-up.
GRN: Ensuring goods receipt is documented.
Payments: Submission of bills and processing payments.
ISO Records: Supplier evaluation, checklist, and re-evaluation.
---
Mnemonic to Remember:
"Request, Select, Compare, Approve, Purchase, Deliver, Evaluate" (RS-CAPDE)
Request: PR/MRPF from the power project.
Select: Supplier selection and quotation collection.
Compare: Rate comparison and negotiations.
Approve: Approval from higher authorities.
Purchase: Issue purchase order and follow-up.
Deliver: Ensure delivery and process GRN/invoices.
Evaluate: Track supplier performance for ISO compliance.
This mnemonic simplifies the entire process and highlights the critical steps in procurement and
ISO compliance.
Pointwise Note of the Document
Title: Action on Material Requisition / Purchase Form / SAP Purchase Requisition (PR) for
Project
---
Activities and Responsibilities
1. Raising Material Requisition:
Activity:
If material is unavailable in the store department, a Material Requisition Purchase Form (MRPF)
will be raised in SAP PR by the concerned user.
Responsibility:
Store In-charge, Store Officer, Concerned Department/User.
Document/Record:
MRPF (Material Requisition Purchase Form), Document No. FR/CO/PR/ST/03.
2. Receiving PR in SAP:
Activity:
Receive the material requisition/purchase form from the user, ensuring it is fully completed in all
respects.
Responsibility:
Store In-charge, Store Officer, Concerned Department/User.
Document/Record:
MRPF, Document No. FR/CO/PR/ST/03.
3. Checking Material Availability:
Activity:
Check the material's availability at the project site.
If unavailable, forward the material requisition to the project purchase department with the
Material Code Number for procurement.
In the SAP system, all concerned departments and authorized persons must review the PR and
decide to approve or not approve.
Responsibility:
Store In-charge, Store Officer, Concerned Department/User.
Document/Record:
MRPF, Document No. FR/CO/PR/ST/03.
---
Keywords:
MRPF: Material Requisition Purchase Form.
SAP PR: SAP Purchase Requisition for material tracking.
Material Availability: Verification at the project site or escalation to the purchase department.
Approval Process: Review and authorization in SAP.
---
Mnemonic to Remember:
"Raise, Receive, Check, Approve" (RRCA)
Raise: User raises MRPF if material is unavailable.
Receive: Store In-charge receives the completed requisition form.
Check: Verify availability or escalate with a Material Code Number.
Approve: SAP review and authorization by concerned departments.
This mnemonic simplifies the material requisition process for easy recall.
Pointwise Summary of Dispatch Instruction Process
Title: Process Dispatch Instruction
---
Steps and Responsibilities
1. Receipt and Review of Dispatch Instruction (D.I.):
Activity:
Upon receiving the Dispatch Instruction (D.I.) from the purchase department, review, monitor,
and analyze it. Copies are also shared with the supplier.
Responsibility:
Store In-charge, Purchase Department, Senior Executive Stores (HO).
Document/Record:
DI/FR/CO/DO/PR/ST/01.
2. Analysis Based on Goods Receipt Note (GRN):
Activity:
Analyze D.I.s based on GRNs (soft/hard copies) from SAP/ERP/Tally.
Ensure GRNs are prepared for all purchased materials, including those directly unloaded at the
execution site or subcontractor's end.
Responsibility:
Store In-charge, Stores (HO).
Document/Record:
DI/FR/CO/DO/PR/ST/01.
3. Update Status and Inform Concerned Parties:
Activity:
Analyze and update D.I. status and share it with the purchase department, concerned site, and
all relevant parties every 7 days.
Responsibility:
Store In-charge, Stores (HO), Purchase Department.
Document/Record:
DI/FR/CO/DO/PR/ST/01.
4. Status Review by Purchase Department:
Activity:
The purchase department reviews the D.I. status and reverts with comments for future
reference.
Responsibility:
Senior Executive Store (HO), Purchase Department.
Document/Record:
DI/FR/CO/DO/PR/ST/01.
---
Keywords:
D.I.: Dispatch Instruction.
GRN: Goods Receipt Note.
Review: Initial analysis of D.I.
Update: Regular status sharing with relevant departments.
Revert: Comments from the purchase department for reference.
---
Mnemonic to Remember:
"Review, Analyze, Update, Revert" (RAUR)
Review: Review D.I. upon receipt.
Analyze: Cross-check with GRNs and ensure all details.
Update: Inform concerned parties about the status weekly.
Revert: Purchase department comments for reference.
This mnemonic simplifies the dispatch instruction process for easy recall.
Pointwise Summary of the Document
Title: Material Receipt and Handing Over Voucher (MRHOV) / Material Receipt and Handing
Over Certificate (MRHOC) / Material Receipt Certificate (MRC)
---
1. Preparation of MRHOV/MRHOC/MRC
Activity:
Prepare MRHOV/MRHOC/MRC at site stores after verifying materials and receipt documents
from the supplier.
Cross-check with ABL PO/DI/STD specifications.
Responsibility:
Store In-charge and Quality Assurance (Q.A.) Department.
Document/Record:
MRHOV/MRHOC/MRC.
---
2. Approval of MRHOV/MRHOC/MRC
Activity:
Include all supporting documents like:
Inspection report of the customer.
Invoice/Delivery Challan (DC) of the supplier.
LR copy (Logistics Receipt).
Get approval from the authorized ABL site personnel/project in-charge and the customer’s
authorized person.
Responsibility:
Store In-charge, Project In-charge, and Customer.
Document/Record:
MRHOV/MRHOC/MRC.
---
3. Submission of Approved MRHOV/MRHOC/MRC
Activity:
Submit approved documents with all supporting materials to:
1. ABL HO Store Dept. (for execution, billing, and taxation references).
2. Site Stores Department.
3. Customer.
Responsibility:
Store In-charge, Senior Executive/Department Head.
Document/Record:
MRHOV/MRHOC/MRC.
---
Keywords:
MRHOV/MRHOC/MRC: Material receipt verification and documentation.
Cross-check: Verify against ABL PO/DI/STD specifications.
Supporting Documents: Inspection reports, supplier invoices, delivery challans, and LR copies.
Approval: From authorized ABL personnel and customer.
Submission: To HO, site stores, and customer.
---
Mnemonic to Remember:
"Prepare, Approve, Submit" (PAS)
Prepare: Verify materials and cross-check with ABL specifications at site stores.
Approve: Get approval with all supporting documents from authorized personnel.
Submit: Share approved documents with ABL HO, site stores, and customers.
Pointwise Summary of the Document
Title: Receiving of Material - A: Material Received Against PO (Purchase Order)
---
1. Verification of Delivery Challan:
Activity:
Verify delivery challan against MRPF/PO. If MRPF/PO is not mentioned, contact the purchase
department for clarification.
Responsibility:
Store In-charge.
Document/Record:
Supplier’s Delivery Challan (D.C.).
---
2. Specification Match:
Activity:
If the material requisition specification does not match the supplier’s D.C., or if changes are
made as instructed by DH (EQA) or Director (Project), communicate and classify with the
purchase department.
Responsibility:
Store In-charge, Dept. Head (Purchase).
---
3. Inspection Information:
Activity:
Retrieve inspection information from SAP/ERP online system data.
Responsibility:
Store In-charge, Quality Control Dept.
Document/Record:
Supplier’s D.C.
---
4. Handling Materials Under Inspection:
Activity:
If the Quality Engineer/user is unavailable, store materials separately and mark them as
"UNDER INSPECTION" to avoid unintended use.
Responsibility:
Store In-charge, Quality Control Dept.
---
5. Non-Conforming Materials:
Activity:
Reject materials (e.g., sand, murum, bricks, metal, grit powder) that do not meet specifications
and return them to the supplier. Mark with "X" and apply lime for identification if unloaded.
Responsibility:
Store In-charge, Quality Control Dept.
---
6. Preparation of GRN (Goods Receipt Note):
Activity:
Prepare the GRN for the materials received.
Responsibility:
Store In-charge.
Document/Record:
GRN (FR/CO/PR/ST/04).
---
7. FIFO for Shelf-Life Materials:
Activity:
Follow FIFO (First In, First Out) for materials with shelf life.
Responsibility:
Store Officer.
Document/Record:
GRN.
---
8. Online Stock Data:
Activity:
Use SAP system data to track total stock and percentages of rejected materials for supplier
evaluation.
Responsibility:
Store In-charge, Purchase Dept.
---
9. Avoid Duplicate Requisition:
Activity:
Reject duplicate material requisition forms for the same material/location. Accept only if it fulfills
another requirement.
Responsibility:
Store In-charge, Purchase Dept.
---
10. Timely Issuance to EQA:
Activity:
Ensure timely issuance of material to EQA as per requisition requirements.
Responsibility:
Store Officer.
Document/Record:
Material Requisition/Purchase Form.
---
Keywords:
MRPF/PO: Verify purchase requisition against supplier documents.
Specifications: Match with D.C. or communicate discrepancies.
Inspection: Mark "UNDER INSPECTION" for unverified materials.
Non-Conformance: Reject materials not meeting specifications.
GRN: Ensure accurate documentation of materials received.
FIFO: Control materials with shelf life effectively.
SAP Data: Evaluate stocks and rejected materials for supplier performance.
Duplicate Requisition: Avoid unnecessary approvals.
---
Mnemonic to Remember:
"Verify, Match, Inspect, Reject, Document, Rotate, Evaluate" (VMIRDRE)
Verify: Delivery challan with MRPF/PO.
Match: Specifications with D.C.
Inspect: Use SAP and Quality Control data.
Reject: Non-conforming materials, marked clearly.
Document: Prepare GRN for received materials.
Rotate: FIFO management for shelf-life items.
Evaluate: Stock and supplier performance through SAP data.
This mnemonic summarizes the process in an easy-to-remember format.
Pointwise Summary of the Document
Title: Receiving of Material
---
B: Material Received After Fabrication from Supplier
1. Verification Against Material Conversion Note:
Activity: Verify received material after fabrication from the supplier using the Material Conversion
Note.
Responsibility: Store In-charge.
Document/Record: Material Conversion Note (FR/CO/PR/ST/7).
2. Inform Quality Engineer:
Activity: Notify the Quality Engineer for material inspection.
Responsibility: Store In-charge, Quality Control Dept.
3. Handling Materials Under Inspection:
Activity: If the Quality Engineer is unavailable, store materials separately with an "UNDER
INSPECTION" label to avoid unintended use.
Responsibility: Store In-charge, Quality Control Dept.
4. Prepare GRN:
Activity: Prepare the Goods Receipt Note (GRN) for the received materials.
Responsibility: Store In-charge.
Document/Record: GRN (FR/CO/PR/ST/04).
5. Account for Scrap Material:
Activity: Scrap material received with fabricated material must be recorded separately in the
system.
Responsibility: Store In-charge.
Document/Record: System.
---
C: Material Received After Fabrication Within the Project
1. Verification Against Material Conversion Note:
Activity: Verify the material after fabrication within the project using the Material Conversion
Note.
Responsibility: Store In-charge.
Document/Record: Material Conversion Note (FR/CO/PR/ST/7).
2. Quality Inspection:
Activity: Use SAP/ERP online system data to retrieve inspection information from the Quality
Engineer.
Responsibility: Store In-charge, Quality Control Dept.
Document/Record: FR/CO/PR/ST/07.
3. Prepare Material Return Note (MRN):
Activity: Create an MRN for received materials.
Responsibility: Store In-charge, Store Officer.
Document/Record: MRN (FR/CO/PR/ST/08).
4. Inspection Remarks:
Activity: Quality Engineer specifies inspection results in the MRN's remarks column if the
material does not meet specifications.
Responsibility: Store In-charge, Quality Control Dept.
Document/Record: MRN (FR/CO/PR/ST/08).
5. Account for Scrap Material:
Activity: Record scrap material received with fabricated material separately in the system.
Responsibility: Store In-charge.
Document/Record: MRN (FR/CO/PR/ST/08).
---
Keywords:
Material Conversion Note: Verification tool for fabricated materials.
Quality Engineer: Ensures material inspection and compliance.
UNDER INSPECTION: Label for materials pending inspection.
GRN: Goods Receipt Note for received materials.
MRN: Material Return Note for defective or returned materials.
Scrap Accounting: Record scrap separately in the system.
---
Mnemonic to Remember:
"Verify, Inspect, Label, Record, Scrap" (VILRS)
Verify: Check materials against Material Conversion Note.
Inspect: Conduct quality checks using SAP/ERP data.
Label: Mark unverified materials as "UNDER INSPECTION."
Record: Prepare GRN or MRN as required.
Scrap: Account for scrap material separately.
This mnemonic simplifies the process into key steps for both supplier and project-based
fabrication material handling.
Pointwise Summary of the Document
Title: Receiving of Material
---
D: Material Received Against STRV
1. Verification Against STRV:
Activity: Check material received against STRV as per the column “Quality Issued.”
Responsibility: Store In-charge.
Document/Record: STRV.
2. Serviceability Check:
Activity: Verify the condition and serviceability of materials based on STRV specifications.
Responsibility: DH (EQA), Store In-charge.
Document/Record: STRV.
3. Material Categorization:
Activity:
Ensure the following:
Materials beyond economic repair are scrapped.
Categorization of materials is decided by the Project Manager.
Responsibility: DH (EQA), Store In-charge.
Document/Record: STRV.
4. System Entry:
Activity: Record received material in the system immediately.
Responsibility: Store In-charge.
---
E: Surplus Material Received from Project After Use
1. Recording in MRN:
Activity: Record surplus materials returned from the project in the Material Return Note (MRN).
Responsibility: Store In-charge.
Document/Record: MRN.
2. Serviceability Check:
Activity:
Inspect material for serviceability.
Specify the condition in the appropriate columns and obtain signatures of the returning
personnel.
Responsibility: Store In-charge.
Document/Record: MRN.
3. Scrap Material:
Activity:
Account separately for scrap materials.
Unserviceable materials with no scrap value must not be entered into the system.
Responsibility: Store In-charge, Store Officer.
Document/Record: MRN.
4. Debiting Costs for Unserviceable Materials:
Activity:
Notify DH (EQA) regarding unserviceable materials returned by suppliers.
Decide on cost recovery and inform the execution team or accounts for appropriate action.
Responsibility: Store In-charge.
Document/Record: IOC/MAIL.
5. System Entry for Serviceable Materials:
Activity:
Enter serviceable materials in the system under “Material Returned” for proper accounting.
Responsibility: Store Officer.
Document/Record: Book Balance in the System.
---
Keywords:
STRV: Store Transfer Receipt Voucher.
MRN: Material Return Note.
Serviceability Check: Inspection of material condition.
Scrap Handling: Accounting separately for scrap material.
Cost Recovery: Decision-making for unserviceable material costs.
---
Mnemonic to Remember:
"Verify, Inspect, Scrap, Record, Recover" (VISRR)
Verify: Check materials against STRV/MRN.
Inspect: Ensure serviceability and obtain approvals.
Scrap: Separate unserviceable materials with or without value.
Record: Enter serviceable materials into the system.
Recover: Take action for cost recovery of defective materials.
This mnemonic captures the key steps in managing materials received against STRV and
surplus materials post-use.
Pointwise Summary of the Document
Title: Receiving of Material
---
F: Surplus Material Found During Physical Verification at Project
1. Physical Verification of Material:
Activity: Conduct physical verification of material at the project site in accordance with the
system’s book balance.
Responsibility: Store In-charge, Internal Auditor/Visiting Officer.
Document/Record: Verification.
2. Recording Surplus Material:
Activity: Record surplus materials found during verification in the Material Return Note (MRN)
after reconciliation.
Responsibility: Store In-charge, Internal Auditor/Visiting Officer.
Document/Record: MRN.
3. Remarks for Surplus Materials:
Activity: Under the "Remarks" column in the MRN, write details of surplus materials against the
book balance.
Responsibility: Store In-charge, Internal Auditor/Visiting Officer.
Document/Record: MRN.
4. Verification Signatures:
Activity: Obtain the signature of the person who verified the stock.
Responsibility: Store In-charge, Internal Auditor/Visiting Officer.
Document/Record: MRN.
5. Reporting Deficits:
Activity: If materials are found short during verification, report it to the project manager and take
necessary actions as per their decision.
Responsibility: Store In-charge, DH (EQA).
Document/Record: System Book Balance.
---
G: Material Received After Repair
1. Record Repaired Materials:
Activity: Record materials received after repair in the Material Return Note (MRN).
Responsibility: Store Officer.
Document/Record: MRN.
2. Inspection of Repaired Materials:
Activity: Get the repaired material inspected by the concerned department/DH and obtain
signatures as evidence of repair.
Responsibility: Store In-charge, DH (P&M), DH (EQA).
3. Submit MRN to Accounts:
Activity: Submit the MRN to the accounts department as evidence for labor charges.
Responsibility: Store In-charge, DH (Account).
Document/Record: MRN.
4. Informing DH About Repaired Material:
Activity: Notify DH (EQA) about repaired materials for further utilization.
Responsibility: Store In-charge, DH (EQA).
---
Keywords:
Surplus Material: Found during verification and recorded in MRN.
Physical Verification: Cross-check with system book balance.
Remarks: Details for surplus/deficit materials.
Repaired Materials: Recorded and verified with supporting signatures.
Labor Charges: Evidence submitted to accounts via MRN.
---
Mnemonic to Remember:
"Verify, Record, Remark, Sign, Notify" (VRRSN)
Verify: Conduct physical verification or repair checks.
Record: Document surplus or repaired materials in MRN.
Remark: Write details about surplus/deficit under remarks.
Sign: Obtain verification signatures from relevant personnel.
Notify: Inform DH for further actions or utilization.
Pointwise Summary of the Document
Title: Material Received Through Supplier
---
1. Material Receipt Notification:
Activity: Upon receiving materials at the project site for execution, notify the Quality Engineer for
inspection and test status.
Responsibility: Store Officer, DH (EQA).
Document/Record: Supplier Delivery Challan.
---
2. Preparation of GRN:
Activity: Prepare the Goods Receipt Note (GRN) for accepted materials.
Responsibility: Store Officer, DH (EQA).
Document/Record: GRN.
---
3. Issue Slip Collection:
Activity: Collect the issue slip from the user for the materials brought by the supplier for
execution.
Responsibility: Store Officer, DH (EQA).
Document/Record: MIS (Material Issue Slip).
---
Keywords:
Supplier Delivery Challan: Initial record of material delivery.
GRN (Goods Receipt Note): Record of accepted materials.
MIS (Material Issue Slip): Documentation for material issued to users.
---
Mnemonic to Remember:
"Notify, Prepare, Collect" (NPC)
Notify: Inform the Quality Engineer upon material receipt.
Prepare: Create the GRN for accepted materials.
Collect: Obtain the MIS from the user for issued materials.
This mnemonic simplifies the steps for managing materials received through suppliers.
Pointwise Summary: Control of Changes
1. Voucher Review:
Activity: Review all voucher entries in SAP/ERP/TALLY against actual documents and receipt
items/requirements.
Responsibility: Store In-charge, Store Officer.
Document: Record Sheet (Soft/Hard).
2. Non-Conformity Analysis:
Activity: Note non-conformities, conduct reconciliation/analysis, and inform Nasik HO for
necessary changes to ensure conformity.
Responsibility: Store In-charge, Store Officer.
Document: Record Sheet (Soft/Hard).
3. Authorization of Corrections:
Activity: Ensure correction of non-conformities post-reconciliation and authorize required
changes.
Responsibility: Store Officer (HO).
Document: Record Sheet (Soft/Hard).
4. Documentation of Changes:
Activity: Retain documented information about changes, authorization details, and actions
taken.
Responsibility: Store In-charge, Store Officer (HO).
Document: Record Sheet (Soft/Hard).
5. Communication and Action:
Activity: Discuss non-conformities, corrections, and required actions with concerned
departments and head stores.
Responsibility: Store Officer (HO), Concerned Departments, Dept. Head Stores.
Document: Record Sheet.
---
Keywords
SAP/ERP/TALLY: Systems for voucher entries.
Non-conformity: Deviations from expected standards.
Reconciliation/Analysis: Reviewing data to ensure accuracy.
Nasik HO: Higher authority for authorization.
Record Sheet: Documentation medium.
Corrections/Changes: Rectifying errors or deviations.
---
Mnemonics
To remember the process steps, use "Verify Non-Authorized Documentation Communicates":
V: Verify vouchers against documents.
N: Note non-conformities and inform higher authorities.
A: Authorize corrections via reconciliation.
D: Document all changes and their results.
C: Communicate with concerned departments.
This breakdown ensures clarity in understanding the responsibilities and process flow for
managing changes in documentation and records.
Pointwise Summary: Storage & Preservation of Cement, Fabrication Structural & Reinforcement
Steel
1. Material Receipt:
Activity: Receive material supplied by the customer as per the delivery challan.
Responsibility: Store In-charge, Store Officer.
Document: Customer Delivery Challan.
2. Inspection & Testing:
Activity: Intimate the Quality Assurance Department for inspection and test status.
Responsibility: Store In-charge, Store Officer.
3. Material Acceptance:
Activity: If approved by the Quality Assurance Department, prepare the Goods Receipt Note
(GRN) as per work instruction.
Responsibility: Store In-charge, Quality Control Department.
Document: Supplier's Delivery Challan.
4. Proper Storage:
Activity: Store material in the proper place allocated by the Project Manager.
Responsibility: Store In-charge, Store Officer.
5. Identification Labeling:
Activity: Attach identification labels to the stacked materials.
Responsibility: Store In-charge, Store Officer.
6. Weekly Review:
Activity: Conduct weekly reviews of materials. Report discrepancies, damage, or deterioration to
the Project Manager for regularization or disposal.
Responsibility: Store In-charge, Store Officer.
7. Rust Prevention:
Activity: Ensure structural and reinforcement steel is stored above ground level to prevent
rusting and deterioration.
Responsibility: Store In-charge, Store Officer.
8. Stock Register Maintenance:
Activity: Maintain a stock register with updated entries at all times.
Responsibility: Store In-charge, Store Officer.
---
Keywords
Delivery Challan: Document for material receipt.
Quality Assurance: Inspection and testing process.
GRN (Goods Receipt Note): Documentation for accepted materials.
Project Manager: Allocates storage locations and handles discrepancies.
Identification Label: Tagging system for materials.
Weekly Review: Regular inspection for damage or deterioration.
Rust Prevention: Above-ground storage method.
Stock Register: Record-keeping document.
---
Mnemonics
To remember these steps, use "Receive Inspect Accept Store Label Review Rust Record":
R: Receive material as per delivery challan.
I: Inspect and test materials via Quality Assurance.
A: Accept approved materials with a GRN.
S: Store materials in the allocated place.
L: Label materials for identification.
R: Review weekly for any issues.
R: Prevent Rust by storing steel above ground.
R: Maintain a Record in the stock register.
This framework ensures a systematic approach to material storage and preservation.
Pointwise Summary: Storage of Material (Applicable for Power Division)
1. Housekeeping:
Activity: Maintain proper housekeeping in the store area, keeping it neat and clean as per the
5S technique.
Responsibility: Store In-charge, Store Officer.
2. Proper Placement:
Activity: Store received material properly at locations allocated by DH(EQA).
Responsibility: Store In-charge, Store Officer.
3. Material Identification:
Activity: Identify materials stored in racks, bins, and other areas, and stack them by grade and
type.
Responsibility: Store In-charge, Store Officer.
4. Transformers:
Activity: Place transformers on level ground to avoid oil leakage and stack them as per their
size/rating.
Responsibility: Store In-charge, Store Officer.
5. Vacuum Circuit Breakers (VCBs):
Activity: Store VCBs properly on the ground and stack them by size/rating.
Responsibility: Store In-charge, Store Officer.
6. Panels:
Activity: Store all indoor panels on the ground in a closed shed or cover them with plastic
sheets.
Responsibility: Store In-charge, Store Officer.
7. Conductors and Cable Drums:
Activity: Stack conductors and cable drums not more than two layers high and ensure proper
storage to prevent falls.
Responsibility: Store In-charge, Store Officer.
8. Fabrication Material:
Activity: Properly stack fabrication materials so they can be easily counted, with a maximum
stacking height of 5 feet.
Responsibility: Store In-charge, Store Officer.
9. Electrical Items:
Activity: Stack electrical items properly for easy counting.
Responsibility: Store In-charge, Store Officer.
10. Cement:
Activity:
Store on a hard, dry platform, not stacking more than 12 bags per stack, and cover with
tarpaulin.
Follow the first-in, first-out principle for usage.
Check for bag damage, avoid hooks, and stack by receipt order.
Responsibility: Store In-charge, Store Officer.
---
Keywords
5S Technique: Organizational method for neatness.
DH(EQA): Authority allocating storage locations.
Transformers: Level-ground storage to prevent oil leakage.
VCBs: Proper stacking by size/rating.
Panels: Protection with plastic sheets.
Cable Drums: Two-layer stack limit.
Fabrication Material: Maximum height of 5 feet.
Cement: Tarpaulin cover, no hooks, FIFO usage.
---
Mnemonics
To remember these steps, use "House Properly Identify Tools and Components For Efficient
Cement Storage":
H: Housekeeping: Maintain cleanliness as per 5S.
P: Properly store material at designated places.
I: Identify materials and stack them appropriately.
T: Transformers on level ground to prevent oil leakage.
C: Components like VCBs and panels stored properly.
F: Fabrication material stacked for easy counting.
E: Electrical items organized for inventory purposes.
C: Cement stored with care (hard platform, no hooks, FIFO).
This mnemonic ensures easy recall of essential material storage guidelines and responsibilities.
Pointwise Summary: Storage of Material
11. Structural Steel:
Activity: Ensure structural steel is unloaded near the fabrication yard.
Responsibility: Store In-charge, Store Officer.
12. Reinforcement Steel:
Activity: Stack reinforcement steel near the cutting/bending yard to minimize unnecessary
handling.
Responsibility: Store In-charge, Store Officer.
13. Open Material Identification:
Activity: Identify open materials (sand, metal, marble, bricks, etc.) as accepted without marking.
Mark rejected materials with an "X" using lime.
Responsibility: Store In-charge, Store Officer.
14. Expiry Management:
Activity: For materials with expiry dates, ensure consumption before expiry or take action
(exchange or transfer) to avoid wastage.
Responsibility: Store In-charge, Store Officer.
15. Shelf-Life Items:
Activity: Recognize items with shelf life such as:
a. Cement
b. Paints
c. Construction chemicals.
Responsibility: Store In-charge, Store Officer.
16. Regular Verification:
Activity: Conduct weekly/monthly verification of stored items for deterioration due to storage
conditions, water seepage, etc.
Responsibility: Store In-charge, Store Officer.
---
Keywords
Structural Steel: Near fabrication yard.
Reinforcement Steel: Near cutting/bending yard.
Open Materials: Mark accepted/rejected materials.
Expiry Date: Consume or exchange before expiration.
Shelf-Life Items: Cement, paints, chemicals.
Verification: Deterioration checks weekly/monthly.
---
Mnemonics
Use "Steel Reinforces Open Expiry Shelf Verification":
S: Structural Steel near the fabrication yard.
R: Reinforcement Steel near the cutting yard.
O: Open materials identified (mark rejected).
E: Expiry materials consumed before expiration.
S: Shelf-life items like cement and paints tracked.
V: Verification of deterioration periodically.
This mnemonic helps ensure systematic storage practices, timely material usage, and quality
maintenance.
Pointwise Summary: Process for Deviations / Concessions for Non-Conforming
Activities/Outputs
1. Identification and Control:
Activity: Ensure activities not conforming to requirements are identified and controlled to prevent
unintended use.
Responsibility: All Concerned Departments.
Document: Record Sheet (Soft/Hard).
2. Action Based on Non-Conformity:
Activity: Take appropriate action based on the nature of the non-conformity and its impact on
conformity.
Responsibility: All Concerned Departments.
Document: Record Sheet (Soft/Hard).
3. Dealing with Non-Conforming Activities:
Activity:
a. Perform corrections.
b. Segregate, contain, return, or suspend non-conforming provisions.
c. Inform responsible persons, departments, suppliers, or subcontractors.
d. Obtain authorization for acceptance under concession/deviations.
Responsibility: All Concerned Departments.
Document: Record Sheet with reference documents and approvals (Soft/Hard).
Note: Verify requirements' conformity after corrections.
4. Retention of Documentation:
Activity:
a. Describe the non-conformity.
b. Document actions taken.
c. Record concessions/deviations approved.
d. Identify authority for actions taken.
Responsibility: All Concerned Departments.
Document: Record Sheet with reference documents and approvals (Soft/Hard).
---
Keywords
Non-Conformity: Deviation from requirements.
Control: Prevent unintended use.
Action: Correct, segregate, contain, suspend, or return.
Authorization: Approval for deviations or concessions.
Documentation: Record actions and responsible authorities.
---
Mnemonics
Use "Identify Actions, Deal, Retain":
I: Identify non-conforming activities and control them.
A: Take Actions based on the impact of non-conformity.
D: Deal with non-conformities (correction, segregation, authorization).
R: Retain documentation detailing non-conformities, actions, and approvals.
This mnemonic simplifies recalling the process for handling and documenting non-conforming
activities systematically.
Pointwise Summary: Issue of Materials
1. Material Issue Against Reservation:
Activity: Issue materials against SAP material reservation/requisition issue slip.
Responsibility: Store In-charge, DH (EQA).
Document/Record: Material Issue Slip (System).
2. Authorization of Material Issue Slip:
Activity: Ensure material issue slip is duly authorized by engineers.
Responsibility: Store In-charge, Store Officer.
Document/Record: System.
3. Authorized Issuance:
Activity: Issue materials only to authorized personnel of subcontractors or based on ABL
Work-order and letter received from subcontractor via EQA Department.
Responsibility: Store In-charge, DH (EQA), EQA Department.
Document/Record: System.
4. FIFO Issuance of Shelf-Life Materials:
Activity: Issue shelf-life materials using the FIFO (First-In, First-Out) method. Examples:
Cement: Valid for 6 months from manufacture date.
Paints: As per expiry date/contract.
Construction Chemicals: Marked expiry on container/package.
Responsibility: Store In-charge, Store Officer.
Document/Record: Material Issue Slip.
5. Material Charge-Off:
Activity: Charge off materials issued against material reservation/issue slips in the system.
Responsibility: Store In-charge, Store Officer.
Document/Record: System.
---
Keywords
SAP/Material Reservation: Basis for material issue.
Authorization: Engineer and subcontractor approval.
FIFO: First-In, First-Out issuance.
Shelf-Life Materials: Cement, paints, construction chemicals.
Charge-Off: System update for issued materials.
---
Mnemonics
Use "Issue Authorize Approve FIFO Charge":
I: Issue material against reservation/requisition slips.
A: Ensure slips are Authorized by engineers.
A: Approve issuance to Authorized subcontractors.
F: Follow FIFO for shelf-life materials like cement and paints.
C: Charge-off issued materials in the system.
This mnemonic ensures systematic material handling, compliance with shelf-life standards, and
proper documentation.
Pointwise Summary: Issue of Materials
B: Issue for Fabrication
1. Material Issue to External Suppliers:
Activity: Issue materials for fabrication to suppliers outside the project using a non-returnable
delivery challan based on the Material Conversion Note submitted by the department.
Responsibility: Store In-charge, DH (EQA).
Document/Record: Material Conversion Note, Delivery Challan.
2. Material Issue to Subcontractors:
Activity: Issue materials to subcontractors within the project against material reservation/issue
slip based on the Material Conversion Note submitted by the EQA Department or Store
Department.
Responsibility: Store In-charge, DH (EQA), EQA Department.
Document/Record: Material Issue Slip.
3. Stock Register Update:
Activity: Charge off issued materials from the stock register for proper accounting.
Responsibility: Store In-charge.
Document/Record: System Book Balance.
---
C: Material Issue on Inter-Project Transfer
1. Material Transfer Between Projects:
Activity: Transfer materials between projects within the company as per STPO (SAP Project
Coordinator's instruction) using a Stores Transfer Receipt Voucher (STRV).
Responsibility: Store In-charge, DH (EQA).
Document/Record: STRV.
2. Asset and Consumables Issue:
Activity: Issue assets on returnable/non-returnable basis. Consumables that are non-returnable
are issued on an accountable basis.
Responsibility: Store In-charge, DH (EQA).
Document/Record: STRV.
3. Returnable/Non-Returnable Classification:
Activity: Mark materials as returnable or non-returnable by the HO Stores Department.
Responsibility: DH (HO).
Document/Record: STRV.
4. Stock Register Deduction:
Activity: Deduct materials issued against STRV from the stock register for accounting.
Responsibility: Store Officer.
Document/Record: System Book Balance.
5. Remarks Column:
Activity: Use the remarks column in the STRV to note additional details like material condition or
other specifics.
Responsibility: Store Officer.
Document/Record: STRV.
---
Keywords
Material Conversion Note: Used for fabrication material issuance.
Delivery Challan: Non-returnable external supplier document.
Material Reservation: Subcontractor material authorization.
STPO: SAP-based inter-project material transfer.
STRV: Stores Transfer Receipt Voucher.
Returnable/Non-Returnable: Material classification.
Stock Register: Accounting document for issued materials.
---
Mnemonics
Use "Fabricate Transfer Classify Deduct Remarks":
F: Fabricate materials issued to external suppliers or subcontractors.
T: Transfer materials between projects using STPO and STRV.
C: Classify materials as returnable or non-returnable.
D: Deduct issued materials from the stock register.
R: Add Remarks for material condition or additional details.
This mnemonic simplifies recalling the procedures and ensures compliance in material handling
and documentation.
Pointwise Summary: Issue of Materials
D: Material Issue for Repair
1. Machinery/Instrument for Repair:
Activity: Issue machinery or instruments for repair against a returnable delivery challan.
Responsibility: Store In-charge, DH (EQA).
Document/Record: Delivery Challan.
2. Defect Documentation:
Activity: Mention the nature of the defect in the remarks column of the returnable delivery
challan.
Responsibility: Store In-charge.
Document/Record: Delivery Challan.
3. SAP and Register for Repair:
Activity: Retrieve repair details from SAP and maintain a separate manual register for follow-up.
Responsibility: Store In-charge.
Document/Record: SAP System Data, Manual Register.
---
E: Material Issue to Customer
1. Material Return/Issue:
Activity: Return or issue material to customers using a non-returnable delivery challan.
Responsibility: Store In-charge, Project Manager.
Document/Record: Delivery Challan.
2. System Update:
Activity: Deduct issued materials from the system and keep issue records updated.
Responsibility: Store In-charge, Store Officer.
Document/Record: System.
---
F: Disposal of Rejected Materials
1. Inform Purchase Department:
Activity: Notify the purchase department about rejected materials.
Responsibility: Store In-charge, Store Officer, Purchase Officer.
Document/Record: IOC (Internal Office Communication).
2. Disposal Instructions:
Activity: Dispose of rejected materials based on instructions from DH (EQA)/purchase
department using a non-returnable delivery challan.
Responsibility: Store In-charge, Purchase Officer, DH (EQA).
Document/Record: Delivery Challan.
3. Account Information:
Activity: Inform the accounts department for necessary debit actions.
Responsibility: Store Officer, Purchase Officer, Account Officer.
Document/Record: Delivery Challan.
4. System Deduction:
Activity: Charge off rejected materials in the system.
Responsibility: Store Officer.
Document/Record: System Book Balance.
---
Keywords
Repair Materials: Returnable delivery challan.
Defect Details: Documented in remarks column.
SAP & Register: Track repair actions.
Customer Issue: Non-returnable delivery challan.
Rejected Materials: Disposal based on purchase/department instructions.
Account Update: Inform accounts for debit.
System Deduction: Update stock and system.
---
Mnemonics
Use "Repair Customer Reject Debit System":
R: Repair materials issued with returnable delivery challan.
C: Customer materials issued or returned with non-returnable challan.
R: Reject materials disposed per DH/EQA instructions.
D: Debit accounts for rejected material adjustments.
S: Update System for all issued or disposed materials.
This mnemonic ensures clear recall of the procedures for repair, customer material handling,
and rejected material disposal.
Pointwise Summary: Issue of Material to Supplier (Returnable/Accountable/Consumable)
1. Material Issue with Reservation:
Activity: Issue materials to subcontractors for project use as per SAP reservation/material issue
slip. Specify whether the material is returnable, accountable, or consumable.
Responsibility: Store In-charge, DH (EQA), Supplier.
Document/Record: Material Issue Slip.
2. Record Maintenance:
Activity: Maintain records of returnable/accountable materials issued to subcontractors in the
system.
Responsibility: Store In-charge, Store Officer.
Document/Record: Delivery Challan.
3. Reporting to EQA:
Activity: Submit reports on accountable materials issued to suppliers/subcontractors to the EQA
Department monthly or as needed for debit actions.
Responsibility: Store In-charge, Store Officer, EQA, Account Officer.
Document/Record: System.
4. Review Before Payment:
Activity: Review returnable materials issued to subcontractors before processing their bill
payments.
Responsibility: Store Officer, EQA.
Document/Record: System.
---
Keywords
Material Issue Slip: SAP-based material reservation system.
Returnable/Accountable/Consumable: Nature of issued materials.
Delivery Challan: Record of issued materials.
EQA Report: Accountability reporting to the department.
Payment Review: Ensure returnable materials are accounted for.
---
Mnemonics
Use "Issue Record Report Review":
I: Issue materials as per SAP reservation, specifying type (returnable/accountable/consumable).
R: Maintain a Record of issued materials in the system.
R: Report accountable materials to the EQA department monthly.
R: Review returnable materials before processing subcontractor payments.
This mnemonic helps remember the process flow for issuing and managing materials to
subcontractors while ensuring proper accountability and documentation.
Pointwise Summary: Materials Purchase Request (PR)/Material Requisition/Purchase Form
(MRPF)
1. Material Purchase Request Usage:
Activity: Use Materials Purchase Request (PR in SAP), Material Requisition/Purchase Form
when materials are to be purchased.
Responsibility: Store In-charge, Purchase Officer, DH (EQA).
Document/Record: MRPF (FR/CO/DO/PR/ST/03).
2. Filling the PR/MRPF Form:
Activity: The form is prepared by engineers or users when materials are required. They must fill
the following:
(a) Sr. Nos.
(b) Full description of the material with specifications.
(c) Make/brand of the material.
(d) Unit of accounting (e.g., Nos., Kegs, Liters).
(e) Quantity required.
(f) Date of delivery or before (column: "Delivery on or before").
(g) Actual date of material receipt (as per GRN) under "Actual date of delivery."
Responsibility: Store In-charge, Purchase Officer, DH (EQA).
Document/Record: MRPF.
3. Routing Completed Forms:
Activity: Fully completed PR/MRPF forms must be routed through the Stores Department for
code number allotment and material availability verification.
Responsibility: Store In-charge, Purchase Officer, DH (EQA).
Document/Record: MRPF (FR/CO/DO/PR/ST/03).
---
Keywords
PR: Materials Purchase Request in SAP.
MRPF: Material Requisition/Purchase Form.
Material Description: Specifications, size, make, and brand.
Accounting Unit: Nos., Kegs, Liters, etc.
Delivery Date: Expected and actual.
Code Allotment: Verification by Stores Department.
---
Mnemonics
Use "Request Form Route Complete":
R: Request materials via PR/MRPF when needed.
F: Fill out the Form with all necessary details like specifications, brand, and delivery dates.
R: Route completed forms to the Stores Department.
C: Ensure forms are Complete for verification and code allotment.
This mnemonic ensures an organized process for requisitioning materials and maintaining
proper documentation.
Pointwise Summary: MRHOV/MRHOC/MRC (Material Receipt Handing Over Voucher)
1. Preparation of MRHOV/MRHOC/MRC:
Activity: Prepare MRHOV/MRHOC/MRC for Class-I materials received from suppliers
post-inspection by customer representatives against MRP/PO/WO. Include details based on
customer-provided formats.
Responsibility: Store In-charge, DH (EQA).
Document/Record: MRHOV/MRHOC/MRC, FR/CO/DO/PR/ST/02.
2. Details to be Included:
Activity: MRHOV/MRHOC/MRC should contain:
Customer and project details (Name, Tender, Zone, Location).
Supplier details (Name, Address, LOA Reference, etc.).
Material details (Description, Unit, Approved Drawing No., Quantity - Challan Qty, Short Qty,
Accepted Qty, Rejected Qty).
Transport and inspection details (Truck No., Date, Inspection Material No., Damage Qty, and
Remarks).
Authorized handover details (Sign of Authorized Person and Seal of Ashoka Buildcon Ltd).
Responsibility: Store In-charge, Executive Store, DH (EQA), Authorized Customer
Representative.
Document/Record: MRHOV/MRHOC/MRC, FR/CO/DO/PR/ST/02.
3. Distribution of MRHOV/MRHOC/MRC:
Activity: Distribute the prepared and approved MRHOV/MRHOC/MRC to:
Store Department (Project Site).
HO Store (Billing, Taxation Reference).
Project Site Office (if the office/store are separate).
Responsibility: Store In-charge, DH (EQA).
Document/Record: MRHOV/MRHOC/MRC, FR/CO/DO/PR/ST/02.
---
Keywords
MRHOV/MRHOC/MRC: Material Receipt Handing Over Voucher formats.
Class-I Materials: Received after customer inspection.
Material Details: Description, quantities (dispatch, short, damage, accepted, rejected).
Supplier Details: Name, LOA Reference, Truck No.
Distribution: Store Department, HO Store, Project Site.
---
Mnemonics
Use "Prepare Include Distribute (PID)":
P: Prepare MRHOV/MRHOC/MRC post-material receipt and inspection.
I: Include all relevant details (customer, material, supplier, transport, and inspection information).
D: Distribute approved forms to relevant departments (Store, HO, Project Site).
This mnemonic ensures easy recall of the systematic process for preparing, documenting, and
distributing material receipt vouchers.
Pointwise Summary: MRHOV/MRHOC/MRC - Consulate Data for D.I.
1. Preparation of Consulate Data for D.I.:
Activity: Prepare MRHOV/MRHOC/MRC consulate data for Class-I materials (monthly or as
needed for specific periods).
Responsibility: Store In-charge, Executive Store.
Document/Record: MRHOV/MRHOC/MRC Consulate Data for D.I., FR/CO/DO/PR/ST/10.
2. Details to Include in Consulate Data:
Activity: Include the following information:
(i) Project Details (Tender, Zone, Store Location).
(ii) D.I. No. (Manual).
(iii) Reference No. (Manual).
(iv) Sr. No.
(v) Site.
(vi) Item Description.
(vii) Approved Drawing No.
(viii) Unit of Item.
(ix) Dispatch Quantity (Challan Qty).
(x) Received Qty.
(xi) Short Qty.
(xii) Damage Qty.
(xiii) Accepted Qty.
(xiv) Name of Supplier.
(xv) Date of Challan.
(xvi) Challan No.
(xvii) Invoice No.
(xviii) L.R. No.
(xix) Name of Transporter.
(xx) Truck No.
(xxi) Remarks (if any).
(xxii) GRN No.
(xxiii) GRN Date.
(xxiv) MRHOV No.
(xxv) MRHOV Date.
(xxvi) MRHOV Type.
(xxvii) ABL DC No. and DC Date (for direct site delivery).
Responsibility: Store In-charge, Executive Store.
Document/Record: MRHOV/MRHOC/MRC Consulate Data for D.I., FR/CO/DO/PR/ST/10.
3. Distribution:
Activity: Distribute prepared DI vs MRHOV report via mail to relevant stakeholders, ensuring
data on receipt details is included.
Responsibility: Store In-charge, Purchase Officer.
Document/Record: D.I. vs Receipt Details.
---
Keywords
MRHOV/MRHOC/MRC: Consulate data for Class-I materials.
D.I.: Delivery Inspection.
Challan Details: Dispatch, received, short, and damage quantities.
GRN & MRHOV: Numbers, types, and dates.
Supplier & Transporter Details: Name, challan, and truck info.
---
Mnemonics
Use "Prepare Include Distribute (PID)":
P: Prepare MRHOV/MRHOC/MRC consulate data for Class-I materials.
I: Include detailed information (project, material, supplier, and transporter details).
D: Distribute reports of DI vs MRHOV data to stakeholders via email.
This mnemonic ensures the systematic management of consulate data for delivery inspections,
documentation, and reporting.
Pointwise Summary: MRHOV/MRHOC/MRC - Consulate Data for D.I.
1. Preparation of Consulate Data for D.I.:
Activity: Prepare MRHOV/MRHOC/MRC consulate data for Class-I materials (monthly or as
needed for specific periods).
Responsibility: Store In-charge, Executive Store.
Document/Record: MRHOV/MRHOC/MRC Consulate Data for D.I., FR/CO/DO/PR/ST/10.
2. Details to Include in Consulate Data:
Activity: Include the following information:
(i) Project Details (Tender, Zone, Store Location).
(ii) D.I. No. (Manual).
(iii) Reference No. (Manual).
(iv) Sr. No.
(v) Site.
(vi) Item Description.
(vii) Approved Drawing No.
(viii) Unit of Item.
(ix) Dispatch Quantity (Challan Qty).
(x) Received Qty.
(xi) Short Qty.
(xii) Damage Qty.
(xiii) Accepted Qty.
(xiv) Name of Supplier.
(xv) Date of Challan.
(xvi) Challan No.
(xvii) Invoice No.
(xviii) L.R. No.
(xix) Name of Transporter.
(xx) Truck No.
(xxi) Remarks (if any).
(xxii) GRN No.
(xxiii) GRN Date.
(xxiv) MRHOV No.
(xxv) MRHOV Date.
(xxvi) MRHOV Type.
(xxvii) ABL DC No. and DC Date (for direct site delivery).
Responsibility: Store In-charge, Executive Store.
Document/Record: MRHOV/MRHOC/MRC Consulate Data for D.I., FR/CO/DO/PR/ST/10.
3. Distribution:
Activity: Distribute prepared DI vs MRHOV report via mail to relevant stakeholders, ensuring
data on receipt details is included.
Responsibility: Store In-charge, Purchase Officer.
Document/Record: D.I. vs Receipt Details.
---
Keywords
MRHOV/MRHOC/MRC: Consulate data for Class-I materials.
D.I.: Delivery Inspection.
Challan Details: Dispatch, received, short, and damage quantities.
GRN & MRHOV: Numbers, types, and dates.
Supplier & Transporter Details: Name, challan, and truck info.
---
Mnemonics
Use "Prepare Include Distribute (PID)":
P: Prepare MRHOV/MRHOC/MRC consulate data for Class-I materials.
I: Include detailed information (project, material, supplier, and transporter details).
D: Distribute reports of DI vs MRHOV data to stakeholders via email.
This mnemonic ensures the systematic management of consulate data for delivery inspections,
documentation, and reporting.
Pointwise Summary: MRHOV/MRHOC/MRC - Consulate Data for Billing Department
1. Preparation of Consulate Data for Billing Department:
Activity: Prepare MRHOV/MRHOC/MRC consulate data for billing purposes for Class-I materials
on a monthly basis or as needed for specific periods.
Responsibility: Store In-charge, Executive Store.
Document/Record: MRHOV Consulate Data for Billing, FR/CO/DO/PR/ST/10.
2. Details to Include in Consulate Data:
Activity: Include the following information:
(i) Name of the Customer, Project Details (Tender, Zone, Store Location).
(ii) Supplier Name & Address.
(iii) LOA Reference No.
(iv) Location.
(v) MRHOV No. (MS/OMS).
(vi) Date of Report.
(vii) Sr. No., Item Description.
(viii) Approved Drawing No.
(ix) Unit of Item.
(x) Dispatch Quantity (Challan Qty).
(xi) Received Quantity.
(xii) Short Quantity.
(xiii) Damage Quantity.
(xiv) Accepted Quantity.
(xv) C.C.R. and handed over to ABL.
(xvi) Inspection Details (Material No., Inspection Date).
(xvii) Supplier Details (Name, Challan Date, Challan No.).
(xviii) Invoice No., L.R. No., Transporter Details.
(xix) Truck No., Remarks (if any).
(xx) GRN No., GRN Date.
(xxi) Date and Type of MRHOV (MS/OMS).
Responsibility: Store In-charge, Executive Store.
Document/Record: MRHOV Consulate Data for Billing, FR/CO/DO/PR/ST/10.
3. Distribution of Data:
Activity: Distribute consulate data to relevant departments, including:
a) Purchase Department.
b) Store Department (HO Store).
c) Planning Department (HO).
d) Other Departments (if requested).
Responsibility: DH (EQA), Store In-charge.
Document/Record: MRHOV Consulate Data for Billing, FR/CO/DO/PR/ST/10.
---
Keywords
MRHOV/MRHOC/MRC: Material Receipt Handing Over Voucher data for billing.
Billing Data: Dispatch, received, short, and damage quantities.
Supplier & Transporter: Challan, invoice, and transport details.
Inspection Details: Material and inspection numbers and dates.
Distribution: Purchase, Store, Planning, and other departments.
---
Mnemonics
Use "Prepare Include Distribute (PID)":
P: Prepare MRHOV/MRHOC/MRC consulate data for billing purposes.
I: Include all necessary details (project, material, supplier, and inspection data).
D: Distribute data to relevant departments for billing and verification.
This mnemonic ensures an organized process for managing consulate data, facilitating proper
billing and inter-department communication.
Pointwise Summary: Goods Receipt Note (GRN)
1. GRN Preparation:
Activity: Prepare Goods Receipt Note (GRN) for materials received against MRP/PO/DI or
fabricated materials from external agencies.
Responsibility: Store Officer, Store In-charge, DH (EQA).
Document/Record: GRN, FR/CO/DO/PR/ST/04.
2. Information to Include in GRN:
For Power & Energy Division:
(i) Project/Office/Location where materials are received.
(ii) Supplier details.
(iii) Transporter details.
(iv) Mode of transport/Vehicle number.
(v) Inward No., Date & Time of material receipt.
(vi) GRN No. and GRN Date.
(vii) Challan No. and Date.
(viii) Invoice No.
(ix) Sr. No. of Item/Good.
(x) Material Classification:
Class I: Power & Energy Division Materials (Electrical items, etc.).
Class II: Customer-Supplied Materials.
Class III: Consumable Materials.
Class IV: Retainable Materials (Assets).
Class V: Returnable (Loan/Hired) Materials.
Applicable for All:
(xi) Full description of materials per delivery challan.
(xii) Unit of Accounting (e.g., Bundle/Bag).
(xiii) Quantity Received vs. Supplier's Challan (mention actual and appropriate quantities).
---
Keywords
GRN: Goods Receipt Note.
MRP/PO/DI: Material requisition sources.
Supplier & Transporter: Delivery details.
Material Classification: Class I to Class V categories.
Challan Details: Challan No., Date, GRN No.
---
Mnemonics
Use "Prepare Include Classify" (PIC):
P: Prepare GRN for received materials.
I: Include supplier, transporter, and receipt details.
C: Classify materials (Power & Energy, Customer-Supplied, Consumables, Retainable,
Returnable).
This mnemonic ensures systematic documentation of received materials, classification, and
compliance with organizational guidelines.
Pointwise Summary: Goods Receipt Note (GRN) and Material Issue Slip (MIS)
A. Goods Receipt Note (GRN) - Distribution Process
1. Approval Process:
Activity: Obtain signatures from the Quality Engineer and Store In-charge on the GRN as
acknowledgment of material receipt.
Responsibility: Store In-charge, DH (EQA).
Document/Record: GRN (FR/CO/DO/PR/ST/04).
2. GRN Distribution:
Activity: Distribute GRN copies (system print or book copies):
a) Supplier (if requested, via Purchase Dept.).
b) Account Dept. (via Purchase Dept. for transporter payment).
c) Store Dept. (concerned site store).
Responsibility: Store In-charge, Purchase Officer, DH (EQA).
Document/Record: GRN (FR/CO/DO/PR/ST/04).
---
B. Material Issue Slip (MIS)
1. Usage of MIS:
Activity: Use the Material Issue Slip for all internal material issues from stores.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: MIS (FR/CO/DO/PR/ST/05).
2. Material Requisition Submission:
Activity: The user/project engineer submits requisition forms for required materials, duly
authorized.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: MIS.
3. Contents of MIS:
Activity:
a) Specify requisition as consumable, returnable, or accountable.
b) Indicate location/project where material is needed.
c) Assign an MIS number for traceability.
d) Include the date and time of issue.
e) Specify purpose and user details.
f) Provide full material details (description, unit, and quantity).
g) Ensure the slip is signed and authorized.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: MIS.
---
Keywords
GRN: Approval, signatures, and distribution (Supplier, Accounts, Store).
MIS: Material requisition slip for internal issues.
Requisition Type: Consumable, returnable, accountable.
Traceability: MIS number and project-specific requisition.
Authorization: Signatures from user/project engineer.
---
Mnemonics
Use "Approve Distribute Request Fulfill" (ADRF):
A: Approve GRN by obtaining necessary signatures.
D: Distribute GRN to relevant departments (Supplier, Accounts, Store).
R: Request materials using an authorized MIS.
F: Fulfill requisitions with proper documentation (MIS number, material details).
This mnemonic ensures the seamless flow of GRN and MIS processes, focusing on proper
approval, distribution, and fulfillment of material requisitions.
Pointwise Summary: Delivery Challan (DC)
1. Purpose of Delivery Challan:
Activity: Prepare DC for:
Materials sent for repair.
Materials returned/issued to customers, suppliers, or subcontractors.
Rejected materials sent to suppliers.
Scrap materials sold to external parties.
Materials transferred between companies.
Materials issued for fabrication outside the project.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: Delivery Challan, FR/CO/DO/PR/ST/09.
2. Details to Include in Delivery Challan:
Activity: Include the following information:
i) Returnable/Non-returnable (as applicable).
ii) From: Project issuing the material.
iii) To: Recipient of the material.
iv) Date: Date of material issue.
v) Reference No. (if any).
vi) Serial No.
vii) Code of the material issued.
viii) Classification (e.g., repairable, consumable, returnable, scrap).
ix) Full material description.
x) Unit of material.
xi) Quantity issued.
xii) Remarks (if any or nature of work to be carried out).
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: Delivery Challan, FR/CO/DO/PR/ST/09.
3. Signature & Approval:
Activity: Store In-charge to sign DC and obtain approval from DH (EQA) before distribution.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: Delivery Challan, FR/CO/DO/PR/ST/09.
4. Distribution of Delivery Challan:
Activity: Distribute copies of the Delivery Challan to:
White Copy: Supplier.
Pink Copy: Account Department.
Yellow Copy: Division Office.
Blue Copy: Book copy at project site.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: Delivery Challan, FR/CO/DO/PR/ST/09.
---
Keywords
Delivery Challan: Document for material issuance or return.
Returnable/Non-returnable: Type of material transfer.
Recipient Details: From/To information.
Material Details: Code, classification, description, and quantity.
Distribution: Supplier, Accounts, Division, Project copies.
---
Mnemonics
Use "Prepare Include Sign Distribute (PISD)":
P: Prepare Delivery Challan for all material movements (repair, return, scrap, transfer).
I: Include material and recipient details (code, classification, quantity, remarks).
S: Sign DC and obtain approval from DH (EQA).
D: Distribute copies to Supplier, Accounts, Division, and Project.
This mnemonic ensures proper preparation, documentation, and communication for material
movements using Delivery Challans.
Pointwise Summary: Store Transfer and Receipt Voucher (STRV)
1. Purpose of STRV:
Activity: Prepare Store Transfer and Receipt Voucher (STRV) for inter-project transfer of
materials, ensuring accountability for returnable and non-returnable items.
Responsibility: Store In-charge, Store Officer.
Document/Record: STRV (FR/CO/DO/PR/ST/06).
---
2. For Issue:
Activity:
i) Fill in the details: Serial No., Code No., Description, Size, Unit, and Transferred Quantity in
quadruplicate.
ii) Include mode of dispatch, vehicle details, and driver name.
iii) Obtain the driver’s signature.
iv) Get Project Manager’s signature and distribute copies:
Original, Duplicate, and Triplicate Copies: Handed to the driver with the materials.
Quadruplicate Copy: Retained as the book copy at the project.
Responsibility: Store In-charge, Store Officer.
Document/Record: STRV.
---
3. For Receipt:
Activity:
i) Fill in the quantity received, remarks (e.g., less quantity, repairable items, scrap), and verify
the materials against STRV.
ii) Obtain Project Manager’s signature and storekeeper’s signature at the receiving project.
iii) Distribute copies:
White Copy: HO Copy.
Pink Copy: Receipt copy of receiving project.
Yellow Copy: Issuing project’s receipt copy.
Responsibility: Store In-charge, Store Officer.
Document/Record: STRV.
---
4. Discrepancy Resolution:
Activity: Regularize discrepancies mutually between the consignor and consignee.
Responsibility: Store In-charge, Store Officer.
Document/Record: STRV.
---
Keywords
STRV: Store Transfer and Receipt Voucher for material accountability.
Material Details: Code, description, quantity, size, and unit.
Dispatch Details: Mode, vehicle, driver signature.
Receipt Verification: Quantity received, remarks, and signatures.
Distribution: HO, Receiving Project, Issuing Project.
---
Mnemonics
Use "Issue Verify Distribute Resolve (IVDR)":
I: Issue materials with full details and driver’s acknowledgment.
V: Verify received quantities and remarks at the receiving project.
D: Distribute STRV copies to HO, receiving, and issuing projects.
R: Resolve discrepancies between consignor and consignee.
This mnemonic ensures proper handling of inter-project material transfers with clear
accountability and documentation.
Pointwise Summary: Material Return Note (MRN)
1. Preparation of Material Return Note (MRN):
Activity: MRN is prepared on the following occasions:
a) Material received from supplier after fabrication within a project.
b) Material received from supplier after repair.
c) Material received from a project after use.
d) Material found surplus during physical stock verification against the item-wise stock register.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: MRN, FR/CO/DO/PR/ST/08.
---
2. Details to Include in MRN:
Activity: MRN should include:
i) Project details.
ii) Supplier name.
iii) MRN Number: Assigned by Store Officer receiving the material.
iv) Date of receipt/return.
v) Serial number.
vi) Description of material (received/returned).
vii) Unit of measurement.
viii) Quantity received: Indicate condition (serviceable/unserviceable).
ix) Remarks, if any.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: MRN.
---
3. Authorization:
Activity: Obtain the signature of the person returning the materials or accepting
fabricated/repaired materials.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: MRN.
---
4. Verification:
Activity: Ensure the Store In-charge verifies and accepts the MRN.
Responsibility: Store In-charge.
Document/Record: MRN.
---
5. MRN Tracking and Usage:
Activity: Maintain MRN records for verification against the item-wise stock register when
required.
Responsibility: Store In-charge, Store Officer.
Document/Record: MRN.
6. Support for Payment:
Activity: MRNs for materials received after repair or fabrication should be prepared in duplicate
to support labor charges for payment processing.
Responsibility: Store In-charge, Store Officer, DH (EQA).
Document/Record: MRN.
---
Keywords
MRN: Material Return Note for accountability.
Material Return Conditions: Fabrication, repair, post-use, surplus.
Details: Supplier, quantity, condition (serviceable/unserviceable).
Authorization: Signature for acceptance/return.
Verification: Cross-check with stock register.
Payment Support: Duplicate MRNs for labor charges.
---
Mnemonics
Use "Prepare Include Authorize Verify Support (PIAVS)":
P: Prepare MRN for all returned/received materials.
I: Include details (supplier, quantity, condition).
A: Authorize with signatures for acceptance/return.
V: Verify MRN records against stock register.
S: Support payment actions with duplicate MRNs.
This mnemonic ensures systematic handling and accountability of returned or received
materials through MRNs.
Pointwise Summary: Material Conversion Note (MCN)
1. Submission of Material Conversion Note:
Activity: MCN is submitted by the EQA Department for materials issued for fabrication to
subcontractors outside or within the project.
Responsibility: DH (EQA), Store In-charge, Store Officer.
Document/Record: Material Conversion Note (FR/CO/DO/PR/ST/07).
---
2. Completion of Material Details:
Activity: The EQA Department completes the column for materials to be fabricated and issued.
Responsibility: DH (EQA), Store In-charge, Store Officer.
Document/Record: Material Conversion Note.
---
3. Handover to Store Department:
Activity: The completed MCN is handed over to the Store Department, duly signed.
Responsibility: DH (EQA), Store In-charge, Store Officer.
Document/Record: Material Conversion Note.
---
4. Issue of Materials:
Activity: Based on the MCN, issue materials to the supplier via a Delivery Challan (D.C.) or
issue slip.
Responsibility: DH (EQA), Store In-charge, Store Officer.
Document/Record: Material Conversion Note, D.C., or Issue Slip.
---
5. Material Issue Column Completion:
Activity: Complete the material issue details:
a) Supplier name.
b) Serial Number.
c) Code Number and Quantity Issued.
d) D.C. or Issue Slip Number.
e) Signature of Store In-charge as "Issued by."
Responsibility: DH (EQA), Store In-charge, Store Officer.
Document/Record: Material Conversion Note.
---
6. Preparation of GRN/MRN:
Activity: After fabrication completion and inspection, prepare GRN/MRN for materials received
back from the supplier.
Responsibility: DH (EQA), Store In-charge, Store Officer.
Document/Record: GRN, MRN.
---
7. Material Received Column Completion:
Activity: Fill the following details:
a) Date of receipt.
b) Serial Number.
c) Code Number.
d) Description.
e) Unit.
f) Quantity Received.
g) GRN/MRN Number.
h) Signature of Store In-charge for receipt acknowledgment.
Responsibility: DH (EQA), Store In-charge, Store Officer.
Document/Record: Material Conversion Note.
---
8. Submission to Accounts:
Activity: Submit the completed MCN along with GRN/MRN to Accounts Department for payment
processing.
Responsibility: DH (EQA), Store In-charge, Store Officer.
Document/Record: Material Conversion Note, GRN, MRN.
---
Keywords
MCN: Material Conversion Note for fabrication purposes.
Material Details: Supplier name, serial/code numbers, description, and quantity.
D.C./Issue Slip: For issuing materials to subcontractors.
GRN/MRN: Goods/Material Receipt Note for post-fabrication inspection.
Payment Support: Submission to Accounts for processing.
---
Mnemonics
Use "Submit Complete Issue Inspect Submit" (SCIS):
S: Submit MCN from EQA to the Store Department.
C: Complete material details (supplier, code, quantity).
I: Issue materials to the subcontractor with D.C. or Issue Slip.
I: Inspect received materials and prepare GRN/MRN.
S: Submit MCN with GRN/MRN to Accounts for payment.
This mnemonic ensures efficient management of material conversion documentation, issue, and
inspection.
Pointwise Summary: Codification of Materials
1. Material Identification:
Activity: All materials are identified using unique code numbers.
Responsibility: Purchase Head, Store Head, Store In-charge, Store Officer.
Document/Record: System.
---
2. Allocation of Code Numbers:
Activity: The IT Department, in consultation with the Department Head Purchase and
Department Head Stores, is responsible for allocating code numbers for new materials
purchased or received at the project that do not have an existing code number.
Responsibility: Department Head Purchase, Department Head Stores.
Document/Record: Not specified.
---
3. Code Number Assignment:
Activity: If materials are received at a project without code numbers, the Store In-charge must
obtain the code from the Department Head Purchase and Department Head Stores.
Responsibility: Store In-charge, DH Purchase, DH Stores.
Document/Record: Not specified.
---
Keywords
Unique Code Numbers: Identification for materials.
IT Department: Facilitates code allocation in consultation with relevant heads.
Code Assignment: Process to ensure all materials have codes.
Purchase and Stores Departments: Key stakeholders in codification.
---
Mnemonics
Use "Identify Allocate Assign (IAA)":
I: Identify materials with unique code numbers in the system.
A: Allocate code numbers for new materials via IT and relevant departments.
A: Assign codes for materials without one upon receipt.
This mnemonic ensures a streamlined and efficient process for material codification and
management.
Pointwise Summary: Guidelines While Starting a New Project
1. Deployment of Personnel:
Activity: Deploy sufficient store personnel at the project as per the organizational chart.
Responsibility: DH (Stores).
Document/Record: Organization Chart.
---
2. Employee Training:
Activity: Provide training to employees before posting them to the project.
Responsibility: DH (Stores), DH (HRD).
Document/Record: Attendance Sheet (available in HR Dept).
---
3. Site Preparation and Infrastructure:
Activity: Demark and arrange infrastructure for:
a) Storage yard for stacking items.
b) Cement godown.
c) Structural steel yard.
d) Weighbridge location.
e) Security and safety at storage areas.
f) Proper approaches to and from the stockyard.
g) Ensure all necessary infrastructure for store operations.
Responsibility: Store In-charge, DH (EQA).
Document/Record: None specified.
---
4. Material Requisitions and Supplies:
Activity:
Ensure material requisitions prepared at the Head Office are received.
Procure and provide sufficient stationery and materials for smooth operations.
Responsibility: Store In-charge.
Document/Record: None specified.
---
5. Coordination and Responsibilities:
Activity:
Attend project planning meetings for material procurement.
Assign and explain responsibilities to store personnel.
Ensure signatures are obtained for assigned responsibilities.
Guide employees regarding store functions.
Responsibility: Store In-charge.
Document/Record: None specified.
---
6. Coordination with Head Office:
Activity: Coordinate with DH (Stores) at the Head Office to resolve any issues in meeting
requirements.
Responsibility: DH (Stores).
Document/Record: Guideline/checklist.
---
Keywords
Deployment: Personnel as per the organizational chart.
Training: Pre-posting employee preparation.
Infrastructure: Storage yard, cement godown, safety arrangements.
Requisitions: Materials and stationery from the Head Office.
Coordination: Store In-charge and DH (Stores).
---
Mnemonics
Use "Deploy Train Prepare Coordinate Explain (DTPCE)":
D: Deploy personnel as per organizational requirements.
T: Train employees before project posting.
P: Prepare infrastructure for storage and safety.
C: Coordinate with the Head Office for requisitions and supplies.
E: Explain roles and functions to store personnel.
This mnemonic ensures a systematic approach to setting up and managing store operations at
a new project site.
Pointwise Summary: Guidelines for Closing of Project
1. Project Store Closure:
Activity: Complete the process of closing the project stores.
Responsibility: Store In-charge, Officer Stores HO, DH (EQA), DH (Stores).
Document/Record: None specified.
2. Transaction Review:
Activity: Review all transactions in the system to ensure accounting accuracy.
Responsibility: Store In-charge, Officer Stores, DH (Stores).
Document/Record: System.
3. Material Status Statement:
Activity: Prepare a statement showing the status of materials (received, consumed, issued, and
losses).
Responsibility: Store In-charge, Officer Stores HO.
Document/Record: Project Closing Report, Co-coordinating.
4. Debit Notes:
Activity: Issue debit notes to concerned parties for materials issued outward.
Responsibility: Store In-charge, Officer Stores HO, DH (EQA), Internal Audit.
Document/Record: Supplier Material Issue Register.
5. Material Reconciliation (Execution):
Activity: Reconcile materials issued for execution with EQA and internal audit teams.
Responsibility: Store In-charge, EQA, Internal Audit.
Document/Record: None specified.
6. Returned Materials:
Activity: Include returned materials during reconciliation.
Responsibility: Store In-charge, EQA, Internal Audit.
Document/Record: None specified.
7. Supplier Material Reconciliation:
Activity: Reconcile materials issued to suppliers on an accountable basis.
Responsibility: Store In-charge, Account In-charge.
Document/Record: Supplier Material Issue Register.
8. Disposal of Balance Materials:
Activity: Dispose of balance materials as per DH (EQA) and DH (Stores) instructions.
Responsibility: DH (Stores), DH (EQA).
Document/Record: None specified.
9. Proper Accounting:
Activity: Ensure all project materials are properly accounted for and utilized.
Responsibility: DH (Stores), DH (EQA), Internal Audit.
Document/Record: System.
10. Material Cleaning/Repair:
Activity: Ensure materials are cleaned/repaired before dispatching from the project.
Responsibility: DH (Stores), DH (EQA).
Document/Record: None specified.
11. Scrap Material Disposal:
Activity: Dispose of scrap material and send delivery challans to the Head Office.
Responsibility: DH (Stores), Store In-charge.
Document/Record: Delivery Challan.
12. Loss Regularization:
Activity: Regularize losses by informing the Director and forwarding a copy to Corporate Office.
Responsibility: DH (Stores), Director.
Document/Record: Debit Note / Closing Report of Project.
13. Clearance of Unused Materials:
Activity: Clear all unused materials left at the project or withdraw personnel after completion.
Responsibility: Director, DH (EQA), DH (Stores).
Document/Record: ISWR (Item-wise Stock Register).
---
Keywords
Project Closure: Store and material reconciliation.
Transactions: Ensure accounting accuracy.
Debit Notes: Issued for materials sent outward.
Reconciliation: Execution, returned materials, suppliers.
Disposal: Balance and scrap materials.
Loss Regularization: Notify Director and Corporate Office.
Accounting: Proper utilization of materials.
---
Mnemonics
Use "Close Review Reconcile Dispose Account (CRRDA)":
C: Close the project stores.
R: Review transactions for accounting accuracy.
R: Reconcile materials (execution, suppliers, returned).
D: Dispose of balance and scrap materials.
A: Ensure proper Accounting and regularize losses.
This mnemonic streamlines the project closure process, ensuring proper material handling,
accounting, and compliance.
Pointwise Summary: Monitoring of Scrap Materials
1. Identification and Segregation:
Activity: Identify and segregate scrap materials from usable/repairable materials.
Responsibility: Store In-charge.
Document/Record: None specified.
---
2. Centralized Scrap Storage:
Activity: Identify scrap materials with a technical representative and store them in central
godowns.
Responsibility: Store In-charge, Executive Store, DH (Stores).
Document/Record: None specified.
---
3. Record Maintenance:
Activity: Maintain records of scrap materials.
Responsibility: Store In-charge, Ex. Stores.
Document/Record: Delivery Challan.
---
4. Scrap Acceptance and MRN Preparation:
Activity: Accept scrap materials along with rejection slips, and prepare MRN for system entry.
Responsibility: Store In-charge.
Document/Record: Rejection Slip, MRN, System.
---
5. Handling Machinery/Vehicle Scrap:
Activity: Accept spare parts of machinery, plants, or vehicles as scrap with a rejection slip.
Responsibility: P&M In-charge, Store In-charge.
Document/Record: Rejection Slip, System.
---
6. GRN for Spare Parts:
Activity: Issue GRN for new spare parts only after receiving scrap materials.
Responsibility: Store In-charge, P&M In-charge.
Document/Record: GRN, System.
---
7. Non-Return of Scrap:
Activity: Do not recycle or return scrap spares/accessories to P&M under any circumstances.
Responsibility: Store In-charge.
Document/Record: Rejection Slip.
---
8. Disposal of Scrap:
Activity: Dispose of scrap materials, spare parts, and accessories by coordinating with
representatives from Stores, Purchase, and Accounts departments.
Responsibility: DH (Stores), DH (Purchase), DH (Accounts).
Document/Record: None specified.
---
9. System Update:
Activity: Update the system after scrap material disposal.
Responsibility: DH (Stores).
Document/Record: System.
---
Keywords
Scrap Identification: Segregation from usable materials.
Rejection Slip: For scrap acceptance and MRN preparation.
Central Storage: Scrap stored in godowns with technical oversight.
Disposal Coordination: Stores, Purchase, Accounts departments.
System Update: Post-disposal documentation.
---
Mnemonics
Use "Identify Store Record Dispose Update (ISRDU)":
I: Identify and segregate scrap materials.
S: Store scrap at centralized godowns.
R: Record scrap acceptance and generate MRN.
D: Dispose scrap via proper coordination.
U: Update the system after disposal.
This mnemonic ensures organized monitoring, recording, and disposal of scrap materials,
maintaining transparency and accountability.
Pointwise Summary: Monitoring of Packing Materials
1. Monitoring Receipt of Packing Materials:
Activity: Monitor packing materials received along with products.
Responsibility: Store In-charge.
Document/Record: System.
2. Record Maintenance:
Activity: Maintain item-wise stock register for packing materials.
Responsibility: Store In-charge.
Document/Record: System.
3. Types of Packing Materials:
Activity: Record the following types of packing materials:
i) PVC/MS Drums (Oil, Bitumen, Paints, Chemicals).
ii) Polythene/Jute Bags (Cement, Lime, Chemicals).
iii) Wooden Crates (Machinery parts, Wooden Boxes).
iv) MS/Wooden Drums (Cables, Conductors).
Responsibility: Store In-charge.
Document/Record: System.
4. Separate Accounts for Packing Materials:
Activity: Open separate accounts for each type of packing material.
Responsibility: Store In-charge, Executive Stores.
Document/Record: System.
5. Issuing Packing Materials:
Activity: Issue packing materials for project use against Material Issue Slip. Clearly define the
purpose of use.
Responsibility: Store In-charge, DH (EQA).
Document/Record: Material Issue Slip/System.
6. Disposal of Packing Materials:
Activity: Dispose of packing materials in coordination with Purchase and Accounts Departments.
Responsibility: DH (Purchase), DH (Stores), Store In-charge, DH (Accounts).
Document/Record: System.
7. Stock Register Update:
Activity: Update the item-wise stock register after disposal of packing materials.
Responsibility: Store In-charge.
Document/Record: System.
---
Keywords
Packing Materials: PVC/MS Drums, Polythene Bags, Wooden Crates, MS/Wooden Drums.
Stock Register: Maintain item-wise record.
Issuance: Material Issue Slip.
Disposal Coordination: Stores, Purchase, and Accounts Departments.
System Update: After disposal.
---
Mnemonics
Use "Monitor Record Categorize Issue Dispose Update (MRCIDU)":
M: Monitor receipt of packing materials.
R: Record stock in the system.
C: Categorize packing materials (Drums, Bags, Crates, Drums).
I: Issue materials with clear purpose via Material Issue Slip.
D: Dispose materials in coordination with departments.
U: Update stock records after disposal.
This mnemonic ensures systematic monitoring, recording, and disposal of packing materials,
maintaining transparency and accountability.
Pointwise Summary: Monitoring of Used Oil
1. Monitoring Oil/Lubricant Usage:
Activity: Monitor the issue of oil/lubricants for periodic oil changes.
Responsibility: Store In-charge.
Document/Record: Material Issue Slip.
---
2. Record Maintenance:
Activity: Maintain records of used oil/lubricants in the item-wise stock register (IWSR).
Responsibility: Store In-charge.
Document/Record: Item-wise Stock Register (IWSR).
---
3. Return of Used Oil:
Activity: Ensure used oil/lubricants are returned to stores with a rejection slip.
Responsibility: Store In-charge.
Document/Record: Rejection Slip.
---
4. Preparation of Materials Return Note (MRN):
Activity: Prepare MRN for quantities received from the P&M department.
Responsibility: Store In-charge, P&M In-charge.
Document/Record: MRN.
---
5. Difference in Oil Quantities:
Activity: Ensure the difference between issued oil and returned used oil does not exceed 5%.
Responsibility: Store In-charge, DH (EQA).
Document/Record: None specified.
---
6. Issuance of Used Oil:
Activity: Issue used oil for site use through an issue slip, clearly defining its purpose.
Responsibility: DH (EQA).
Document/Record: Material Issue Slip.
---
7. Disposal of Used Oil:
Activity: Dispose of used oil in coordination with Purchase, Stores, and Accounts departments.
Responsibility: DH (Stores), DH (Accounts), DH (Purchase).
Document/Record: Item-wise Stock Register.
---
Keywords
Oil Monitoring: Track oil issuance and return.
Rejection Slip: For returned used oil.
MRN: Material Return Note for quantities from P&M.
Stock Register: Maintain records for oil and lubricant usage.
Disposal Coordination: Involves Purchase, Stores, and Accounts.
---
Mnemonics
Use "Monitor Record Return Issue Dispose (MRRID)":
M: Monitor the issuance of oil and lubricants.
R: Record used oil in the stock register.
R: Ensure Returned oil is accompanied by a rejection slip.
I: Issue used oil for site use with a clear purpose.
D: Dispose of used oil in coordination with departments.
This mnemonic ensures efficient tracking, handling, and disposal of used oil, maintaining
accountability and transparency.
Pointwise Summary: Master List of Formats
1. Dispatch Instruction:
Description: DIVS Receipt for Project.
Format Code: FR/CO/DO/PR/ST/01.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
2. Material Receipt:
a) Material Receipt Handing Over Voucher (MRHOV).
b) Material Receipt Handing Over Certificate (MRHOC).
c) Material Receipt Certificate (MRC):
Note: Customer/client-specific, varies across clients.
Format Code: FR/CO/DO/PR/ST/02.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
3. Material Requisition/Purchase Form:
Description: Used for material purchase or requisition.
Format Code: FR/CO/DO/PR/ST/03.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
4. Goods Receipt Note (GRN):
Description: Documentation of received materials.
Format Code: FR/CO/DO/PR/ST/04.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
5. Material Issue Slip:
Description: Record of materials issued.
Format Code: FR/CO/DO/PR/ST/05.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
6. Store Transfer and Receipt Voucher (STRV):
Description: Document material transfers between stores.
Format Code: FR/CO/DO/PR/ST/06.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
7. Material Conversion Note:
Description: For converting raw materials.
Format Code: FR/CO/DO/PR/ST/07.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
8. Material Return Note (MRN):
Description: Documentation of returned materials.
Format Code: FR/CO/DO/PR/ST/08.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
9. Delivery Challan:
Description: For returnable/non-returnable materials.
Format Code: FR/CO/DO/PR/ST/09.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
10. Consolidated Report:
Description: Consolidated material receipt report.
Format Code: FR/CO/DO/PR/ST/10.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
11. Monthly Report (Class I Materials):
Description: Report on Class I materials.
Format Code: FR/CO/DO/PR/ST/11.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
12. Monthly Report (Class IV & V Materials):
Description: Report on specific material classes.
Format Code: FR/CO/DO/PR/ST/12.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
13. Rejection Slip:
Description: Used for rejected materials.
Format Code: FR/CO/DO/PR/ST/13.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
14. Monthly Material Issued Report:
Description: Report for labor contractors/employees.
Format Code: FR/CO/DO/PR/ST/14.
Issue No. & Date: Issue No. 02, Date: 1st Aug, 2018.
---
Keywords
MRHOV: Material receipt voucher.
GRN: Goods receipt note.
MRN: Material return note.
STRV: Store transfer voucher.
Delivery Challan: Material delivery record.
---
Mnemonics
Use "Define Receive Record Issue Dispose Report (DRRIDR)":
D: Define the appropriate format for use.
R: Receive and document materials using MRHOV/GRN.
R: Record transactions (MRN, Rejection Slip).
I: Issue materials with proper slips.
D: Dispose or transfer materials with STRV/Delivery Challan.
R: Report monthly usage and receipts.
This mnemonic ensures proper utilization of the master list of formats for systematic
documentation and accountability.
1. LR (Lorry Receipt):
Definition: A document issued by a transporter acknowledging the receipt of goods for
transportation.
Issued By: Transport companies or carriers.
Purpose: Serves as proof that goods have been handed over to the transporter for delivery.
When/Where Used: Provided to the consignor upon collection of goods; accompanies the
shipment during transit.
Validity: Remains valid until the delivery of goods is completed.
Value Threshold: No specific value threshold; applicable for all consignments.
Keywords
Transporter Acknowledgment
Goods Receipt
Shipment Proof
2. E-Way Bill:
Definition: An electronic document required for the movement of goods exceeding a certain
value, as mandated by tax authorities.
Issued By: Generated by the consignor, consignee, or transporter through the government
portal.
Purpose: Ensures compliance with tax regulations and facilitates the tracking of goods
movement.
When/Where Used: Mandatory for transporting goods over specified distances and value
thresholds.
Validity: Depends on the distance to be covered:
Up to 100 km: 1 day
For every additional 100 km or part thereof: Additional 1 day
Value Threshold: Mandatory for the movement of goods valued over ₹50,000.
Keywords
Electronic Document
Goods Movement
Tax Compliance
3. Invoice:
Definition: A commercial document detailing the sale transaction, including goods or services
provided, quantities, and agreed prices.
Issued By: Seller or service provider.
Purpose: Serves as a request for payment and records the sale for both buyer and seller.
When/Where Used: Issued during or after the sale of goods or services.
Validity: No specific validity period; serves as a record of the transaction.
Value Threshold: Issued for all transactions, regardless of value.
Keywords
Sale Transaction
Payment Request
Buyer-Seller Record
4. Insurance Certificate:
Definition: A document confirming that goods are insured against potential risks during transit.
Issued By: Insurance companies.
Purpose: Provides coverage against loss or damage to goods during transportation.
When/Where Used: Obtained before shipping goods; accompanies the shipment.
Validity: Valid for the duration specified in the policy, typically covering the transit period.
Value Threshold: Depends on the insured value of the goods; no minimum threshold.
Keywords
Transit Coverage
Risk Protection
Goods Insurance
5. MDCC (Material Dispatch Clearance Certificate):
Definition: A certificate indicating that materials have been inspected and approved for dispatch.
Issued By: Quality control or inspection departments of the manufacturing company.
Purpose: Ensures that only quality-checked materials are dispatched to customers.
When/Where Used: Issued after inspection and before dispatching goods.
Validity: Valid until the specific consignment is dispatched.
Value Threshold: No specific value threshold; issued based on internal quality checks.
Keywords
Quality Inspection
Dispatch Approval
Material Clearance
6. CHP (Customer Hold Point) Clearance:
Definition: A checkpoint in the production or inspection process where customer approval is
required before proceeding.
Issued By: Customer or client's quality assurance team.
Purpose: Allows customers to verify and approve specific stages of production or inspection.
When/Where Used: During manufacturing or inspection, at predefined stages requiring
customer approval.
Validity: Pertains to specific stages in the production or inspection process.
Value Threshold: Not value-dependent; based on contractual agreements.
Keywords
Customer Approval
Production Checkpoint
Process Verification
7. IR Class Report:
Definition: A report issued by the Indian Register of Shipping (IRClass) detailing the inspection
and classification of vessels or marine equipment.
Issued By: Indian Register of Shipping.
Purpose: Certifies that vessels or equipment meet specific safety and quality standards.
When/Where Used: During the construction, maintenance, or certification of marine vessels and
equipment.
Validity: As specified by the Indian Register of Shipping; typically valid until the next scheduled
inspection.
Value Threshold: Not applicable; pertains to compliance and safety standards.
Keywords
Marine Inspection
Safety Certification
Vessel Compliance
8. COC (Certificate of Conformity):
Definition: A document certifying that products meet specified standards or regulations.
Issued By: Manufacturers, authorized bodies, or third-party certifiers.
Purpose: Demonstrates compliance with industry standards or regulatory requirements.
When/Where Used: Before products are marketed or exported, especially in regulated
industries.
Validity: Valid as long as the product remains unchanged and continues to meet specified
standards.
Value Threshold: Not value-dependent; based on compliance requirements.
Keywords
Standards Compliance
Regulatory Approval
Product Certification
9. BBU (Bill Break Up Unit):
Definition: A detailed breakdown of costs or components within a bill or invoice.
Issued By: Billing department or finance team of a company.
Purpose: Provides transparency in billing by itemizing charges or components.
When/Where Used: Issued along with invoices, especially in complex transactions requiring
detailed cost breakdowns.
Validity: No specific validity; serves as a detailed breakdown of costs.
Value Threshold: Applicable to transactions where detailed cost breakdowns are necessary.
Keywords
Cost Breakdown
Detailed Billing
Invoice Components
10. Delivery Challan:
Definition: A document accompanying goods during transportation, detailing the items and
quantities without indicating prices.
Issued By: Seller or consignor.
Purpose: Facilitates the movement of goods without a sale, such as for job work, stock
transfers, or consignment.
When/Where Used: When goods are transported without an immediate sale; accompanies the
shipment.
Validity: Valid for the duration of the transit until goods are delivered.
Value Threshold: No specific value threshold; used when goods are transported without an
immediate sale.
Keywords
Goods Transport
Non-Sale Movement
Itemized List
11. Manufacturing Report:
Definition: A document detailing the production process, including materials used, production
stages, and quality checks.
Issued By: Production or manufacturing department.
Purpose: Provides a record of the manufacturing process and ensures quality control.
When/Where Used: During and after production; used for internal records and quality
assurance.
Validity: Serves as a permanent record of the manufacturing process.
Value Threshold: Not value-dependent; used for internal documentation and quality control.
Keywords
Production Details
Quality Checks
Process Documentation
12. Packing List:
Definition: A document listing the contents of a shipment, including item descriptions, quantities,
and packaging details.
Issued By: Exporter or shipper.
Purpose: Assists in verifying shipment contents during transit and upon delivery.
When/Where Used: Accompanies shipments; used by customs and recipients to verify contents.
Validity: Valid for the specific shipment it accompanies.
Value Threshold: No specific value threshold; used for all shipments to detail contents.
Keywords
Shipment Contents
Itemized Details
Packaging Information
ABL: Ashoka Buildcon Ltd
MRPF: Material Requisition Purchase Form
A Material Requisition Purchase Form is a document used to request the purchase of materials
or supplies needed by a department or team. It acts as a formal request for items that need to
be bought, providing all the necessary details for the purchasing department to place an order.
Let’s break down the key elements of this form and why it's important.
What:
A Material Requisition Purchase Form usually includes:
Item Description: A clear description of the materials needed (e.g., 50kg of cement, 100 light
bulbs).
Quantity: How much of each material is required.
Unit Price: The cost of one unit (if known).
Total Price: The total cost based on the quantity requested.
Supplier Details: The preferred supplier or vendor (if applicable).
Requestor Details: The name and department of the person requesting the materials.
Approval: Signature or approval from the manager or authority responsible for validating the
purchase.
Why:
Ensures Accountability: The form records who requested the material and why, providing a
paper trail.
Manages Budgets: It helps ensure purchases are within budget and approved by the
appropriate department.
Streamlines Process: It keeps the purchasing process organized by standardizing how materials
are requested.
Prevents Errors: By clearly listing the needed items, it reduces the chances of buying the wrong
materials.
When:
This form is used when a department or team needs to purchase materials to complete a task,
such as for a construction project, office supplies, or equipment repair.
Where:
Material Requisition Purchase Forms are used in industries like:
Manufacturing
Construction
Retail
Office environments
Engineering firms
Who:
The Requestor: The person who needs the materials (usually an employee or team leader).
The Purchasing Department: The team that handles buying the materials.
The Approver: A manager or supervisor who reviews and approves the request.
How:
The form can be filled out either on paper or digitally. Many companies use ERP systems or
other software to manage these forms electronically.
Example:
Let’s say a construction site needs more cement. The project manager would fill out a Material
Requisition Purchase Form requesting 50 bags of cement. The form would include the quantity,
the estimated cost, and the supplier (if known). Once approved by the site supervisor, the
purchasing department would place the order with the vendor. This process ensures that the
site gets the materials on time and within the budget.
Components of a Basic Material Requisition Purchase Form:
1. Requisition Number: A unique number for tracking.
2. Date: Date of the request.
3. Department: The department requesting the materials.
4. Description of Materials: Details about the materials being requested.
5. Quantity Required: Number of units needed.
6. Unit Price: Price per unit, if known.
7. Total Cost: Total estimated cost.
8. Preferred Supplier: The name of the supplier.
9. Purpose/Justification: Reason for the purchase.
10. Approval Signatures: Signatures from department heads or managers approving the
request.
This form is a crucial part of managing resources efficiently, ensuring that materials are ordered
in time and that there is proper documentation for all purchases.
A Material Requisition Purchase Form is like a special request form you fill out when you need
to buy something important, like materials or supplies, for a project. Let’s imagine you and your
friends are working on building a treehouse, and you need wood, nails, and paint. You would
use a Material Requisition Purchase Form to ask someone to buy those things for you. Let’s
break it down:
What:
The form usually includes things like:
Item Description: What do you need? For example, "10 wooden planks" or "a can of blue paint."
Quantity: How much of each thing do you need? Like, "10 planks of wood" or "2 boxes of nails."
Unit Price: If you know how much one item costs, you can write it down. Maybe each wooden
plank costs ₹200.
Total Price: The total cost for everything. If you need 10 wooden planks, and each costs ₹200,
then the total would be ₹2000.
Supplier: Who’s selling it? If you have a favorite store, you can write that down.
Requestor: Who is asking for the materials? In this case, it could be you!
Approval: Someone, like your teacher or project leader, has to sign and approve that it’s okay to
buy these things.
Why:
Accountability: It helps everyone know who asked for the items and why. This way, people can
track what was requested.
Budget Management: It makes sure the cost doesn’t go over the budget. You don’t want to
spend too much on wood and not have enough money left for nails, right?
Organizes the Process: It makes it easy for the people who are buying the stuff to know exactly
what to get.
Prevents Mistakes: By writing down everything, there’s less chance of buying the wrong items.
When:
You use this form before buying things. For example, when you realize you need more wood for
the treehouse, you fill out this form first to get approval before the materials are purchased.
Where:
This form is used in lots of places like:
Factories where they build things.
Construction sites like where they’re building houses or schools.
Offices where they need supplies like paper and computers.
Engineering projects where they build machines or fix things.
Who:
Requestor: The person who needs the materials. If you're the one building the treehouse, you
would be the requestor.
Purchasing Department: The people who will go and buy the materials.
Approver: Someone in charge, like your project leader or teacher, who gives permission to buy
the items.
How:
You can fill out the form on paper or on a computer. These days, a lot of companies use
computers to manage everything. It’s like when you use an app to order pizza but for materials.
Example:
Let’s say you’re building a treehouse, but you run out of wood. You would fill out a Material
Requisition Purchase Form asking for:
10 wooden planks
2 boxes of nails
A can of blue paint
You’d write down where you want to buy it from (maybe the local hardware store), how much it
costs, and why you need it (to finish your treehouse!). After your teacher or leader approves it,
the purchasing department will go buy everything and make sure it gets to you so you can finish
your treehouse.
Components of a Basic Form:
1. Requisition Number: A special number that helps track your request.
2. Date: The day you asked for the materials.
3. Department: Where you're working or studying.
4. Description of Materials: What materials you need.
5. Quantity: How much of each material.
6. Unit Price: How much one item costs (if you know it).
7. Total Cost: The total cost of everything.
8. Supplier: Who is selling the materials.
9. Reason for Purchase: Why you need the materials.
10. Approval Signatures: The signatures of people who agree that you can buy the materials.
Sure! Let’s break down each question about the Material Requisition Purchase Form in simple
terms, with examples where applicable.
1. What is a Material Requisition Purchase Form, and why is it used in procurement?
A Material Requisition Purchase Form is a document used to request the purchase of materials
or supplies needed for operations. It helps ensure that requests are tracked and approved
before any purchasing is done, making the procurement process organized and efficient. For
example, if a construction site needs more cement, a form is filled out to request that purchase.
2. What key information is typically included in a Material Requisition Purchase Form?
Key information usually includes:
Requestor’s name and department
Description of the material needed
Quantity required
Expected delivery date
Budget code or account information
3. Who is responsible for filling out the Material Requisition Purchase Form?
Typically, employees or managers from departments that require materials fill out the form. For
example, a maintenance manager might fill out the form to request tools or spare parts needed
for repairs.
4. How does the Material Requisition Purchase Form differ from a Purchase Order?
A Material Requisition Purchase Form is an internal document requesting approval to buy
materials, while a Purchase Order is an official document sent to a supplier to place an order.
For instance, after approval of the requisition form, the purchasing department will create a
Purchase Order to order the items from the supplier.
5. What are the steps involved in processing a Material Requisition Purchase Form?
The steps typically include:
1. Filling out the form with required details.
2. Submitting the form to a manager or designated approver.
3. Reviewing and approving the requisition.
4. Creating a Purchase Order based on the approved requisition.
5. Placing the order with the supplier.
6. How can inaccuracies in the Material Requisition Purchase Form affect the procurement
process?
Inaccuracies can lead to delays, incorrect orders, or additional costs. For example, if the
quantity is entered incorrectly, the department might not receive enough supplies, causing work
stoppages.
7. What role does the budget play in the approval of a Material Requisition Purchase Form?
The budget ensures that requested items can be purchased without overspending. If a request
exceeds the budget, it may be denied or require further justification. For example, if a
department requests high-end equipment that exceeds their budget, the form may need
additional approval from upper management.
8. What types of materials or supplies are commonly requested using this form?
Commonly requested materials can include:
Office supplies (paper, pens)
Maintenance parts (tools, machinery)
Construction materials (cement, steel)
Safety equipment (helmets, gloves)
9. How can electronic systems enhance the efficiency of managing Material Requisition
Purchase Forms?
Electronic systems can streamline the process by:
Automating submission and approval workflows
Tracking requests in real-time
Storing data for easy retrieval and reporting
10. What are the common challenges faced when using Material Requisition Purchase Forms?
Common challenges include:
Delays in approvals, which can slow down procurement
Miscommunication between departments
Lack of clarity in the form, leading to incomplete or incorrect requests
11. How does the approval process for a Material Requisition Purchase Form typically work?
The approval process usually involves:
1. The requestor submits the form.
2. A manager or designated person reviews the request.
3. If approved, it is forwarded to the purchasing department.
4. If denied, feedback is provided to the requestor.
12. What are the consequences of not following the proper procedure when submitting a
Material Requisition Purchase Form?
Not following proper procedures can lead to unauthorized purchases, budgeting issues, and
confusion. For example, if a staff member buys supplies without filling out a requisition, it may
lead to overspending or untracked expenses.
13. How can feedback from users improve the Material Requisition Purchase Form process?
Feedback can highlight areas for improvement, such as simplifying the form or addressing
common issues. If users frequently mention unclear instructions, the form can be revised for
clarity.
14. What best practices should be followed to ensure accurate and timely submissions of
Material Requisition Purchase Forms?
Best practices include:
Training staff on how to fill out the forms correctly
Setting deadlines for submissions to avoid delays
Regularly reviewing the form for updates or improvements
15. What is the importance of tracking and documenting Material Requisition Purchase Forms in
inventory management?
Tracking these forms helps maintain an accurate inventory, ensuring that materials are available
when needed. For instance, documenting requisitions allows a company to analyze usage
patterns and forecast future needs.
16. How do Material Requisition Purchase Forms facilitate communication between
departments?
They provide a clear way for departments to communicate their needs to the purchasing
department. For example, the maintenance department requests tools through the form, which
informs the purchasing team about what is needed and when.
17. What role does a Material Requisition Purchase Form play in maintaining compliance with
procurement policies?
The form ensures that all purchases are approved and documented according to company
policies, reducing the risk of fraud and ensuring accountability. For example, having a formal
request process helps comply with internal audits.
18. How can companies use data from Material Requisition Purchase Forms to improve future
purchasing decisions?
Companies can analyze data to identify trends, such as frequently requested items or seasonal
needs. This information helps in strategic planning and budgeting for future purchases.
19. What specific details should be verified before submitting a Material Requisition Purchase
Form?
Details to verify include:
Correct quantities and descriptions of materials
Budget approval and availability
Delivery timelines and urgency of the request
20. How can training employees on the use of Material Requisition Purchase Forms improve the
procurement process?
Training ensures employees understand how to fill out the forms accurately and why it’s
important, leading to fewer errors and faster processing times. This, in turn, makes procurement
more efficient.
21. What legal or regulatory considerations should be kept in mind when creating and using
Material Requisition Purchase Forms?
Legal considerations may include:
Adherence to procurement laws and regulations in your region
Proper documentation to prevent fraud and ensure accountability
Compliance with internal policies regarding financial management and reporting.
22.The expiration period of a Material Requisition Purchase Form (MRPF) can vary depending
on the policies of the organization and the type of materials requested. Generally, an MRPF is
considered valid for 30 days from the date of submission. After this period, the requisition may
need to be resubmitted or re-evaluated, especially if there have been changes in pricing,
availability, or project requirements.
For specific cases, especially involving perishable goods or urgent requirements, this period
may be shorter. It's best to check with your organization's procurement policies for the exact
expiration period applicable to your MRPF.
DI: Dispatch Instruction
A Dispatch Instruction is a formal document or directive that outlines the specific details
regarding the dispatch of goods from one location to another. It serves as a guideline for
ensuring that the movement of goods is accurate, timely, and complies with all necessary
requirements. Below is a breakdown using the What, Why, When, Where, Who, and How format
along with its validity in India:
What:
A Dispatch Instruction typically includes:
Description of the goods to be dispatched.
Quantity and type of goods.
Destination address.
Date and time of dispatch.
Mode of transportation (e.g., truck, rail, air).
Instructions for handling and packaging.
Contact information of the shipper and receiver.
Special requirements (e.g., temperature control, fragile handling).
Why:
Dispatch Instructions are crucial for several reasons:
Accuracy: Ensures that the correct goods are sent to the right location.
Compliance: Helps in complying with legal and regulatory requirements, especially when
transporting goods across state or national borders.
Communication: Provides clear instructions to the dispatch team, drivers, and handlers.
Tracking: Enables easier tracking of goods and managing delivery timelines.
Accountability: Defines responsibilities, ensuring that both parties (shipper and receiver) have a
clear understanding of what is being transported.
When:
Dispatch Instructions are usually issued:
Before the goods leave the warehouse or factory to ensure all parties involved have clear
information about the shipment.
They can also be issued in response to a sales order or after a purchase agreement has been
finalized.
Where:
Dispatch Instructions are used:
In warehouses, manufacturing units, distribution centers, and logistics hubs.
For domestic as well as international shipments.
Across industries like manufacturing, retail, e-commerce, pharmaceuticals, and more.
Who:
The Dispatch Instruction is typically prepared by:
The shipper or manufacturer.
Logistics coordinators or warehouse managers.
In certain cases, the customer or buyer might specify certain dispatch requirements.
It is addressed to:
The logistics team, driver, or transportation company responsible for moving the goods.
It may also be shared with the customer or receiver to inform them about the dispatch details.
How:
The Dispatch Instruction is often issued:
In written form, either as a hard copy document or digitally via an ERP system or logistics
management software.
It may also include other documents like shipping labels, delivery challans, or commercial
invoices.
Validity in India:
In India, the validity and importance of a Dispatch Instruction are governed by various legal and
regulatory frameworks, depending on the type of goods and mode of transport:
Compliance with GST and e-Way Bill: For the movement of goods above a certain value
threshold, a valid e-Way Bill is mandatory under the GST regime. The dispatch instruction often
accompanies this bill to provide more granular details.
Validity in Court: In case of disputes (e.g., non-delivery, damaged goods), a Dispatch Instruction
can serve as a valid legal document, as it details the responsibilities and terms agreed upon by
both parties.
Transportation Regulations: The Dispatch Instruction must comply with the Central Motor
Vehicles Act (for road transport) and relevant state laws.
In summary, a Dispatch Instruction is a critical document for organizing and controlling the
movement of goods, ensuring compliance with regulations, and providing clear communication
in logistics. In India, its importance is heightened due to requirements like the e-Way Bill and
other regulatory frameworks related to the movement of goods.
A Dispatch Instruction is like a set of directions that tell people how to move items from one
place to another. Imagine you're sending a package to a friend in another city. The Dispatch
Instruction helps everyone involved (like the people at the warehouse or the delivery driver)
know exactly what to do. Let's break it down:
What:
A Dispatch Instruction tells you things like:
What the package is (e.g., toys, clothes, food).
How much stuff is in the package (like 5 toys or 10 books).
Where it's going (your friend’s house or school).
When it needs to be sent (like today or tomorrow).
How it's getting there (by truck, airplane, or train).
Special care instructions (like if it’s fragile and could break easily).
Why:
Why is a Dispatch Instruction important? Think of it like a recipe for making sure the package
gets to the right place on time.
It helps people send the right items to the correct address.
It makes sure the delivery follows rules and doesn’t break any laws.
It keeps everyone on the same page, so they know what needs to be done.
It helps people track the package so they know where it is at all times.
It makes sure everyone knows who's responsible if something goes wrong.
When:
Dispatch Instructions are written before the package leaves the warehouse or factory. It’s like
writing down all the details about the package before giving it to the delivery person.
Where:
They’re used in places like:
Warehouses where products are stored.
Factories where things are made.
Logistics centers where items are organized and sent out.
Who:
The Dispatch Instruction is usually written by:
The company or person sending the goods.
The warehouse manager or the people in charge of shipping.
It’s given to:
The delivery driver or the transportation company that will deliver the package.
It may also be shared with the person receiving the package so they know when it’s coming.
How:
The instructions are usually written down either:
On paper, like a receipt or delivery note.
Digitally, on a computer or in a special app that tracks deliveries.
Validity in India:
In India, Dispatch Instructions follow certain laws and rules:
If the items are worth a lot of money, they need a special document called an e-Way Bill to make
sure they follow the GST rules (like a tax rule).
If there’s a problem (like the wrong items being sent), the Dispatch Instruction can be used as
proof in court to figure out what went wrong.
There are also rules about how items should be moved on trucks and other vehicles, and the
Dispatch Instruction helps follow those rules.
Example:
Imagine you're sending a big box of chocolates to your cousin in another city. A Dispatch
Instruction would say:
What’s inside the box (chocolates).
How many chocolates (20 boxes).
Where to send it (your cousin’s house).
How to send it (by truck).
Any special instructions (keep it cool so the chocolate doesn’t melt).
Sure! Let’s explore each of these questions regarding dispatch instructions in an
easy-to-understand way, using examples where appropriate.
1. What are dispatch instructions, and why are they important in logistics?
Dispatch instructions are detailed guidelines provided to logistics personnel about how to handle
and deliver goods. They are crucial because they ensure that products are transported correctly
and efficiently, minimizing delays and errors. For example, if a company is sending fragile
glassware, the dispatch instructions would specify careful handling and packaging.
2. What key information should be included in dispatch instructions?
Key information in dispatch instructions should include:
Recipient details (name, address, contact number)
Description of goods (type, quantity, dimensions)
Special handling requirements (fragile, temperature-sensitive)
Delivery deadlines (date and time)
Route information (preferred roads, checkpoints)
3. How do dispatch instructions differ from shipping instructions?
While dispatch instructions focus on the internal processes of preparing goods for delivery,
shipping instructions are broader and include details for third-party carriers, such as shipping
methods (air, sea, land) and documentation needed (invoices, customs forms). For instance,
dispatch instructions might tell a driver how to load a truck, while shipping instructions will detail
how the goods will be sent overseas.
4. What role does the dispatcher play in the dispatch process?
The dispatcher coordinates the movement of goods and oversees the logistics of deliveries.
They ensure that drivers have the necessary information and equipment to complete their
routes. For example, if there’s a last-minute change in delivery location, the dispatcher will relay
this information promptly to the driver.
5. How can technology improve the efficiency of dispatch instructions?
Technology can streamline the dispatch process through:
GPS tracking to monitor vehicle locations in real-time
Mobile apps that allow drivers to receive updates and instructions instantly
Automated systems that generate dispatch instructions based on incoming orders, reducing
manual work.
6. What are the potential consequences of inaccurate dispatch instructions?
Inaccurate dispatch instructions can lead to:
Delayed deliveries, which can upset customers
Increased costs due to extra trips or re-routing
Damaged goods if handling instructions are ignored. For example, delivering frozen food that
was not kept at the correct temperature can lead to spoilage.
7. How do dispatch instructions vary based on the type of cargo (e.g., perishable goods vs.
machinery)?
Different types of cargo require specific handling:
Perishable goods (like fruits) might need temperature control and quick delivery.
Machinery might require specific loading instructions and securing methods to prevent damage
during transport.
8. What methods can be used to communicate dispatch instructions to drivers or delivery
personnel?
Dispatch instructions can be communicated through:
Written documents (printed instructions)
Emails sent prior to delivery
Mobile apps that provide real-time updates and changes
Two-way radios for immediate communication during transit.
9. How can a company ensure that dispatch instructions are followed correctly?
A company can ensure compliance by:
Training drivers on the importance of following instructions
Using checklists that drivers can reference before leaving
Conducting regular audits to review dispatch processes and address any issues.
10. What are common challenges faced in creating effective dispatch instructions?
Common challenges include:
Miscommunication between departments
Varying formats that can confuse drivers
Changes in delivery plans that aren't updated quickly enough.
11. How can dispatch instructions be tailored for international shipping?
For international shipping, dispatch instructions should include:
Customs requirements specific to the destination country
International shipping regulations that may apply
Currency and payment details for international transactions.
12. What safety considerations should be included in dispatch instructions?
Safety considerations can include:
Proper securing of cargo to prevent movement during transit
Hazardous materials handling procedures if applicable
Emergency contact information in case of incidents during delivery.
13. How do dispatch instructions impact customer satisfaction?
Clear and accurate dispatch instructions lead to timely and safe deliveries, which directly
enhance customer satisfaction. For example, a customer expecting a delivery of new furniture
would be pleased to receive it on time and in good condition, reflecting well on the company.
14. What role do dispatch instructions play in supply chain management?
Dispatch instructions are vital in supply chain management as they facilitate smooth operations,
ensuring that products move efficiently from suppliers to customers. They help minimize delays
and improve overall service quality.
15. How can companies train their employees to understand and follow dispatch instructions?
Companies can train employees by:
Conducting workshops on logistics and dispatch processes
Using role-playing exercises to simulate delivery scenarios
Providing easy-to-understand manuals outlining procedures.
16. What legal implications can arise from improper dispatch instructions?
Improper dispatch instructions can lead to legal issues such as:
Liability for damages if goods are mishandled
Fines or penalties for violating shipping regulations, especially for hazardous materials.
17. How can feedback from drivers improve the dispatch instruction process?
Feedback from drivers can identify:
Areas of confusion in dispatch instructions
Suggestions for improvement based on real-world experience
Best practices that can be standardized across the company.
18. What tools or software are commonly used to manage dispatch instructions?
Common tools and software include:
Logistics management systems (like SAP or Oracle)
Fleet management software for tracking vehicles
Communication platforms (like Slack or WhatsApp) for instant updates.
19. How can companies assess the effectiveness of their dispatch instructions?
Companies can assess effectiveness by:
Monitoring delivery times and comparing them against targets
Gathering customer feedback on delivery performance
Analyzing errors or issues that occur during delivery.
20. What best practices should be followed when writing dispatch instructions?
Best practices include:
Using clear and concise language to avoid misunderstandings
Including step-by-step procedures for complex tasks
Regularly updating instructions to reflect any changes in processes or regulations.
21. What is the validity of Dispatch Instruction in India?
In India, dispatch instructions are recognized as part of logistical operations and serve as
operational guidelines. They must comply with relevant laws and regulations, such as the
Goods and Services Tax (GST) regulations for invoicing and documentation. Effective dispatch
instructions help in legal compliance and serve as evidence in case of disputes regarding
deliveries.
22.In India, the validity period of a Dispatch Instruction (DI) can vary based on the specific
policies of the company and the nature of the goods being dispatched. Generally, dispatch
instructions are effective for a period of 7 to 30 days, depending on the urgency of the shipment
and any regulatory requirements.
For example:
Perishable goods may have a shorter validity period to ensure freshness.
Non-perishable items might allow for a longer dispatch window.
It's essential to check with your organization or the specific logistics provider for their defined
validity period for dispatch instructions, as it can differ widely based on internal policies and the
type of goods being handled.
MRHOV: Material Receipt & Handing Over Voucher
Sure! Let’s break down each question about the Material Receipt Handing Over Voucher
(MRHOV) in simple terms, with examples where applicable.
1. What is a Material Receipt Handing Over Voucher (MRHOV), and what is its purpose?
The MRHOV is a document used to formally acknowledge the receipt of materials or goods
delivered to an organization. Its purpose is to confirm that the materials have been received in
good condition and to provide a record for both the receiving department and the supplier.
2. What key information is typically included in an MRHOV?
Key information in an MRHOV includes:
Date of receipt
Supplier details
Description of the materials
Quantity received
Condition of the materials
Signature of the receiving personnel
3. Who is responsible for issuing the MRHOV?
Typically, the receiving department personnel, such as warehouse staff or inventory managers,
are responsible for issuing the MRHOV after inspecting the received materials.
4. How does the MRHOV differ from a Goods Receipt Note (GRN)?
The MRHOV is often used as an internal document to acknowledge receipt, while a Goods
Receipt Note (GRN) is a more formal document that usually includes additional details for
accounting and supplier records. The GRN may also be sent to the supplier to confirm that the
goods have been received.
5. What is the process for filling out and approving an MRHOV?
The process generally includes:
1. Receiving materials and inspecting them for quality and quantity.
2. Filling out the MRHOV with the required details.
3. Getting signatures from the receiving personnel and possibly a supervisor for approval.
4. Distributing copies of the MRHOV to relevant departments, such as finance and inventory
control.
6. Why is it important to have a proper MRHOV in the material receiving process?
A proper MRHOV helps maintain accountability and ensures accurate record-keeping. It serves
as proof of receipt in case of disputes and aids in tracking inventory accurately. For example, if
there’s a discrepancy later on, the MRHOV can provide evidence of what was actually received.
7. What are the potential consequences of not using an MRHOV?
Not using an MRHOV can lead to issues such as:
Lack of accountability for received materials.
Disputes with suppliers over delivery discrepancies.
Difficulty in tracking inventory accurately.
Potential financial discrepancies in accounting.
8. How can the MRHOV help in inventory management?
The MRHOV provides a documented trail of received materials, helping inventory managers
keep accurate records. For instance, by comparing the MRHOV with inventory counts,
discrepancies can be quickly identified and resolved.
9. What role does the MRHOV play in the overall procurement process?
The MRHOV is an essential part of the procurement process as it serves as confirmation that
the ordered materials have been received. This allows the accounts payable department to
process payments to suppliers accurately.
10. How can electronic systems improve the efficiency of managing MRHOVs?
Electronic systems can automate the creation, submission, and approval of MRHOVs, reducing
paperwork and streamlining the process. For example, a company might use inventory
management software that allows employees to enter MRHOV details directly into the system,
making it easier to track and manage materials.
11. What challenges might arise in the creation and use of MRHOVs?
Challenges can include:
Incomplete or inaccurate information leading to disputes.
Delays in processing, which can disrupt inventory flow.
Resistance to change if moving from paper-based to electronic systems.
12. How does the MRHOV facilitate communication between the receiving department and the
finance department?
The MRHOV provides a clear record of what materials were received, which can be shared with
the finance department for processing payments. It ensures that both departments have the
same information regarding the receipt and condition of materials.
13. What safety or compliance considerations should be taken into account when using
MRHOVs?
Safety considerations include ensuring that materials are inspected for damage or hazards upon
receipt. Compliance considerations may involve adhering to regulatory standards for
record-keeping and inventory management to ensure accountability and traceability.
14. How can feedback from users improve the MRHOV process?
Feedback can highlight common issues or inefficiencies in the MRHOV process, leading to
improvements. For example, if multiple users find the MRHOV form confusing, it can be revised
for better clarity.
15. What best practices should be followed to ensure accurate and timely completion of
MRHOVs?
Best practices include:
Training staff on how to fill out the MRHOV correctly.
Establishing clear procedures for inspecting and documenting received materials.
Regularly reviewing the MRHOV process for improvements.
16. How does the MRHOV contribute to the tracking of material movement within a company?
The MRHOV serves as a record of when materials were received, helping to track their
movement from suppliers to inventory. This tracking is crucial for maintaining accurate inventory
levels and understanding material flow.
17. What are the common types of materials that require an MRHOV upon receipt?
Common types of materials include:
Raw materials for manufacturing (e.g., metals, plastics)
Office supplies (e.g., paper, computers)
Maintenance parts (e.g., tools, machinery components)
18. How does an MRHOV help in resolving discrepancies between ordered and received
materials?
If there is a discrepancy, the MRHOV provides documentation of what was actually received,
which can be compared against the order details. This helps identify whether the issue is with
the supplier or the ordering process.
19. What documentation should accompany the MRHOV when materials are delivered?
Documents that should accompany the MRHOV include:
Delivery notes or packing lists from the supplier.
Purchase Orders (PO) related to the received materials.
Any relevant inspection reports, if applicable.
20. How can companies train employees to effectively use MRHOVs in their processes?
Training can include:
Providing workshops on the importance and use of MRHOVs.
Creating user manuals or guides for filling out MRHOVs.
Offering hands-on training sessions in the receiving department.
21. What legal or regulatory considerations should be kept in mind when creating and using
MRHOVs?
Legal considerations may involve:
Ensuring compliance with local laws regarding record-keeping and inventory management.
Maintaining proper documentation for audits and inspections.
Adhering to internal company policies related to procurement and material handling.
If you need more details on any specific question, feel free to ask!
MRHOC : Material Receipt & Handing Over Certificate
Sure! Here’s a simplified overview of the Material Receipt Handing Over Certificate (MRHOC)
along with answers to each of your questions, including examples where relevant.
1. What is a Material Receipt Handing Over Certificate (MRHOC), and what is its purpose?
An MRHOC is a document that confirms the receipt of materials from a supplier to a company.
Its purpose is to ensure that materials have been received in good condition and to document
the transfer of responsibility for those materials. For example, when a shipment of steel arrives
at a construction site, the MRHOC serves as proof that the materials were delivered.
2. What key information is typically included in an MRHOC?
Key information in an MRHOC includes:
Date of receipt
Supplier's name
Description of materials received
Quantity received
Condition of materials (e.g., damaged or intact)
Signature of the receiving authority
3. Who is responsible for issuing the MRHOC?
Typically, the receiving department or personnel who accept the delivery is responsible for
issuing the MRHOC. For example, a warehouse manager might complete the MRHOC after
inspecting the delivered items.
4. What is the significance of having a signed MRHOC upon delivery of materials?
A signed MRHOC serves as legal proof that the materials were delivered and accepted in the
stated condition. This is important for accountability and can be used in case of disputes
regarding the delivery. For instance, if a supplier claims they delivered 100 units, the signed
MRHOC confirms whether that was indeed the case.
5. How does the MRHOC differ from other material receipt documents, such as Goods Receipt
Notes (GRN)?
While both documents serve to acknowledge receipt of materials, an MRHOC is often more
formal and may include more detailed conditions of the materials. A Goods Receipt Note (GRN)
is usually an internal document used for tracking inventory. An MRHOC can be part of a more
comprehensive process involving external verification.
6. What are the steps involved in the MRHOC process from receipt to acceptance?
The MRHOC process generally involves:
1. Receiving the materials from the supplier.
2. Inspecting the materials for quality and quantity.
3. Completing the MRHOC with necessary details.
4. Signing the MRHOC to confirm acceptance.
5. Distributing copies to relevant departments (e.g., procurement, finance).
7. How can inaccuracies in the MRHOC affect the overall procurement process?
Inaccuracies can lead to misunderstandings about what was received, which can affect
inventory management and financial records. For example, if the MRHOC incorrectly states that
50 units were received instead of 100, the company might order additional stock unnecessarily,
increasing costs.
8. What role does the MRHOC play in inventory management?
The MRHOC is essential for updating inventory records accurately, ensuring that the company
has a clear understanding of what materials are on hand. For example, if the MRHOC confirms
the receipt of 200 units of a product, inventory levels can be adjusted accordingly.
9. How can electronic systems streamline the MRHOC process?
Electronic systems can automate the MRHOC process, making it faster and reducing errors.
They can enable features like:
Digital signatures
Automatic updates to inventory systems
Easy tracking and retrieval of records
10. What are the common challenges faced in creating and processing MRHOCs?
Common challenges include:
Incomplete information, which can lead to delays.
Miscommunication between departments about what has been received.
Technical issues if using electronic systems.
11. How does the approval process for an MRHOC typically work?
The approval process usually involves:
1. The receiving personnel filling out the MRHOC.
2. A supervisor or manager reviewing the MRHOC for accuracy.
3. The approving authority signing off on the document.
4. Distributing copies as necessary.
12. What are the potential consequences of not following the proper procedure for issuing an
MRHOC?
Not following the proper procedure can lead to disputes over material quantities, accountability
issues, and financial discrepancies. For example, if an MRHOC isn’t completed, it may be
unclear who is responsible for any missing items.
13. How can feedback from users improve the MRHOC process?
Feedback can highlight common issues or bottlenecks in the MRHOC process, allowing for
improvements such as clearer instructions or more user-friendly forms. For instance, if many
users find the form confusing, it can be revised for clarity.
14. What best practices should be followed to ensure accurate and timely completion of
MRHOCs?
Best practices include:
Providing training for employees on the MRHOC process.
Regularly reviewing the form for any needed updates.
Setting a standard timeline for completing MRHOCs after receiving materials.
15. What is the importance of documenting MRHOCs in relation to auditing and compliance?
Documenting MRHOCs is crucial for audits as it provides a trail of evidence that materials were
received and accepted properly. This is important for compliance with both internal policies and
external regulations.
16. How do MRHOCs facilitate communication between the supplier and the receiving
department?
MRHOCs document the delivery details, ensuring both the supplier and the receiving
department have a clear understanding of what was delivered. This reduces misunderstandings
and enhances collaboration.
17. What role does an MRHOC play in resolving disputes regarding delivered materials?
In disputes over what was delivered (such as quantity or condition), the MRHOC serves as a
reference document that outlines the agreed-upon details at the time of receipt. For example, if
a supplier claims they delivered a certain amount, the MRHOC can verify this.
18. How can companies utilize data from MRHOCs to improve future purchasing and inventory
decisions?
By analyzing data from MRHOCs, companies can identify trends, such as frequently ordered
items or seasonal demand. This helps in better forecasting and planning for future purchases.
19. What specific details should be verified upon receiving materials and before issuing an
MRHOC?
Details to verify include:
Condition of the materials
Correct quantities against the purchase order
Documentation completeness (like packing lists or invoices)
20. How can training employees on the MRHOC process enhance the overall procurement and
material handling workflow?
Training helps ensure that employees understand the importance of accurate documentation
and the steps involved in the MRHOC process. This can lead to fewer errors, improved
efficiency, and better inventory management.
21. What legal or regulatory considerations should be kept in mind when creating and using
MRHOCs?
Legal considerations may include:
Compliance with industry regulations related to material handling and safety.
Proper documentation for accountability in case of disputes.
Adherence to internal policies regarding procurement and inventory management.
If you have any specific questions or need further clarification on any point, feel free to ask!
MRC: Material Receipt Certificate
Here are answers to your questions about the Material Receipt Certificate (MRC) in simple
terms, along with examples:
1. What is a Material Receipt Certificate (MRC), and what is its primary purpose?
A Material Receipt Certificate (MRC) is a document used to confirm the receipt of materials or
goods delivered to a company. Its primary purpose is to acknowledge that the items listed have
been received in acceptable condition, providing a record for inventory and accounting
purposes. For example, when a construction company receives steel beams, they generate an
MRC to confirm the delivery.
2. What key information is typically included in a Material Receipt Certificate?
Key information typically includes:
Date of receipt
Supplier’s name
Description of the materials received
Quantity received
Condition of the materials (e.g., good, damaged)
Signatures of the receiving personnel
3. Who is responsible for issuing the Material Receipt Certificate?
The MRC is usually issued by the receiving department or personnel, such as a warehouse
manager or inventory clerk, who is responsible for checking and documenting the materials
upon arrival.
4. How does the MRC differ from a Material Inspection Report (MIR)?
The MRC confirms the receipt of materials, while the Material Inspection Report (MIR)
documents the inspection results of those materials to ensure they meet quality and
specification standards. For example, the MRC states that the steel was received, while the MIR
would note whether the steel meets required thickness and strength specifications.
5. What are the steps involved in the process of generating an MRC?
The steps typically include:
1. Receiving the materials at the designated location.
2. Inspecting the materials for quantity and quality.
3. Filling out the MRC with necessary details.
4. Obtaining necessary signatures to validate receipt.
5. Distributing copies of the MRC to relevant departments (e.g., finance, inventory).
6. What role does the MRC play in the procurement process?
The MRC serves as a formal acknowledgment that the goods have been received, which is
essential for processing payments to suppliers and maintaining accurate inventory records. For
example, after receiving the MRC, the accounts department can proceed with payment to the
supplier.
7. How does the MRC contribute to quality control in material management?
The MRC ensures that materials received are documented and verified for quality and quantity.
This process helps prevent issues like receiving damaged goods. If a company receives a
shipment of electronic components, the MRC can confirm they were received in working
condition.
8. What are the potential consequences of not having an MRC for received materials?
Without an MRC, a company may face challenges in verifying what was received, leading to
disputes with suppliers over missing or damaged items. For instance, if a construction firm
cannot provide an MRC for concrete delivered, they might struggle to claim compensation for a
faulty batch.
9. How can electronic systems streamline the generation and management of MRCs?
Electronic systems can automate the MRC process by:
Using digital forms to reduce paperwork.
Automatically storing records in a database for easy retrieval.
Facilitating quicker approvals and tracking through notifications.
10. What are common challenges faced when using Material Receipt Certificates?
Common challenges include:
Errors in data entry, leading to inaccuracies in records.
Delayed issuance of MRCs, affecting payment processes.
Miscommunication between departments regarding received materials.
11. How does the approval process for an MRC typically work?
The approval process generally involves:
1. The receiving personnel filling out the MRC.
2. Supervisors or managers reviewing and signing the document.
3. Distribution to the purchasing or finance department for further processing.
12. What types of materials commonly require a Material Receipt Certificate upon delivery?
Common materials that require an MRC include:
Raw materials (steel, wood, cement)
Equipment and machinery
Office supplies (furniture, electronics)
Safety equipment (helmets, gloves)
13. How does the MRC facilitate communication between suppliers and receiving departments?
The MRC serves as a communication tool by documenting the details of the delivery, including
any discrepancies or issues noted during receipt. For example, if a shipment is short on
quantity, the MRC will highlight this, enabling prompt follow-up with the supplier.
14. What importance does the MRC hold in inventory management and tracking?
The MRC helps maintain accurate inventory records by documenting what has been received
and confirming the state of those materials. This record is crucial for tracking stock levels and
planning future purchases.
15. How can data from MRCs be used to improve supplier performance evaluations?
Data from MRCs can provide insights into supplier reliability regarding timely deliveries and
quality of goods received. For instance, if a supplier consistently has discrepancies noted in the
MRCs, they may be flagged for review or reconsideration for future contracts.
16. What specific details should be verified when issuing a Material Receipt Certificate?
Details to verify include:
Correct quantities received compared to the order.
Condition of materials (checking for damages).
Accuracy of descriptions against purchase orders.
17. How can feedback from users improve the MRC process?
Feedback can highlight areas for improvement, such as simplifying forms or addressing
common issues. For example, if users frequently report confusion about the form's sections,
revisions can be made to enhance clarity.
18. What best practices should be followed to ensure accurate and timely issuance of MRCs?
Best practices include:
Standardizing the MRC format to make it user-friendly.
Training staff on proper procedures for issuing MRCs.
Implementing a timely review process to prevent delays.
19. What legal or regulatory considerations should be kept in mind when issuing an MRC?
Legal considerations include:
Ensuring compliance with industry standards and regulations.
Proper documentation to avoid disputes or claims.
Maintaining confidentiality regarding supplier information.
20. How does the MRC relate to financial processes, such as invoicing and payment?
The MRC is a critical document that validates the receipt of goods, enabling the finance
department to process supplier invoices accurately and make timely payments. For instance,
without an MRC, a company may delay payment to a supplier until the received goods are
confirmed.
21. What role does the MRC play in project documentation and audits?
The MRC serves as an essential record for project documentation, providing evidence of
materials received for audits. During audits, companies can refer to MRCs to demonstrate
compliance with procurement policies and validate inventory levels.
Material Receipt and Handing Over Voucher (MRHOV), Material Receipt and Handing Over
Certificate (MRHOC), and Material Receipt Certificate (MRC) are related but serve slightly
different purposes in the procurement and material management process. Here's a breakdown
of their differences:
1. Material Receipt and Handing Over Voucher (MRHOV)
Purpose: The MRHOV is used to document the transfer of materials from a supplier to the
receiving entity (often a construction site or warehouse). It acts as a voucher confirming that
materials have been received and are now in the custody of the receiving party.
Details Included: It typically includes information about the supplier, description and quantity of
materials, date of receipt, and signatures of both the supplier and the receiving personnel.
2. Material Receipt and Handing Over Certificate (MRHOC)
Purpose: The MRHOC serves a similar function to the MRHOV but is more formal and often
used in official documentation. It certifies that the materials have been received, inspected, and
are in good condition. It may also signify the acceptance of responsibility for the materials.
Details Included: Like the MRHOV, it includes supplier details, descriptions, quantities, and
inspection results, but it may also include compliance with specifications or project
requirements.
3. Material Receipt Certificate (MRC)
Purpose: The MRC specifically confirms that materials have been received and acknowledges
their condition upon receipt. It is primarily used for record-keeping and inventory management.
Details Included: It includes the date of receipt, supplier information, material descriptions,
quantities received, and any remarks regarding the condition of the materials.
Comparison
Similarities: All three documents serve to acknowledge the receipt of materials and provide a
record for both the supplier and the receiving party. They include similar types of information
regarding materials, suppliers, and quantities.
Differences: The MRHOV and MRHOC emphasize the process of handing over and may
include aspects of responsibility transfer, while the MRC focuses on confirming receipt for
inventory purposes. The MRHOC is generally more formal and may be required for official
approvals or project documentation.
Conclusion
In summary, while MRHOV, MRHOC, and MRC all relate to the receipt of materials, they have
distinct roles and uses within the material management and procurement processes.
Understanding these differences helps in effectively managing documentation and ensuring
compliance in procurement activities.
GRN: Goods Receipt Note
MRN: Material Return Note
STRV: Store Transfer Receipt Voucher
RV: Receipt Voucher
ST: Store Transfer
MIS: Material Issue Slip
DC: Delivery Chillan
W/B: Weigh Bridge
MR: Management Representative
EQA: Execution and Quality Assurance
ISO: International Organization for Standardization
IMS: Integrated Management System
QMS: Quality Management System
EMS:Environmental Management System
OHSMS: Occupational Health and Safety Management System
GHG: Green House Gases
GGVS: Green House Gases Verification Systems
ISC: International Standards Certifications Pty. Ltd.
IRCA: International Register of Certificated Auditors
JAS-ANZ: Joint Accreditation System of Australla and New Zeeland
NSCI: National Safety Council of India
PDCA: Plan Do Check Act
NCR: Non Conformance Report
CAR: Corrective Action Request
CAPA: Corrective Action Preventive Action
DCRN: Document Change Request Note
MRM: Management Review Meeting
QM: Quality Manual
WI: Work Instruction
WIP: Work In Progress
PPE:Personal Protective Equipment
QHSE: Quality Health Safety & Environment
HSE: Health Safety Environment
HIRA: Hazards Identification and Risk Assessment
FIFO: First In First Out
LIFO: Last In First Out
ST: Stores
MR: Materials Requisition/Requirement
JMC: Joint Measurement Certificate
SAP:Systems Applications & Products
ERP: Enterprise Resource Planning
LOA: Letter Of Acceptance
EPC: Engineering Procurement & Construction
MSEDCL:Maharashtra State Electricity Distribution Company Limited
MSETCL: Maharashtra State Electricity Transmission Company Limited
SBPDCL: South Bihar Power Distribution Company Limited
NBPDCL: North Bihar Power Distribution Company Limited
CSPDCL: Chattisgarah State Power Distribution Company Limited
JBAY: Jharkhand Bijali Achandan Yojna
REC:Rural Electrification Corporation
GFSS: Gaothan Feeder Separation Scheme
RAPDRP:Restructured Accelerated Power Development and Reforms Programme
HVDS: High Voltage Distribution System
RGGVY: Rajiv Gandhi Grameen Vidyutikaran Yojana
DDUGJY:Deen Dayal Upadhyaya Gram Jyoti Yojana
IPDS: Integrated Power Development Scheme
APL:Above Poverty Line
BPL:Below Poverty Line
APDCL:Assam Power Distribution Company Limited
IRCCL:Indian Railway Construction Company Limited
RVNL:Rail Vikas Nigam Limited
NEFR:North East Frontier Railway
GRIDE:Gujrat Rail Infrastructure Development Enterprises
NTPC:National Thermal Power Corporation REL:Renewable Energy Limited
RUMSL:Rewa Ultra Mega Solar Limited
MCOGM:Municipal Corporation Of Greater Mumbai
VACRP:VARANSI PROJECT: Varansi AB Cable Replacement Project
AFSP: Agra Feeder Separation Project
Terms and Definitions
Term
Definition
Accident:Undesired event giving rise to death, ill health, injury, damage or other losses to
personnel or property
Audit
A systematic, documented, objective and related results conform to plained arrangements and
whether these arrangements are implemented effectively and are suitable to achieve the
organization's objectives
Auditor
Person with the competence to conduct an audit
Continual improvement
Process of enhancing the OH&S management system, to achieve improvements in overall
OH&S performances, in line with organization's OH&S policy
Document
Information and its supporting medium
Environment
Surroundings in which an organization operates, including air, water, land, natural resources,
flora, fauna, and their interrelation.
Environmental Aspect
Element of an organization activities or products or services that can interact with the
environment
Environmental Impact
Any change to the environment, weather adverse or beneficial, wholly or partially resulting from
an organization aspects
Hazard
A source or a situation with a potential to cause harm in terms of injury or ill health,
damage to property, damage to the environment or a combination of these
Hazard identification The process of recognizing a hazard in existence and defining its
characteristic/impact
Incident
Unplanned event which has the potential to lead to accident
Interested Parties
Individual or group concerned with or affected by the OH&S performance of an organization
Non conformance
Any deviation from work standards, practices, procedures, regulations, management system
requirements, etc. that could either directly or indirectly lead to injury or illness, damage or loss
to property or a combination of these
Corrective Action
Action to eliminate the cause of a nonconformity and to prevent recurrence
Objectives
Goals, in terms of HSE performance, that an organization sets itself to achieve
Topics to discuss in store management.
In store management, several key topics are important to discuss to ensure efficiency,
organization, and profitability. Here are some essential topics:
1. Inventory Control and Management:
Importance of maintaining accurate stock levels.
Methods of tracking and auditing inventory (e.g., manual checks vs. digital systems).
FIFO (First In, First Out) vs. LIFO (Last In, First Out) for managing stock.
2. Supply Chain Management:
Coordination with suppliers to ensure timely delivery.
Strategies for handling disruptions in the supply chain.
Importance of supplier relationships and quality control.
3. Stock Audits and Loss Prevention:
Regular stock audits to prevent shrinkage or loss.
Implementation of security measures like surveillance or theft prevention systems.
Training staff in handling and preventing stock losses.
4. Space Optimization and Layout:
Efficient use of store space to maximize product visibility and storage capacity.
Organizing stock in a way that makes retrieval easy and reduces time wastage.
Use of warehouse management systems for space utilization.
5. Order and Reorder Process:
Establishing minimum stock levels for reordering.
Automating reorder processes to prevent stockouts.
Evaluating supplier lead times to ensure seamless restocking.
6. Health and Safety Regulations:
Compliance with regulations governing storage of products, especially hazardous materials.
Safe handling practices to avoid accidents or damages in the store.
7. Sustainability and Waste Management:
Reducing packaging waste and managing expired or unsellable stock.
Implementing eco-friendly practices in store operations.
Handling returns and recycling unsold or damaged goods.
8. Technology and Automation:
Implementing ERP systems for inventory and store management.
Using barcode scanners, RFID, and IoT for real-time inventory tracking.
Benefits of automation in reducing manual errors and improving efficiency.
9. Staff Training and Management:
Proper training in stock handling, safety, and customer service.
Assigning roles for inventory counting, replenishment, and order processing.
10. Cost Control and Budgeting:
Strategies for reducing operational costs in store management.
Effective budget management for inventory purchases.
Balancing stock levels to avoid overstocking or understocking.
These topics can be tailored to specific challenges and goals within a store management
environment.
Reconciliation
As a storekeeper, here are several scenarios that could lead to stock imbalances related to
material issues:
1. Incorrect Quantity Entry: The material was issued in a smaller quantity, but the DC (Delivery
Challan), Issue Slip, or Stock Transfer (ST) slip recorded a larger amount. This discrepancy
results in over-reporting in the system, showing less stock on hand than actually present.
2. Duplicate Issue Slips: Sometimes, the same quantity of material might be issued twice due to
the generation of duplicate issue slips or DCs. This could happen due to manual error or system
lag, where the system doesn't recognize the initial entry, leading to another one being created.
3. Return Not Recorded Properly: If materials are returned after an issue but the return is not
logged, the physical stock will be more than the recorded stock. This often occurs when returns
are informal or not documented with a proper return slip.
4. Wrong Material Code: Material is issued under a similar but incorrect material code. This
mistake causes an imbalance because the stock of the issued material will appear lower, while
the unissued material remains higher than actual.
5. Partial Issuance Documented as Full: When only part of the requested quantity is issued, but
the full quantity is documented in the system. This can cause a mismatch between actual and
recorded stock.
6. Theft or Loss of Material: Materials might be taken without proper documentation or
accounting. When materials are lost, damaged, or even stolen without adjusting the records, the
stock records show more than what is actually available.
7. System Error or Delay: Sometimes, delays in updating the system after issuance or system
errors lead to incorrect inventory counts, with either missing or excess quantities recorded.
8. Uncounted Damage or Scrap: Materials that become damaged or are scrapped after being
issued may not always be recorded, which could lead to excess inventory on the system without
any physical material to match.
In each of these cases, an imbalance is created between the physical stock and the recorded
inventory, causing stock discrepancies.
Imagine you're managing a small store filled with different toys, books, and snacks, and you
have to keep track of everything so you don't run out or lose anything. Here are some ways
things can go wrong with your inventory, like a stock imbalance:
1. Wrong Quantity Recorded: Let’s say you give someone 3 candies, but you accidentally write
down that you gave 5 candies. Now, your record shows you have less candy than you actually
do. It’s like writing “10 chocolates” in your notebook, even though you only took 8. The numbers
don’t match, and it causes confusion.
2. Duplicate Receipts: Imagine you give one toy to a friend, but by accident, you write it down
twice in your notebook. Now your records show you have one toy less than you actually do. This
is like counting the same friend twice if they come to your party — it makes it look like you have
fewer toys left than you actually do.
3. Forgot to Log Returns: Suppose someone borrowed a book and then brought it back, but you
forgot to cross it off in your records. Now your list shows you have one less book than is actually
on your shelf. It’s like a friend returning a borrowed pen, and you don’t mark it in your list, so you
think you’re still missing one pen.
4. Mixing Up Codes: Let’s say you have two types of chips: one spicy and one plain. If you write
down that you gave out a spicy chip but actually gave a plain one, your records won’t match
what’s on the shelves. It’s like giving a blue pen to a friend but writing it down as a red pen – you
end up thinking you’re low on red pens, even though you’re not.
5. Giving Less but Writing More: If a friend asked for 5 pencils and you only gave 3, but you
wrote down that you gave 5, it’ll look like you have fewer pencils than you really do. This is like
making a list of 5 ice creams you sold but only actually handing over 3, leaving a mismatch
between your list and the freezer.
6. Missing or Taken Items: Sometimes, things disappear, like if a snack fell out of the box, or
someone took one without telling you. This can leave you wondering why your list shows you
have more than what’s actually on the shelves. It’s like realizing a piece of your chocolate bar
went missing when you’re sure you had all of it!
7. Slow Updates: Imagine someone borrowed a book, but you forgot to update it in your
notebook right away. If you wait too long, you might not remember what’s missing or might add it
in wrong. It’s like if you waited too long to write down what’s in your piggy bank — you might
count wrong!
8. Forgotten Damages or Broken Items: If a toy breaks and you forget to remove it from your list,
your records will show more than you actually have. This is like writing down that you have 10
marbles even though you lost one — it makes it seem like you have more than you do.
So, just like keeping your toys, books, and snacks organized, if you don’t keep accurate records
of what you give out, get back, or lose, it can create a mess. You end up with “stock
imbalances,” meaning your records don’t match what you actually have.
Imagine you're a storekeeper managing a large inventory of items for a warehouse, and your job
is to keep track of everything that comes in and goes out. But, sometimes, mistakes happen,
and these errors can cause stock imbalances. Here’s how it happens with some practical
examples:
1. Incorrect Quantity Entry: Suppose you issued 15 units of a material, but by mistake, you
recorded it as 20 units on the delivery slip. Now, the system thinks you have 5 fewer units than
you actually do. It’s like ordering 3 pizzas but charging yourself for 4 — it looks like you’re
missing one when really, it’s just a counting mistake.
2. Duplicate Issue Slips: Let’s say you issued a batch of bolts, and due to a delay in the system
or an accidental click, an issue slip gets created twice. Now, it appears you issued double the
bolts, making it seem like you have fewer in stock than you do. It’s like marking attendance for
the same person twice at a party — you’d think you have more guests than actually showed up.
3. Return Not Recorded Properly: If someone returns extra cables they didn’t use, but you forget
to log the return, the actual stock will be higher than the records show. This often happens when
returns are informal or don’t get a proper return slip. It’s like a friend borrowing a book and
returning it, but you forget to check it off your “borrowed books” list — it looks like you’re missing
a book, but it’s really back on your shelf.
4. Wrong Material Code: Suppose you have two similar items — screws of slightly different
sizes. If you issue a small screw but record it under the large screw’s code, it causes confusion.
Now, the system shows fewer large screws and the correct amount of small screws, even
though you didn’t touch the large ones. It’s like mixing up the sugar and salt jars while cooking;
everything gets messed up because they look similar but aren’t the same.
5. Partial Issuance Documented as Full: Imagine someone requests 100 pipes, but you only
have 60, so you give them what’s available. However, you accidentally record that all 100 were
issued. Now, the system shows you’re missing 40, even though they were never given out. This
is like promising to lend someone $100 but only giving them $60 and forgetting to note the
difference — it makes your records seem off.
6. Theft or Loss of Material: Sometimes materials go missing, whether due to theft, damage, or
misplacement. If no one records this loss, it makes it look like you have more in stock than is
actually there. It’s like losing a pen but never telling anyone — the supply closet list says it’s
there, but when someone needs it, it’s gone.
7. System Error or Delay: Sometimes, the system might lag or an entry might not get updated
immediately. Imagine issuing items but waiting too long to record it; now, your stock records will
be inaccurate. This is like checking your bank account balance before a deposit clears — you
might think you have less than you do because it hasn’t updated yet.
8. Uncounted Damage or Scrap: Some materials get damaged or need to be scrapped, but if
they’re not recorded, it can make your stock look larger than it actually is. Think of it like
counting broken eggs in a carton when cooking — if you don’t take them out, your recipe will be
off because you think you have more eggs than you actually do.
In all these cases, the actual items on the shelf won’t match what’s recorded in the system,
leading to a “stock imbalance.” It’s like miscounting your coins in a piggy bank; it causes
confusion and can lead to bigger problems if it’s not corrected.
As a reconciliation officer in SAP Material Management (SAP MM), our goal is to correct the
stock discrepancy caused by an incorrect quantity entry. Here’s a step-by-step process, along
with the transaction codes (T-codes) to follow.
Scenario:
Starting stock: 100 units Issued quantity (actual): 15 units Recorded quantity (mistakenly): 20
units Discrepancy: 5 units shortfall in stock
Objective:
Reconcile the inventory by adjusting the incorrect 5 units and ensuring the system accurately
reflects the correct stock.
---
Step-by-Step SOP for Reconciliation:
Step 1: Identify the Discrepancy in Inventory
T-Code: MB51 – Use this transaction to display a list of material documents.
Input the material number, plant, and storage location.
Filter by movement type (e.g., 201 for consumption or 261 for order-related issue) if needed.
Review the transaction history and identify the document with the incorrect issuance (showing
20 instead of 15).
Step 2: Check Current Stock Level
T-Code: MMBE – This transaction shows the current stock for the material.
Enter the material number and select the plant and storage location.
Confirm that the system shows 80 units due to the error, while the actual stock should be 85
units.
Note the discrepancy of 5 units.
Step 3: Cancel the Incorrect Document
T-Code: MBST – Use this transaction to cancel the incorrect goods issue.
Enter the material document number (identified in Step 1).
Confirm cancellation of the document with an incorrect issuance of 20 units.
This step effectively returns the stock to its pre-issue state of 100 units in the system.
Step 4: Re-issue the Correct Quantity
T-Code: MIGO – Use this transaction to re-issue the correct quantity.
Select Goods Issue from the dropdown menu.
Enter the movement type (e.g., 201 for consumption).
Input the correct quantity of 15 units for the goods issue.
Save and post the document. Now, the system should show 85 units, aligning with the actual
stock.
Step 5: Verify the Adjusted Stock
T-Code: MMBE – Again, check the stock overview to verify the updated quantity.
The stock should now show 85 units, reflecting the corrected issue.
Step 6: Record and Document the Reconciliation
Document the steps taken for the reconciliation, including the original error, actions taken to
reverse and correct the stock, and confirmation of the correct stock level.
This documentation should be kept in case of future audits or discrepancies.
---
Blueprint Summary:
1. Identification and Verification: Use MB51 to identify the discrepancy and MMBE to confirm
actual stock.
2. Correction Process: Use MBST to cancel the incorrect issue and MIGO to re-issue the correct
quantity.
3. Final Verification and Documentation: Verify updated stock with MMBE and document the
entire reconciliation process for future reference.
This process ensures accurate inventory tracking and helps prevent future discrepancies.
To implement FIFO (First-In-First-Out) in a store, it's essential to set up a layout and process
that naturally guides materials to move through the system in the same order they enter. Here’s
a step-by-step guide with examples to help you implement FIFO smoothly.
1. Organize the Store Layout:
Flow-Based Aisles: Set up aisles that have a clear entry and exit point. New materials should be
placed near the entry, while older items should be at the exit. This structure helps ensure that
items added first are easily accessible first.
Designate Storage Zones: Divide the store into zones based on product type or batch. This way,
items from the same batch are in the same area, simplifying tracking and retrieval.
Label Shelves and Zones: Mark shelves and racks with the date of receipt or batch number to
make it easy for staff to find the oldest items.
Example: Imagine a store with a dedicated “receiving” area near the entrance. All newly
received materials are placed there, and as space fills, older materials are moved along a path
toward an “issue” area where items are dispatched.
2. Use a Pallet Racking System with Rollers:
Use racks with rollers that slope slightly downward from the receiving end to the dispatch end.
When a new item is added at the receiving end, older items automatically move forward due to
gravity.
This system is especially useful for smaller, boxed items that need to rotate quickly.
Example: Suppose you have stacks of cartons in the store. By placing the cartons on roller
racks, when a carton is removed from the front (oldest), the rest roll forward automatically,
bringing the next in line to the front.
3. Designate Specific Locations for Each Material Type:
Assign fixed locations for each material so staff always knows where to store new stock and
where to retrieve the oldest stock.
Store the items in a “LIFO-friendly” arrangement—left-to-right or bottom-to-top order that makes
it easier to pull the oldest items without moving newer items.
Example: Imagine you store spare parts in bins on shelves, each bin representing one specific
type of part. When new stock arrives, it goes in the back of the bin. Staff retrieving parts always
take from the front, ensuring older parts go first.
4. Implement Barcode or RFID Tracking:
Each item should have a barcode or RFID tag with the date of entry. Staff can use scanners to
quickly find the oldest items.
A software system can alert staff when certain items are approaching their expiration or are due
for dispatch, promoting FIFO compliance.
Example: In a chemical warehouse, each batch is tagged with RFID. As soon as a batch is
close to its storage limit, the system alerts staff, and they can move it to the dispatch area first.
5. Utilize a 'Push-Pull' Strategy for Bulk Storage:
Use “push-back” racking, where newer pallets push older pallets toward the exit point of the
rack. This setup makes FIFO more manageable for heavy items, as older items are still the first
accessible.
Example: In a cold storage warehouse for perishables, when a new pallet of goods is added to
the rack, it pushes the older pallets forward, keeping the oldest stock at the forefront.
6. Regularly Audit the Store:
Conduct routine checks to ensure the layout is adhered to and that the oldest materials are
being issued first.
Reorganize periodically to avoid “inventory drift,” where older items get pushed back
accidentally.
Example: Schedule a weekly review where store staff inspect each section and ensure items
are properly rotated. Any item found misplaced or older than its neighbors can be repositioned.
Summary of Store Architecture for FIFO Implementation:
Entry and Exit Points: Clear entry for new stock and exit for older items.
Date/Batch Labeling: All items clearly marked by date or batch.
Flow-Based Racks: Roller racks or push-back systems to move stock forward.
Fixed Storage Zones: Dedicated spaces for specific item types.
Barcode/RFID System: Automates tracking and alerts for inventory rotation.
By structuring your store to follow these practices, implementing FIFO becomes easier, with
minimal manual intervention needed.
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