Summer Project Report

On

Identification of Improvement Areas in Ecommerce

Distribution Process at Mumbai
And

Analysis of Routing System to Improve Distribution

Efficiency at Andheri
Undertaken At

In Partial Fulfillment of Summer Internship of PGDIE (Post Graduate

Diploma in Industrial Engineering)
Submitted By:

Ibrahim Hussain Malubhaiwala

PGDIE Class of 2012
Roll No. 40
Under the Guidance of

Company Guide:
Mr. Sunil Shankar
(Reg. Manager Operations, South Asia)

Faculty Guide:
Prof. R W Limje
NITIE, Mumbai

National Institute of Industrial Engineering

Vihar Lake, Mumbai-40087

Certificate
This is to certify that Ibrahim Hussain Malubhaiwala student of PGDIE 40 has successfully
completed the projects Identification of Improvement Areas in Ecommerce Distribution
Process at Mumbai and Analysis of Routing System to Improve Distribution Efficiency at
Andheri at Aramex India Pvt. Ltd. under my guidance from 12-04-2011 to 11-06-2011.
Based on the professional work done by him/her, this report is being submitted for the partial
fulfillment of Post Graduation Diploma in Industrial Engineering at NITIE, Mumbai.

Date: 13-06-2011

Prof. R W Limje
Faculty Guide
NITIE, Mumbai

pg. i

Acknowledgement
I take this opportunity to extend my sincere thanks to Aramex Logistics India for offering a
unique platform to earn exposure and garner knowledge through the project on Identification of
Improvement Areas in Ecommerce Distribution Process and Analysis of Routing System to
Improve Distribution Efficiency at Andheri.

I wish to extend my sincere and heartfelt gratitude to my guide Mr. Sunil Shankar Regional
Manager Operations, South Asia & Mr. Haresh Panjwani Supply Chain Head, India,
who guided, supported and encouraged me during the entire tenure of the project.

I also thank Prof. R. W. Limje my faculty guide, who inspired me by his discussions and
showed me the right course to pursue. Special thanks to Mr. Ajay Kamble and Mr. Vinod
Singh who helped me at all stages during this project and whose suggestions were indispensable
throughout project. I also wish to thank all people in the Head Office of Aramex Logistics India
for their constant support and help in accomplishing the objectives of the project. There are many
who I may have left out in the acknowledgement, but whose co-operation no doubt went a long
way in the project completion.

Last but not the least my heartiest thanks to faculty Mr. Nikhil Mehta at NITIE who guided me
in the curriculum regarding project management at summer internship.

Ibrahim Hussain Malubhaiwala

PGDIE 40
NITIE, Mumbai

pg. ii

Executive Summary
Aramex is a global transportation and logistics services company providing a variety of
express, logistics, freight forwarding and domestic distribution services. The company was
established in 1982 and is headquartered in Amman, Jordan. Aramex also provides a number of
retail services including mail-order catalog services and mail forwarding services.
Aramex follows hub and spoke model for its operations. Hub is situated at Andheri (E)
while other branches are located at 5 different locations in Mumbai including one at Andheri. We
have visited almost all the branches to understand the process and determine the area of
improvements. The aim of the first project is to find out the current trends in the logistic industry
and suggest possible modifications in the current operation process. The first phase involves
AS-IS process analysis which includes ground as well as IT operations. Time motion study has
been done to map hub operations accurately and various suggestions like layout improvement,
digital weighing machine, utilization of unused space, new bag design etc. are given as the
output of the project.
Second project focuses on analysis of distribution system of the company and
determining Key Performance Indicator (KPIs) which are further analyzed to identify factors
affecting the distribution performance. On the basis of KPIs, routes are identified that are
performing badly and then the factors which are influencing the KPI are explored. This leads to
conclude final action required to improve distribution performance like addition of extra
employee, division of route, identification of region to establish new branch etc. To enhance the
scope of the project, a generalized tool called as Distribution Performance Analysis Tool
(DPA) was designed that can be used at any branch of Aramex. This tool helps in identifying
poorly performing route and to determine the influencing factors so that appropriate action could
be taken.
Following are some characteristics of the DPA:
1. User friendly

2. Easy to Apply

3. Generalized

4. Automatic Data Mining

5. Reliable

6. One Click Run

pg. iii

Table of Content

Certificate

------------------------------------------------------

Acknowledgement

------------------------------------------------------

ii

Executive Summary

------------------------------------------------------

iii

1. Aramex Overview

------------------------------------------------------

------------------------------------------------------

1.2 Aramex Offices Globally ------------------------------------------------------

1.3 Aramex Presence in India ------------------------------------------------------

1.4 Aramex India Services

1.1 Company Profile

------------------------------------------------------

1.5 Aramex Supply Chain Model

---------------------------------------------

1.6 Aramex SWOT Analysis ------------------------------------------------------

2. Literature Review

------------------------------------------------------

3. Identification of Improvement Areas in Ecommerce Distribution Process

3.1 Background of the Project

7
8

---------------------------------------------

3.2 Objectives

------------------------------------------------------

3.3 Need of the Project

------------------------------------------------------

3.4 Future Scope of the Project

---------------------------------------------

3.5 Methodology

------------------------------------------------------

3.5.1 Plan

------------------------------------------------------

3.5.2 Classify

------------------------------------------------------

3.5.3 Identify

------------------------------------------------------

10

3.5.4 Results

------------------------------------------------------

11

------------------------------------------------------

15

3.6 Limitations

4. Analysis of Routing System to Improve Distribution Efficiency at Andheri

4.1 Background of the Project

16

---------------------------------------------

16

4.2 Objectives

------------------------------------------------------

16

4.3 Need of the Project

------------------------------------------------------

16

4.4 Future Scope of the Project

---------------------------------------------

16

------------------------------------------------------

17

4.5.1 Process Map of Andheri Branch Operations ------------------

17

4.5.2 GC Activity during Pickup and Delivery

------------------

19

4.5.3 Cause and Effect Analysis of Different KPIs ------------------

19

4.5.4 Selection of KPIs for Evaluating Distribution Performance

20

4.5 Methodology

4.6 Data Collection and Analysis

---------------------------------------------

4.6.1 Pareto Analysis of Overloads

21

------------------------------------

21

---------------------------------------------

22

------------------------------------------------------

23

4.7 Conclusion

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25

4.8 Recommendations

------------------------------------------------------

25

4.9 Limitations

------------------------------------------------------

25

4.6.2 Regression Analysis

4.6.3 Results

5. Delivery Performance Analysis (DPA) Tool

------------------------------------

26

5.1 Need of DPA

------------------------------------------------------

26

5.2 Features of DPA

------------------------------------------------------

26

5.3 Snapshots of DPA

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27

5.4 Limitations

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28

6. Cost Benefit Analysis

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29

7. References

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30

Annexure I

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31

Annexure II

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33

1 - Aramex Overview
1.1 Company Profile
Aramex started in 1982 as an express operator rapidly establishing itself into a global
brand recognized for its quality service and unique multi-product offering. In January 1997,
Aramex became the first Arab-based international company to trade its shares on the NASDAQ
stock exchange. After five years of successful trading, Aramex returned to private ownership in
February 2002 and continued to expand and excel as a privately owned company, establishing
global alliances and gaining stronger brand recognition.
In June 2005 Aramex went public on the Dubai Financial Market (DFM) as Arab
International Logistics (Aramex) with its shares traded under ARMX. Today Aramex and its
worldwide alliance form an extensive transportation network that spans the four corners of the
globe. With offices strategically located in major cities, Aramex offers customers around the
world comprehensive transportation solutions that range from international and domestic express
delivery, freight forwarding, logistics and warehousing to publication distribution and
specialized shopping services such as the Shop And Ship U.S. mailbox and Shop the World
catalog shopping.
The Aramex-led Global Distribution Alliance (GDA) brings together 40 independent
express companies from around the world, each specializing in their own region and together
covering the world with the same, unified standards and business procedures. The network has
more than 12,000 offices, 33,000 vehicles and 66,000 employees serving alliance customers and
attending to the details of their business round the clock, around the globe.

1.2 Aramex Offices Globally

Ireland

UK
Netherlands

Iran
Lebano

Jordan Kuwait

Morocco

Doha
Egypt Saudi
Arabia

Bahrain
UAE
Oman

India

Sudan

Sri Lanka

Fig 1.1 Aramex Offices Globally

1.3 Aramex Presence in India

ARAMEX Office
37

Delhi

HUBs
8

Delivery Location
750
Kolkata
Mumbai
Pune
Hyderabad

Bangalore

Delivery Postcodes
10916
Warehouses

Chennai
Cochin

[1.5 lakh sq ft]

Fig 1.2 Aramex in India

2

1.4 Aramex India Services

Aramex has been the transportation company of choice for tens of thousands of
companies in the Asian Subcontinent and Middle East. This is mainly due to the distinctive way
Aramex conducts its business and the special advantages it extends to its customers. Aramex is
unique in the variety of transportation services it offers under one roof, and is unique in its
creative and flexible style of management that enables it to customize its solutions to
accommodate the specific transportation needs and requirements of every one of its customers.

Fig 1.3 Aramex in different service sectors

1.4.1 Express
International Express: Aramex provides a global solution for moving time-sensitive
documents and parcels around the world, door-to-door, within committed transit times that meet
your needs and expectations.
Domestic Express: Aramex Domestic Express offers reliable door to door solutions for
time-critical packages to be delivered within a country or city. Aramex picks up and delivers
your packages within agreed delivery times with the ability to track your shipments online at any
time.

1.4.2 Cargo
Aramex has one of the most extensive International & Domestic air freight forwarding,
land and sea networks. Teams of cargo professionals provide global services and local expertise
to ensure a complete and hassle-free service that includes customs clearance and delivery to the
final consignee.
Having multiple transportation modesair, land and seaallows, Aramex to provide the
most cost-effective transportation method that meets the clients delivery need. Our track and

trace technology and our network of offices around the world allow total traceability and
visibility of shipments from the moment a job is booked till its delivery at the final destination.

1.4.3 Domestic
Aramex Domestic Express offers a cost-effective solution for express delivery of timecritical shipments within a country or city. Whether it is an important document, a fragile item, a
temperature-controlled package or any other item requiring special care, Aramex picks it up and
delivers it, in its pristine condition.

Domestic Distribution Services

Overnight Domestic Service

Domestic Document Return Service

Bullet Distribution Services

Cash on Delivery
1.4.4 Logistics
Aramex offers third-party logistics services to customers around the world, in addition to
several other local logistics centers in Saudi Arabia, Lebanon, Jordan, Egypt, Bahrain, Kuwait,
India and the USA. The state-of-the-art logistics facilities are strategically located and
technologically connected, making the synergies compelling and the cost effectiveness apparent.

Order Fulfillment

Warehousing

Supplementary Services
1.4.5 Special
Aramex dedication to customer service is best reflected in its ability to create new ways
of meeting the special needs of its customers. Aramex puts its distribution and information
network at its customers disposal to obtain for them items they need from markets around the
world such as medication, spare parts, computers or any item they desire. This service also
includes visa and document legalization, flower delivery and a repair-and-return service. Aramex
4

also provides Bullet services incase needed whereby the documents are picked from the Shipper
and Delivered to thee Consignee in a couple of hours.

1.6 Aramex Supply Chain Model

Aramex follows hub and spoke model in distribution of express products. A hub and
spoke consist of n spokes rather called as branches and 1 central hub. All branches are connected
to this central
tral hub. Each city where Aramex office resides comprises 1 hub and n branches.
Distribution takes place from hub to hub among cities while between hub and branches within
the city.

Fig 1.4 Hub and Spoke Supply Chain Model at Aramex

1.5 Aramex SWOT Analysis

Strength

Non asset based: Aramex believes in
following a non asset based approach. This
is very different from the industry trend but
has been remarkably successful.

Strong cash position: Aramex has a strong
net cash position on its balance sheet.

Weakness

Management capacity: Aramex has
aggressive plans to expand its presence in
USA and Asia. If there are too many
acquisitions in the immediate future,
management policy can potentially be
constrained.

Diverse revenue base: Aramex earns

revenue from six different services.

Global Distribution Alliance: Aramex is a
founding member of GDA, which is
composed of 40 logistic companies.
Opportunity

International expansion: Aramex is present
in a number of geographical regions. There
is still opportunity for growth in regions
such as North America and South Asia.

Threat

Competition: The logistics sector is an
active one in the Middle East and South
Asia and involves both local firms and
multinationals like DHL and UPS.

Table 1.1: SWOT Analysis of Aramex

2 - Literature Review
In the recent past, third-party logistics (TPL), also referred to as logistics outsourcing
(e.g. Knemeyer et al., 2003; Maltz and Ellram, 1997; Razzaque and Sheng, 1998), has received
considerable attention from logistics scholars, resulting in a plethora of research and writing in
this field. The interest of researchers in TPL should continue as several recent studies suggest
that a steadily increasing number of companies across industry sectors use third-party providers
for the management of all or part of their logistics operations (e.g. Lieb and Bentz, 2004, 2005a;
Lieb and Miller, 2002; Lieb and Randall, 1999a).
According to Lieb (1992, p. 29), TPL involves the use of external companies to perform
logistics functions that have traditionally been performed within an organization. The functions
performed by the third party can encompass the entire logistics process or selected activities
within that process. In a similar vein, Coyle et al. (2003, p. 425) suggest that TPL involves an
external organisation that performs all or part of a companys logistics functions.
In statistics, regression analysis includes any techniques for modeling and analyzing
several variables, when the focus is on the relationship between a dependent variable and one or
more independent variables. More specifically, regression analysis helps one understand how the
typical value of the dependent variable changes when any one of the independent variables is
varied, while the other independent variables are held fixed.
Ishikawa diagram is used to depict the causes that impacts on the performance of the
distribution system at Aramex. Cause and effect diagrams (also known as Ishikawa or fishbone
diagrams) graphically depict the relationships between a particular outcome and all of the
identified factors contributing to that outcome. The diagrams structure includes a central bone
with the topic of interest (the head) attached at the right-hand end. Branching out from the
central line are sub-bones that represent primary causal factors, and each of these in turn has
sub-bones representing subsidiary contributing factors, CG Salvador and N Goldfarb, 2004.
Pareto analysis is then done to identify the most affected distribution routes. Pareto
analysis is a statistical technique in decision making that is used for selection of a limited number
of tasks that produce significant overall effect. It uses the Pareto principle the idea that by
doing 20% of work, 80% of the advantage of doing the entire job can be generated.

3 - Identification of Improvement Areas in Ecommerce

Distribution Process at Mumbai
3.1 Background of the Project
The project is to be carried out at Mumbai region and focuses on how e-commerce items
are handled by the company. Aramex follows a hub and spoke model in which 5 branches
namely: Andheri, Vikhroli, Forte, Lower Parel and Goregaon are connected to central hub
located at Andheri. For e-commerce service Goregaon act as a outbound hub while Andheri act
as main centralized outbound/inbound hub.

3.2 Objectives

Understanding existing e-commerce distribution process

Classifying process hierarchy and evaluating each level separately

Identifying bottlenecks at each level and suggesting appropriate solutions

3.3 Need of the Project

Improving e-commerce performance by reducing delivery time and RTO ratio

Increasing e-commerce productivity at different branches

3.4 Future Scope of the Project

The project held an important significance in the area of market capitalization of Aramex
pertaining to substantial growth of e-commerce business in the industry. It would help in
reducing the cost to company per product delivered finally to its destination and increasing
overall capacity of e-commerce products. Simultaneously, utilization of man-vehicle resources
would also increase which results in overall increased productivity.

3.5 Methodology

Plan
Classify

Identify

Scope: Boundaries of the project

Understand the complexity in operations and distribution

Classify the process heirarchy

Interview the manager and employees from the domain

Identify the KPI's

Evaluate the parameters
Find bottlenecks not satisfying the KPI's

Suggest appropriate solutions to acheive the productivity

Result

3.5.1 Plan
First phase of the project starts with defining the domain of the project. As Aramex is
involved in number of services like express, logistics, freight etc. it becomes necessary to define
on which service project needs to be implemented. After selecting express service as the domain,
understanding the as-is
is process functionality begins.

3.5.2 Classify
Second phase includes classifying the process into different sub-processes.
sub
Complete
express delivery
ery process is classified into 10 sub-processes as:
a) Pickup:: It includes picking the products that needs to be delivered at some destination. There
are two type of pickups, first regular pickup and second call pickups. GC went to regular pickup
destination every day while for call pickups GC went only when call arrives at the branch.
b) Branch Processing (Origin) : It includes processing of all the pickups collected from different
places by different GCs at the branch. Origin Receipt Scan (ORS) is done for each and every

pickup. A unique Air Way Bill number is assigned to each shipment physically as well as on the
system. This AWB number is then used to track each and every shipment.
c) Transfer to Hub: Shipments received at branch are then transferred to hub by mini-van.
d) Hub Processing (Origin) : In case of e-commerce products, Goregaon act as first hub. All the
shipments from different branches are received here and then sorted as per their destination, bag
locked and transferred to Andheri hub. In case of non-ecommerce items, all branches sent parcels
directly to hub. At hub, shipments are sorted as per the destination and bag locked.
e) Airport Transfer (Origin): All the bags locked with unique bag lock number are then sent to
airport for final destination transfer.
f) Transfer to Hub (Destination): From the airport at destination, shipments are transferred to
destination hub.
g) Handover to Destination Branch: All the bags are opened and again destination wise sorting is
done for each shipment. On the basis of that, bags are created to send shipments to the final
destination branch.
h) Out for Delivery: At the destination branch, route wise sorting is done and GCs after
collecting the respective load went out for delivery.
i) Re-attempt: Re-attempts are done if first attempt failed or during first delivery GC is unable to
attempt that delivery because of overload.
j) RTO: If the shipment doesnt get delivered in three attempts then it is sent return to origin.
During RTO, a new AWB number is assigned to that shipment and the whole process repeats.

3.5.3 Identify
This phase includes identification of the important KPIs which determines performance
level in different processes described above. Following are the important KPIs:
a) Speed

b) Productivity

c) Cost

d) RTO

e) Motivation

f) Customer Service

g) IT

h) Security
10

Following matrix define the importance of each KPI for different processes. Row
contains process while column represents KPIs
PROCESS | KPI's

SPEED

PRODUCTIVITY

COST

RTO

MOTIVACS
TION

PICK UP

High

High

High

N.A

High

High Medium High

BRANCH
PROCESSING(ORIGIN)

High

High

Medium N.A

High

N.A

Medium High

HUB PROCESSING(ORIGIN)

Medium High

Medium N.A

Medium

N.A

Medium Medium

Medium Medium Medium N.A

Medium

N.A

Low

Medium

High

N.A

N.A

Low

High

AIRPORT
TRANSFER(ORIGIN)
ORIGIN TO DEST HUB
TRANSFER

Medium High

N.A

IT

SECURITY

TRANSFER TO HUB(DEST.)

Medium Medium Medium N.A

Medium

N.A

Medium Medium

TRANSFER TO DEST. BR.

High

High

Medium N.A

High

N.A

Medium High

OUT FOR DELIVERY

High

High

Low

High

High Low

High

REATTEMPT

Medium Medium High

High High

High Low

High

RTO TO SHIPPER

Low

High Medium

N.A

Low

High

N.A

Medium Medium

Table 3.1: KPI Evaluation Matrix

3.5.4 Results
Following are the bottlenecks and suggestions to remove bottlenecks founded in the
process. These bottlenecks are identified on the basis of their performance as suggested the KPI
Evaluation Matrix:
a) Pickup (Origin)
Bottlenecks:
i.

Along with COD pickups GC takes normal non-COD pickups also. This is the most
time taking operation with respect to COD items.

ii.

Traffic at roads causes a lot of blockages everyday and hence make transport delayed.

iii.

Some vendors dont keep items ready like Shivshakti traders where GC has to wait for
nearly 1 hour every day
11

iv.

Some vendors waste time at the moment due to some unexpected changes like changes
in packing etc.

Improvements:
i.

Different routing algorithms are available for efficiently routing of the vehicles used in
3PL industries. Feasibility of application of such algorithms must be analyzed and
should be applied.

ii.

GPS tracking system: Vehicles equipped with GPS will remain connected to each
other as well as with centralized server. They can communicate about blockages and
shortcuts with each other and reach the destination in minimum time.

iii.

Dedicated pickup van should be introduced at places where pickup amount is huge
(>300) like at Goregaon where daily pickup averages around 500.

iv.

Strict guidelines must be given to all vendors regarding pickup time.

b) Branch Processing (Origin)

Bottlenecks:
i.

Manually placing AWB number and branch name labels at each parcel.

ii.

Scanning each parcel for AWB # and Order #.

iii.

Waiting for delivery van to carry load at Goregaon hub.

Improvements:
i.

Automatic Scanning Machine: The machine will automize the process of scanning and
hence minimizes the processing time largely.

Fig 3.1 Automatic Scanning Machine

12

ii.

Proper scheduling of delivery vehicles at branches must be made for timely release of
the load.

iii.

Maximum time of sorting is wasted in reading destination on the parcel by the

employee.

iv.

If in place of reading destination a color code for each destination is pasted over the
parcel from branch itself then employee has to just take decision by identifying color
with no reading effort.
effort
In the below example sticker, Blue color represents shipment of Delhi, while
Dark Grey color represents shipment of Banglore. Red and Green color represents
whether shipment belongs to COD or prepaid.

Fig 3.2 Color Coding Sticker Format

c) Ecommerce hub (Origin)

Bottlenecks:
i.

Bottleneck found to be sorting and scanning/weighing operation.

operation
Sorting Analysis
Applying MOST, time calculated for sorting is as:
13

Bend down and pick 4 items then stand up

A1 B6 (G3) A0 B0 P0 A0 x 4 = 190
Read items destination one by one
A0 B0 G0 (A1 B0 P0 T3 A1 B0 P0) A0 x 4 = 200
Total time = 390 TMU = 14.04 sec
The process is carried out by 3 employees simultaneously so the effective time is
4.68 sec or approx 5 sec per person.
Improvements:
i.

By deploying conveyor machine we can reduce time exponentially

Fig 3.3 Automatic Conveyor Belt

ii.

Applying MOST, to calculate time required for sorting:

a) Read the color code
A0 B0 G0 A0 B0 P0 T1 A0 B0 P0 A0 = 10
b) Pickup the item and toss it to the bin
A1 B0 G3 A1 B0 P0 A0 = 50
Total time = 60 TMU = 2.16 sec
If 3 employees are working simultaneously on the machine then total effective
time will be 0.72 sec or approx 1 sec per person.

14

Improvements:
i.

Digital weighing machine: This machine will automatically stores parcels weight
in the system thus reducing the time to enter the products weight manually.

ii.

This will also synchronize with the scanning operation which is totally automatic

Fig 3.4 Digital Weighing Machine

3.6 Limitations

Application of automatic conveyor machine would be justified if the load at Goregaon
branch gets increased by 250% from 2000 current maximum load to 5000 total number of
pickups.

Employees at Goregaon hub are required to give proper training for different color codes.

Color coding though reduces sorting time at Goregaon hub but it eventually increase time
at the branches. Employees at the respective branches must get agreed to work this
additional task along with their routine task.

The aim to open additional hub for ecommerce processing is to centralize the things
from different branches to a common hub, by distributing the task of Goregaon to
branches we are indirectly working on the other side of the road. This factor needs to be
addressed.

GPS system is too expensive to implement. This suggestion is backed by the fact that in
future business of ecommerce at Aramex would increase and hence need of such system
would require.

15

4. Analysis of Routing System to Improve Distribution

Efficiency at Andheri
4.1 Background of the Project
This project focuses on identification of key factors which are influencing distribution
performance at Andheri. Andheri region is divided into 23 routes for doing delivery and pickups.
Each route is assigned a route code as ADH-002 etc. and each GC is assigned a Courier code as
ADH Mahendra Kumar. 4 delivery vans are assigned for doing heavy pickups as well as
deliveries. GCs comes in two shifts and goes for delivery and pickup in 1st run at 9:00 am and in
2nd run at 4:00 pm.
During distribution, if a parcel needs to be re-attempted then company adhere a
qualitative loss in terms of customer dissatisfaction as well as quantitative loss of around Rs15
per parcel. Other than that, distribution of load is also uneven among different routes which
cause some employees to carry extra load while others to carry proportionally less load. This
discrepancy could affect employees mentally and levels down the motivation to work in them.

4.2 Objectives

Analyze distribution performance of each route at Andheri branch

Identify key factors influencing the performance

Propose solutions to overcome the less performing factors

Design a tool to show analyze the performance regularly

4.3 Need of the Project

To reduce the cost bear by the company with the increase in number of re-attempts

To distribute the load among GCs evenly so as to utilize every one with 100% efficiency

To reduce customer dissatisfaction and improve business

4.4 Future Scope of the Project

This project is very useful to monitor regularly the performance level of each route. The
tool designed could be applied at any branch at Aramex in India and hence would help in
16

improving distribution efficiency at each route. As Aramex is in growing phase, it is expected

that in future its business would increase exponentially and hence such tool is require to
continuously evaluate route performance in order to enhance productivity and gain customer
satisfaction.

4.5 Methodology
The AS-IS analysis of the existing routing process is the first phase of the project where in
the basic understanding of the process, the system are analyzed thoroughly by making a process
walk through of the entire routing operations. The activities involved in this phase include:

Observe the current process

Get proper understanding of system

Study the entities involved in the process

Basic Branch Operations

Get understanding of routes & codes

Ground Courier (GC) operations

Map the entire process
4.5.1 Process Map of Andheri Branch Operations:

17

Fig 4.1 Process map of Andheri Branch Operations

18

4.5.2 GC Activity during Pickup and Delivery

Fig 44.2 GC Activity during Pickup and Delivery

4.5.3
.5.3 Cause and Effect Analysis of Different KPIs

Fig 4.3
.3 Fishbone diagram for Delivery Performance

19

4.5.4 Selection of KPI for Evaluating Distribution Performance

Out of the 14 factors described above, only 7 factors can be described quantitatively
while others are qualitative factors. Following is the brief description of the important factors:
a) Total pickups: It defines the number of pickups to be carried out by the GC when it returns
back to the branch.
b) Total new inbounds: It denotes the fresh inbound load received from the hub on that day.
c) Total old inbounds: It denotes load that are attempted previously but are still undelivered.
d) Total old overloads: Load that is carried but remains un-attempted at previous day.
e) Distance between stations: Denotes total distance travelled by GC for delivery and pickup.
f) Number of stations: Denotes number of station where GC stops for delivery and pickup.

These factors affect delivery performance of any route adversely. Out of these factors we
have sorted out number of stations as not so important because number of stations could
become more or less, it does not have proportional effect on the performance.
Delivery performance is calculated in terms of number of overloads on that particular
day. Number of overloads is directly proportional to the delivery performance of that route.

20

4.6 Data Collection and Analysis

For total 23 routes at Andheri branch, overload data is collected for the month of April,
2011. Pareto analysis is done on these 23 routes to find most important routes to focus.
Following snapshot shows the overload data for all 23 routes:

Fig 4.4 Data Collection Sheet

4.6.1 Pareto Analysis of Overloads

Pareto Analysis
500
400
300
200
OVLDS CF

100
ADH-083

ADH-003
ADH-043

ADH-101

ADH-051

ADH-045

ADH-010

ADH-126

ADH-084

ADH-102
ADH-211

ADH-127

ADH-096

ADH-058

ADH-050

ADH-094

ADH-089
ADH-036

ADH-017

ADH-070

ADH-073

ADH-001

ADH-239

Chart 4.1 Pareto Analysis

21

From Pareto analysis (which says that 80% of the bottlenecks can be tackled by solving
20% of the problems), we found that route ADH-239 is causing around 23% overloads in
Andheri for the month of April. Hence, this route is selected for further analysis.

4.6.2 Regression Analysis

Considering number of overload as dependent variable, other 5 factors i.e. total pickups,
total new inbounds, total old inbounds, total old overload and total distance travelled are taken as
independent variables. Regression analysis is done over these variables to determine the effect of
each variable on the daily overloads over a particular route. Following is the significance of each
independent variable:
a) Total new inbounds: High new inbounds denotes customers are increasing on that route and so
as the load. We need to employ additional GC to divide extraneous load and hence reduce
overloads.
b) Total old inbounds: Higher old inbound shows timely delivery of shipments is required on that
route. Priority for deliveries related to offices, shops etc need to be given, while other deliveries
could be shared by nearby GC.
c) Total old overloads: Higher cascading effect of overload on the next day means we are not
able to handle sudden spikes in the incoming load and these load spikes are more frequent.
Backup GC is needed to handle the load spikes. This GC can be accommodated from a near-by
less crowded route.
d) Total pickups: higher pickup if cause overloads then synchronization of pickup time is causing
the problem. Time schedules of pickup points need to be monitored and if possible few pickups
should be managed by some nearby GC.
e) Distance: If Distance factor is more prominent then this denotes Time spent in travelling is
more than time spent on distribution. Stop points are highly dispersed or all stop points are
situated quite far from the branch. An additional moving vehicle could help in reducing time of
GC to come back to branch. Rotes area coverage need to be analyzed geographically and
decision on the basis of proximity with other routes should be taken regarding opening a new
branch.
22

4.6.3 Results
The analysis done at Andheri does not include distance factor as the distribution of routes
are evenly distributed geographically. Hence only 4 factors are considered.

Fig 3.5 Regression Analysis Data Chart

23

Fig 4.6 Regression Output

The output of the regression shows that:

4 independent variables are causing 46.1% of variation in the daily overload shipments

Null hypothesis saying variables are not at all affecting dependent variable proved failed
as significant F value lies outside 95% mark.

Old inbound and Pickups are the variables for which null hypothesis w.r.t. variables
proved wrong and hence they only affect the overload values.

Pickup is influencing overload more than old inbounds as t-value is higher for it.

24

4.7 Conclusion
From the results obtained from regression and after detailed analysis of the route ADH239, it is founded that that region (Vile Parle (E)) is mainly residential area where most of the
deliveries is made. As majority of the customers goes to office during day time, GC had to return
back from stop points with undelivered parcels.
Pickups is the most influencing factor and after further analysis it is found that
unconditional call pickups are high in that area. These unconditional pickups play a major role in
increasing count of overloads.

4.8 Recommendations
After geographical analysis of the Vile Parle route (ADH-239) and the nearby routes, I
recommended dividing the route in 30:70 ratios. The 30% route coverage should be allocated to
nearby Sahar route (ADH-010). This route is selected because it is nearest route to Vile Parle and
number of overloads, pickups and deliveries is very less here.
Also the GC need to be sent for delivery after 4:00 pm so as at the time of delivery
majority of the consignees remains available thus reducing the old inbounds.

4.9 Limitations

Qualitative factors like weather condition, traffic at roads, health condition of GC etc. are
not taken into care. Such factors may affect overloads unexpectedly.

Only express shipments are considered during analysis, it may be possible that GC gets
involved in delivering or picking other heavy non-express shipments.

25

5 - DELIVERY PERFORMANCE ANALYSIS (DPA) TOOL

5.1 Need of DPA
DPA is a software tool which helps Aramex to regularly monitor delivery performance of
the routes so as to take appropriate action taken in order to maximize the performance. The tool
will assist top management in taking strategic decision like opening location of a new branch,
requirement of additional GC, division of pre-defined routes etc.

5.2 Features of DPA

Generalized: It is not meant for a single branch or for a single city instead it could be
applied anywhere in India by just changing the route codes as per the requirements.

User friendly: It is very user interactive and will explain the output of regression analysis
in a report format.

Automatic data mining: 3 new formulas are designed to sort the data out of the ocean
easily. User guide will direct how to apply the formulas and get the desired result.

Easy to apply: No additional hardware support is needed. It runs on Microsoft Office
2007 which is installed everywhere at Aramex.

Reliable: The results are reliable and give real-time picture of the ground operations.

One click run: Just a click is needed to generate report on different data sets.

26

5.3 Snapshots of DPA

a) Monthly Report Generation: In this option month wise report will get generated. This would
be useful for analyzing each route overloads, pickups, distance travelled etc. on the daily basis
for a particular month.

Fig 5.1 User Form for Monthly Report Generation

b) Cumulative Report Generation: Using this, one can generate reports for cumulative months
like for the last 2 months, last 3 months etc. At most last 12 months data could be used to
generate report.

Fig 5.2 User Form for Cumulative Report Generation

27

c) Regression Analysis: This option if selected will generate report on the same form in text area
telling about the type of regression the selected route is having with the other independent
variables and whether the regression is useful or not. On the basis of this report one can easily
understand that which factor is influencing overload more than others and further analysis on that
factor will tell what corrective actions could be taken.

Fig 5.2 User Form for Cumulative Regression Report Generation

5.4 Limitations

Proper training is required for data mining; otherwise data could not be sorted out easily.

Analysis could be done on at most last 12 months data.

File template should be maintained as it is for the tool to work properly.

Requires considerable amount of RAM, hence could not be used continuously. After 7-8
runs, tool needs to be re-started.

28

6 - Cost Benefit Analysis

Cost saved in terms of money:
For each re-attempt, company had to bear cost of Rs 15. This project aims to reduce total
overloads which constitute a major part of total re-attempts.
If out of total overloads, company focus on the most important 20-25% overloads routes then
following is the analysis of money that could be saved:
Total overload all over India for the month of April, 2011 = 6259 shipments
25% of total overload in India for the month of April, 2011 = 1565 shipments
Total cost associated with these 25% shipments = Rs 23,475 monthly
Total average cost in a year = Rs 2, 81,700 yearly
Cost incurred in internship:
Stipend per month = Rs 12,000
For two months, total cost = Rs 24,000
Benefit to the company:
Cost saved Cost incurred = Rs 2, 81,700 Rs 24,000
Total benefit = Rs 2, 57,700

29

7 - References
[1]

Huseyin Basligil, Selin Soner Kara, Pelin Alcan, Betul Ozkan and E. Gozde Caglar A
distribution network optimization problem for third party logistics service
providers, Expert Systems with Applications Volume 38, Issue 10

[2]

Richard I. Levin & David S. Rubin, Statistics for Management , 7th Edition (2009)

[3]

Kjell B. Zandin, MOST Work Measurement System, 3rd Edition (2003)

[4]

Mumbai City Map, Eicher Publications

[5]

http://www.sciencedirect.com/science/article/pii/S1098301510623170

[6]

http://www.aramex.com/express/default.aspx#

30

Annexure I
Code for the 3 formulas designed is as follows:
(i) vlookupall function
Function vlookupall(sSearch As String, rRange As Range, _
Optional lLookupCol As Long = 2, Optional sDel As String = ",") As String
'Vlookupall searches in first column of rRange for sSearch and returns
'corresponding values of column lLookupCol if sSearch was found. All these
'lookup values are being concatenated, delimited by sDel and returned in
'one string. If lLookupCol is negative then rRange must not have more than
'one column.
'Reverse("moc.LiborPlus.www") PB 16-Sep-2010 V0.20
Dim i As Long, sTemp As String
If lLookupCol > rRange.Columns.Count Or sSearch = "" Or _
(lLookupCol < 0 And rRange.Columns.Count > 1) Then
vlookupall = CVErr(xlErrValue)
Exit Function
End If
vlookupall = ""
For i = 1 To rRange.Rows.Count
If rRange(i, 1).Text = sSearch Then
If lLookupCol >= 0 Then
vlookupall = vlookupall & sTemp & rRange(i, lLookupCol).Text
Else
vlookupall = vlookupall & sTemp & rRange(i).Offset(0, lLookupCol).Text
End If
sTemp = sDel
End If
Next i
End Function

31

(ii) findall function

Function findall(sSearch As Date, rRange As Range) As Date
'findAll searches for a value in the given range and
'returns the value if present in that range else return error
On Error GoTo Err
For Each rcell In rRange
If sSearch = rcell.Value Then
findall = sSearch 'Format(sSearch, "Short Date")
Exit Function
End If
Next
Err: findall = CVErr(xlErrNA)
End Function

(iii) overload function

Function overload(awb As String, runsheet_date As Date, ovld_date As String, prev_status As
String) As String
On Error GoTo Err
If shod_date = Format(ovld_date, "short date") Then
On Error GoTo cond2
overload = "OV." & awb
Exit Function
cond2:
ElseIf prev_status = "OV." & awb Then
overload = "old overload"
Exit Function
Else overload = "new"
Exit Function
End If
Err: overload = CVErr(xlErrValue)
End Function
32

Annexure II
Code for the designed Macro is as follows:
Public FinalRow As Long, FinalRow2 As Long, FinalRow_reg As Long
Sub gen_text_report()
On Error Resume Next
Dim reg_whole As String, result As String, tmp_var As String
Dim var1 As Double
result = "The regresion is "
With Worksheets("RegressionReport")

'.Range("I4").NumberFormat = "0.00%"
reg_whole = WorksheetFunction.Round(.Range("I4").Value, 4) * 100
result = result & reg_whole & "% explained "

'regression accuracy
reg_whole = 100 - WorksheetFunction.Round(.Range("M12").Value, 4) * 100
result = result & reg_whole & "% accurate" & vbCrLf _
& "(95% accuracy level is desired)" & vbCrLf & vbCrLf

'examining p-value of co-efficients

'For i = 1 To 4
result = result & "Conclusion of regression (p-value should be less than 5%)" & vbCrLf & _
"(Larger the p-value smaller the dependency)" & vbCrLf & "Out of 4 variables :" & vbCrLf
For Each xcell In .Range("h18:h22")
var1 = WorksheetFunction.Round(xcell.Offset(, 4).Value, 4) * 100
var2 = WorksheetFunction.Round(Abs(xcell.Offset(, 3).Value), 4)
xcell.Offset(, 7).Value = var1
xcell.Offset(, 8).Value = xcell.Value
xcell.Offset(, 9).Value = var2
If var1 < 5 Then
33

result = result & vbTab & xcell.Value & " is strongly dependent [p-value = " & _
var1 & "%]" & vbCrLf
ElseIf var1 < 10 Then
result = result & vbTab & xcell.Value & " is acceptably dependent [p-value = " & _
var1 & "%]" & vbCrLf
Else
result = result & vbTab & xcell.Value & " is not dependent [p-value = " & _
var1 & "%]" & vbCrLf
End If
Next
End With

'bubble sort for finding which variable is more important as compare to others
With Worksheets("RegressionReport").Range("h18")
Set temp_range = Worksheets("RegressionReport").Range("M50 : V27")
For y = 1 To 5 - 1 ' here 5 represents length of the data to be sorted
For i = y + 1 To 5 ' here 5 represents length of the data to be sorted
If .Offset(y - 1, 7).Value > .Offset(i - 1, 7).Value Then
Range("m" & 50 + y - 1, "v" & 50 + y - 1).Select
Selection.Copy
temp_range.Select '.Offset(y - 1, 7).Value
ActiveSheet.Paste
Range("m" & 50 + i - 1, "v" & 50 + i - 1).Select
Selection.Copy
Range("m" & 50 + y - 1, "v" & 50 + y - 1).Select
ActiveSheet.Paste
'Set Range("H" & 18 - y - 1, "H" & 18 - y - 1) = Range("H" & 18 - i - 1, "H" & 18 - i - 1)
'.Offset(y - 1, 7).Value = .Offset(i - 1, 7).Value
temp_range.Select
Selection.Copy
Range("m" & 50 + i - 1, "v" & 50 + i - 1).Select
34

ActiveSheet.Paste
temp_range.Clear
End If
Next
Next
End With

'printing variable importance

result = result & vbCrLf & "Conclusion of regression (t-value should be more than 2.0)" &
vbCrLf & _
"(Larger the t-value larger the importance)" & vbCrLf _
& vbTab & "Out of 4 variables :" & vbCrLf

With Worksheets("RegressionReport").Range("O18")
If .Offset(0, 0).Value < 5 Then
result = result & vbTab & .Offset(0, 1).Value & "is first highly important [t-value: " _
& .Offset(0, 2) & "]" & vbCrLf
Else: GoTo display
End If
If .Offset(1, 0).Value < 5 Then
result = result & vbTab & .Offset(1, 1).Value & "is second important [t-value: " _
& .Offset(1, 2) & "]" & vbCrLf
Else: GoTo display
End If
If .Offset(2, 0).Value < 5 Then
result = result & vbTab & .Offset(2, 1).Value & "is third important [t-value: " _
& .Offset(2, 2) & "]" & vbCrLf
Else: GoTo display
End If
If .Offset(3, 0).Value < 5 Then
35

result = result & vbTab & .Offset(3, 1).Value & "is fourth important [t-value: " _
& .Offset(3, 2) & "]" & vbCrLf
End If
If .Offset(4, 0).Value < 5 Then
result = result & vbTab & .Offset(4, 1).Value & "is fourth important [t-value: " _
& .Offset(4, 2) & "]" & vbCrLf
End If
End With
display:
Me.txt_reportRes.Value = result
Worksheets("RegressionReport").Range("O18:Q25").Clear
End Sub
Sub del_empty_rows()
On Error Resume Next
'Dim lngLastRow As Long
Dim rngToCheck As Range, rngToDelete As Range
With Worksheets("RegressionReport")
If FinalRow_reg > 1 Then
'we want to check the used range in columns B to E
'except for our header row which is row 1
Set rngToCheck = .Range(.Cells(2, "b"), .Cells(FinalRow_reg, "G"))

'if there are no blank cells then there will be an error

On Error Resume Next
Set rngToDelete = rngToCheck.SpecialCells(xlCellTypeBlanks)
On Error GoTo 0

'allow for overlapping ranges

If Not rngToDelete Is Nothing Then _
Application.Intersect(.Range("A:A"), rngToDelete.EntireRow).EntireRow.Delete
End If
36

End With
End Sub
Sub deleteAllCharts()
On Error Resume Next
Dim xChart As ChartObject
For Each xChart In Worksheets("MonthlyReport").ChartObjects
xChart.Delete
Next
For Each xChart In Worksheets("RegressionReport").ChartObjects
xChart.Delete
Next
End Sub
Sub gen_monthList()
On Error Resume Next
'code for generating month list in the list box
Dim tmpDate1 As Date, tmpDate2 As Date
Dim i As Long
If FinalRow < 34 Then
MsgBox ("No data present to produce report")
Exit Sub
End If
With Worksheets("Data")
For i = FinalRow - 30 To 4 Step -30
If Me.cmb_monRep.ListCount > 12 Then
Exit For
End If
tmpDate1 = .Cells(i + 1, 1)
tmpDate2 = .Cells(i, 1)
If Month(tmpDate2) = Month(tmpDate1) Then
i=i-1
tmpDate1 = tmpDate2
37

tmpDate2 = .Cells(i, 1)
End If

If Month(tmpDate2) < Month(tmpDate1) Or Year(tmpDate2) < Year(tmpDate1) Then

Me.cmb_monRep.AddItem ("last " & MonthName(Month(tmpDate2)) & " month")
Me.cmb_cumRep.AddItem ("last " & Me.cmb_monRep.ListCount & " months")
Me.cmb_regAnalys2.AddItem ("last " & Me.cmb_monRep.ListCount & " months")
End If
Next i
End With
End Sub

Private Sub CommandButton1_Click()

On Error Resume Next
deleteAllCharts 'procedure call
Dim cmb_valueCount As Integer, mon_selDiff As Integer, end_date As Date, start_date As
Date, rCell As Range
Dim tmp_row As Integer, first_row As Integer, last_row As Long
Dim tmp_col As Integer, noOfDays As Integer, tmp_sum As Integer
Dim tmp_range As Range, actual_range As Range, f_actual_range_v As Range,
f_actual_range_d As Range
Dim routeRange_size As Integer
routeRange_size = Worksheets("RouteCodes").Range("Rng_RouteCode").Count
If FinalRow < 34 Then
MsgBox ("No data present to produce report")
Exit Sub
End If
'data validation
With Me
If .cmb_cumRep.Enabled And .cmb_cumRep.Value = "--Select--" Then
GoTo Err
38

End If
If .cmb_monRep.Enabled And .cmb_monRep.Value = "--Select--" Then
GoTo Err
End If
If .cmb_regAnalys1.Enabled And .cmb_regAnalys1 = "--Select--" Then
GoTo Err
End If
If .cmb_regAnalys2.Enabled And .cmb_regAnalys2 = "--Select--" Then
GoTo Err
End If
End With

'code for month wise report generation

'find operation for selected month range
If Me.opt_monRep Then
Sheets("MonthlyReport").Activate
mon_selDiff = Me.cmb_monRep.ListIndex + 1
end_date = Format(WorksheetFunction.EoMonth(CDate(Now), 0 - mon_selDiff), "short date")
With Worksheets("Data").Range("a3", "a" & FinalRow)
Set rCell = .Find(end_date, LookIn:=xlValues)
End With
noOfDays = Day(end_date)
tmp_row = rCell.Row
Set actual_range = Worksheets("Data").Range("A" & tmp_row, "A" & tmp_row - noOfDays +
1)
'copy route code to report generation sheet
Worksheets("RouteCodes").Range("Rng_RouteCode").Copy
Destination:=Worksheets("MonthlyReport").Range("A2")

'copying sum of ovlds, new inbounds, old inbounds , old ovlds and distance to generate report
y = 1 ' variable to jump from one route to other
39

For i = 1 To routeRange_size
For p = 0 To 5 Step 1
Set tmp_range = actual_range.Offset(, y + p)
tmp_sum = WorksheetFunction.Sum(tmp_range)
Worksheets("MonthlyReport").Range("B1").Offset(i, p).Value = tmp_sum
Next p
y=y+7
Next i

'creating chart
With Worksheets("MonthlyReport")
.Shapes.AddChart(xlColumnClustered, _
Left:=300, Top:=50, _
Width:=700, Height:=300).Select
ActiveChart.SetSourceData Source:=.Range("A1", "G" & routeRange_size + 1)
ActiveChart.ApplyLayout (2)
ActiveChart.ChartTitle.Text = Me.cmb_monRep.Value
End With

'code for cumulative report generation

ElseIf Me.opt_cumRep Then
Sheets("MonthlyReport").Activate
mon_selDiff = Me.cmb_cumRep.ListIndex + 1
end_date = Format(WorksheetFunction.EoMonth(CDate(Now), 0 - mon_selDiff), "short date")
With Worksheets("Data").Range("a3", "a" & FinalRow)
Set rCell = .Find(end_date, LookIn:=xlValues)
End With
noOfDays = Day(end_date)
first_row = rCell.Row - noOfDays + 1
last_row = FinalRow - Day(WorksheetFunction.EoMonth(CDate(Now), 0))
Set actual_range = Worksheets("Data").Range("A" & first_row, "A" & last_row)
40

'copy route code to report generation sheet

Worksheets("RouteCodes").Range("Rng_RouteCode").Copy
Destination:=Worksheets("MonthlyReport").Range("A2")

'copying sum of ovlds, new delvs, old delvs and distance to generate report
y=1
For i = 1 To routeRange_size
For p = 0 To 5 Step 1
Set tmp_range = actual_range.Offset(, y + p)
tmp_sum = WorksheetFunction.Sum(tmp_range)
Worksheets("MonthlyReport").Range("B1").Offset(i, p).Value = tmp_sum
Next p
y=y+7
Next i

'creating chart
With Worksheets("MonthlyReport")
.Shapes.AddChart(xlColumnClustered, _
Left:=300, Top:=50, _
Width:=700, Height:=300).Select
ActiveChart.SetSourceData Source:=.Range("A1", "G" & routeRange_size + 1)
ActiveChart.ApplyLayout (2)
ActiveChart.ChartTitle.Text = Me.cmb_cumRep.Value
End With

'code for regression report generation

Else
Sheets("RegressionReport").Activate
FinalRow2 = Worksheets("RegressionReport").Cells(Rows.Count, 1).End(xlUp).Row
If FinalRow2 > 1 Then
With Worksheets("RegressionReport")
41

.Range("A2", "T" & FinalRow2 + 50).Clear

.Range("H1").Clear
End With
End If

mon_selDiff = Me.cmb_regAnalys2.ListIndex + 1
end_date = Format(WorksheetFunction.EoMonth(CDate(Now), 0 - mon_selDiff), "short date")
With Worksheets("Data").Range("a3", "a" & FinalRow)
Set rCell = .Find(end_date, LookIn:=xlValues)
End With
noOfDays = Day(end_date)
first_row = rCell.Row - noOfDays + 1
last_row = FinalRow - Day(WorksheetFunction.EoMonth(CDate(Now), 0))
route_sel = Me.cmb_regAnalys1.ListIndex + 1

final_col = 2 + (route_sel - 1) * 6
With Worksheets("Data")
Set actual_range = .Range("A" & first_row, "A" & last_row).Offset(, final_col)
Set f_actual_range_v = .Range(.Cells(first_row, final_col), .Cells(last_row, final_col + 5))
Set f_actual_range_d = .Range("A" & first_row, "A" & last_row)
End With

f_actual_range_d.Copy Destination:=Worksheets("RegressionReport").Range("A2") ' copying

date column
f_actual_range_v.Copy Destination:=Worksheets("RegressionReport").Range("B2") ' copying
values of respective date & route

FinalRow_reg = Worksheets("RegressionReport").Cells(Rows.Count, 1).End(xlUp).Row

del_empty_rows 'procdure call to delete empty rows before applying regrssion

'

calculating final row count after deleting empty cells

42

FinalRow_reg = Worksheets("RegressionReport").Cells(Rows.Count, 1).End(xlUp).Row

With Worksheets("RegressionReport")
Application.Run "ATPVBAEN.XLAM!Regress", .Range("b1", "b" & FinalRow_reg), _
.Range("C1", "G" & FinalRow_reg), False, True, , .Range("$H$1"), _
False, False, True, _
False, , False
End With
Selection.Columns.AutoFit
gen_text_report 'procdure call to geneerate text report
End If
Exit Sub
Err:
MsgBox (" Please select month from the list box")
Exit Sub
End Sub

Private Sub opt_cumRep_Click()

Me.cmb_cumRep.Enabled = True
Me.cmb_monRep.Enabled = False
Me.cmb_regAnalys1.Enabled = False
Me.cmb_regAnalys2.Enabled = False
End Sub

Private Sub opt_monRep_Click()

Me.cmb_monRep.Enabled = True
Me.cmb_cumRep.Enabled = False
Me.cmb_regAnalys1.Enabled = False
Me.cmb_regAnalys2.Enabled = False
End Sub

Private Sub opt_regAnalys_Click()

43

Me.cmb_regAnalys2.Enabled = True
Me.cmb_regAnalys1.Enabled = True
Me.cmb_cumRep.Enabled = False
Me.cmb_monRep.Enabled = False
End Sub

Private Sub UserForm_Initialize()

On Error Resume Next
FinalRow = Worksheets("Data").Cells(Rows.Count, 1).End(xlUp).Row
Me.opt_monRep.Value = True
Me.cmb_cumRep.Enabled = False
Me.cmb_regAnalys1.Enabled = False
Me.cmb_regAnalys2.Enabled = False
'MsgBox (Format(WorksheetFunction.EoMonth(Now, -8), "short date"))
deleteAllCharts 'procedure call
gen_monthList 'procedure call
'generate route code for regression combo1
For i = 0 To UserForm1.cmb_routeCode.ListCount - 1
Me.cmb_regAnalys1.AddItem (UserForm1.cmb_routeCode.List(i))
Next
End Sub

44