http://hdl.handle.net/123456789/10333 2026-10-17T04:34:29Z http://hdl.handle.net/123456789/21821 Supply Chain Sustainability: A Multidimensional Roadmap for Transitioning to Carbon-Neutral and Green Logistics Operations for PMS (Coca-Cola Authorized Distributor) Muhammad Faiez Shakeel, 01-116222-016; Shahzaib Azhar, 01-116222-030; Hassan Sohail Qurashi, 01-116222-031 The concept of sustainability has gained more and more significance in the contemporary Supply Chain Management (SCM) as companies are under pressure to minimize the environmental impact and remain efficient in their operations (Uche Nweje & Moyosore Taiwo, 2025). Conventionally, the supply chains have been more concerned with cost, service, and speed of operations. The increasing issues surrounding climate change, resource depletion and environmental degradation have however changed the organizational focus to sustainable and environmentally responsible supply chain practices. Consequently, organizations in different sectors are currently incorporating sustainability in logistics, transport systems, warehousing, and packaging (Ekene Cynthia Onukwulu et al., 2022). Green logistics has become one of the important concepts in sustainable supply chain management (Nikseresht et al., 2024). It means the incorporation of the environmentally friendly practices into the logistics operations, including transportation, material handling, warehousing, packaging, and distribution. Green logistics aims at minimizing carbon emission, energy use, and enhancing resource efficiency without compromising the efficiency of the supply chain activities (Onukwulu et al., 2025). Besides minimizing the environmental impact, green logistics practices can also assist organizations to enhance operational efficiency, decrease fuel reliance, and increase long-term competitiveness. The other concept that is significant in the context of sustainable supply chains is the shift towards the linear supply chain models to the circular supply chain systems. The conventional logistics systems tend to be linear in nature where resources are mined, consumed and ultimately disposed. Circular supply chain models, on the contrary, are aimed at the maximization of resource use by means of recycling, reuse, remanufacturing, and recovery (Ekene Cynthia Onukwulu et al., 2022). Circular supply chains can greatly decrease waste production and environmental effects by increasing the lifecycle of materials and logistics assets. Supervised by Mr. Sabir Ali 2026-01-01T00:00:00Z http://hdl.handle.net/123456789/21822 Supply Chain Disruptions in the Rice Industry: A Case-Study of Khalid Rice Mills Syeda Dania Haroon, 01-116222-025 Khalid Rice Mills is a partnership company registered with the registrar of companies in Pakistan. The mill is located in the rice growing area of Nankana Sahib, 60 Km from Lahore, the capital of Punjab and hub of Pakistan’s rice growing, milling and export. A visionary project of its founder, Late Mr. Khalid Khan, KRM started its operations in 1970. From a small husking unit in 1970, KRM has transformed into a multiple activity group of companies. KRM covers inter-related activities in Rice from seed research and development to global marketing. The Chairman, Mr. Javed Anwar holds a master’s degree in agriculture with specialization in Entomology. His professional career span of 40 years covers technical and administrative experience in rice-related fields. This includes:  Pakistan Agricultural Storage and Services Corporation Limited  Rice Milling Corporation of Pakistan  Rice Export Corporation of Pakistan  Trading Corporation of Pakistan KRM is managed by a team of qualified professionals, having over 30 years’ experience in Rice Supply Chain Management. They are fully conversant with consumer needs, legal and statutory regulations of importing countries and Global Food Safety Standards. 1. 1.1 Misson Our mission is to deliver refined and high-quality rice through advanced milling technology, clean operations, and a safe working environment, while maintaining integrity, consistency, and customer satisfaction at every stage of our process. Supervised by Ms. Ayesha Zareef 2026-01-01T00:00:00Z http://hdl.handle.net/123456789/21816 Warehouse Management Optimization: A Case of Japan Electronics W7, Humak Abdul Hannan, 01-116222-001; Muhammad Yahya Aziz Abbasi, 01-116222-019; Syed Hamza Haider, 01-116222-024 Japan Electronics is a multi-brand home appliance retailer working in Pakistan since 1984. The organization currently operates 9 retail stores nationwide and manages a network of 7 warehouses, including 6 warehouses positioned in Rawalpindi/Islamabad and 1 warehouse in Gujranwala. The organization deals in a wide variety of electronic and kitchen appliances from big brands such as Haier, Gree, Dawlance, TCL, Orient, Kenwood, and others. With market expansion and increasing stock quantities, Japan Electronics recently constructed a modernized warehouse facility known as W7 Humak. Unlike the other six warehouses, which function in plaza-based buildings resembling old-schooled storehouse setups, W7 is the company’s first purpose-built, U-shaped warehouse facility designed according to modern warehouse design guidelines. The U-shaped structure enables improved incoming and outgoing flow, better supervision, and efficient space management. The warehouse includes designated freight handling area with loading ramp or dock. Warehouse Layout design plays a important role in improving space utilization, material flow and warehouse productivity. A well designed warehouse layout supports smooth receiving,storage,picking and dispatching activities by reducing unnecessary movement and improving operational control (Albert et al., 2023; Kapou et al., 2022) However, despite having a twenty-first century physical structure, W7 Humak is still operating like other 6 warehouses old plaza based . Major problems includes no barcode system in warehouse operations, Inventory entered by hand in the ERP system, Lack of palletization and optimized racking, Limited cargo handling equipment. Modern Inventory tracking technologies such as barcode systems, RFID and real time inventory monitoring tools improves inventory accuracy, reduce human error and support better visibility of stock movement across warehouse operations (Kathiriya, 2025).Therefore, the absence of barcode technology at W7 creates a major gap between modern warehouse infrastructure and actual warehouse operations. Inventory replenishment selections are influenced more by supplier credit terms than by demand-driven planning. Procurement Supervised by Ms. Javeria Aftab 2026-01-01T00:00:00Z http://hdl.handle.net/123456789/21819 Enhancing Supply Chain Management Performance through E-Procurement Digitalization by Integrating Odoo ERP: A Case Study of Mughal Steel Limited Muhammad Faizan, 01-116222-017; Sobia Amir, 01-116222-022 Procurement is one of the most important operational functions in manufacturing organizations due to the direct effect on continuity of production, cost management, coordination with suppliers and overall business performance. The steel manufacturing sector is one such sector where procurement is very sensitive since there are various materials related to production, which require procurement in a timely manner. The procurement delay may interfere with the production schedules, cost of operations and effectiveness of the supply chain. Hence, to boost performance in procurement is vital in manufacturing companies like Mughal Steel Limited(Aragão & Figueira, 2022). Procurement activities in Mughal Steel Limited include sourcing and purchasing of materials and services like scrap, billets, alloying materials, refractories, lubricants, spare parts and maintenance services. The procurement department is critical in ensuring that the appropriate materials are bought by appropriate suppliers at the appropriate time, price, and quality. However, the existing procurement process is, to a certain degree, still dependent on semi-manual and informal activities, which comprise emails, WhatsApp communication, phone calls, Excel sheets, and paper-based coordination. These practices introduce delays, lack of tracking, fragmentation of records and low visibility of the procurement activities(Sharma & Kumar, 2023). In the present procurement procedure at Mughal Steel Limited, the vendor quotations are usually received using email after RFQs are distributed to suppliers. After quotations have been received, quotation comparison is done using Microsoft Dynamics 365. In a typical RFQ, the procurement team typically reviews at least 3 and up to 10 vendor quotations. The comparison is not made based on price only and it also takes into consideration the quality, quantity, packing, delivery time, lead time, payment terms and other procurement conditions. Once this comparison has been made, the most competent vendor is chosen to process the purchase order. Nevertheless, even though the Microsoft Dynamics 365 supports the comparison of quotations, a number of related activities, including communication with vendors, follow-ups, tracking RFQs, and coordination of approvals are still based on WhatsApp, emails, phone calls, Excel sheets, and paper- Supervised by Ms. Hafiza Ghosia Awan 2026-01-01T00:00:00Z