Inventory Clerk

Inventory Clerk Logistics Skill Council of India

ContentsSession 1: Logistics........................................................................................................................................ 3Session 2: Role & Importance of Inventory Clerk ......................................................................................... 5Session 3: Job Description............................................................................................................................. 7Session 4: Industry/ Career Prospects .......................................................................................................... 9Session 5: Important Skills required by Inventory Clerk............................................................................. 20Session 6: Knowledge of the Company/Processes/Products...................................................................... 25Session 7: Rules and regulations at Warehouse ......................................................................................... 27Session 8: Schedule and inventory related information............................................................................. 29Session 9: Inspection................................................................................................................................... 31Session 10: Access stored goods, count and determine discrepancy......................................................... 33Session 11: Reconciliation of Missing Goods .............................................................................................. 35Session 12: housekeeping........................................................................................................................... 39Session 13: Report to Management ........................................................................................................... 41Session 14: DEALING WITH SUPERVISORS.................................................................................................. 45Session 15: Communication?...................................................................................................................... 53Session 17: Grooming ................................................................................................................................. 58Session 18: Listening and Speaking Skills.................................................................................................... 61Session 19: Positive Attitude& Teamwork.................................................................................................. 65Session 20: Decision Making....................................................................................................................... 68Session 21: Time Management................................................................................................................... 69Session 22-27: Maintain a Healthy, Safe Working Environment ................................................................ 71

Session 1: LogisticsIntroduction:Logistics is the management of the flow ofgoods between the point of origin and the pointof consumption in order to meet requirementsof customers or corporations. The resourcesmanaged in logistics can include physical items,such as food, materials, animals, equipment andliquids, as well as abstract items, such as time,information, particles, and energy. The logisticsof physical items usually involves the integration of information flow, materialhandling, production, packaging, inventory, transportation, warehousing, and often security.The complexity of logistics can be modeled, analyzed, visualized, and optimized bydedicated simulation software. The minimization of the use of resources is a commonmotivation in logistics for import and export.HistoryThe birth of Logistics can be traced back to ancient war times of Greek and Roman empireswhen military officers titled as 'Logistikas' were assigned the duties of providing services relatedto supply and distribution of resources. This was done to enable the soldiers to move from theirbase position to a new forward position efficiently, which could be a crucial factor indetermining the outcome of wars. This also involved inflicting damage to the supply locations ofthe enemy and safeguarding one's own supply locations. Thus, this lead to the development of asystem which can be related to the current day system of logistics management.During the Second World War (1939-1945), Logistics evolved greatly. The army logistics ofUnited States and counterparts proved to be more than the German army could handle. Thesupply locations of German armed forces were inflicted with serious damages and Germany wasnot able to wreak the same havoc on its enemy. The United States military ensured that theservices and supplies were provided at the right time and at the right place. It also tried toprovide these services when and wherever required, in the most optimal and economical manner.

The best available options to do the task were developed. This also gave birth to several militarylogistics techniques which are still in use, albeit in a more advanced form.Logistics has now evolved itself as an art and science. However, it cannot be termed as an exactscience. Logistics does not follow a defined set of tables nor is it based on skills inherited frombirth. A logistics manager performs his duties and responsibilities based on his educationalexperiences, skills, past experiences and intuition. These skills are nourished by a constantapplication of the same by him for the betterment of his organization. The logistics managerensures that the company is benefited by an effective and efficient system of logisticalmanagement. He also needs to ensure that the right kind of products and services are provided atthe right time and for a right price, whether inside the organization's premises or delivery ofshipments outside the premises of the organization. 1. Explain the importance of Logistics________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________2. What is logistics? (Choose the most complete definition.) A. The system of creating plans for an organization. B. The study of Logarithms within Calculus. C. Managing the flow and storage of goods from their point of origin to the point of consumption. D. The implementation of policies and procedures.3. A logistics network can best be described as: A) The choice of rail, marine, or truck transport B) The warehouses, production facilities, retailers, and inventory that flows between them C) The routes taken to move goods D) The least cost route from producer to retailer

Session 2: Role & Importance of Inventory ClerkLogistics has come to be a kind ofrelief for many organizations thatformerly looked upon it as a burden.Understanding how important logisticsis to the overall success of a companyis vital for business leaders. It'simportant because of how big a rolelogistics plays. Business leadership and management degrees are constantly preaching this.Companies nowadays are hiring people with the requisite knowledge to deliver sustainableenhancements in the field of supply chain management. As has been the case throughout most oflogistics history, the task of a logistics manager involves a clear vision and a drive within todeliver results under strict deadlines in addition to his usual responsibilities.The responsibilities that a Inventory Clerk undertakes is shown in the figure below:Inventory Clerk in Physicalthe Logistics Verificationindustry is also Crosscheck Prepareknown as Inventory physical reportsexecutive. countIndividuals in thisrole need to collect inventorythe stored items list,perform physical Collect Clerk Obtain infocounting of goods, stored fromcross checking the items list different deptsphysical count withthe system numbers. Lift LocateResponsibilities Fibre missinginclude locating boards itemsmissing items forreconciliation andpreparing detailed reports for the management.

Exercise:1. The activities of a Inventory Clerk are:__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 2. When compared to truck transport, rail transport is: A) Less flexible but cheaper B) Less flexible and more expensive C) More flexible but more expensive D) More flexible and cheaper3. The use of two or more different modes of transport in moving goods from origin to destination isknown as: A) Container shipping B) LTL shipping C) Double-stacking D) Intermodal transport4. Direct shipment refers to: A) Shipping directly from manufacturer to retailers B) Holding inventory received from suppliers in warehouses until needed C) Continuous shipment from suppliers to warehouses where goods are redirected andshipped to retailers D) Storage of full trailers in locked lots

Session 3: Job DescriptionAssists the Purchasing department in the maintenance of raw material supplies and inventory.Essential Functions: 1. Determines the production demand for raw materials and coordinates orders. 2. Coordinates the usage, tracking, and disbursement of raw materials with on-site and off- site warehouses. 3. Prepares requisitions, orders, and other documents for purchasing or requisitioning of raw materials. 4. Maintains raw material allocation (RMA) process. 5. Tracks raw material usage and compares them to production standards. 6. Prepares and reviews cycle counting documents as necessary. 7. Tracks incoming raw pack material receipts for accuracy. 8. Compiles data from inventory sources, contracts, purchase orders, invoices, requisitions, and accounting reports and writes, types, or enters information into computer to maintain inventory, purchasing, shipping, or other records. 9. Keeps back order file in established sequence and releases back orders for issue or shipment as stock becomes available.Additional Responsibilities: 1. Performs other similar or related duties as requested or assigned.RequirementsEducation:High school diploma or general education degree (GED); or one to three months relatedexperience and/or training; or equivalent combination of education and experience.Experience: One to two years general office and clerical experience.Exercise 1. What are the minimum requisites for the job of Inventory Clerk ______________________________________________________________________________ ______________________________________________________________________________ __________________________________________________________________________ 2. Radio frequency identification technology is expected to be used: A) To track trucks across the country B) To enhance the ability to keep accurate inventory counts in warehouses C) To eliminate the need for reverse logistics

D) To lower the cost of direct shipments.3. What are the qualities you don’t possess in the minimum requisites for the job ______________________________________________________________________________ ______________________________________________________________________________ __________________________________________________________________________4. How do you gain the minimum requisites for the job ______________________________________________________________________________ ______________________________________________________________________________ __________________________________________________________________________

Session 4: Industry/ Career ProspectsPurpose of Logistics IndustryThe purpose of logisticsindustry is to enable aneffective transportation ortimely movement of goodsfrom one place to another.This could be for thepurpose of industrialtransportation or evenprivate purposes.Logisticsindustry in IndiaLogistics industry in India is an industry that has not achieved its much deserved attention or recognition.It is an area that is ripe with potential and yet the resources are far from complete utilizations. There ishowever a huge demand for logistic services in India especially with the growth of the Indian economyalong with the influx of new companies in sectors that was otherwise unknown. Estimated at a value of$14 billion US dollars this industry is slated for another 9% to 10% growth in the years to come.Different mediums of Logistics services in IndiaThere are three mediums of logistics services in India. These can be categorized in the following way:Air freight – this is a modern and the safest mode to ensure a fast delivery of goods. A chosen one bymany because of the swiftness of the system there are many companies that are now even providing superfats deliveries by airways even on the same day.Land transport – this is a means of logistics support that has withstood the test of time through theextensive network of roads in India. It has been the popularly used method and used especially in theshipments of heavy articles like machinery and vehicles. This is also a chosen method in case ofhousehold packers and movers.Railways – this is also an age old method of shipments and transport. Though most used in case ofdomestic services this is very effective in the availability of cost effective logistics support in India.Waterways – an essential part of this industry this is also one of the oldest methods. Shipments andtransportation of goods is done on an international basis through this way. It is apt in case of shipments ofoil, highly sensitive or volatile articles like Uranium.

Exercise:The purpose of logistics industry is to ______________________________________________________________________________ ______________________________________________________________________________ __________________________________________________________________________Top Logistics Companies in IndiaLogistic companies function only when people trust them that their things are in safe hands. Therefore Ihave jot down a list of top 15 logistics companies that are operating in the country.DHL – The first company is DHL. In India individuals and corporations alike trust DHL when they wantto move their stuff. A German company founded in 1969. Very commonly known name in the Indianlogistics industry, DHL has been part of the industry for a long time now. Established in San Francisco inthe 1969 DHL has grown across 220 countries with over 300,000 employees. It has built a reputation overthe years as a responsible logistics support air, ocean, express freight and overland transport, contractlogistics solutions. It is the world largest logistic company.• Revenue: $25 billion to $30 billion• Services: Logistics, Courier and Supply Chain• Employees: 275,000 to 300,000• Headquarters and Area Served: Bonn Germany, around the world including Iraq, Burma,Afghanistan• Website: www.dhl.co.inTNT – this is an international brand that has been a part of the Indianmarket also. Established at Netherlands, TNT is a reliable name in thearena of international transportation and distribution business. Spreadacross 200 countries it has an estimated revenue turnover of $ 3,500billion US dollars. • Revenue: $12 billion to $15 billion • Services: Logistics, Courier, freight delivery services, charter airline and Supply Chain • Employees: 69,000 to 70,000 • Headquarters and Area Served: Hoofddrop, Netherlands, Operations around 63 countries

• Website: www.tnt.comAFL – this is one of well-known international players in the logistics industry of India. The main areas ofservice by the company are in the area of logistics and warehousing along with Courier Company andcustom consultant.BLUE DART – this is one of the premier companies in the field oflogistics. The company has a huge network linked with the most advancedcommunication systems. BlueDart is an Indian company founded in year1995 with a fleet size of 8 planes.Blue Dart handles large and oversizedpackages and stands for an overnight delivery of such goods. Although itis not one of the biggest logistics companies but in India still they are verypopular. BlueDart’s parent company is DHL.• Revenue: Rs 1000 crore to Rs 2000 Crore• Services: Logistics, Courier and Supply Chain• Employees: 3000 to 5000• Headquarters and Area Served: Chennai, India, operating in 7 destinations• Website: www.bluedartaviation.comGATI – one of the pioneering companies in the field of logistics.This is one the companies that have taken several initiatives toimplement modernization in the area of logistics. With a turnoverof ` 576 crores this company believes in setting new standards ofcustomer service. Gati courier is an Indian company operating since 1989. It has over 4000 vehicles onroad, 2 marine vessels and 7000 plus business partners across the country.• Revenue: Rs 12895 million to Rs 13000 million• Services: Courier express, freight forwarding, logistics services, moving other goods• Employees: 3000 to 5000• Headquarters and Area Served: aSingapore, Operates in Asia Pacific region and SAARCcountries.• Website: www.gati.comDTDC – this company spreads over 3700 locations within Indiaand 240 international places. The company is a leading name inlow cost shipments along with timely delivery. DTDC is acourier and cargo company based in India and founded in theyear 1990. For sending documents many Indian prefers DTDCcourier.• Revenue: Rs 500 crore to Rs 700 crore

• Services: Courier express, freight forwarding, logistics services and other premier services.• Employees: 2000 to 3000• Headquarters and Area Served: Mumbai, India. They serve for both domestic and intentionalmarkets.• Website: www.wiprofurniturebusiness.comASHOK LEYLAND – this is an established name in the manufacture of trailer trucks and heavy vehiclesin India. It has come up with a new venture in Ashley Transport Services Ltd. in the area of informationexchanges and the business of freight contractors along with integrated logistics services.AGARWAL PACKERS AND MOVERS – this is apopular name in the field of logistics companies ofIndia. Agarwal Packers and Movers is an Indianlogistics company founded in the year of 1987 byAgarwals. The company is well known in thecountry.Services like shifting, transport of cars, and allother forms of quality packing and transportation this isa name that has over the years become synonymouswith quality and assurance. • Revenue: Rs 8000 million to Rs 10,000 million • Services: Transport of household goods, logistical services, APM infrastructure services, warehousing services and other goods. • Employees: 4000 to 5000 • Headquarters and Area Served: New Delhi, India, operations for global and Domestic market both. In India they have more than 75 offices. • Website: www.agarwalpackers.comUPSUPS (united parcel service) is an US based company founded in 1907 by James Casey. The companydelivers more than 15 million packages a day and has a little presence in India also.• Revenue: Over $55 billion and $800 million in profits.• Services: Courier express, freight forwarding, logistics services.• Employees: 300, 000 to 400,000• Headquarters and Area Served: Seattle, Washington, Around 220 countries.• Website: www.UPS.com

Container CorpContainer Corporation of India is the government owned logistic company.It is the first government company in our list. It was founded in the year1988• Revenue: Rs 14,800+ Crore• Services: Freight and Cargo by train and ships• Employees: 5000 to 10000• Headquarters and Area Served: New Delhi, India and operations for both international anddomestic markets.• Website: www.concorindia.comFirst FlightFirst flight courier Ltd is an Indian company established in 1986. It is India’slargest domestic courier companies.• Revenue: Rs 1500 crore to Rs 2000 crore• Services: Courier express, freight forwarding, logistics services• Employees: 10, 000 to 15,000• Headquarters and Area Served: Mumbai, India and with over 1200 offices across the country.Serving in 200 countries.• Website: www.firstflight.netExercise:List the names of the logistics and courier companies ______________________________________________________________________________ ______________________________________________________________________________ __________________________________________________________________________

Generally, India’s logistics market is huge but unexploited. With the increasing globalization,logistics players in India have to face the challenges since worldwide sourcing and deliveriesrequires global logistics support.Unlike China, the development in the logistics market is relatively slow and still in the infancystage in India. However with the entry of several foreign logistics companies into the country,domestic logistics players are realising the advantage of supply chain management and trying toadopt them into their business to remain competitive. As a result, recent years has beenwitnessing increasing service levels in the industry. Growth is varied within different industrysegments. Some industry segments are highly fragmented with many organized and unorganizedunits. In fact, about 85% of the logistics services are in unorganized sectors.Major Drivers of Logistics Industry in IndiaThe concept of logistics is continuing to gain strength in India. There are several major driversfuelling the growth of the industry.1. Organizations are realizing the huge potential savings that efficient logistics can offer, and itsimpact on revenue growth and improved profitability. Moreover, the increasing complexity ofsupply networks, globalization of businesses, proliferation of product variety, and shortening ofproduct lifecycles forcing them to realize that it is better to allow the experts to manage theirlogistics, and this results in acceptance of outsourcing as a business practice.2. The increasingly demanding customers, coupled with the increasing cost pressure andcompetition, there is an urge for companies to differentiate themselves from their competitorsthrough value added services and competitive prices. As such, price and time factors, forexample on-time delivery, shorter lead time, improved service and better inventory managementbecome important criteria in selection of suppliers. Availability of efficient logistics serviceproviders become an important part of the sourcing equation.

3. The globalization trend in the complex business environment worldwide also poses greatopportunities for the logistics industry in India. Worldwide companies have started adoptingglobal sourcing and distribution strategies and have given higher priorities on efficientmanagement of supply chain and logistics. Such global strategy has significant implication onthe growth of Indian logistics industry.4. Another major driver of the logistics industry is the internet. With the emerging ecommerce,there is a need for e-companies to offer an efficient distribution system that ensures fulfilmentand timely delivery of goods ordered through the internet. Companies are on lookout for thestrategic logistics players who can streamline the movement of their goods and ensure fasterdelivery. In addition, with EDI, bar coding and tracking of goods in transit used widely, manycompanies are depending on the logistics providers to provide the IT integration.5. The Indian government’s initiative in improving the infrastructure is a positive factor forboosting the logistics industry. The simplification of trade rules and regulations, allowing privatesector participation in roads, seaports and airports, and the increase of public funding inupgrading theinfrastructure willfurther support thegrowth thelogistics industryin India.Although there iswide range oflogistics servicesavailable in themarket,transportation andWarehousing arethe most widelyoutsourcedlogistics serviceby the Indiancompanies.Careers inLogisticsWorkers in the logistics Field make sure that goods and services get into the hands of consumers.The logistics industry is an important driver of economic growth and development.All types of businesses, big and small, need logistics managers to help with inventory andaccounts receivable. A small business may have one person in charge of these duties, while largecorporations have entire logistics and supply chain departments.

Most people begin down a career path in this field by starting in an entry-level position andworking their way up to jobs with more responsibilities and a higher salary. Manufacturing is byfar the largest industry employing logisticians, with over 40% of logisticians working in somefield of manufacturingThere are many different job titles in the logistics industry. Below are just a few  Analyst  Consultant  Customer Service Manager  International Logistics Manager  Inventory Control Manager  Logistics Engineer  Logistics Manager  Logistics Services Salesperson  Logistics Software Manager  Materials Manager  Production Manager  Purchasing Manager  Supply Chain Manager  Systems Support Manager  Transportation Manager  Vendor Managed Inventory Coordinator  Warehouse Operations Manager  Inventory Clerk  Warehouse Supervisor  Consignment Tracking Assistant  Consignment Booking AssistantJob Prospects in Logistics ManagementWith globalization making even the furthest reaches of the globe more and more connected, now isa great time to be looking into the field of logistics. According to the BLS, employment in the field isexpected to grow 22% between 2012 and 2022. In May 2012, the median wage for logisticians was$72,780. Jobs in the field of logistics and supply chain management include logistics manager,integrated programs director, supply chain director, inventory manager, supply chain planningmanager, and other specified careers.Most companies prefer logistic managers have at least a bachelor’s degree, in either fields ofbusiness, industrial engineering, or supply chain management. Likewise, one can show their

dedication in the field by acquiring certification from the American Society of Transportation andLogistics, or the International Society of Logistics. Additionally, having both a degree and workexperience will help in finding a job. As many jobs in the field are related to the government andmilitary, having a military background can be beneficial as well.Entry-Level Logistics and Supply Chain Management JobsOne of the most common entry-level positions in this field is customer service management.Customer service is an important part of logistics and supply chain management on an individuallevel, since listening to and helping your consumers is the backbone of any business. You can alsowork managing product inventory for a business, planning and overseeing product transportationneeds, and managing supplies needed for manufacturing.You are not limited to customer service management, however. You can also find entry-levelemployment working as a distribution clerk, van driver, operation clerk, and many other jobs thatprovide a stepping stone to more advanced positions.Some entry-level jobs do require at least a bachelor’s degree such as operations research analyst orprocess associate. These jobs are more focused on critical and analytical thinking, and may requirevarious certifications to prove your expertise in the field. The American Society of Transportation andLogistics has more information about these certifications on their website.Advanced Logistics and Supply Chain Management JobsAs you gain experience in logistics and supply chain management, you’ll be able to takeon advanced roles in this field. You could work as an industry analyst, project manager, globallogistics manager, operations director, transportation director, or international logistics manager, justto name a few of the positions open in this field. A logistical manager (or logistician) directs theefficient movement of a product or service from the supplier to the consumer. The logistician is incharge from the very beginning of product acquisition to the very end of secure delivery. Similarly, asupply chain manager examines procedures for opportunities to streamline existing conditions.Overall, both positions direct the movement, storage, and processing of inventory. For those whoattain more experience, upper management positions such as presidents and vice presidents arehighly sought after. These top-level positions oversee all aspects of logistics and supply chainmanagement and usually come attached with a six-figure salary.If you’re interested in working abroad or with an international customer base, advanced jobs inlogistics often provide such opportunities. In our ever-increasingly globalized world, many logisticscompanies work with foreign distributors to conduct business. There’s also the option to work as aconsultant. As a consultant, you can work with a variety of different companies, both nationally and

abroad, offering tips and strategies on how to streamline processes. After learning the basics oflogistics, working as a consultant might be an option worth considering if you prefer a more flexibleschedule and the opportunity to work with a variety of clients and businesses.Career Fields Related to Logistics ManagementWhile obtaining a degree in logistics management can most qualify you for jobs working as alogistician, other degrees can prepare for this line of work as well. Logistics management majors arealso not strictly limited to this career. We outline the various career options below.  Business Sustainability and Green Operations: Careers in business sustainability and green operations focus on running businesses and manufacturing in a way that minimalizes impact on the environment. Specialists strive for efficient solutions that leave little to no carbon footprints.  General Management: General management is a versatile field focusing on high level leadership as well as connecting the moving parts of a major organization together. The scope of positions within general management can vary greatly but are almost always focused on day-to-day operations and the management of several teams working together.  Operations Management: The field of operations management is aptly focused on production and business operations. Specialists analyze, control, and create systems and processes involved in the output of goods and services.  Project Management: Project managers oversee and control company resources in order to achieve common goals in an effective, time-efficient manner. These managers work with employees and teams to motivate and organize them to accomplish the tasks at hand.  Small Business Management/Entrepreneurship: While small business management and entrepreneurship can be more loosely related to logistics management than the other fields mentioned, both fields require common skills needed to run a business and oversee operations and staff.Students typically go on to work in logistics and supply management for a company, although themanagerial and leadership skills acquired when studying for a logistics degree can be applied tomanagement or supervising job positions in many fields.Some schools offer a degree in transportation and logistics. This degree revolves around logisticsand transporting major volumes of waste or chemicals. In this case, you are learning to transportthese materials and the most effective way to dispose of them. In this program, you take coursessuch as hazardous material transportation, logistics and management operations, internationallogistics management and air transportation. This is a growing field that is set to expand globally.



Session 5: Important Skills required by Inventory ClerkDISTINGUISHING FEATURES OF THE CLASS: This is routine work involving theresponsibility for conducting a physical inventory of equipment and/or records by department. Incarrying out these duties, the Inventory Clerk is required to lift equipment or fiberboard storagefiles which may weigh up to fifty (50) pounds. Duties also include working with variousdepartmental office personnel to obtain information for completing inventory forms. The work isperformed under general supervision, in accordance with established policies andprocedures. Does related work, as required.TYPICAL WORK ACTIVITIES:Equipment InventoryObtains preliminary list of all fixed assets in the various departmentsof the County or’ municipality, itemizers each, with a brief description,approximate date of purchase and acquisition costs.Physically reviews equipment and updates, inventory list bydepartments;Assigns to each fixed asset an identification number and affixes sameto the asset in an uniform manner;Performs procedures necessary to provide a continuous orderly recordof each asset;Records InventoryCollect data related to departmental record keeping;Complete record inventory forms by describing record format contentand function, storage boxes and label according to content and sortaccording to series;Measures and calculate cubic feet of records for each department;Arrange boxed records on shelving;Prepares records for disposition:Properly files archival records;May film records using a planetary camera;Label all rolls of film and/or fiche for placement in storage cabinets.Microfilming DutiesPreps records for filing by removing all fasteners, placing documents inone direction, etc;Film records using a planetary camera;Inspects film against original documents to insure all records werefilmed and are readable;Loads microfiche jackets;

Label microfiche envelops and film roll boxes for storageIndexes all rolls and fiche for access.The above examples of duties are intended only as illustrations of thevarious types of work performed. The omission of specific statementsof duties does not exclude them from the position if the work issimilar, related or a logical assignment to the position.FULL PERFORMANCE KNOWLEDGE, SKILLS, ABILITIES AND/ORPERSONAL CHARACTERISTICS; Working knowledge of inventoryprocedures; ability to make arithmetical computations; ability to getalong well with and secure the cooperation of others; ability to carryout oral and written directions; accuracy; integrity; initiative;orderliness.The physical demands described here are representative of those thatmust bye met by an employee to successfully perform the essentialfunctions of this job. Reasonable accommodations may be made toenable individuals with disabilities to perform the essential functions.While performing the duties of this job, the employee is frequentlyrequired to sit, use hand to finger, handle or feel objects, tools orcontrols; and reach with hands and arms. The employee is required towalk, talk and hear.The employee must occasionally lift and/or move up to 50pounds. Specific vision abilities required by this job include closevision, distant vision, and the ability to adjust focus.The work environment characteristics described here arerepresentative of those an employee encounters while performing theessential function of this job. Reasonable accommodations may bemade to enable individuals with disabilities to perform the essentialfunctions.The noise level in the work environment is usually quiet.

Exercise: Who am I? In this lesson students will use a graphic organizer to brainstorminformation about their lives. This information will be used to provide the inspirationfor a graphic timeline.Reflection ResponsesWhere haveyou been inyour lifetime?What definesyou?What are yourgoals forthisyearandthe future?Whatobstacles haveyouovercome?What do youreally careabout?I am__________________________________________________________________

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Exercise:List out the important skills required for Inventory Clerk________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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Session 6: Knowledge of the Company/Processes/ProductsCase Study: Container Corporation of India Ltd.Our mission is, To join with our community partners and stake holders to makeCONCOR a company of outstanding quality. We do this by providing responsive, costeffective, efficient and reliable logistics solutions to our customers through synergy with our communitypartners and ensuring profitability and growth. We strive to be the first choice for our customers. Wewill be firmly committed to our social responsibility and prove worthy of trust reposed in us.The concept of 'bonded warehousing' was first tried out at Whitefield (Bangalore). The importers couldstore cargo and effect partial releases thereby deferring duty payment to Customs, and at the same timereleasing the international (ISO) container in which the cargo is imported.Bonded warehousing offers a dual advantage to the importer. On the one hand, it allows the deferral toduty payment, and at the same time, allows forcargo to be stored under the relatively cheaperoption of warehouse storage as opposed toholding on to an ISO container for which dollarlease rentals accrue on the importer.There is an increasing demand for bondedwarehousing in all parts of the country.CONCOR has a unique The concept of 'bondedwarehousing' was first tried out at Whitefield(Bangalore). The importers could store cargoand effect partial releases thereby deferringduty payment to Customs, and at the same timereleasing the international (ISO) container in which the cargo is imported.Bonded warehousing offers a dual advantage to the importer. On the one hand, it allows the deferral toduty payment, and at the same time, allows for cargo to be stored under the relatively cheaper optionof warehouse storage as opposed to holding on to an ISO container for which dollar lease rentals accrueon the importer.There is an increasing demand for bonded warehousing in all parts of the country. CONCOR has a uniqueadvantage in offering this service. Its warehouses are located in close proximity to the sidings/ICDswhere imports arrive in the first place. This makes bonding of cargo a very cost effective option, as thereare practically no transfer costs involved in the movement of cargo from landing facility to a nominatedbonded warehouse.To tap into this highly lucrative segment of business, bonded warehousing facilities have already beenmade operational by CONCOR at its facilities at Tondiarpet (Chennai), Sanathnagar (Secundrabad),NewMulund (Mumbai), Tughlakabad (New Delhi), Sabarmati (Ahmedabad), Gwalior etc.

CONCOR also plans to convert existing facilities or create new ones in all such business centers whererequired.advantage in offering this service. Its warehouses are located in close proximity to thesidings/ICDs where imports arrive in the first place. This makes bonding of cargo a very cost effectiveoption, as there are practically no transfer costs involved in the movement of cargo from landing facilityto a nominated bonded warehouse.To tap into this highly lucrative segment of business, bonded warehousing facilities have already beenmade operational by CONCOR at its facilities at Tondiarpet (Chennai), Sanathnagar (Secundrabad),NewMulund (Mumbai), Tughlakabad (New Delhi), Sabarmati (Ahmedabad), Gwalior etc.CONCOR also plans to convert existing facilities or create new ones in all such business centers whererequired.

Session 7: Rules and regulations at WarehouseWhen it comes to warehouse safety there are many benefits that are often overlooked. Safetyprocedures are frequently disregarded in a variety of workplaces due to insufficient time, inadequateresources or an opportunity to cut corners in an attempt to save money. However, when safetyprocedures are soundly implemented there are major benefits such as higher employee satisfactionas well as increased productivity. By minimizing the risk of injury, fewer workplace disruptions takeplace and absenteeism associated with injury is also reduced. Equipment downtime is another factorwhich can be avoided through the appropriate use of safety procedures.Here are a few safety guidelines to help keep your warehouse safe:1. Ensure Safety Equipment is Used at all TimesIn the warehouse it is vital that forklifts or hydraulic dollies are used to lift items that are too heavy.Appropriate eyewear and hard hats should also be worn when required. Employees should be awareof emergency exits and the sprinklers installed in the roof should not be blocked at any time. Safetyequipment is implemented in order to minimize workplace injury, so although it may be timeconsuming to initiate its use, it does pay off in the long run.2. Eliminate Any Potential Safety HazardsEnsure all warehousing floors are free of ‘slip and trip’ hazards. It isimportant that this safety check is carried out on a regular basis, by allemployees, and that the floor is always free of stray cords, liquids andany other potentially hazardous items. It is also essential that anycracks and pits in the flooring are attended to as these can causeserious injuries to employers as well as damaging expensive machinery.3. Clearly Label Designated Hazardous ZonesDangerous equipment should be stored away in an area that is clearlylabeled and safe walk ways should be highlighted through necessarysignage. The easiest way to illuminate hazardous zones is by usingtape or painting black and white stripes on the floor of the designatedarea. This enables employees to be aware of dangerous surroundingsand can be useful in avoiding accidents that can cause serious injury.4. Always Use Safe Lifting Techniques

When a load requires transporting, firstly assess what method is the best option for its movement. Iflifting is the most suitable method; check the route to ensure no obstacles are in the way and ensurethere is enough space for the load at its destination. Safe lifting techniques should always be carriedout and the load should not obstruct the view of the lifter. Use all materials handling equipmentcarefully and follow the proper operating procedures including push rather than pull, wheneverpossible and lean in the direction that is being travelled. Also, never drive a forklift or use otherpowered equipment without training or authorization.5. Provide Training and Refresher CoursesEnsure all staff are educated and up to date with knowledge about safepractices within the workplace. This allows for greater adherence toprocedures as staff members will be completely aware of theconsequences that can emanate from an unsafe workplace. Accidentsmost commonly occur when corners are cut in an attempt to save time.If staff and management are completely aware of the repercussionsthat can arise from this fact, procedures may be followed more closely.6. Promote Awareness in your WarehouseHaving a sense of awareness in the work place is an important safetyfactor. This can be achieved through communication between staffmembers. By employees being vocal and yelling out to others theirlocation, collision incidents can be drastically reduced. When carryingitems or driving machinery, a simple “coming through” can alert othercoworkers of their whereabouts and can allow them to steer clear of dangerous pathways. All staffmembers should be encouraged to be constantly aware of what’s around them and to communicatewhere they are to ensure the avoidance of collision accidents.

Session 8: Schedule and inventory related informationDevelop a documentation strategy to identify what records your program needs to keep, wherethey should be filed, and who is responsible for them. The second step is to match that theoreticalstructure to reality by going out and conducting an inventory of what is actually in your office. Toconduct an inventory means to do four things: 1. Physically inspect all of the files in the unit and record the essential information about them. 2. Identify duplicate, fragmented, and related records. 3. Match the records to the records schedules. 4. Evaluate the existing records (documentation) against your documentation strategy and information needs.Physically inspect the files and record essential information.This is the most time consuming part of the entire process. To do a good job you will need a datacollection form, and a tape measure (and a sense of humor). Systematically survey any areas whererecords might be stored such as offices, storage areas, and off-site storage areas. Look for records inall media including maps, audio-visual materials, and electronic records.To save time, divide what you find into four categories: 1. Personal papers 2. Reference materials 3. Other non-record materials such as stocks of publications 4. Records or potential records (including working files)For the first three groupings, collect only the following information:  Volume (linear feet or inches)  Owner (who has custody of the materials) and telephone number and mail code  Location (room number, file cabinet drawer, etc.)For record and potential record material, you should collect the following information:  Office What is the name of the program (office, division, or branch) responsible for the records?  Location Where are the documents physically located? For example: file room, someone's office, etc.  Title What are they called? For example: permits, correspondence, etc.  Inclusive dates What is the date span? For example: 1992-1999  Description What is included in the folder? For example: Contains records used in the issuance or denial of a permit issued by EPA offices or authorized states, Federal Facilities, or interstate agencies. Includes draft and final permits, major and minor permits, permit modifications, general, special, emergency, research, interim permits, pretreatment, and others.

 Arrangement How are they arranged? For example: alphabetically, by date, etc. Medium What is the format? For example: paper, microfilm, electronic, video, etc. Volume What is the current volume in feet or inches? For example: 2\" Annual accumulation What is the rate of buildup in one year? For example: 6\" File break When is the file closed or \"cut off?\" For example: at end of fiscal year Legal requirements Are these documents created or collected pursuant to a statute or regulation? If so, which one(s)? For example: Clean Water Act, as amended, Sections 402, 404, 40 CFR 122 Vital records Are these documents needed for disaster recovery purposes or to protect rights and interests? Finding aids Are there any related indexes or lists which serve as finding aids? Restrictions Do the documents contain any restricted information such as confidential business information (CBI), Privacy Act or enforcement sensitive information? Related records Are there any other records which are related to this group or series? Are copies maintained elsewhere, and if so, who holds them?

Session 9: InspectionPurchase necessary supplies before the count. Supplies might include: 1. Sequentially-numberedinventory tags (see sample in Appendix A) to be used to identify items that have been counted andhow many times they have been counted. Consider preprinted tags, if available from your inventorytracking system, containing all of the information except the actual counts and team numbers, toreduce the effort on the day(s) of the count.2. Other supplies like name tags, pens, markers, clipboards, calculators, tape, scales, step stools.3. If needed, special materials for handling product, such as plastic gloves or masks.Prepare the storage area for the inventory count. (If the warehouse is clean andorganized throughout the year, additional efforts before the count should be minimal.) 1.Clean all areas for ease of counting. a. Make sure like items are grouped together.b. Arrange items so they can be easily counted (i.e., in \"batches\").c. Ensure there are no hazards in the warehouse that could be dangerous during theinventory count, such as boxes to trip over, wet floors, items that could fall, etc.Organize the stock. a. Clearly mark package quantities if necessary.b. Count and seal partial packages with the count and date clearly marked. Cross out anyconflicting information, like previous counts, different part numbers, etc., and ensure that thepackage has the correct part number clearly marked.c. Clearly mark items that will not be counted with \"DO NOT INVENTORY\". Identifydamaged goods and move them to a designated separate location.d. Label each area to be counted. For example, label shelving units alpha-numerically (BA1,CD2) and each individual shelf numerically (top shelf = BA1-1, second shelf = BA1-2, etc.).In this way, you can create a complete list of all areas to be inventoried and \"check off\"each area as it is completed. Count each marked location separately.e. Make sure all items are identified with a part number, bar code, or other identification.f. Update storage area floor plans to reflect current stock locations and identify count areas.F. Organize counting teams. Physical inventories should be performed by personnel whohave no direct responsibility for assets subject to the inventory count. If the use of suchpersonnel is not feasible for any part of an inventory, then those portions should be testedand verified by an independent person. 1. If supplemental resources are required, considerusing staff from other areas or hiring Stanford students and temporary employees tosupplement the unit staff.2. Define count teams with at least two members per team.G. Develop written physical inventory instructions for individuals participating in thecount. Appendix B contains a sample of such instructions.

PhysicalInventoryGuidelinesH.Establish clearcutoff guidelines, identifyingwhich items to include or exclude from theinventory count.1.If possible, complete all handling and recording of inventoryproductsbefore thephysicalinventorycount begins. Thisincludes receipts, returns, consolidation betweenstockinglocations, etc.2.No movement of any inventory should be permitted duringthe physicalcount.Any itemsthat are delivered during the count should be physically separated and labeled\"POSTINVENTORY: DO NOT COUNT\". If movement is required, backup documentation should be maintained and the quantity reflected in the count orsubsequent discrepancyreconciliation. A good practice is to attach a count tag to copiesof the documentation.

Session 10: Access stored goods, count and determine discrepancyConducting the Physical CountA.Review counting instructionswith thecounting teams before theybegin.Provideexamplesofhow to findcodes, units ofmeasure, quantities, etc.Demonstrate an actual count.Explain thecomplete process,including reason forthecount, storage area and stock layout,numbering and distribution of inventorytags,collection, and summarization of thecount sheets.B.Control of theinventory tagsor count Count #1:sheets helps ensure completenessand A. Description of Item (Product Name)accuracy ofthe count. B. Stock # or Barcode # orManufacturer Catalog #1.Ifinventory tagsareused,confirm C. Quantity Countedthateachstackissued to count teamsis D. Unit of Measure (box, each, pkg.)complete and in numerical sequence. A E. Location (listed on shelf, e.g., AB1,logshould be kept ofthe tags issued to each AB2)teamto ensure all are returned and F. Team Numberaccounted for, otherwise a tag with a\"real\"count may be misplaced and you may Count #2:notbe aware of it. G. Description of Item H. Quantity Counted2.Complete inventory tags in pento prevent I. Unit of Measureerasures. Correcterrors by lining out the J. Team Number (on both sections oferror, writing the correct entry, and initialing the tag)the change. If an entire tag must beredone, the tagshouldbe marked \"ERROR–DO NOT COUNT\"and a newtag createdforthe item. No inventory tags should bediscarded.3.Collect the completed inventory tags from each teamatthe end ofthesecondcounts,confirming against the log that the same tags issued have been returned and that no tagsare missing. PhysicalInventoryGuidelinesC.Countitems twiceto provide asaccurate a countas possible.Each count team should beassigned to a specific area for their firstcount, then perform asecond count in another areato confirm thatarea'sfirst count. Discrepancies should immediately be brought to themanager'sattention.Third and fourth counts maybe necessaryto obtain an accurate count.

Reconciling the PhysicalInventory Reconciliation is defined as the processof identifying, explaining, and correcting the differences between the physical count and the assetbalance in the General Ledger (GL).It iseasiest to reconcile after month-end close to ensure up-to-date information in Oracle Financials and ReportMart3.Appendix C contains a sample of aninventoryreconciliation.A.Determine the amount per physicalcount.1.Enter the physical count into an inventory control system(database), if there is one,or intoa spreadsheet listing allitems in the inventory.2.Significant discrepancies between the records and the countshould be investigatedandexplained.3.Calculate the total inventory cost by multiplying units percount by unit cost.4.Adjust the value per the countby costs not included in the unit cost, where appropriate.For instance, ifunit costexcludes sales tax or shipping charges,add those valuesto theinventory on hand since theyareincluded in the GLbalance.B.Determine the amount per the General Ledger.1.Begin with the month-endinventory balance in the GL(objectcode 11405)perReportMart3Posted JournalsReport(FIN_GL_161_Post_Jrnl_By_Obj_Code). Usethemonth-end reportand limit the result by object code to shorten the report.A sample report is included inAppendixD.

Session 11: Reconciliation of Missing Goods You reconcile inventory when you compare the inventory counts in your records to the actual amounts on the warehouse shelves, figure out why there are differences between the two amounts, and make adjustments to your records to reflect this analysis. Inventory reconciliation is an extremely important part of cycle counting, since the warehouse staff uses it to continually update the accuracy of its inventory records. Inventory record accuracy is needed to ensure that replacement items are ordered in a timely manner, that inventory is properly valued, and that parts are available for sale or production when needed. An inventory reconciliation is also needed to ensure that the actual and recorded inventory amounts are the same at the end of the year, so that there will be no issues when the inventory is audited. Inventory reconciliation is not as simple as adjusting the book balance to match the physical count. There may be other reasons why there is a difference between the two numbers that cannot be corrected with such an adjustment. In particular, you should consider following any or all of these steps: Recount the inventory. It is entirely possible that someone incorrectly counted the inventory. If so, have a different person count it again (since the first counter could make the same counting mistake a second time). Further, if the physical count appears to be significantly lower than the book balance, it is quite possible that there is more inventory in a second location - so look around for a second cache of inventory. Recounting is the most likely reason for a variance, so consider this step first. Match the units of measure. Are the units of measure used for the count and the book balance the same? One might be in individual units (known as \"eaches\"), while the other might be in dozens, or boxes, or pounds, or kilograms. If you have already conducted a recount and there is still a difference that is orders of magnitude apart, it is quite likely that the units of measure are the problem. Verify the part number. It is possible that you are misreading the part number of the item on the shelf, or guessing at its identification because there is no part number at all. If so, get a second opinion from an experienced warehouse staff person, or compare the item to the descriptions in the item master records. Another option is to look for some other item for which there is a unit count variance in the opposite direction - that could be the part number that you are looking for. Look for missing paperwork. This is an unfortunately large source of inventory reconciliation issues. The unit count in the inventory records may be incorrect because a transaction has occurred, but no one has yet logged it. This is a massive issue for cycle counters, who may have to root around for unentered paperwork of this sort before they feel comfortable in making an adjusting entry to the inventory records. Other examples of this problem are receipts that have not yet been entered (so the inventory record is too low) or issuances from the warehouse to the production area that have not been entered (so the inventory record is too high).

 Examine scrap. Scrap can arise anywhere in a company (especially production), and the staff may easily overlook its proper recordation in the accounting records. If you see a modest variance where the inventory records are always just a small amount higher than the physical count, this is a likely cause. Investigate possible customer ownership. If you have no record of an inventory item at all in the accounting records, there may be a very good reason for it, which is that the company does not own it - a customer does. This is especially common when the company remodels or enhances products for its customers. Investigate possible supplier ownership. To follow up on the last item, it is also possible that you have items in stock that are on consignment from a supplier, and which are therefore owned by the supplier. This is most common in a retail environment, and highly unlikely anywhere else. Investigate backflushing records. If your company uses backflushing to alter inventory records (where you relieve inventory based on the number of finished goods produced), then the bill of materials and the finished goods production numbers had better both be in excellent condition, or the reconciliation process will be painful. Backflushing is not recommended unless your manufacturing record keeping is superb. Accept the variance. If all forms of investigation fail, then you really have no choice but to alter the inventory record to match the physical count. It is possible that some other error will eventually be found that explains the discrepancy, but for now you cannot leave a variance; when in doubt, the physical count is correct. The inventory control process consists of the following accounting events:Event DescriptionStock Requisition (SR) A request for inventory stock represents the intent to incur an obligation. Requests for(Pre-Encumbrance) inventory stock can provide useful accounting information for internal management purposes and are recorded in the accounting system as pre-encumbrances. Though they do not represent legal obligations, they are reductions to the available budget balance when budgetary controls are being used.Stock Issue Once requested stock items are released and issued by the seller, the net accounting effectConfirmation (CI) recognizes revenue for the seller (if the warehouse is able to recognize revenue) at the unit(Buyer Expenditure, price multiplied by the quantity of the stock items, and the expense of inventory at cost. InSeller Revenue) terms of the buyer, an expenditure/expense is recognized for the same amount, and the pre- encumbrance created by the Stock Requisition (SR) document is reversed.Over the Counter (OC) A direct issue of requested stock items from inventory recognizes the same net accounting(Buyer Expenditure, events involved with an Issue Confirmation (CI): expenditure/expense to the buyer,Seller Revenue) revenue to the seller (if the warehouse is able to recognize revenue), and expense of inventory at cost.Stock Return (SN) The return of stock items to inventory by the buyer results in reversing the accounting(Revised Accounting at events that took place at the issuance of these items. A decrease in revenue for the seller (ifIssue) the warehouse is able to recognize revenue) and a decrease in expenditure/expense for the

buyer are the net accounting effects.Inventory Adjustment The managing warehouse may need to adjust the on-hand quantities or the unit costs of(IA) (Seller Expense) stock items in inventory. If quantity and/or unit cost are increased, the net accounting effect of this event is an increase in inventory balances with a decrease in expense to the seller. If there is a decrease in quantity and/or unit cost, the net accounting effect is a decrease in inventory balances and an increase in expense to the seller.Physical Inventory The managing warehouse may need to adjust the on-hand quantities of stock items inPurchase Input (IP) inventory at a specified unit price. If quantity is increased, the net accounting effect of this(Seller Expense) event is an increase in inventory balances with a decrease in expense to the seller. If there is a decrease in quantity, the net accounting effect is a decrease in inventory balances and an increase in expense to the seller.Stock Transfer Receipt As the transfer of stock items is recognized and received by the receiving warehouse, the(TR) (Transfer of expenditure previously incurred by the issuing warehouse is transferred to the receivingExpenditure) warehouse. The net accounting effect results in an increase in the available budget balances for the issuing warehouse and reduction in the available budget balance of the receiving warehouse. This transaction recognizes inventory and expenditure balances at cost.DocumentsInventory Control includes the following documents:Document DescriptionStock Requisition Reserves quantities of stock items from an on-hand supply for later delivery. This reduces the(SR) available quantity. If items are not immediately available, they may be backordered and later filled by having the Backorder Servicing program run.Pick and Issue Schedules previously reserved items to be picked up for delivery and releases them from a(PI) reserved status. This function is performed by creating a Pick Ticket Report (IN80). From this report, the warehouse can determine the stock item, the quantity, and the bin number of the items that are to be picked up. It also creates the corresponding Issue Confirmation (CI) document.Stock Issue Confirms to the system that previously reserved and released items have been issued from theConfirmation (CI) warehouse to the buyer. The on-hand quantity of the warehouse for this item is reduced by the amount issued.Over the Counter Issues requested items directly from the on-hand quantity. As the items are issued immediately(OC) upon request, in effect, \"over-the-counter,\" backordering is not allowed. Once an \"Over the Counter\" transaction is successfully completed, an Over the Counter Issued Report will be produced, identifying the requestor and the stock items issued. Any request for items unavailable for immediate issuance must be reserved through a Stock Requisition (SR). On-hand quantity is reduced by the amount issued.

Stock Return (SN) Allows the original buyer to return previously issued items. At the option of the issuing warehouse, a return charge may be imposed.Inventory Allows warehouse management to adjust quantities or unit values of on-hand items due to aAdjustment (IA) change in on-hand quantities or unit costs. These adjustments alter inventory and cost of goods expense balances.Physical Inventory Allows warehouse management to adjust quantities of on-hand items due to a change in on-handPurchase Input quantities at a specified unit costs. These adjustments alter inventory and cost of goods expense(IP) balances.Stock Transfer Initiates the transfer of items from one warehouse to another.Issue (TI)Stock Transfer Recognizes the receipt of transfer items by the receiving warehouse. On-hand quantities ofReceipt (TR) receiving/issuing warehouses are adjusted.

Session 12: housekeepingHousekeeing: When we think of “housekeeping” we tend to think of the common phrase: “A place foreverything and everything in its place.” But housekeeping means more than this. Good housekeepingmeans having no unnecessary items about and keeping all necessary items in their proper placesBenefits: Good housekeeping at work benefits both employers and employees alike. Good housekeepingcan: ● eliminate clutter which is a common cause of accidents, such as slips, trips, and falls, and fires andexplosions; ● reduce the chances of harmful materials entering the body (e.g., dusts, vapours); ●improve productivity (the right tools and materials for the job will be easy to find); ● improve yourcompany’s image (good housekeeping reflects a well-run business. An orderly workplace will impress allwho enter it – employees, visitors, customers, etc. ● help your company to keep it’s inventory to aminimum (good housekeeping makes it easier to keep an accurate count of inventories); ● help yourcompany to make the best use of its space; ● make the workplace neat, comfortable and pleasant – nota dangerous eyesore.Poor housekeeping: There are many signs of poor housekeeping. You may recognize some of these inyour own workplace: ● cluttered and poorly arranged work areas; ● Untidy or dangerous storage of materials (for example, materials stuffed in corners; overcrowded shelves); ● Dusty, dirty floors and work surfaces; ● Items that are in excess or no longer needed; ● blocked or cluttered aisles and exits; ● Tools and equipment left in work areas instead of being returned to roper storage places; ● Broken containers and damaged materials; ● Overflowing waste bins and containers; ● spills and leaks.Good housekeeping is a foundation of safety in every work space of every workplace. However, it’s particularlyimportant in the warehouse where a variety of workers are doing a variety of jobs with a variety ofequipment. If you have a warehouse in your workplace, conduct regular refresher training onwarehouse housekeeping procedures. Here’s a quick 10-minute training session that gives a briefoverview of the different housekeeping concerns in the warehouse.Aisles, Walkways, Stairs  Keep aisles unobstructed. Cluttered aisles may block evacuation and cause falls.  Clean up spills, because slippery, wet, or icy floors frequently cause falls.  Report unstable or uneven walking surfaces so that they can be repaired.

 Report broken lights so that aisles and stairwells are well lit at all times.Storage AreasThese areas should have stable, sturdy shelving to prevent injuries from falling items or shelving collapse. All storageshould be appropriate for the types of materials to be stored.  Store common items at heights that do not require excess stretching or bending to retrieve.  Follow required special storage procedures for hazardous materials.  Ensure that all containers are clearly labeled with necessary warnings and instructions.Powered EquipmentThis equipment reduces worker injuries by reducing manual moving of heavy items, but it presents its own hazards.Workers can get caught in conveyors or run down by forklifts.  Never try to operate any powered equipment, such as forklifts, without proper training.  If your warehouse has a conveyor, know how to shut off the equipment in case of an emergency.  Never ride on a conveyor.ForkliftsForklifts are commonly used in warehouses and may be operated only by authorized and trained employees.  Always be aware of forklift traffic and the driving lanes in the warehouse.  Make sure the forklift operator sees you before approaching.  Forklifts steer from the rear, so the back swings wide when making a turn and could hit you if you are walking beside it.  Be especially careful if the forklift is on a ramp or an uneven surface—tipovers are the most common type of serious forklift accidents.Manual Material-Handling EquipmentEven simple warehouse equipment like hand trucks, dollies, and manual pallet jacks can be hazardous if not usedproperly.  Choose the right hand truck for the job.  Stack the load so that you can see over it. Place the largest, heaviest items on the bottom so that the load is stable.  Secure the load—strap it in place so that it can’t shift position or fall off.  Always push, don’t pull—keep the load in front of you (unless going up a ramp) and under control.LiftingEvery warehouse involves at least some manual moving and lifting. As a result, the majority of warehouse injuriesinvolve back problems.  Your legs, not your back, should do the work when lifting.  Ask for help if you need to move a heavy load.Of course, each of these areas merit their own training sessions, and you may want to conduct such separatesessions, especially if there is an incident in one of the areas. But an overall refresher course is still valuable forpreventing incidents from happening in the first place.- See more at: http://safetydailyadvisor.blr.com/2011/03/are-your-workers-aware-of-good-housekeeping-in-the-warehouse/#sthash.xYUQzvFb.dpuf

Session 13: Report to ManagementThere are certain reports that the management expects from the inventory clerk. They are listed belowTHE INVENTORYAn inventory is a report which is produced following a property inspection, listing and describing each and every component andcontent of a property in the context of “as seen” at the time of the inspection. As seen meaning a written and photographed“snapshot”, to be used as the basis of how the property's condition and its contents were seen by the Inventory Clerk. Theinventory may have additional notes or observations added by relevant parties to confirm or enhance its accuracy.IMPORTANT: unless stated otherwise - either in brackets or in a separate column next to the item referred to - the listed item isassumed to be in good order, although not necessarily new or perfect.Fair wear and tear is not considered at the time of inventory take, although the Inventory Clerk may offer an opinion as to anitem's age or condition if it helps in future identification, e.g. appears old or new.THE CHECK-INAs the name implies, this report is used to qualify the accuracy – with any additional notes or information – of the inventory atmove-in by the Inventory Clerk and tenant or tenant's representative.IMPORTANT: a check-in is not a duplication or substitute for an inventory, although it may accompany or support an inventoryin distinguishing anything which needs adding to or altering within the inventory.The check-in report may vary in style according to Landlord or Letting agent's needs, but typically will include a record of meterreadings and keys recorded at time of tenant move-in.The report may accompany, be included, or be supplied separately from the inventory, and may be used as support material indeciding apportionment with the check-out report following tenant move-out.THE MID-TERMThis report, sometimes known as a management or interim inspection, is produced normally – but not always – mid-term or 3monthly during a tenancy period. The inspection and report – although varying in style – is normally used to report on how aproperty is being cared for within a context of reporting problems within a property, either caused or not, by the tenant.IMPORTANT: this report is used to verify that a property is being respectfully looked after and may, although unlikely, be partof a dispute process at tenancy end.THE CHECK-OUTAs this name implies, the inspection and its subsequent report is intended to identify differences – whether better or worse –following tenants vacating a property at tenancy end.IMPORTANT: a check-out is not a duplicate inventory, and in the context of inventoryclerk.com methods, will list differencesfor the purpose of identifying whether a landlord - or their representative - is able to claim for damages, loss or cleanliness issues.Depending on client needs, an Inventory Clerk may add opinions as to whether changes are tenant or landlord responsibility, orare due to fair wear and tear. Clerks will not offer opinions as to apportionment or value; this is the remit of the landlord or theiragent, sometimes requiring support material such as quotes or receipts.METER READINGSAs an organisation we endeavour to obtain utility meter serial numbers and readings as a service,providing meters are found and safe to access.

Session 14: Liaison with Customer Representatives, Warehouse facilities/branchesA help desk is a resource intended to provide the customer or end user with information andsupport related to a company's or institution's products and services. The purpose of a help desk isusually to troubleshoot problems or provide guidance about products such as computers, electronicequipment, food, apparel, or software. Corporations usually provide help desk support to theircustomers through various channels such as toll-free numbers, websites, instant messaging, oremail. There are also in-house help desks designed to provide assistance to employees.FunctionsA typical help desk can effectively perform several functions. It provides a single point of contact forusers to gain assistance in troubleshooting, get answers to questions, and solve known problems. Ahelp desk generally manages its requests through the use of software such as issue trackingsystems. These systems often involve the use of a \"local bug tracker\" (LBT). This system allows thehelp desk to track and sort user requests with the help of a unique number, and can frequentlyclassify problems by user, computer program, or similar categories. Many software applications areavailable to support the help desk function. Some target the enterprise level help desk and sometarget departmental needs.In the mid-1990s, research by Iain Middleton of Robert Gordon University[2] studied the value of anorganization's help desks. It found that value was derived not only from a reactive response to userissues, but also from the help desk's unique position of communicating daily with numerouscustomers or employees. Information gained in areas such as technical problems, user preferences,and satisfaction can be valuable for the planning and development work of other informationtechnology units.The desk side team (sometimes known as \"desktop support\") is responsible for issues relatedto desktops, laptops, and peripherals, such as personal digital assistants. The help desk assigns thedesktop team the second-level desk side issues that the first level was not able to solve. They set upand configure computers for new users and are typically responsible for any physical work relating tothe computers, such as repairing software or computer hardware issues and moving workstations toanother location.Enterprise resource planning (ERP) is business management software—typically a suite ofintegrated applications—that a company can use to collect, store, manage and interpret data frommany business activities, including: Product planning, cost Manufacturing or service delivery Marketing and sales Inventory management

 Shipping and paymentERP provides an integrated view of core business processes, often in real-time, usingcommon databases maintained by a database management system. ERP systems track businessresources—cash, raw materials, production capacity—and the status of business commitments:orders, purchase orders, and payroll. The applications that make up the system share data acrossthe various departments (manufacturing, purchasing, sales,accounting, etc.) that provide thedata.[1] ERP facilitates information flow between all business functions, and manages connections tooutside stakeholders.[2]Enterprise system software is a multi-billion dollar industry that produces components that support avariety of business functions. IT investments have become the largest category of capitalexpenditure in United States-based businesses over the past decade. Though early ERP systemsfocused on large enterprises, smaller enterprises increasingly use ERP systems.[3]The ERP system is considered a vital organizational tool because it integrates varied organizationalsystems and facilitates error-free transactions and production. However, ERP system developmentis different from traditional systems development.[4] ERP systems run on a variety of computerhardware and network configurations, typically using adatabase as an information repositorySupply Chain Management (SCM) is the management of the flow of goods and services.[2] Itincludes the movement and storage of raw materials, work-in-process inventory, and finished goodsfrom point of origin to point of consumption. Interconnected or interlinked networks, channels andnode businesses are involved in the provision of products and services required by end customers ina supply chain.[3] Supply chain management has been defined as the \"design, planning, execution,control, and monitoring of supply chain activities with the objective of creating net value, building acompetitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand andmeasuring performance globally.\"[4]SCM draws heavily from the areas of operations management, logistics, procurement,and information technology, and strives for an integrated approach.Frequently asked questions (FAQ) or Questions and Answers (Q&A), are listed questions andanswers, all supposed to be commonly asked in some context, and pertaining to a particular topic.The format is mainly used on email mailing lists and other online forums, where certain commonquestions tend to recur.\"FAQ\" is pronounced as either an initialism (F-A-Q) or an acronym. Since theacronym FAQ originated in textual media, its pronunciation varies; \"F-A-Q\",[1] \"fack\",[1]\"faak\",[citationneeded] \"fax\",[citation needed] and \"facts\"[citation needed] are commonly heard. Depending on usage, the term mayrefer specifically to a single frequently asked question, or to an assembled list of many questionsand their answers. Web page designers often label a single list of questions as a \"FAQ,\" such as on

Google.com,[2] while using \"FAQs,\" to denote multiple lists of questions such as on United StatesTreasury sitesModern developments[edit]Originally the term \"FAQ\" referred to the Frequently Asked Question itself, and the compilation ofquestions and answers was known as a \"FAQ list\" or some similar expression. The term becamemore frequently used to refer to the list, and a text consisting of questions and their answers is oftencalled a FAQ regardless of whether the questions are actually frequently asked, if they are asked atall, or if there is even any way of asking questions.In some cases informative documents not in the traditional FAQ style have also been described asFAQs, particularly the video game FAQ, which is often a detailed descriptions of gameplay, includingtips, secrets, and beginning-to-end guidance.[5] Rarely are videogame FAQs in a question-and-answer format, although they may contain a short section of questions and answers.[citation needed]Over time, the accumulated FAQs across all USENET news groups sparked the creation of the\"*.answers\" moderated newsgroups suchas comp.answers, misc.answersand sci.answers for crossposting and collecting FAQ acrossrespective comp.*, misc.*, sci.* newsgroups.

Session 14: DEALING WITH SUPERVISORSSometimes newly appointed managers come into a company, hospital, or other organizationthinking that they are the chosen ones. Then, there are managers who have been annoying for aslong as you can remember. Annoying managers throw their authority around the workplacerecklessly. Consumed by power, they lose sight of reality, turning the lives of co-workers into aliving hell. If you allow or accommodate this influence in the workplace, your life at work willbecome miserable, eventually.Here are some suggested ways to overcome the overwhelming effect of having excessivelyambitious and annoying managers in your work life.Steps 1. Try to pinpoint why you find your boss or manager to be annoying. There are any number of reasons possible, but don't fall into the trap of finding your boss annoying just because he or she asks you to do your job to an expected standard when you can't be bothered! The real elements of an annoying boss include feelings on your side that the workplace has become unbearable, disrupted, not enjoyable, and perhaps even frightening, because of the actions of your boss, coupled with the reality that your boss has certain undesirable traits or responses when interacting with staff. Signs of a manager who is annoying might include:[2] o A manager who is not supportive of staff and works to undermine staff, or who even steals the glory for work completed well by others. o A manager who is deceitful and either lies about performance of workers, or fails to praise or point out when work is done well. o A manager who threatens excessive or inappropriate outcomes for work not completed on time, or in a certain manner. o A manager who doesn't take responsibility for errors but uses workers as scapegoats and blames staff when things go wrong o A manager who practices favoritism in the work place, setting some workers above others for no apparent reason.

o A manager who publicly humiliates, condescends, demeans, verbally attacks, or name calls staff. o A manager who hasn't got the slightest interest in your personal life, and goes so far as to not support you when you have family crises or other personal issues that need attending to during work time. o A manager who acts superior all the time, believing their own abilities far above anyone else's, and expects everyone to snap to attention, or else.2. Recognize the actions of an annoying manager. As well as determining how the manager behaves towards staff, and knowing how this leaves you feeling, it can be helpful to identify certain unacceptable actions that annoying bosses commit regularly. They can include such actions as: o Insulting staff members in a very personal manner, often publicly. o Invading your personal space without asking o Threatening you verbally or non-verbally o Sending email flames o Interrupting you rudely during meetings o Giving you dirty looks o Acting as if you are invisible when it suits them o Withholding praise even though you clearly deserve some o Second-guessing all the time or demands perfection o Making sarcastic jokes or teasing you as a means to deliver a nasty message o Reminding you in front of everyone where you stand in the hierarchy o Touching you when it's clear that you don't want this o Making two-faced attacks – you understand one thing from your boss, only to learn later that your boss said something opposite to somebody else o Stealing clients or accounts from other workers o Bad mouthing the firm's culture

o Refusing to help or explain anything when asked (but will deny this if pressed by anyone else, and insist it was you who didn't ask for help), etc.!3. Keep the attacks on you separate from your self-esteem. Understand that even though it may feel otherwise, this behavior is, overall, not a personal attack against you as a worker or as a person. Most often these managers are trying to prove a point to higher level management by being \"seen\" to be doing the right thing, by directing their energies upwards and not caring for staff.4. Such a boss may come around the office, department, etc., looking for errors to disqualify, or to discredit someone else whom they consider a potential threat. It is vital that you do not take this personally but see it for what it is – your boss's inferiority complex trying to masquerade as fake confidence by using staff as a tool to cover up his or her own inadequacies. When you try to see it this way, you are doing what is known as \"reframing\", to reduce the damage the situation does to you. o Robert Sutton explains the trick is not to expect your annoying boss to change (that's unlikely to occur) but to expect the worst from your boss while expecting that you will remain fine once the ordeal is over.5. Lower your expectations of your boss and focus on what is good about your job.6. Be a model employee. Familiarize yourself with work protocols and understand the principles behind what you do. In other words, be prepared to offer a plausible explanation if questioned by your manager. This will also provide a suitable excuse to keep him or her away from rattling you further. o Be one hundred percent across your job description and be able to respond as to how whatever you are doing fits within those parameters. It may sound silly but there are plenty of employees who don't understand fully what their role is, and can become a target of a bullying manager as a result. If you do extend yourself beyond your job description, be prepared with sound reasons for why you did this, how it has not interfered with your usual duties, and how it benefits your boss. o Earn respect by showing confidence in your work. Be organized and manage your time efficiently. o Do not create any opportunities for your annoying manager to call you out for breaking company policy or rules. Adhere strictly to break and lunch times, avoid leaving before your hours are up, and be on duty a few minutes earlier rather than being a few minutes

late. Meet your deadlines, or keep people properly informed where deadlines are blowing out. Do not give an annoying boss any reason to find fault with your work or with you as a worker.1. Demonstrate your expertise without arrogance. In a subtle way, outdo an annoying boss with your obvious knowledge. Aim to highlight your expertise and deter an annoying boss from prodding you any further. If your expertise is clear and highly respected, an annoying manager will usually back off, knowing that pursuing a petty issue with you can make them appear stupid if they cannot keep up with your points. Do not be arrogant, but display professional etiquette and confidence when making your points. o Seek small wins instead of looking for the knock-out punch. While the larger problem of your annoying boss isn't going to go away, a series of small wins can boost your confidence, build up a more solid workplace positioning for you, and encourage others to do the same as you, which could ultimately undermine your boss's approach and wrest back more control for you and your colleagues.2. Maintain a professional distance and limit your contact with your annoying manager. Becoming too familiar with managers who display poor leadership qualities is a perfect recipe for disaster that can even taint you down the track. o Keep a relatively safe working distance by avoiding personal conversations, keeping away, or revealing any information that could be used against you in the future. o Avoid meetings with your annoying boss where possible, or keep them short (look for a room without chairs). o A fair amount of mystery is great for keeping you under the radar, and makes for interesting contemplation on the part of your manager. o Don't give in to becoming one of the boss' \"favorites\". Not only can this so-called favored position change at a mere whim, but not being in this position also means that when top management gets wind of how poorly this manager is doing, you won't be tarred with having been compliant with this manager's behavior or favoritism.3. Keep any unavoidable confrontation constructive. Stick to the facts, stick to what you do know, and don't lash out and criticize the boss. o Learn to think on your feet. Many annoying managers have poor interpersonal skills, which is why we find them annoying. These types are bound to throw questions at you, at the most inappropriate of moments, catching you off-guard or when they know you will falter and stutter. This reflects a power play, a person who is insecure. Always remember this at the back of your mind, as this will help you to cope effectively, knowing the true reason behind the aggressive behavior. o Excuse yourself politely when any confrontation becomes unbearable. If you are losing control during a confronting interaction or you experience difficulties

explaining yourself and being understood, make an excuse, and walk away. Go to the bathroom, have a cigarette, throw M&Ms around in the car park, etc., but do not stay in the situation and get yourself dragged in further. 4. Learn to relax in the presence of your annoying manager. Being nervous or intimidated will only make you an easier target at work and most often you will end becoming their mental punching bag. Staying calm is a form of control of the situation in itself, and an effective one provided you can maintain it. o Don't perceive yourself as a victim. Don't respond in kind; instead, see yourself as remaining calm, detach yourself emotionally from the annoying manager, and don't try to control what is out of your control. Focus instead on what you can control and on helping others who matter to cope too. o Realize that staying calm can infuriate a person unable to control their own angry emotions. Don't let their lack of self-control unnerve you – just observe it for what it is. o Find allies. Find those you can trust and share strategies for coping. o Try daily affirmations or meditation to help you to remain calm. o Take deep breaths and count to 10 before replying to a jibe or other annoying attack from your manager. Think of the chefs on Hell's Kitchen who respond \"Yes Chef!\" and nothing more! (You find out later what they are feeling and thinking!) 5. Do not fall prey to workplace gossip and bickering about anyone. Sometimes an annoying manager will try to extort negative reports on you from others. While disappointing, if people know you are gossiping about them, they will give a negative report about you when a boss goes behind your back. This results in filtered information, which becomes more distorted as it transfers from person to person and this creates the wrong impression, potentially damaging your professional reputation in the process. Avoid falling victim to this destructive behavior by not undermining your colleagues. 6. Find buffer zones. Have rooms where you (and your colleagues) can go and have time out after being around your annoying manager. Let off steam and support one another. o Just be careful that this is a safety zone, and there isn't a possibility of your annoying manager walking in. If so, look further afield, such as a cafe, a neighboring park, etc. For example, nurses can hide away in nurse's lounge away from doctors, or techies in a common room where bosses never are known to go. o Balance the advice on not gossiping with constructive discussions about your boss' poor behavior. It is possible to talk about the facts rather than belittling a person with rumors. Get the mixture accurate and you'll be supported by your coworkers. 7. Find other suitable employment if the work environment becomes unbearable. Another suitable alternative would be to look for other positions in the same workplace, if there are any available, such as a lateral move into another department. When you do move, however, be circumspect about your boss and your feelings for this person; people are not impressed by a potential new employee mouthing off against a former boss.Difficult people: how to deal with mean colleaguesBad behaviour runs from being rude to outright bullying

When a colleague is mean to you, it can be hard to know how to respond. Some peopleare tempted to let aggressive behaviour slide in the hopes that the person will stop.Others find themselves fighting back.“When it comes to bad behaviour at work, there’s a broad spectrum,” with outrightbullies on one end and people who are simply rude on the other, says MicheleWoodward, an executive coach and host of Harvard Business Review’s recentwebinar,Bullies, Jerks, and Other Annoyances: Identify and Defuse the Difficult PeopleatWork.You may not know which end of the spectrum you’re dealing with until you actuallyaddress the behaviour. If it’s a bully, it can be difficult – if not impossible - to get theperson to change, says Gary Namie, the founder of the Workplace Bullying Institute andauthor of The Bully at Work. But in most cases, you can – and should – take action.Here are some tactics to consider when dealing with an aggressive colleague:Understand why. The first step is to understand what’s causing the behaviour.Research from Nathanael Fast, an assistant professor at the University of SouthernCalifornia’s Marshall School of Business, proves a commonly held idea: People act outwhen their ego is threatened. So it may help to stroke the aggressor’s ego. Even a smallgesture, such as ending an email with “Thanks so much for your help” or complimentingthe person on something you genuinely admire, can help.Look at what you’re doing. These situations also require introspection. “It’s veryeasy to say, ‘Oh, that person is a jerk,’ ” Woodward says. But perhaps you work in ahighly competitive culture or one that doesn’t prioritise politeness. Consider whetheryou might be misinterpreting the behaviour or overreacting to it or whether you’veunknowingly contributed to the problem. Have you in any way caused the person to feelthreatened or to see you as disloyal?Stand up for yourself. Don’t be afraid to call out the bad behaviour when it happens.“I believe very strongly in making immediate corrections,” says Woodward. “If someonecalls you ‘Honey’ in a meeting, say right then: ‘I don’t like being called that. Please usemy name,’ ” she says.Enlist help. “Everybody should have alliances at work – peers and people above andbelow, who can be your advocates and champions,” says Woodward. Talk to thosesupporters and see what they can do to help, whether it’s simply confirming yourperspective or speaking on your behalf. Of course, you may need to escalate the situation