This report provides a comprehensive analysis of Nikki Thai Aluminum's current distribution practices and presents valuable insights into areas that require improvement. With a focus on the significance of distribution within the broader context of supply chain management, the report highlights the critical role it plays in shaping customer satisfaction and overall profitability. Through a thorough evaluation of the company's distribution practices, several key challenges are identified, including task centralization, inventory control, role clarification, tracking and monitoring, performance evaluation, employee training, and technology integration. To address these challenges and unlock opportunities for improvement, the report offers a range of strategic recommendations. These include empowering employees through task decentralization, implementing a systematic and efficient inventory control system, clarifying specific responsibilities for distribution personnel, enhancing tracking and monitoring of transportation operations, diversifying third-party vehicle providers, improving warehouse operation tracking, implementing performance evaluation and accountability mechanisms, investing in employee training and development programs, integrating technology solutions, fostering collaborative relationships with suppliers, fostering a culture of continuous process improvement, adopting customer relationship management systems, and incorporating sustainability practices into distribution operations. In conclusion, the report emphasizes that by actively implementing these improvement initiatives, Nikki Thai Aluminum can elevate customer satisfaction, enhance operational efficiency, and drive sustainable growth. The report underscores the importance of prioritizing these initiatives, allocating adequate resources, and nurturing a culture of continuous improvement throughout the organization. By doing so, Nikki Thai Aluminum can solidify its position as an industry leader, optimize its distribution practices, and achieve its overarching business objectives.

1. 1
Current Practices of Distribution
& Improvement Opportunities
at Nikki Thai Aluminum

2. Md. Habibur Rahman
Sr. Executive – Distribution, Kai Bangladesh Aluminium Ltd.
Contact: 01732368617, Email: rhabibur3997@gmail.com
2
Our Team
Harisul Islam Harris
Executive – MIS, ACI Limited
Contact: 01722863984, Email: harisul007@gmail.com
Mohammed Hossain
Executive – Brand Marketing, Abul Khair Steel
Contact: 01710733409, Email: mdhossainmgt@gmail.com
Raian Nur Islam
Assistant Consultant – Building Services, Utility Professionals
Contact: 01683564352, Email: raian316@gmail.com
Partha Roy
Executive - Operation, Daraz Bangladesh
Contact: 01793349330, Email: roypartha1313@gmail.com

3.  Introduction
 Current Distribution Workflow & Process
 Addressing & Overcoming Challenges in Current Distribution
Practices
 SWOT Analysis
 Conclusion
3
Contents

4.  Understand impact on overall operations
 Contribute to enhanced efficiency and customer satisfaction
 Understand implications on the overall supply chain
 Aim to optimize processes, reduce costs, and enhance performance
4
Objective of the Report
Introduction

5.  Established in 2009
 Largest Aluminum Extrusion Company in Bangladesh
 ISO-9001:2008 certified (Certificate No - 04044)
 Compliance with British Standard H9-TE, "Aluminum Alloy
Windows" (BS 4873:1986), ISO-3210, and ISO-2931
 Imports billets (AA-6063 Grade) from renowned global companies
 In-house die shop for custom-designed aluminum sections
 Emphasizing quality management for customer acceptance,
confidence, and trust
 Vision for national growth
5
Overview of Nikki Thai Aluminum
Introduction

6.  Direct impact on profit margins and customer satisfaction
 Coordination between consumers, sales and marketing,
procurement, production, and logistics
 Availability of products at the right place and time, meeting
consumer preferences
 Competitive edge in dynamic market environment
 Investment in optimizing distribution practices for sustained growth
and enhanced customer experiences
6
Significance of Distribution in Business
Introduction

7. 7
Current Distribution Workflow & Process
• Collect
Orders
• Place Orders
.
01
Distributor
02 03 04
Sales &
Marketing
IT Team
Distribution
Team
• Generate
Leads
• Convert into
Customers
• Work with
Distributors
• Enty to ERP
System
• Track Orders
• Provide
Customer
Support
• Process
Orders
• Deliver
products

8. 8
Harisul Islam Harris
Executive – MIS, ACI Limited
Contact: 01722863984, Email: harisul007@gmail.com

9. Problem Statement
 Order and market communication
processes currently centralized in the
hands of managers
 Restricts market information flow to
junior colleagues and sales personnel
 Impedes anticipation of market
demands and effective response to
customer needs
Proposed Solution
 Establish Regular Communication
Channels
 Encourage Managers to Share
Market Insights
 Provide Training and Development
Opportunities
9
Centralization of Core Tasks
Addressing & Overcoming Challenges

10. Problem Statement
 Inefficient inventory control
impacting order fulfillment and
customer satisfaction
 Lack of a systematic approach to
inventory management
 Difficulty in optimizing stock levels
and managing a diverse product line
Proposed Solution
 Conduct Thorough Inventory
Analysis
 Adopt Modern Inventory
Management Software
 Implement Inventory Optimization
Techniques
10
Inventory Control
Addressing & Overcoming Challenges

11. Problem Statement
 Lack of assigned roles and
responsibilities for distribution
personnel
 Resulting in confusion, delays and
errors
 Lack of ownership and coordination
Proposed Solution
 Review Distribution Team Structure
and Responsibilities
 Clearly Define Roles and
Responsibilities
 Provide Training and Development
Opportunities
11
Clearly Defined Roles & Responsibilities
Addressing & Overcoming Challenges

12. 12
Mohammed Hossain
Executive – Brand Marketing, Abul Khair Steel
Contact: 01710733409, Email: mdhossainmgt@gmail.com

13. Problem Statement
 Insufficient tracking and monitoring
of company vehicles used for
distribution
 Lack of real-time information on
vehicle availability
 Potential unnecessary third-party
vehicle rentals, increased costs, and
delays
Proposed Solution
 Implement a Real-time Tracking
System for Company Vehicles
 Explore GPS-based Tracking
Solutions
 Integrate Tracking System with
Order Management
13
Tracking of Transportation & Related Personnel
Addressing & Overcoming Challenges

14. Problem Statement
 Relying on a single vendor limits
competitive pricing and cost
optimization in transportation
 Lack of flexibility and options for
selecting the most suitable
transportation solutions
Proposed Solution
 Evaluate Potential Third-Party
Vehicle Providers
 Establish Partnerships with Multiple
Vendors
 Monitor Performance and Assess
Third-Party Providers
14
Diversification of Third-Party Vehicle Providers
Addressing & Overcoming Challenges

15. Problem Statement
 Outdated Tally ERP system poses
challenges in data management,
inventory control, and order
processing
Proposed Solution
 Upgrade to a Modern ERP System
 Ensure Seamless Data Migration
 Provide Adequate Training
 Optimize Distribution Workflows
 Monitor and Evaluate for
Continuous Improvement
15
Outdated ERP System in the Distribution Process
Addressing & Overcoming Challenges

16. 16
Raian Nur Islam
Assistant Consultant – Building Services, Utility Professionals
Contact: 01683564352, Email: raian316@gmail.com

17. Problem Statement
 Current practices lack robust
systems to evaluate performance and
hold individuals accountable
 Lack of motivation initiatives may
impact employee engagement and
productivity
Proposed Solution
 Define Performance Metrics and
KPIs
 Conduct Regular Performance
Evaluations
 Provide Constructive Feedback
 Establish Reward and Recognition
Programs
 Implement Performance
Improvement Plans
17
Implementation of Performance Evaluation & Accountability Systems
Addressing & Overcoming Challenges

18. Problem Statement
 Insufficient investment in training
programs tailored to the needs of
distribution personnel
 Lack of comprehensive training
hampers skills development and
process efficiency
Proposed Solution
 Identify Skill Gaps and Training Needs
 Develop a Comprehensive Training
Curriculum
 Utilize Diverse Training Methods
 Tap into Internal Expertise
 Encourage Professional Development
 Foster a Culture of Continuous
Learning
18
Employee Training & Development Programs
Addressing & Overcoming Challenges

19. SWOT Analysis
Strengths Weaknesses
Opportunities Threats
• Strong brand image and financial stability
• Ample resources and consistent policies
• Collaborative approach among stakeholders
• Dedicated and proficient distribution team
• Well-established rapport with customers
• Decentralization of tasks
• Implementation of a robust inventory control
system
• Clearly defining roles and responsibilities
• Implementation of a reliable tracking system for
company vehicles
• Diversification of third-party vehicle providers
• Intense market competition
• Rapidly changing customer demands and
preferences
• Increasing costs of transportation and logistics
• Potential disruptions in the supply chain
• Technological advancements and evolving
customer expectations
• Centralized decision-making process hampers
information flow
• Lack of a systematic approach to inventory control
• Undefined roles and responsibilities within the
distribution team
• Insufficient tracking and monitoring of vehicles
• Use of an outdated Tally ERP system

20. 20
Partha Roy
Executive - Operation, Daraz Bangladesh
Contact: 01793349330, Email: roypartha1313@gmail.com

21. Collaborative Supplier Relationships:
 Strengthen relationships with suppliers
through open communication and
sharing of forecasts and demand
projections.
 Explore collaborative initiatives such
as vendor-managed inventory (VMI) or
consignment stock arrangements.
 Foster collaboration to improve supply
chain visibility, timely deliveries, and
cost savings.
Continuous Process Improvement:
 Foster a culture of continuous
improvement by encouraging
employees to identify process
bottlenecks and suggest improvements.
 Implement lean principles in
distribution operations to streamline
processes and reduce waste.
 Regularly review key performance
metrics, gather feedback, and
implement changes for ongoing
process enhancements.
21
Fields of Improvement

22. Customer Relationship Management
(CRM):
 Implement a CRM system to centralize
customer data, track order history, and
manage inquiries and complaints.
 Improve order accuracy and customer
satisfaction through better
understanding of customer preferences.
 Establish regular communication
channels with customers to gather
feedback and address concerns.
Sustainability & Environmental
Responsibility:
 Integrate sustainability practices into
distribution operations, such as
optimizing transportation routes to
minimize fuel consumption and
emissions.
 Implement packaging solutions that
reduce waste and explore partnerships
with environmentally responsible
suppliers.
 Enhance brand image and appeal to
environmentally conscious customers
by adopting sustainable practices.
22
Fields of Improvement

23.  Identified areas for improvement and addressing them to enhance
customer satisfaction and operational efficiency.
 Prioritize improvement initiatives, allocate necessary resources and
foster a culture of continuous improvement.
 By embracing these opportunities, Nikki Thai Aluminum can
position itself as an industry leader.
 Optimize distribution practices to achieve business objectives and
drive sustainable growth.
 Stay competitive in the dynamic market landscape.
 Enhance customer satisfaction, improve operational efficiency, and
drive sustainable growth.
23
Conclusion

24. The challenges addressed within this discussion are derived from
authentic real-life scenarios, wherein we endeavored to harness our
collective experience to delve into their fundamental intricacies and
forge viable solutions.
24
Source of Information

25. Thank You
Any Query?
25