The provided information outlines an in$-$depth analysis of the transportation and logistics operations at Chandra Transport Corporation $($CTC$).$ Here is a summary of the key points and findings:

Identification of Wastes:

Seven types of wastes $($Overproduction$,$ Waiting, Incorrect Processing, Unnecessary Movement, Defects, Resource Utilization, Uncovered Assignments$)$ specific to transport and logistics operations were identified.

The wastes include administrative inefficiencies, waiting times, errors in routing, unnecessary movement, equipment damage, poor resource planning, and poor decision$-$making.

Transportation Value Stream Mapping $($TVSM$)$:

TVSM$,$ proposed by Villarreal, is used to identify waste in transportation processes, covering both in$-$transit and not$-$in$-$transit activities.

Micro factors contributing to waste, such as administrative and operative inefficiencies, are analyzed.

Successful implementation of TVSM in various companies' transport and logistics operations is mentioned.

Transportation Overall Vehicle Effectiveness $($TOVE$)$:

TOVE is an extended variation of the Overall Equipment Effectiveness $($OEE$)$ metric, adapted for transportation.

It classifies waste in transport operations based on four elements: administrative availability, operating availability, performance, and quality.

Results of TOVE analysis indicate key areas for improvement, focusing on administrative availability, operational availability, and performance efficiency.

Challenges at CTC:

CTC$,$ as an SME transport and logistics service provider in India, faces challenges such as liquidity issues, truck availability, empty return trips, high costs, low margins, route optimization complexities, and a lack of expert management.

The company's traditional business model and operational issues were hindering its long$-$term growth.

Lean Transport at CTC:

CTC decided to apply lean principles and tools to reduce waste and improve efficiency in its operations.

STEWs analysis, TOVE calculation, and TVSM were used to identify and quantify inefficiencies and wastes in both in$-$transit and not$-$in$-$transit activities.

Improvement Initiatives:

Improvement initiatives were proposed based on the identified wastes and inefficiencies.

For NIT activities, integration of management systems, particularly Warehouse Management Software $($WMS$)$ and Transportation Management Software $($TMS$),$ was recommended.

For IT activities, $5$S lean tool implementation was proposed, focusing on route optimization, scheduling, and integration of systems to enhance speed and distance efficiency.

Pilot Study for Implementation:

CTC planned to implement the proposed initiatives through a pilot study to test their effectiveness, identify resource requirements, and overcome potential barriers.

Conclusion:

The analyses provided CTC with a deep understanding of its operations, allowing for targeted improvements.

The proposed lean initiatives aimed to reduce non$-$value$-$added activities, enhance efficiency, and reduce operational costs to ensure competitiveness in the challenging Indian transport and logistics sector.

References:

The document includes a list of references citing various studies and sources related to transportation, logistics$,$ and lean principles.

Overall, the information provides a comprehensive overview of the challenges faced by CTC$,$ the application of lean principles to address these challenges, and specific improvement initiatives to optimize its transport and logistics operations.

List $5$ issues from the case study.

Identification of decision criteria $($quantitative and qualitative$)$

Analysis of alternatives

Final recommendations