Case Study Metafora Qms La Sss 15-07-2020.

METAFORA
ISO 9001:2015, QUALITY MANUAL
Building C, Property # 24;

North Block, Alfa Building,
Thomas Alva Road, New Delhi, India 110 11o
©This document is property of IRClass System & Solutions Pvt. Ltd. ……07/2020
Shree swami Samarth
Master List of Documents – Issue 1

This content applies to all policies, processes, procedures, forms, protocols and similar documents, produced by
“METAFORA”, that need to be controlled within the QUALITY Management System (OHSMS). This is to ensure a
consistent approach: in that only the most up to date version of any document is made available in online at any
point in time, and to ensure that documents are relevant, concise and current.
Revision
Document Issue Retention time
Document Category Responsibility Status
Number Status (years)
Yes/no
1 Master list of Document Nominated
Until next revision
Control Representative
1 Master list of Document Nominated Until next revision
Change Request Representative
3 Mission Statement MD Until next revision
2 QMS Policy Nominated Until next revision

Representative
1 Context Of Metafora Nominated Until next revision
Representative
1 Scope Of QMS Nominated Until next revision
Representative
3 Quality Management System Nominated Until next revision
& Its processes Representative
3 Leadership Nominated Until next revision
Representative
1 Roles responsibilities & Nominated Until next revision
Authorities Representative
1 Organogram Nominated Until next revision
Representative
1 Planning Nominated Until next revision
Representative
1 Risk Assessment & Action Plan
& Risk Management Nominated Until next revision
procedure Representative
2 MANAGEMENT OF CHANGE Nominated Until next revision

PROCEDURE Representative
1 Objective and Monitoring Nominated Until next revision
Representative
2 Support Nominated Until next revision
Representative
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Docume Revision
Issue
nt Document Category Responsibility Retention time (years) Status
Status
Number Yes/no
3 Control of Documents and Nominated Until next revision
Records Procedure Representative
2 Operations
Nominated Until next revision
Project management &
Representative
Design & Development
1 Purchase Nominated Until next revision
Representative
2 Vehicle Servicing & Nominated Until next revision
Maintenance Representative
3 Sales & Marketing. Nominated Until next revision
Representative
5 Transport & Service provision. Nominated Until next revision
Representative
5 Internal audit Nominated Until next revision
Representative
3 Management Review Nominated Until next revision
Representative
2 Improvement Nominated Until next revision
Representative
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ISO9001:2015 QUALITY MANAGEMENT SYSTEM - Records & Formats
Metform-02 3 External & Internal Issues Nominated Representative 3 years
Metform-03 1 Interested parties Nominated Representative 3 years
1 Quality management
Metform-04 Nominated Representative 3 years
system and its processes
Metform-05 1 Quality Policy Nominated Representative 3 years
Metform-06 1 Organogram Nominated Representative 3 years
Metform-07 1 Risk Register Nominated Representative 3 years
1 10
Metform-08 Change Register Nominated Representative
years
Metform-08 1 Change Risk Register Nominated Representative 6 years
1 Quality Objective Of QMS
processes
Metform-11 4 Competency of Staff Nominated Representative 1 years
3 TRAINING Record - 20
Metform-12 WORKMEN Nominated Representative
years
2 Project -DOCUMENT
CONTROL PANEL
3 Design and Development 2 years
Metform-14 Nominated Representative
Planning
Metform-15 2 Process Development Nominated Representative 1 years
Metform-16 4 Verification and Validation Nominated Representative 3 years

2 Daily Check list of for 2 years
Vehicles
2 List of Equipments - 5 years
Workshop
1 List of Fast Moving Spares 5 years
for workshop Stores
Metform-20 2 Supplier Selection Format Nominated Representative 5 years
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ISO9001:2015 QUALITY MANAGEMENT SYSTEM - Records & Formats
2 Supplier Corrective Action Nominated 2 years
Metform-21
Format Representative
3 Customer Satisfaction Nominated 3 Years
Metform-22
Survey Form Representative
3 Internal Audit Report Nominated 3 Years
Metform-23
Representative
3 Internal Audit Corrective Nominated 3 Years
Metform-24
Action Plan Representative
Internal Audit Plan Nominated 2 years
Metform-25
Representative
2 Competency For Internal Nominated 2 years
Metform-26
Auditor Representative
3 Management Review Nominated 2 years
Metaform-27
Representative
1 Improvement LOG Nominated 2 years
Metaform-28
Representative
2 Corrective Action Plan Nominated 2 years
Metaform-29
Representative
3 Improvement Report Nominated 2 years
Metaform-30
Representative
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Master Document Change Request Form – metform01 – Issue 1
SECTION A – INITIATOR
Requested by: Date:
Department: Ext:
Change Request
Current reference of Issue Date Change Required

document(s) to be status
changed /withdrawn
Proposal to issue new

document(s)
Proposal to change
document(s)
Proposal to withdraw
(document(s)
Details of proposal/change (attach relevant document(s))
Request accepted / not accepted (delete as

appropriate)
SECTION B : PROCEDURE OWNER
Signed: Date:
Request approved / not approved (delete as

appropriate)
SECTION C : PROCEDURE AUTHORISER
Signed: Date:
SECTION D : DOCUMENT New document reference:

CONTROLLER
Issue: Date:
Signed: ________________________________ Date:____________________
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Managing Director’s Statement and Mission – metform02 Issue No.7
METAFORA is a logistics solutions provider in goods, chemical and passenger services. The
business is based in New Delhi,India.
India is well placed geographically to act as the gateway to China, the Asian continents and
Australia. There are good aviation links to America and the Middle East. Our company growth
strategy is linked heavily with the construction, petro-chemical and mining markets within
differing jurisdictions.
Our fiscal growth plan requires the business to grow with a projected Turnover from 220m
MYR to 300m MYR within two years.
To achieve this growth external and internal issues are analysed and acted upon, in the next
two years’ horizon.
Long term horizon for the organization is aggregate transport services, CNG operated buses,
less fuel consumption, more green fuel, improved road conditions in Western & Southern
part has increased potential of more long driving hours, then organization is thinking to run
all the trucks for 24 hours, with shift change duty for the drivers, this will give drivers better
family and social life. Company also wants to enter into Air-CARGO handling business in the
long term horizon.
The global perspective of the business demands that we not only comply but exceed the
requirements of national laws. In addition, the business will maintain its’ growth whilst
complying with national laws. Whilst an excellent work ethic is to be expected from our
employees. Customer satisfaction, Right first time delivery, are some of the order of the day.
Our Human Resources Department with be active and instrumental in achieving this goal.
Our reputation for leadership in Logistics services is such that we must be seen to occupy
centre stage amidst our competitors and be perceived as such by our valued customers.
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Context of Metafora
METAFORA determines external and internal issues that are relevant to its purpose and its strategic
direction and affect its ability to achieve the intended result(s) of its quality management system through SWOT
analysis. These are monitored continuously and are reviewed in every MRM.
Strength Weakness
1. Visionary and progressive management 7. Infrastructure
2. 2. Satisfying all regulatory requirements 8. Technology
3. 3. Young and motivated workforce 9. Retention of Drivers and Cleaners.
4. 4. Strong Customer centric approach 10. Social well-being of the drivers
5. 5. Good career growth. 11. Knowledge level of drivers and
6. 6. Reputed Clients Cleaners
12. Educational background of drivers.
13. Language barrier while transporting
from various states.
Opportunities Threats
1. Adoption of new technology. 1. High level of competition
2. CNG/LNG Conversion 2. Rail transport cheaper and railways are
3. more aggressive.
3. Changing regulatory and statutory
requirements
4. Aggregate Transport Services
4.2: Understanding the needs and expectations of

interested parties:
All interested parties relevant to QMS and their requirements are given in the following table. These
are monitored continuously and are reviewed in every MRM.
Interested Parties Needs and Expectations of Interested Parties
Customer On time services, Quality Services, ZERO
Accidents, ZERO incidences. Refer 4.1 above
Drivers Refer clause 4.1
Statutory bodies Refer clause 4.1
TAI Refer clause 4.1
Employees Stability, Organizational Growth, Career growth
Competition Fare practices
NGO Refer 4.1 above
Passengers Safety
Management Efficiency, profit per trip/route
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Strategic Direction
1. To secure 15’th rank in logistics sector.

2. To achieve better margin
3. To enter into aggregate sector
4. Adopt new technology
5. Social status to employees
INTERESTED PARTIES
Customer On time services, Quality Services, ZERO
Accidents, ZERO incidences. Refer 4.1
above
Drivers Social Life
Statutory Compliance to Road Safety Rules
bodies
TAI Fare business, ethical business
Employees Stability, Organizational Growth, Career
growth
Competition Fare practices
NGO Road Safety Rules, Social security to
drivers,
Passengers Safety
Management Efficiency, profit per trip/route
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External & Internal Issues Format # metform-02
A B C D E F G H I J K l J
SL STRATEGIC DIRECTION SCALE EXTERNAL FACTOR Se pro Risk # Internal Sev proba Risk # Final Opportunities
( 3 year horizon) IMPA ve bab erit bility risk
CT ON rit ility y Num
EXIST
y ber
EINCE
(C
+G+K
)
Stringent 5 2 10 Customer Satisfaction level 5 2 10 24 Increase Customer
regulatory norms satisfaction,
Technological 5 4 20 Behaviour of Transport Staff 4 3 12 36 Behaviour, psychological,
Want to achieve 1’th ranking on changes social mapping of the staff
the scale of tonnage from current Excellent Road 5 5 25 Delivery performance 5 5 25 54 Improve On Time Delivery
1
ranking of 18 in condition performance
Goods Transport Rail transport offers 5 3 15 Quality of Service 5 5 25 44 Improve Service quality.
cheaper options.
Aggregate truck 4 4 16 Brand image of the Orgnization 5 5 25 45 Promotion of brand, more
4 business corporate clients,
2 TAI’s guidelines for 3 3 9 Repeat business from existing 5 3 15 28 Increase business avenues,
ethical business clients venture into other transport
operation business.
Want to achieve 6’th ranking on
NGOs requirements 4 3 12 Customer complaints 5 4 20 36 Knowledge and training to
the scale of tonnage from current
workmen
ranking of 26 in
Stringent Emission 5 2 10 Claim settlement 5 5 25 29 Upkeep o f vehicles, Quality
Tanker Transport
norms of Oil & Fuel
Insurance Cost 5 5 25 Agility 4 4 16 45 More flexibility. Adoption to
their frequent changes
Fluctuations in Fuel 5 5 25 Lower mileages of vehicles per 5 2 10 35 Improve fleet, new
prices litre of fuel generation fleet
3 Improve Profit after tax 5
Spares parts cost 4 4 16 Ageing fleet 4 4 16 37 Improve efficiency
NGOs requirements 4 3 12 Cost of Maintaince 4 5 20 37
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External & Internal Issues Format # metform-02
A B C D E F G H I J K l J
SL STRATEGIC DIRECTION SCA EXTERNAL FACTOR Se pro Risk # Internal Sev proba Risk # Final risk Opportunities
( 3 year horizon) LE ve bab erit bility Number
IMPA rit ility y ( C +G+K)
CT
ON y
EXIST
EINCE
4 Social status and knowledge of 4 Less skilled drivers 3 3 9 Low educational and social 4 4 16 29 Driver Academy
the drivers and cleaners and cleaners status of workmen
5 To increase turnover to 5 Competition 5 4 20 20 Low cost solutions to
480millions presence and new customers
entries into this
segment
GPS enabled trucks, 4 3 12 17 Adoption of new
technology.
Risk identification at company level:

1. Compliance to legal requirements.
2. Brand building
3. Technological driven transport activity
4. Training to drivers
5. Add value to Customer
6. On time Delivery.
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Interested parties- Format # metform-03
A B C D E F G H I
SL Interested NEEDS AND Impact on business if Severity probability Risk RISK MITIGATION Opportunities
parities EXPECTATIONS OF needs and expectation #
INTRESTED PARTIRIES are not met
1 Customer TIMELY DELIVERY OF CUSTOMER 5 3 15 Reduce customer IMPROVE ON TIME
MATERIAL with service DISSATIFCATION, complaints. DELIVERY.
quality LOSS OF REPAT MONITERING OF
BUSINESS CUSTOMER
SATISFCATION
2 Low cost of Loss of business 5 4 20 Reduce cost of Switch over to CNG
transportation transportation, wherever possible
Kilometres/litre of fuel
3 Suppliers Business assurance Impact on customer 4 3 12 Supplier management
And timely payment timely delivery
4 Drivers and Salary Delivery, customer 5 4 20 Device model to
Cleaners Social well being satisfaction. reduce working
More time to take hours of sdrivers.
care of family
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Scope:
Company METAFORA was established in the year 1994 and basic purpose was to provide professional transport
services for carrying goods and chemicals and passengers. We have fleet of 30 trucks of various tonnages and
fleet of 20 buses and 10 dedicated chemical / oil carrying truck-tankers. We have customers in all the industries
such as automobile, chemical manufacturers, and we provide passenger bus services to various renowned
corporate houses.
In determining the scope, the METAFORA establishes the boundaries of the quality management system by
considering such issues as:
— the infrastructure of the organization; We have fleet of 30 trucks of various tonnages and fleet of 20 buses
and 10 dedicated chemical / oil carrying truck-tankers.
— the organization’s different sites and activities; Head Office and Logistics routes
— Commercial policies and strategies………… Quality Policy is in place
— centralized or externally provided functions, activities, processes, products and services. : Maintenance of
Vehicles is outsourced activity.
All requirements of ISO 9001 are considered applicable except Product Design and Development Clauses, as we
do not carry out any design and development activity. Excluding Design & Development clause does not affect
customer satisfaction or requirements.
In determining the application of requirements of ISO 9001, METAFORA considered each individual requirement,
and not just decide that a whole clause is not applicable. At times, some of the requirements may be applicable
in a clause, or all of the requirements within a clause may, or may not, be applicable. Service design is
responsibility of METAFORA.
The scope is maintained as documented information. The scope includes project Charter of the products and
services covered.
We, at Metafora had set up offices in all the province of country, all activities at Head Quarter are replicated in
the province office.
North province Office-
South province Office-
East province office-
West Province Office-
As Metafora, are established orgnization, we have excellent control over our supplier and subcontractors hence
clause 8.4 is not applicable and not considered in the study.
As we are not anyway in possession of any customer property clause # 8.5.3 is not applicable.
Our logistics head office is in northern province and handles all activities and control them from the central
place. Now for audit purpose one ample office can be selected, these people are extremely busy, so they are
excluded from the scope. We want all offices to be appeared on the ISO9001:2015 certificate.
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Scope: “providing logistics services to national and international market”
Quality management system and its processes:

METAFORA determines the processes needed for its quality management system in accordance with ISO 9001.
This includes not only the processes for service provision, but also the processes that are needed for the effective
implementation of the system, such as internal audit, management review and others (including processes that
are performed by external providers). A process is a set of interrelated or interacting activities that use inputs in
order to deliver intended results.
• Opportunities:
Skill/Competence
Communication • Performance can be further enhanced Negotiations skill
Infrastructure
instruments • Adoption of new technology Personal attributes

Desktop/laptop • Competition Data Communication Skill
Vehicle Tracking • Continual improvements to improve Interpersonal
Software efficiency. relationship
• Aggregate Truck business
Customer enquiries
Output from the process

Purchase orders
Input to the process
Amendment of Purchase
Safe, Damage-free and
Order from Customer.
Customer Complaints PROCESS : MARKETING on time delivery of
shipment
Customer Feedback
Repeat Business from
existing customers.
• Risks:
• Wrong Communication
Procedure for the
• changing expectations of the customers
Methods to be followed
Performance
handling customer • On time delivery
• Customer complaints
enquiries & • Service quality
• Procedure not followed/Not
amendments • Damage free
understood/By-passed
Procedure handling delivery
• Poor Performance/Performance not met
customer complaints. • No Competence
• Technological advances
Procedure for the data issues
analysis • Competence of marketing Personnel •
• Availability of good Drivers
• Aggregate Truck Business
Format # metform-04
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Communication Equipment
Spare Parts for the Vehicle • Opportunities:
Skill/Competence
Infrastructure
Periodic Maintenance • Performance can be further enhanced
Driving Skill
Tool kit in the vehicle • Cleanliness of Vehicles
Vehicle maintenance
Medical kit • Attire of Vehicle staff
knowledge
Fire fighting equipment. • Continual improvements to improve
efficiency.
Customer order.
PROCESS :
Output from the

Route Card
Input to the
Safe, Damage-free and

process
process
Traffic Rules
Transportation of the good Transportation & on time delivery of
shipment
and Passengers
Customer modification Logistics
• Risks:
Methods to be followed
Performance
Procedure for the handling • Customer complaints
customer enquiries & • Procedure not followed/Not understood/By-
• On time delivery
amendments passed
• Service quality
Procedure handling • Poor Performance/Performance not met
• Damage free delivery
customer complaints. • absentees
• No Competence issues
Procedure for the data • Competence of Driver and Cleaners
analysis • Violation of traffic Rules
•
• Alcohol/Drug Addiction
• Long haul /no holidays
Format # metform-04
Skill/Competence
Infrastructure
Periodic Maintenance • Vehicle Turnaround time

Maintenance Skill
Tool kit in the vehicle • Quality Of work
Vehicle Knowledge
Medical kit • Maintenance Cost reduction
Spare parts Knowledge
Fire fighting equipment. • Continual improvements to improve
Calibration of equipment efficiency.
Fixture for Vehicle maint.
Performan Output from the

Input to the
Maintenance Schedule PROCESS Timely maintenance

process
process
Compliant book No repeat work for the
Spare parts avaiability Vehicle Maintenance same vehicle.
• Risks:
Procedure for • On time delivery
Methods to be
Maintenance • Service quality

• Procedure not followed/Not understood/By-
followed
Procedure handling • No repeat Work

ce
passed
customer complaints. • No Competence issues
• Poor Performance/Performance not met
Procedure for the data • Maintenance
• absentees
analysis Cost/Vehicle
• Competence of mechanics
•
Format # metform-04
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Skill/Competence
Infrastructure
Periodic Maintenance • Internal Performance Data Goal Setting
Tool kit in the vehicle • Reduce Breakdown Leadership
Medical kit • Aggregate Truck business Business goals integration
Fire fighting equipment. • Improve efficiency.
Calibration of equipment • Reduce operating cost
Fixture for Vehicle maint.
External Factors and Market
Input to the process
Data.
Output from the

Internal Performance Data
PROCESS Meeting Goals,
process
Competition Data
Improved quality
Report from Transport
Association Business Planning Customer satsifaction
Technological changes.
Vision, Mission and objectives
• Risks:
Performan
• Fuel prices
Methods to be
• Increase market share

• Competition
followed
Strategic Goal Setting. • Widen the base of fleet
ce
• Apex court verdicts
Goal deployment across the industries.
• Electric Cars
• Cost optimization.
• Environment Norms
• Changing Central Motor Vehicle Rules
•
Format # metform-04
• Opportunities:
1. Trainers competency
Skill/Competence
• Competence of Drivers, Cleaners and
Infrastructure
Training Hall 2. Planning and

Mechanics
Projector execution of Training
• Effective utilization of budget
Training material. 3. Effectiveness of
• More training to improve efficiency.
Training gadets. Training
• Training on innovation and major
improvements
Training needs
PROCESS: Perform Output from the
Input to the
process
Trainings availability Trained and competent process

Trainers employees.
Budget HRD & TRAINING
• Risks:
Procedure for Training • Returned on training
Methods to be
Procedure effectiveness investment
followed
ance
• Procedure not followed

verification of training. • Skill enhancement
• Poor competence
Procedure for the data • Competence
• Training attendance
analysis Enhancment
• Competence of mechanics
•
Format # metform-04
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Leadership
QUALITY POLICY AND OBJECTIVES Format # metform-0
Top Management has created the following Quality Policy for METAFORA:
Company METAFORA meets or exceeds each of our customers’ requirements, providing Services and
customer service of the highest quality at a reduced cost.
We will maintain a quality management system and will continually improve its effectiveness to meet the
requirements of the ISO 9001:2015 standard.
This Quality Policy is appropriate for the purposes and context of METAFORA and supports its strategic
direction.
CFT of Managers reviews the Quality Policy for continuing suitability in Management Review quarterly.
Date : 10/10/2015 Approved by Managing Director

format # metform-05
The Quality Policy provides the framework for establishing and reviewing Quality Objectives. METAFORA‘s
Quality Objectives are consistent with the Quality Policy are measurable, and approved by Top Management.
The Quality Policy includes commitments to:
1. comply with ISO 9001:2015 requirements

2. comply with customer Service quality requirements
3. continually improve the effectiveness of the quality management system
Quality Objectives are:

1. To meet or exceed customer delivery expectations on at least 90% of the orders
2. To reduce the incidences, not to exceed 2.5% of the orders
3. To reduce customers’ complaint to a maximum 1 ,
4. Compliance with statutory and regulatory requirements
5. This objective is measured by zero actions that lead to violations or findings from regulatory inspections.
6. To maintain the ISO 9001 Standard requirements until next recertification audit.
7. This objective is measured by no major non-conformance findings on surveillance audits.
The Quality Policy and Quality Objectives are communicated, understood and applied within METAFORA by
several means, including:
1. posting of the Quality Policy and Quality Objectives throughout the site
2. periodic meetings, such as weekly DMI Meetings and monthly “Birthday” Meetings, at which the
Quality Policy and Quality Objectives are discussed, and for which attendance is recorded. Along with
the results, discussion about the employee’s contributions and implications of not conforming to QMS
requirements are discussed.
• internal audits inquire of auditee and witnesses their understanding of the Quality Policy and Quality
Objectives
• The Quality Policy and Quality Objectives are made available to interested parties by posting on company
web sites.
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• Top Management assures that Quality Objectives are established and understood throughout METAFORA,
as appropriate, including those that support Service quality requirements.
• “Company METAFORA was established in the year 1994 and basic purpose was to provide professional
transport services for carrying goods, chemicals and passengers. We have fleet of 30 trucks of various
tonnages and fleet of 20 buses and 10 dedicated chemical / oil carrying truck-tankers. We have customers
in all the industries such as automobile, chemical manufacturers, and we provide passengers bus services
to various renowned corporate houses. These buses are used to ply on the routes decided by the company
for pick and drop of their employees. We are member of Transport Association of Asia (TAS) as per TAS’s
expectation, we need to collaborate on educational level of drivers, and more thrust on the safety of
passengers and goods which we are carrying. It also states that all members shall abide by latest version
CENTRAL MOTORE VEHCILES RULES.
• Initially we, at METAFORA started its business from Western province. Now we are operating in Western
and southern province. We have three vertical within it, they are as follows, Transport of goods by road,
transport of Chemicals by road, bus services for the employees of corporate companies. Performance of the
company is very good and it has cross the turnover of 300 Million last years.
• Transport of Goods-: Our Company provides the vehicles to various clients, who manufacture bulk material.
• Transport of Oil and chemicals: under this scope our clients, use our vehicles to transport their material
from one place to another. We get a call from the customer for placing vehicles, they also provide
information such as destination, and tonnage etc. based on that we place vehicles.
• Since last one-year number of calls received from the customers are coming down. We enquire the same
with customers, they say other transport providers offer them less transport cost per KM, also they take
guarantee to reach Southern province within 3 days, and our drivers usually take more than 5 days. More
than that our customers say wherever they hire truck from competitors it can be tracked because of GPS
enabled devices fitted in the every vehicle. In the 6’Th, 9’Th and 10’Th month of the year we have also got
fine from our customers because of late delivery of consignments. Company has not only lost some
customers but has also lost chunk of the money because of this. We are not able to provide the low cost
services as diesel consumption of vehicles are more and we get mileage around 1.5km/litters average, our
competitions vehicles gives more than 3km/litres, Drivers availability and their education level is another
issue in our Orgnization. We take drivers as & when required basis, our competition has pool of the drivers
and work on the 8 hrs. basis. Out drivers are out for 10~12 days in a months. Our fleet is old and as per
government norms need to be scrapped in next 2~5 years. Last month few of our vehicles got detained by
the police authority, because of the pollution issue. In Southern province, we had an opportunity to provide
transport services to one the new clients, but en-route to this destination goes through lot of small villages
and NGOs are protesting the tanker movement through their village because of chemical spillage issue. 6
month back because of driver’s mis-judgment and language barrier one tanker met with an accident and
chemicals it was carrying spilled on the paddy field. Drivers and cleaners both were not able to apply the
knowledge to contain the spillage of the chemical. Spill containing kit was provided by the client, but not
utilised by the drivers and cleaners.
• Another loss factor to the company is “theft” cases, sometimes drivers’ park trucks outside the city, and
these vehicles then susceptible for the theft. If such case occurs our client does not hesitate to deduct the
money from our earnings.
• Our competition on the other hand; has the buses on running on CNG/PNG operated vehicles, So they also
get government subsidy for such PNG/CNG fitted vehicles.
• For passenger bus services, we have yearly contract with 10 corporate houses. We pick and drop their
employees as per the route fixed by the orgnization. Here challenges are different. All employees are
travelling in a bus are aware of the road safety rules, honking, traffic signal rules, speed limit within the city,
punctuality of our bus services. We receive few complaints about the driver’s discipline regarding the traffic
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rules. Client expect 5KM/litre consumption for each bus, if we achieve this it 5km/litre, they give us
incentive, we are getting such incentive for almost all routes, there are opportunities to convert diesel into
CNG.
• Long term horizon for the organization is aggregate transport services, CNG operated buses, less fuel
consumption, more green fuel, improved road conditions in Western & Southern part has increased
potential of more long driving hours, then organization is thinking to run all the trucks for 24 hours, with
shift change duty for the drivers, this will give drivers better family and social life. Company also wants to
enter into Air-CARGO handling business in the long term horizon.
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Roles, Responsibilities & Authorities
Managing 1. Business growth To take decision in accordance
Director 2. Entrepreneur Risk Management with the business.
3. Quality Management System
Recruitment of the personnel
4. Achievement Business goals
5. Provision of resources
To supersede the decision taken
6. Chair management review by the other functional heads.
7. Direct and Motivate the team
8. Link business into process approach
LOGISITCS 1. Create policies or procedures for logistics activities. Reporting to Managing Director
HEAD 2. Recommend optimal transportation modes, routing, equipment, or frequency. Recruitment of personnel in the
3. Develop risk management programs to ensure continuity of supply in emergency scenarios.
department
4. Direct inbound or outbound logistics operations, such as transportation or warehouse activities, safety
performance, or logistics quality management.
5. Design models for use in evaluating logistics programs or services.
6. Analyze all aspects of corporate logistics to determine the most cost-effective or efficient means of
transporting products or supplies.
7. Communicate freight transportation information to customers or suppliers, using transportation
management, electronic logistics marketplace, or electronic freight information systems, to improve
efficiency, speed, or quality of transportation services.
8. Direct distribution center operation to ensure achievement of cost, productivity, accuracy, or timeliness
objectives.
9. Review global, national, or regional transportation or logistics reports for ways to improve efficiency or
minimize the environmental impact of logistics activities.
10. Ensure carrier compliance with company policies or procedures for product transit or delivery.
11. Participate in carrier management processes, such as selection, qualification, or performance
evaluation.
12. Train shipping department personnel in roles or responsibilities.
13. Establish or monitor specific supply chain-based performance measurement systems.
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Head Customer satisfaction
Marketing Customer complaint handling
New business
Ensure sales target
Ensure smooth operation
Participate in the management review
Head Timely procurement
procurement Quality procurement
Meet purchase target
Cost saving measures
New supplier identification
New material identification
Smooth operation
Participate in the management review
Head Workshop Achieve objectives
Upkeep vehicles
Upkeep Vehicles
Maintain workshop activities
Manage consumption of items
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Organogram
Director
Head Project & Human Resource

Logistics head HEad- Makrting Head Procurement Head Workshop
Technology and Training
Logisitcs manager- Logistics Manager Logisitcs Manager Manager Manager Assistant New
Marketing Training Assitiant
Truck Trasnport Bus Tranport Tanker Services Procurement Workshop Technologies
manager
Truck & Bus
Logisitcs Support Logisitcs Support Logisitcs Support

Purchase Bulk Administration
back office - Supervisor Assitiant Proect
Back Office-Truck Back Office-BUS material Assitant
Tanker Services
Marketing Asistant
Purchase Executive
Truck Drivers Bus Drivers Tanker Drivers Workmen Back office support
Spare parts
Marketing Assitiant
Route Tracker
Truck Cleaners BUS Cleaners Tanker Cleaners

MarketingSupport
Documentation
P a g e 21 | 120
Organogram Format # metform-06
Business New Order & Customer Logistics Purchase of Effectiveness of QMS TRAINING & UPKEEP OF
Role Planning Order Execution, satisfaction Material HUMAN VEHICLES
/Customer RESOURCE
Complaints
Top management A F F F F F F F
Marketing Manager A A
Logistics F F A
Workshop- Vehicle C F A
Maintenance
Purchase & Stores A
Orgnization QMS Manager A
HRD A
R= Responsibility; A=Accountability; C=Contributor in the activity; F=Feedback of task to whom
P a g e 22 | 120
Planning
Risk Assessment & Action Plan & Risk Management procedure – MT/MR/01, Rev-01. Date: 01/jan/2017 Revision 0.0;
Approved by : Managing Director
INTRODUCTION
PURPOSE OF THE RISK MANAGEMENT PLAN

A risk is an event or condition that, if it occurs, could have a positive or negative effect on a ORGNIZATION’s objectives. Risk Management is the process of identifying, assessing,
responding to, monitoring, and reporting risks. This Risk Management Plan defines how risks associated organizational activities are identified, analyzed, and managed and
practices for recording and prioritizing risks.
The procedure is applicable throughout METAFORA.
RISK MANAGEMENT PROCEDURE
PROCESS
Risks will be identified as early as possible in the activities so as to minimize their impact. The steps for accomplishing this are outlined in the following sections. The department
heads serves as the Risk Manager..
RISK IDENTIFICATION
Risk identification will involve the Cross Functional Team, appropriate stakeholders, and also includes an evaluation of business environmental factors, organizational culture,
values and this applies to boundaries and scope of QMS.
A Risk Register to be generated and updated as needed and will be stored electronically in the digital data bank at <Server File /QMS>.
RISK ANALYSIS
All risks identified will be assessed to identify the range of possible outcomes of activities in METAFORA’s business. Qualification to be followed to determine which risks are
the top risks to pursue and respond to and which risks can be ignored.
Quantitative Risk Analysis
The probability and impact of occurrence for each identified risk will be assessed by the project manager, with input from the project team using the following approach:
Probability
• 5 – Greater than <70%> probability of occurrence
P a g e 23 | 120
• 3 – Between <30%> and <70%> probability of occurrence
• 1– Below <30%> probability of occurrence
Impact
• 5– Risk that has the potential to greatly impact business cost, schedule or performance 5
3
Impact
• 3 – Risk that has the potential to slightly impact business cost, schedule or performance
1
• 1 – Risk that has relatively little impact business cost, schedule or performance 1 3 5
Probability
Risks that fall within the >15 and >5 (ZONE YELLOW) zones will have risk response planning which may include both a risk mitigation and a risk
contingency plan.
RISK RESPONSE PLANNING

Each major risk (those falling in the Red & Yellow zones) will be assigned to a department heads for monitoring purposes to ensure that the risk will not “fall through the
cracks”.
For each major risk, one of the following approaches will be selected to address it:
• Avoid – eliminate the threat by eliminating the cause
• Mitigate – Identify ways to reduce the probability or the impact of the risk
• Accept – Nothing will be done
• Transfer – Make another party responsible for the risk (buy insurance, outsourcing, etc.)
For each risk that need to be mitigated, the department heads identifies ways to prevent the risk from occurring or reduce its impact or probability of occurring. This may
include prototyping, adding tasks to the modify process, adding resources, etc.
For each major risk that is to be mitigated or that is accepted, a course of action to be outlined for the event that the risk does materialize in order to minimize its impact.
RISK MONITORING, CONTROLLING, AND REPORTING

ALL risks are to be tracked, monitored and reported throughout the year.
A “Top 3 Risk List” will be maintained by the each department team and to be reported as a component of the management review
All change requests to be analyzed for their possible impact to the department risk/ risks.
Management will be notified of important changes to risk status as a component management reivew
TOOLS AND PRACTICES

A Risk Register to be maintained by the HOD ( Head Of Department) and will be reviewed as a standing agenda item for MR Management Review.
P a g e 24 | 120
APPENDIX A: REFERENCES
[Insert the name, version number, description, and physical location of any documents referenced in this document. Add rows to the table as necessary.]
The following table summarizes the documents referenced in this document.
Document Name and Description Location

Version
Risk Register Risk assessment and action plan Individual process
P a g e 25 | 120
RISK REGISTER-HRD
What Would be the Impact on REMAINI
WHAT COULD GO Severit Occurren WHO WILL &
ACTIVITY Customer Process, Business and Risk WHAT CAN BE DONE TO MITIGATE NG RISK
WRONG y ce WHEN?
Service Output LEVEL
Procedure for Transportation &
Training NO SKILL Customer complaint 5 1 5 Head Logisitcs 5
Logistics Procedure/Metafora/MKT/01
customer dissatisfaction anf loss of
Training inadequate training 5 5 25 Skill matrix HRD 5
business
breakdown, delays, customer
Recruitment Wrong Placement 5 1 5 Maintenance of vehicles Workshop 5
dissatisfaction
miscommunications , delays internal Management

legal Vilolation of legal 5 1 5 Procedure in place 5
and external representative
Format # metform-07
RISK REGISTER - Logistics
What Would be the Impact
REMAINING
WHAT COULD GO on Customer Process, WHAT CAN BE DONE TO WHO WILL
ACTIVITY Severity Occurrence Risk RISK
WRONG Business and Service MITIGATE & WHEN?
LEVEL
Output
Procedure for Transportation &
Receipt of Input from Wrong input from Wrong Delivery ,late Head
5 1 5 Logistics 5
marketing marketing delivery Logistics
Procedure/Metafora/MKT/01
Receipt of Input from customer dissatisfaction and
Unskilled drivers 5 5 25 Skill matrix HRD 5
marketing loss of business
Vehicles not
Vehicles breakdown 5 1 5 Maintenance of vehicles Workshop 5
roadworthy
miscommunications , delays Management
service provision Inadequate procedure 5 1 5 Procedure in place 5
internal and external representative
Customer complain procedure in
Customer complaint loss of business 5 1 5 marketing 5
place
Format # metform-07
P a g e 26 | 120
RISK REGISTER-WORKSHOP
What Would be the Impact REMAINING

WHAT COULD GO WHAT CAN BE DONE TO WHO WILL
ACTIVITY on Customer Process, Severity Occurrence Risk RISK
WRONG MITIGATE & WHEN?
Business and Service Output LEVEL
PREVENTIVE Vehicles not made Procedure for Preventive
Head
MAINTIANCE available for the breakdown 5 1 5 Maintaince of vehicles 5
Workshop
OF VEHICLES preventive check-ups Procedure/Metafora/Workshop/01
Less number of vehicles on the

SPARES PARTS Not available 5 5 25 Procedure for Procurement Procurement 5
road/breakdown
Vehicles not
Vehicles breakdown 5 1 5 Maintenance of vehicles Workshop 5
roadworthy
miscommunications , delays Management

service provision Inadequate procedure 5 1 5 Procedure in place 5
internal and external representative
Customer complain procedure in

Customer complaint loss of business 5 1 5 marketing 5
place
Procedure for Preventive

Frequent breakdown of
Customer delays 5 1 5 Maintaince of vehicles marketing 5
vehicles
Procedure/Metafora/Workshop/01
Format # metform-07
P a g e 27 | 120
RISK REGISTER - MARKETING
REMA
INING
WHAT COULD GO on Customer Process, Occurr WHAT CAN BE DONE TO WHO WILL &
ACTIVITY Severity Risk RISK
WRONG Business and Service ence MITIGATE WHEN?
LEVE
Output
L
Will lead to wrong delivery, late Procedure for Contract Review and
Review Marketing
Incomplete review delivery and customer 5 1 5 Feasibility Study 5
Requirements Assistants
dissatisfaction ultimately Procedure/Metafora/MKT/01
Will lead to wrong delivery, late Procedure for Contract Review and
Review Not resolving Marketing
delivery and customer 5 1 5 Feasibility Study 5
Requirements inconsistencies Assistants
dissatisfaction ultimately Procedure/Metafora/MKT/01
Procedure for Contract Review and
Quotation Not ascertaining pertinent
Loss of business 5 1 5 Feasibility Study Marketing Head 5
preparation information
Procedure/Metafora/MKT/01
Terms & conditions will not be Procedure for Contract Review and
Quotation Not receiving the Quote
understood and leading to 5 1 5 Feasibility Study Marketing Head 5
preparation from the customers
customer dissatisfaction Procedure/Metafora/MKT/01
Inadequate input description of product to
requirements, and because deliver, destination and
Customer Input marketing Assistant did not customer requirements will not 5 2 10 Competent persons Marketing Head 5
get full information from understand leading to
the customer miscommunication
Legal requirement for the
land of origin & destination
Customer Input and transit not understood Detention of vehicles, 5 1 5 Updation of legal register register Marketing Head 5
and studied by the
personnel of Marketing
CONTRACT Training not included for
miscommunication 5 1 5 Skilled and Competent drivers Marketing Head 5
REVIEW drivers and cleaners
CONTRACT Marketing
Wrong communication will add customer end delay 5 2 10 training 5
REVIEW Assistants
Wrong documentation of Marketing

QUOTING will add customer end delay 5 2 10 training 5
cargo Assistants
P a g e 28 | 120
RISK REGISTER - PROCUREMENT
What Would be the REMAI
WHO
Impact on Customer Sever Occurre Ris WHAT CAN BE DONE TO NING
ACTIVITY WHAT COULD GO WRONG WILL &
Process, Business and ity nce k MITIGATE RISK
WHEN?
Service Output LEVEL
Will lead to wrong Procureme
Review Procedure for Procurement
Incomplete review delivery, late delivery from 5 1 5 nt 5
Requirements Procedure/Metafora/procure/01
supplier Procedure
Will lead to wrong Procureme
Review Procedure for Procurement
Not resolving inconsistencies delivery, late delivery and 5 1 5 nt 5
Requirements Procedure/Metafora/procure/01
input material delay Procedure
Procureme
Quotation Procedure for Procurement
Not ascertaining pertinent information Vendor dissatisfaction 5 1 5 nt 5
preparation Procedure/Metafora/procure/01
Procedure
delayed payment to
Quotation Procedure for Procurement Marketing
Delay In sending the quote supplier and delay in input 5 1 5 5
preparation Procedure/Metafora/procure/01 Head
material
Inadequate communication to supplier

delay to service provision
Customer Input about the service requirements, and 5 2 10 Competent persons HRD 5
to customers
because of competence requirements
Legal requirement for the land of

origin & destination and transit not Marketing
Customer Input Detention of vehicles, 5 1 5 Updation of legal register 5
understood and studied by the Head
personnel of Marketing
CONTRACT Training not included for drivers and
miscommunication 5 1 5 Skilled and Competent drivers HRD 5
REVIEW cleaners
CONTRACT will add customer end
Wrong communication 5 2 10 training HRD 5
REVIEW delay
will add customer end
QUOTING Wrong documentation of cargo 5 2 10 training HRD 5
delay
Format # metform-07
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Title: MANAGEMENT OF CHANGE PROCEDURE
Procedure # : MT/MR/02 Page: 1 of 5
Reviewed: 01/10/2017 ; Effective: 01/10/2017
Metafora Preparer: Reviewed: Owner:
ORGNIZATION QMS Cell QMS CELL

REPRESENTATIVE
1. PURPOSE: The Management of Change (MOC) system is intended to ensure that the Quality safety, health,
and environmental impact of all modifications to processes, equipment, chemicals, to the implementation of
the change.
2. SCOPE This procedure applies to all changes undertaken related to QMS
3. DEFINITIONS
3.1. Change – A change in the technology, Transportation of new chemicals, or a change in the procedures of
operating the process and related equipment, or in the organization of the department that can affect Quality
safety, the environment, quality, or efficiency.
Examples of changes are:
3.1.1 Technology changes –Introduction of new chemicals for transportation, Technological changes
3.1.2 Equipment changes – modifications in the method or equipment for maintenance.
3.1.3 Procedural changes – include standard operating procedures, emergency procedures, safe work
procedures, temporary operating procedures, maintenance/inspection procedures, temporary operating
procedures, maintenance/inspection procedures or development of a new procedure for new equipment
installations.
Note that for changes that are procedural clarifications, formatting and/or procedure grammar corrections
ONLY, each process owner can optionally use a document control method of their choice to review and track
these changes.
3.1.4 Personnel/Organizational changes – include a change in the number of people, structure of an

organization, development of a new role in an organization, instrument/electrical or maintenance support, or
contractor and absence from job for extended period. Organizational changes should also include a transition
plan where appropriate.
3.1.5 Temporary change – planned for a limited duration; such as, a trial or evaluation or by-pass of a safety
system for maintenance. Planned operation of a process outside its normal operating range or transfer of a
product from its normal process train to another.
3.1.6 Emergency change – immediate actions used to avoid; or control a spontaneous emergency situation.
3.1.7 Facility change – includes buildings, utilities, containers, process/emergency equipment location and other
areas.
3.1.8 Procurement Initiated Changes - This includes changes in suppliers, equipment specification changes
(materials of construction, pump seal type changes, pressure/electrical ratings differences, etc.), modes of
delivery, etc. The Procurement Department is responsible for communicating the change with other
departments prior to the change being implemented.
P a g e 30 | 120

REPRESENTATIVE
3.2 Change Administrator - Person responsible to close out the change and ensure changes meet requirements.
The individual assigned to a particular change, responsible for coordinating all aspects of the change. The Change
Coordinator ensures that each component of the MOC is adequately addressed, maintains appropriate
documentation, obtains necessary approvals and training sign-offs prior to the change, and tracks all related
action items to completion.
The Change Coordinator is also responsible for ensuring that the cut-off date and time are accurate and that
affected employees are notified upon actual implementation date of the change. Change Coordinators must be
knowledgeable in the requirements of this procedure, META/PROCESS/01.
4. PROCEDURE
4.1. The BD Software shall be used to review and document all changes.
4.2. The approval process for changes must be followed and documented using the database.
4.3. Exceptions:
4.3.1. Emergency type changes can be verbally authorized (approved) by supervision and then, documented,
reviewed and formally approved after the situation has stabilized. An “Emergency Change” form is available and
can be printed out from the BD Software.
4.3.2 Replacement-in-Kind
4.3.3. A minor change is made to a Standard or Procedure that does not affect the contents (i.e. updates to
phone numbers).
4.4 MOC ORIGINATION: INITIATING A CHANGE Any person can initiate or recommend that a change be made.
Minimal information, specifically, a description of the proposed change, the technical basis of the proposed
change, expected impact on the safety and health of the employees affected by the proposed change, and the
duration of the change should be provided.
4.4.1 MOC INITIATION, APPROVAL TO PROCEED AND RISK ASSESSMENT:
The MOC Initiator and the Change Administrator are responsible for implementing the entire MOC procedure.
4.4.2 The Initiator or Change Administrator evaluates the proposed change and identifies information that must
be collected for the particular change.
4.4.3 Initiator assigns the Change Administrator and describes the change; the justification for the change, if
temporary sets the expiration date and submits the MOC to the Approver.
P a g e 31 | 120

REPRESENTATIVE
4.4.4 Checklist has been developed (See Attachment A). The completed form should be attached to the MOC.
4.4.5 To assist with the evaluation for addition and use of new chemical transportation;
Management of Change (MOC) is required to be completed for all capital projects. For non-capital projects, it
should also be determined in the initial review, based on the impact of the change, whether additional technical
or specialized reviews (HAZOP, Environmental, Occupational Safety and Industrial Hygiene, Legal, Customer
Notification, etc.) are necessary to evaluate the feasibility of the proposed change.
4.5.1 The following information should be evaluated during the Initial Review:
4.5.2 Technical feasibility of the proposed change
4.5.3 Justification and necessity of the change
4.5.4 Whether modifications to written procedures are required (including time limit for temporary changes).
4.5.5 The expected duration of the change for temporary changes.
4.5.6 Review of relevant Process Hazard Analysis (PHA) to verify proposed change does not violate existing
safeguards or create a potential hazard.
4.5.7 A risk level assessment is used to determine the potential impact of the change on Quality Safety and
health. A risk assessment is used for all MOC’s including capital projects. Documentation of the Initial Review
should be maintained with the MOC. If a formal meeting is held, minutes from this meeting can document the
topics discussed, the decisions reached and the names of the reviewers
4.5.8 The Approver then either “Approves” to proceed with the change, “Denies” the change, or puts the change
on “Hold” due to a concern. If the Approver has a concern the “Concern Page” is completed detailing the concern
and responsible person is assigned. If the concern is satisfied the Approver approves to proceed.
4.6 Risk Level Determination
All stakeholders are asked to identify risk. This helps to improve acceptance of an initiative as everyone is given
an opportunity to express all the things that can go wrong. Sophisticated entities may also identify risks by
looking at databases of issues that occurred with similar programs, strategies or projects.
Probability & Impact
Estimating the probability and impact of each identified risk.
P a g e 32 | 120

REPRESENTATIVE
This can be done as a rough estimate such as high, medium or low.
Risk= Severity X Occurrence
Categories HIGH Impact of business VERY MINOR Impact of business NEGLIGIBLE Impact of business
HIGH Impact on Profit VERY MINOR Impact on Profit NEGLIGIBLE Impact on Profit
HIGH Impact on Customer VERY MINOR Impact on Customer NEGLIGIBLE Impact on Customer
HIGH Loss of property VERY MINOR Loss of property NEGLIGIBLE Loss of property
HIGH Impact on personal VERY MINOR Impact on personal NEGLIGIBLE Impact on personal
safety safety safety
Severity 5 3 1
Occurrence 5 3 1
Treatment
Risk treatment options include acceptance, mitigation, transfer, sharing and avoidance. When a risk is
mitigated or shared the probability and impact typically need to be re-evaluated.
CHANGE What SEVERITY Likelihood Risk Treatment SEVERITY Likelihood Risk
way it acceptance,
can go mitigation,
wrong? transfer, sharing
and avoidance
Secondary Risk
Evaluation of risks caused by treatments. For example, avoiding or mitigating a risk can result in new risks.
Residual Risk
Calculating the probability and impact of remaining risk after treatment. For example, the risk that remains
after mitigation including secondary risk.
Monitoring & Review

Regularly identifying new risks that become clear as a program or project progresses. Overseeing the
implementation of risk treatment and evaluating results.
4.7 MOC CHECKLIST:

4.7.1 All questions in the Pre-Start-up and Post Start-up sections will be answered YES or NO. Addition Action
Items can be added.
4.7.2 YES answers will be assigned as an Action Item. Final Approval for start-up cannot be submitted until the
Pre-Start-up Action Items are complete. All Pre-Start-up Action Items shall be completed prior to start-up
Of the change.
4.8 MOC TRAINING
P a g e 33 | 120
4.8.1 Training documentation is automatically maintained in the BD SOFTWARE,
4.8.2 In the event that another means of training is used, evidence that those affected by the change have been
informed/trained MUST be maintained. A sign-up sheet may be used and attached on the MOC Training Page.
Employees are required to be informed/trained and signed off before operating or working on equipment or
processes that have been changed.


REPRESENTATIVE
4.9MOC TEMPORARY CHANGE

Temporary changes must follow the full management of change procedure. If a change is "Temporary", the
duration of the change shall not exceed 90 days without additional review. Temporary change must follow one
of the following three completion options:
4.10.1 “Change Removed” – all affected personnel notified by email or other appropriate means.
4.10.2 “Extend expiration date” - all affected personnel notified by email, or other appropriate means, of the
new expiration date.
4.10.3 “Make Permanent” - A new Change will be created & certain information copied into the new document.
RESPONSIBILITIES
5.1. All employees have the responsibility to:
5.1.1. Recognize a change before initiating
5.1.2. Initiate the MOC, per this policy
5.1.3. Assist in making changes
5.1.4. Participate in training
5.1.5. Provide input in maintaining a safe working environment
5.2. Change Requestor/ Initiator- has the responsibility to:

5.2.1. Initiate the MOC by defining the change and reason for the change
5.2.2. Assigns Change Coordinator (can be the requestor)
5.2.3. Forwards to the appropriate person for approval to proceed
5.2.4. May assist with the completion of the risk assessment
5.2.5. May assist Change Coordinator with the completion and Change review checklists’ items and assigns
action items
5.3. Operations/ Service Manager/Change Unit Approver - has the overall responsibility to:
5.3.1. Approves the initial request of the change, helps identify is customer notification is required and specifies
if and what technical approval is necessary.
5.3.2. Solicit employees’ participation by getting their input on changes
5.3.3. Determines if Technical Review is required and assigns Technical Reviewers.
5.3.4. Ensure all items on the MOC checklists have been completed as required, prior to implementation of the
change
5.3.5. Give final approval to implement the change
5.3.6. Ensure affected personnel are trained in the MOC requirements and changes
P a g e 34 | 120
MOC Administrator - has the responsibility to:
5.4.1. Manage the Operating, Applications and or Research Unit’s overall MOC program
5.4.2. Establish KPI’s to ensure MOC’s are being initiated, completed and closed in a timely manner.
5.4.3 Works with the MOC Coordinator to make sure the MOC is closed out in a timely manner.
Change Register
SL What was the Change Owner Department Cut-off date of
implementation
1 Customer changes the plant location from Marketing January -20xx
Southern part, now new location is towards
east of other existing location; this change
is because of new port development
2 Refrigerated Truck/Van service to be started Project October -20xx
in the METAFORA
3 Metafora has adopted” truck on rail Logistics/marketing June-20xx
“services to cut the travel distance by 10hrs.
4 5 buses are converted into hybrid fuel PNG Workshop March-20xx
and Diesel
5 New team of drivers and cleaners recruited HR April-20xx
for handling refrigerated vans.
6 Company is procuring Two buses from BUS Procurement April-20xx
manufacturer with EPS- Electronic Power
Steering.
8 All trucks and Tankers to be fitted with GPS Projects May-20xx
device to track real time positioning
9 SAP based ERP software to be used and HRD Aug-20xx
company to be made paperless
Format # metform-08
P a g e 35 | 120
1) Change Risk Register related to Refrigerated Truck/Van service to be started in the METAFORA:
1. Till Oct-xx we at METAFORA were not into Refrigerated Vans, we decided to enter into this market segment. Project team has done feasibility study & Risk analysis as
follows.
2. We started the delivery of perishable cargo through our refrigerated vans, following is the data for last six month of delivery records;
a. Although all vehicles are brand new, drivers were unable to maintained the temperature in the cargo hold area and cargo got damaged.
b. Vehicles refrigeration section not able to hold the temperature, new technology drivers not trained, maintenance people were also not able to understand the
new technology.
c. Maintaince of refrigerated vans was outsourced as Annual Maintenance Contract with Manufacture was higher, this cost was not considered while project, later
on it was decided to higher a agency to perform maintenance activity. Our workshop people got trained under this external service provider.
d. It was assumed that our workshop people got trained under the service provider, we terminated the service contract with the agency.
e. Now our workmen not able to maintain the refrigerated vans.
Change RISK REGISTER – Project …reviewed after six month of business.
REMA
INING
LEVE
Output
L
Entering into
Finance is taken from bank.
logistics of Loss making proposal, no Loss of profit, impact on the
3 1 3 Two Customers insisted us to enter into Project Head 1
refrigerated van business business
this segement
segment
Delivery of NO issues we have great experience in

Items got spoiled Loss of business, penalty 3 1 3 Project Head 2
perishable cargo dry cargo handling
Return on Profit Loss/penalty as Drivers are to be specifically trained on

Loss of business 2 2 4 Logistics 3
investment items are perishable the refrigerated items
Vehicle breakdown,
Vehicle upkeep Loss of Cargo leading to penalty 1 1 1 No such incidences in the past ----- 1
Refrigeration does not work
Format # metform-09
P a g e 36 | 120
2) Change Risk Register- New east coast logistics service
Customer had asked to delivered the material to east coast, rather than west coast. As new port had started and customer manufacturing unit is near to eastern port. Below is risk
analysis done pertaining to the east coast operation. This risk analysis is done prior to start of the business. Once operation was started we did not get time to review the risk
register and context of the orgnization in view of this external changes. Following points are encountered since last six month with respect to delivery to eastern coast.
1. On time delivery failure – out of 149 assignments 78 assignments were late; reason being A) bad road condition- 23 assignments got late. B) Social unrest in particular
pocket. There is no alternative route to this. Marketing department risk analysis says everything okay, hence project accepted. C) Language barrier between drivers and
local citizens during voyage reflected in the re-routing. D) Political unrest in the area leading to late delivery.
2. Quality issues related to consignment – When vehicles pass through tribal areas some groups damage and loot the cargo.
3. Safety of drivers – Safety is concern as there two occasions; drivers hold hostage later on released by intervention of local political parties.
Change RISK REGISTER - MARKETING
REMA
INING
LEVE
Output
L
Development of
Will lead to wrong delivery, late
new eastern port Marketing
Communication delivery and customer 1 1 1 No control required is low 1
for customer- Assistants
dissatisfaction ultimately
AUTOZARA
Late delivery, because of
road condition, passage of Late delivery and customer
Delivery 2 2 4 Will advise driver to negotiate Logistics 2
road goes through social dissatisfaction ultimately
unrest, agitation area
Less quantity delivered Driver has to manage the things salary
Quality service because of theft, looting Loss of business 2 2 4 will be deducted if less quantity is Logistics 5
etc. delivered
Assault on the drivers and Loss of business, loss of

Safe voyage 2 1 2 No such incidences in the past ----- 1
cleaners property
Format # metform-09
P a g e 37 | 120
3) Change Risk Register- 5 buses are converted into hybrid fuel PNG and Diesel
Following points are encountered since last six months with respect to delivery to eastern coast.
1) On time delivery failure – leakage of LNG after Maintaince performed by the workshop – 5 Incidences in six months time.
2) Drivers could not able to handle the leakage emergency – 1 incidences
3) Safety of passengers– no communication was given to passengers about the change.
Change RISK REGISTER - Workshop
REMA
INING
LEVE
Output
L
Conversion of
Will lead to safety incidences
buses into hybrid
Communication and penalty and could loss to 2 1 2 No control required is as risk is low Workshop head 1
fuel PNG and
business
Diesel
Handling of
Late attendance of all
maintenance Break down of vehicles 2 2 4 Will send 2’nd vehicles Workshop 2
pannsenger in their factories
hybrid vehicles
Format # metform-09
4) Change Risk Register- New drivers recruited for refrigerated vans operation
Change RISK REGISTER - HR
REMA
INING
LEVE
Output
L
No training, No clear
Training to new No training required if driving experience
understanding of Loss of business 2 1 2 HR deaprtment 1
drivers is 10 years.
refrigerated vans
Effectiveness of
No skilled acquired Loss of business 2 2 4 Retraining HR deaprtment 2
training
Format # metform-09
P a g e 38 | 120
Quality Objective of QMS processes- Format metform-10
Tanker Average of % of fill by weight
Month Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15
Target 100 100 100 100 100 100 100 100 100 100 100 100
Actual 99 99 100 98 100 99 99 100 99 100 100 100
Tanker Empty Running

Month Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15
Target 100 100 100 100 100 100 100 100 100 100 100 100
Actual 100 100 100 100 100 100 100 100 100 100 100 100
Tanker Time utilization (Hours/day)

month Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15
target 12 12 12 12 12 12 12 12 12 12 12 12
Actual 15 16 18 17 16 14 15 17 19 20 18 19
number of instances of Deviations from schedule Delivery date

Tanker
target 1 1 1 1 1 1 1 1 1 1 1 1
Actual 12 21 32 12 9 11 12 16 18 29 17 18
P a g e 39 | 120
Tanker Customer Complaint in numbers
target 0 0 0 0 0 0 0 0 0 0 0 0
Actual 0 0 1 0 0 0 0 1 1 1 1 1
Tanker % of Customer satisfaction

target 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98%
Actual 71 76 78 77 78 80 78 78 56 61 69 70
Truck Average of % of fill by weight

target 95 95 95 95 95 95 95 95 95 95 95 95
Actual 88 87 90 98 87 79 88 78 67 78 76 78
Truck Empty Running

target 5 5 5 5 5 5 5 5 5 5 5 5
Actual 14 17 39 46 55 55 22 32 11 11 12 54
Truck Time utilization ( hours/day)

target 12 12 12 12 12 12 12 12 12 12 12 12
Actual 7 6 39 5 8 9 7 12 8 8 11 10
P a g e 40 | 120
Truck Deviations from schedule instances
target 1 1 1 1 1 1 1 1 1 1 1 1
Actual 22 12 32 12 10 9 7 16 19 32 12 11
Truck Customer Complaint

target 0 0 0 0 0 0 0 0 0 0 0 0
Actual 2 3 2 5 4 2 3 9 12 18 10 9
Truck Customer satisfaction

target 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98%
Actual 71 76 78 77 78 80 78 78 56 61 69 70
BUS Time utilization ( hours/day)

target 12 12 12 12 12 12 12 12 12 12 12 12
Actual 10 14 13 15 13 11 15 17 13 15 13 13
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BUS Deviations from schedule %
target 1 1 1 1 1 1 1 1 1 1 1 1
Actual 0.9 0.8 0.7 0.9 1 0.95 1 2 2 3 3 4
BUS NUMBER OF Customer Complaint

target 0 0 0 0 0 0 0 0 0 0 0 0
Actual 11 13 14 20 11 2 7 18 22 26 30 28
BUS Customer satisfaction %

target 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98%
Actual 98 99 97 98 99 98 99 100 71 82 87 78
P a g e 42 | 120
Support
Category Drivers_
Category A
1. Clean driving license
2. Over five years’ experience
3. Capable of handling all types of vehicles
4. Has not caused serious accidents and if any he was not at fault
5. Should go for advanced driving courses once in every three years.
6. Capable of driving all the vehicles including new vehicles
7. Corporate client should be handled by Category A.
_ Category B
1. Clean driving license
2. Over two years driving experience
3. Capable of handling some types of vehicles in Class E
4. Has caused some accidents and in one way or the other was not responsible for them.
5. Should go for a refresher driving course once per year.
6. Can handle sponsors and some visitors.
7. Should not handle new vehicles.
_ Category C
1. With license but have not driven regularly for at least two years.
2. Should not drive vehicles unaccompanied by a person in category A or B.
3. Should not carry more than one person (Co-driver) in the vehicles
4. Should not handle new vehicles
5. Should not handle by corporates
Defensive driving skills

• Tiredness and fatigue management
P a g e 43 | 120
• Self-awareness training
• First aid training
• HIV/AIDS awareness (in high risk environments)
• Anti-skid and anti-rollover training
• Economic driving
• Defensive driving skills
• Tiredness and fatigue management
P a g e 44 | 120
Title: Competency of Staff
Metafora Procedure # : MT/MR/03
Designation Educational Experience Basic Skills including behaviour Additional Skill if any
Market analysis, Trend in Market, Placement of the
Bulk Cargo, Liquid Cargo and
Master in Marketing 10 years in Logistics product, Customer relations,
Head Marketing Refrigerated items
Legal requirements, Logistic documentation
10 Years’ experience in Bulk Cargo, Liquid Cargo and
Head Logistics Degree; Operation in Logistics Man management, logistics capabilities
operations and logistics Refrigerated items
15 Years’ experience in New technologies such as Speed
Problem Solving, Efficient repairs of the vehicles,
Head Workshop Degree in Automobile Engineering Automobile Workshop Governing Unit, ABS, E-Power
Man Management, Quality management System
Management Steering
15 Years’ experience in Procurement of Engineering Items, Negotiations
Head Procurement Degree in Mechanical Engineering Inventory Management Diploma
operations and logistics skills
Planning and Scheduling of vehicles, Customer Bulk Cargo, Liquid Cargo and
Logistics Assistant Graduate, Operation in Logistics 3 years of Experience
relations, Problem solving Refrigerated items
Negations Skills, Customer relationship
Marketing Executive Graduate, MBA 3 years
management
Workshop Supervisor Diploma in Engineering 3 years Planning of Service, manpower management
Procurement Assistant Diploma in Engineering 3 years Negotiations, procurement Procedure
Procedure reading, Measurement Technique,
Worker ( In Workshop) Technical Trade in Automobile 5 Years’ experience Operation of workshop machineries and
Equipments
5 years Heavy Duty driving
Driver 12’th Class Following the procedure New Gadgets such as GPS
Experience
Format # metform-11
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COMPETENCY MATRIX -
Designation Educational Experience Basic Skills including behaviour Internal Auditor Additional Skill if any
Danny Automobile Engineering 14 years in Logistics Market analysis, Customer Yes Refrigerated items
Head marketing Graduate relations,
Legal requirements, Logistic
Hari Mechanical Engineer 12 years’ Experience in Logistic Logistics capabilities Yes Not available
Head Logistics
SHIVA Degree in Automobile 18Years’ experience in Automobile Okay Yes Okey
Head Workshop Engineering Workshop Management
Victor B.E. Mechanical 15 Years’ experience in operations Okay Yes Okey
Head Procurement and logistics
Daniel Commerce Graduate 5 years Okay Yes Not required
Logistics Assistant
Ahmed Commerce Graduate, MBA 3 years Okay Yes Not required
Marketing Executive
Babu B.E. Mechanical 2 years Okay Yes Not available
Workshop Supervisor
Srichakra B.E. Mechanical 2 years Okey Yes Not available
Procurement Assistant
SKILL MATRIX
Worker Workshop Fault Finding Timely Completion of assigned Operation of Basic testing Pollution Norms and New Techniques Repair of
procedure job equipment testing equipment Refrigerated
vehicles
Peter X X X X X X Not achieved
SHYAM X X X X X X Not achieved
Suresh X X X X X X Not achieved
Ram X X X X X X Not achieved
Bhīma X X X X X X Not achieved
Ramesh X X X X X X Not achieved
Format # metform-11
P a g e 46 | 120
Driver TRANSPORATION TYPE Central Motor Traffic Discipline Behavioural Customer Satisfaction Category of Driver
Vehicle Rules
Truck Bus Tankers C
Vivek X X X X X C
Mahesh X X X X X C
Sultan X X X X X C
Phillips X X X X X C
Jatin X X X X X C
Rakesh X X X X X C
Pintu X X X X X C
Hari X X X X X C
Baji X X X X X C
Format # metform-11
P a g e 47 | 120
TRAINING Record - WORKMEN
Mahesh
Ramesh
SHYAM
Phillips
Rakesh
Suresh
Bhīma
Sultan
Vivek
Peter
Pintu
Jatin
Ram
Hari
Baji
X X X X X X X X X
Self-awareness training
X X X X X X X X X
First aid training
X X X X X X X X X
HIV/AIDS awareness (in high risk
environments)
Anti-skid and anti-rollover X X X X X X X X X

training
X X X X X X X X X
Economic driving
X X X X X X X X X
X X X X X X X X X
Tiredness and fatigue
management
X X X X X X X X X X X X X X X
New Technologies in
Transportation
X X X X X X
Workshop technologies
X X X X X X
Testing Equipments in vehicle
workshop
Format # metform-12
P a g e 48 | 120
Control of Documents and Records Procedure
MT/MR/03
Description Name / Title Signature Date
Prepared by Management Representative
Approved by Managing Director
Document Change Log Table

Rev. No. Page No. Description of Amendment Approved by Effective Date
1. PURPOSE
The purpose of the manual is to:

• Ensure that the information contained within Official Documents and Manuals pertaining to the Metafora are consistently up-to-date.
• Ensure that all transactions (i.e. archiving, exchange and distribution of documents) between internal / external parties are controlled and adhere to prescribed quality
standards.
• To ensure that any update or change to Official Documents and/or Manuals is properly reviewed and approved before issuance.
• To control the preparation, identification, review, approval, issue, and changes of quality management system documents as per the requirements of ISO 9001: 2008.
2. SCOPE
• The scope of this procedure will cover:

• All Metafora process and procedure manuals.
• All documents used to control the quality of the products and/or services provided by all Metafora Departments.
• Documents of external origins applicable to QMS of Metafora Departments (i.e. standards, contracts, drawings).
P a g e 49 | 120
3. TERMS AND DEFINITIONS
Term Definition
Controlled Copy A copy of the current issue of procedures/manual/forms issued formally and subjected to the distribution control of this procedure
Official Documents Documents established such as policies, procedure manual, objective, process manual and plan (originated within Metafora)
Electronic Document Soft-copy of a document
External Document Document originated by an external party (outside of Metafora)
Record Data that provides evidence of conformity to the established process
4. RESPONSIBILITIES
Owner Responsibility
5. PROCEDURE DESCRIPTION
5.1. General Document Usage
All the employees shall use the forms and read documents from the Metafora Network since the latest version of the documents are kept on the Shared Drive (i.e. Metafora Portal).
Hard copies of the manuals or documents are limited only for individual use. Printing of the manuals or documents should be limited and based on imperative need only. Any hard
copies obtained will not be classified or considered as ‘controlled’ documents, except for master copies.
5.2. New Document / Manual or Change to the Existing Document / Manual
A register of the controlled copies of the manuals shall be maintained by each Department in a Controlled Copies Register.
All documents within Metafora should be controlled through the version number and effective date mentioned at the header of each page of the procedure / process manuals.
The manuals / documents are controlled and the MR & appointed quality representative from each Department shall be the only persons authorized to edit them in whole or in part.
P a g e 50 | 120
5.3. Document Effective Date & Version Control
The ‘effective dates’ shall be allocated to each controlled document according to the date of the approval obtained.
All controlled documents are to contain a version number which commences at 1.0.
An updated version of any controlled document will automatically increase the current version by ‘.1’ (i.e. version 1.0 is updated to version 1.1).
Updates to any controlled documents should be briefly described in the ‘Change Log’.
5.4. Obsolete / Outdated Document
Any document with a date older than the latest or different version number should be considered as obsolete and Uncontrolled Copy.
Any obsolete or outdated documents are removed from the Intranet / Shared Drive to prevent improper or unintended use of them.
The contents of the ‘controlled’ manuals or documents should not be modified/written-on (ink or pencil) for any reason. Any type of modification will classify the document(s)
obsolete.
5.5. Document Referencing and Numbering System
a. Describe your organization’s document referencing and numbering system by detailing all protocols and abbreviations for internal and external recipients including:
a. Company Name Codes
b. Organizational Units and Sub Units Codes
c. Document Types and Abbreviations for each ex. Procedure (P), Policy (PO), Manual, Form, Template, etc.
b. Document Serial Number: The document serial number will consist of three (3) digits which are set according to its relevant sequential order maintained by the MR in the
Controlled Copies Register; in exception of records which consists of five (5) digits (see section 5.5). All documents shall be maintained in the Controlled Copies Register for
Internal Documents and therefore shall be allocated a reference number only by the MR.
c. Documents Referencing Sequence: In cases for controlled documents, the document reference structure will be as follows:
General Documentation: MT/MR/03
In cases where the document is a Letter or Memo, i.e. record, by also using the codes in the tables mentioned previously, the reference structure will be as follows:
P a g e 51 | 120
d. In cases where the document is a Contract or Purchase Requisitions / Petty Cash, by also using the codes in the tables mentioned previously, the reference structure will be as
follows:
5.6. Control of Records
a. The process owner (concerned organizational unit) shall be responsible for ensuring that all records are maintained in proper manner, retrievable and accessible to the
concerned persons and protected from damage or loss.
b. Describe your organization’s procedure for the storage and filing of hard copy and electronic records. Describe any record management systems that may be used and how to
use them as well as refer to any user manuals or procedures that may detail this further
c. The records are retained for the appropriate retention period as mentioned in the relevant procedure.
5.7. Standards / External Origin Documents
a. It is advisable that all external origin documents required for the Departments work or stated in the contracts agreements with external parties (such as; national and
international standards like ISO 9000, etc.) are made available on the Intranet / Shared Drive (i.e. Metafora Portal) for the concerned personnel. The MR, in coordination with
concerned Departments, ensures the validity of such document and that it has the latest issue/revision. If a standard is obsolete and retained for reference, it shall be removed
from the Shared Drive Network and all relevant parties are informed.
b. External documents are retained by the concerned Department in the Controlled Copy Register for External Documents.
5.8. Electronic Documentation
Where documentation is held in an electronic format/media, safe and proper procedure shall be considered, such procedure should include but is not limited to the following:
a. Limited access rights for personnel to the master files and documents (i.e. PDF Format), except for the MR and any authorized parties.
5.9. Document Change Control Procedure
Any changes required to the QMS documents of Metafora should be discussed with the MR and if the change is acceptable, the change becomes effective and appears in the next
issue of the related document. The original document shall be saved with the Controlled Copies Register for reference.
The following table describes further procedural tasks for managing development and changes of the documents:
P a g e 52 | 120
Task No. Description Owner Form / Document
1 When an employee considers a need for a new document / form or change to an existing manual to Department Head/ Document Change request
improve the quality of work/service, the employee will review the suggested change with his/her line Document Controller Form
manager and the assigned document controller. If endorsed, the ‘document change request form’
should be completed and then submitted to the MR.
2 The MR would then discuss the project Charter of the suggested amendment with relevant parties to MR
assess the impact of the amendment on other functions within the Metafora.
3 If the request is accepted, the concerned Departments will update any relevant change whereas the MR MR
will ensure the project Charter of the change are reflected in the concerned documents / forms /
document. The final updated version of the document or manual is then approved by the concerned
Director.
Note: Changes to forms can be approved at the section-head level.
4 Upon re-issuing any documents / forms, the revision number and date are updated by the MR and a MR
formal approval must then be obtained by the relevant parties on the hard-copy document.
5 The Department Document Controller will archive the approved/signed version as the Master copy. The Document Controller Controlled Copies Register
Controlled Copies Register is updated accordingly. The old versions of the master copies are marked as
“Obsolete” and filed by the QR with a copy of the revised pages in the Master File.
6 The MR has to inform all concerned individuals of the amendments via email or internal memo. The MR MR Email / internal memo
shall also ensure that all new or revised documents are saved on the Intranet / Shared Drive and available
to the concerned individuals in protected format such as PDF files. Appropriate backup shall be
maintained in any format (diskettes, Metafora Network) every month at least.
6. REFERENCE DOCUMENTS AND RECORDS
No. Name Reference No. Internal/ Retained By Record Retention

External Period
1.
2.
3.
P a g e 53 | 120
Resources
METAFORA provides the resources necessary for the establishment, implementation, maintenance and
continual improvement of the quality management system, and for its effective operation.
In determining the resources that need to be provided, the METAFORA considers the current capabilities of its
internal resources (e.g. people, capability of equipment, organizational knowledge) and any constraints (e.g.
budget, number of resources, schedule).
During the determination of resources, the METAFORA considers an analysis of costs versus benefits for the
provision of these resources, using risk-based thinking. A decision is then be made on the resources needed,
including those to be sourced externally, and the necessary actions taken to ensure the resources needed are
provided.
Resources Maintenance Capability Assessment Additional

Requirement Skill Availability Facility & Capability w.r.t. Resources
Equipment demand requirements
LIGHT Truck PM , Repairs Adequate Workshop Less Outsourcing can
be done to meets
the seasonal
demand
Medium Truck PM , Repairs Adequate Workshop Adequate Ok
Heavy Truck PM , Repairs Adequate Workshop Satisfactory Ok
Buses PM, Repairs Adequate Workshop Yes Business growth
outsourcing is
must.
Communication
METAFORA determines the internal and external communications relevant to the quality
Management system, including:
a) On what it will communicate;
b) When to communicate;
c) With whom to communicate;
d) How to communicate;
e) Who communicates?
on what it will when to with whom to how to who

communicate communicate; communicate communicate communicates
LEGAL REQUIREMENTS As per Frequency who communicates Through Submission of Orgnization
related to legal documents representative
establishments &
Central Motor Vehicle
Rules
Customer Complaints After corrective Customer Through Corrective Marketing & Sales
action Representative Action Form
Customer Satisfaction For getting Customer Through feedback form Marketing & Sales
Feedback Representative
Supplier Material Supplier Through Purchase Purchase
Representative order
P a g e 54 | 120
Operations
Integrated Logistics Support Plan for:
Refrigerated Trucks/Vans
Version: MF/Project/2017-01
Commencement date: 01/January/2017

Target Completion Date: 1/November/2017
Form MF/Project/Mgmt./01-Rev-00
Project -DOCUMENT CONTROL PANEL
File Name: Refrigerated Trucks/Vans
File Location: Project team
Version Number: 2017-01
Name Date
Management Representative 01/Jan/2017

Created By:
Project Leader 10/Jan/2017
Reviewed By:
Head Project 09/Jan/2017
Modified By:
Approved By: Managing Director 10/Jan/2017
Format # metform-13
Overview
The Project charter will serve as a working document for those activities responsible for the planning,
management, and execution of the new project or major modification in existing infrastructure. It consist of
development; system integration and testing; and production phases,
Scope
Project charter contains a brief description of the system characteristics and management plans to
demonstrate that the new system, when installed and operated, will satisfy all supportability requirements
and criteria
Updating Procedures
Project charter is developed to support all planned project phases, including concept development and
production. At a minimum, the Project Document needs to be updated:
• Before design reviews

• When new project directions are received
• When changes occur that warrant realigning logistics support planning
1.3 Applicable Documents

This section provides a list of documents that should be used as guidance during the performance of the
project tasks.
General Information
System / Equipment Description
This section provides a description of the ITS project system and equipment.
Program Management, Organization, and Execution

This section describes the overall process that will be used in managing and executing the
contractual Project program.
General Management
The project team should accomplish the project tasks for the project in accordance with the contract. This
management plan relates to the development, system integration and testing, and production phases.
Operational phases are addressed in Section 3.8 of this appendix.
The Metafora functional organization will implement the project program and associated tasks. To achieve the
fully integrated logistics program, the Project manager, generally Head Logistics will interface directly with the
other members of the Metafora in defining system architecture, software if any, hardware, visual systems, and
testing.
PROJECT CHARTER Team
This section describes the project management team and highlights their areas of specialties in the logistics
and management arenas.
Subcontractor Management
The project manager has overall responsibility for all subcontract management processes. For the
development and production phase, the project manager delegates matters of a contractual nature to the
Procurement manager to manage. Formal contractual documentation, including a contract and a
subcontractor data requirements list is imposed on team members and subcontractors.
Vendor Selection
During the source selection process, supportability criteria includes
1. product cost;
2. reliability and
3. maintainability and
4. reparability,
5. vendor maturity/stability;
6. Repair and service life support capabilities.
Project Charter
Project Charter Objectives
The PROJECT CHARTER is directed toward providing an integrated quality support system and resources for the
customer. Objectives tailored to the project should be included in this section.
Project Charter Development Process

The integrated product team organizational approach chosen by the FDOT should include all engineering and
support disciplines directly in the design/development process. A description of the disciplines should be
provided.
Project Charter Support Functional Elements

This PROJECT CHARTERP contains the planning necessary to provide effective and economical logistics support
for and ITS project. This plan identifies the management responsibilities and tasks required to integrate the
following PROJECT CHARTER elements into a single, cohesive effort, including:
• Maintenance planning
• Manpower and personnel
• Supply support
• Support and test equipment
• Training and training equipment
• Technical data
• Computer resource support
• Packaging handling, storage, and transportation requirements
• Facilities
• Standardization and interoperability
• Hardware/software integration
Project Charter Support Organization

The PROJECT CHARTER manager provides the PROJECT CHARTER project management interface for the
PROJECT CHARTER organization. The LOGISITCS DEPARTMENT HEAD coordinates individual PROJECT CHARTER
technical tasks, and ensures that tasks are properly considered and integrated into each logistics product
development cycle. The duties and responsibilities of the functional organizations and the manner in which
they interface and interact with each other should be described...
Maintenance Planning
The maintenance planning effort is an integral part of the logistics support analysis effort. The maintenance
plan will be a working document and issued as an incremental report based on available data from the logistics
support analysis database. This data will be reviewed during logistics reviews. The planning effort should be
highlighted here and should include discussion of the:
• Development of maintenance procedures

• Use of R&M predictions, and risk analysis
• Definition of corrective maintenance and the required manpower, tools, and test equipment to support
maintenance
• Logistics engineering, maintainability, and spares provisioning functions
• Coordination of all related inputs, outputs, and dependencies among the PROJECT CHARTER elements
• Obtaining cost data from procurement for the logistics analysis for cost studies and maintenance
planning activities
Manpower and Personnel
The results of the maintenance planning dictate the skill levels and personnel requirements for operational
support for the fielded system. Hardware/Software integration, human factors engineering, and safety
requirements are an integral part in determining the manpower and personnel requirements. Personnel
required for installation, checkout, operation, handling, and sustaining maintenance of the system and its
associated test and support equipment should be identified, trained, and available prior to any field testing.
Supply Support
This element includes all spares, repair parts, consumables, special supplies, and related inventories needed to
support prime mission-oriented equipment; software; testing and support equipment; transportation and
handling equipment; training equipment; and facilities.
Provide forecasts of initial provisioning and replenishment spare requirements to support the product life
cycle. Consumable and repair spare lists should also be included.
Support Tools and Test Equipment
The system should be designed to minimize or eliminate the need for special tools and test equipment. Any
special tools and test equipment requirements should be identified and/or any analysis planned should be
highlighted. The requirements and approach for calibration of support and test equipment should be
identified.
Training and Training Equipment
This section should discuss the development of a training package to include training equipment requirements
during the development phase of the project, and provide descriptions of the necessary courses and
equipment to conduct the training to support the operation and maintenance. Course schedules should be
included and should coincide with the installation and activation of the system.
Technical Data
Technical data will be developed to support prime equipment; support and test equipment; transportation and
handling equipment; training equipment; and facilities. The technical data package should be discussed and
should include:
• System installation and checkout procedures

• Operating and maintenance instructions
• Inspection and calibration procedures
• Modification instructions
• Facilities information
The plans for the development, validation, production, and assembly of operations and maintenance technical
manuals should also be included.
Computer Resource Support
Planning for logistics planning and implementation.
Packaging Handling, Storage and Transportation
Include packaging and handling of spare and repair parts sufficient to accommodate shelf life requirements
and vendor repair and restock. The determination of packaging requirements by the provisioning process
should be discussed. This section should include discussions of:
• Packaging requirements
• Transportation requirements
• Storage requirements
Facilities and Installation
Facilities’ planning is integrated as part of the PROJECT CHARTER planning effort. It should include:
• All facility design and activation activities that will occur during the development and production phases
• Detailed facility requirements
• Flow chart/schedule outlining for ensuring the facility meets specifications
• Installation planning data should be provided to the logistics engineers for the assessment of life-cycle
cost impacts related to support facilities.
• Power requirements, cabling diagrams, physical layouts, and accessibility for maintenance will be
essential inputs to the project database and maintainability task analyses.
Standardization and Interoperability
Standardization is the process by which the project uses common doctrine, procedures, systems, equipment,
and supplies to sustain their resources. Interoperability is the ability of several systems to work together and
to provide and accept common supplies and services. How the project will handle these two topics should be
discussed in this section.
Human Factors Engineering
Human factors engineers are responsible for optimizing the man/machine interface for the system. Input to
the logistics analysis process is achieved by way of the various types of analyses performed by the
hardware/software integration staff, and through interactions with training and development activities. This
discipline acts on concerns of logistics engineers regarding operability or anthropometric issues that impact
maintenance and other supportability elements, and should be included in this section.
Manpower
This section should address the use of techniques proven on similar projects to predict and track capabilities
for meeting the required manpower constraints. Describe the use of the workload analysis results, data
collection techniques that include interviews with user experts. Also describe the use of existing data as input
to determine total operator; maintainer; command and control; and support personnel requirements.
Personnel
Identification of the personnel responsible for the operation and support of the system is paramount to
successful development.
Describe how the personnel requirements analysis will be performed in conjunction with the logistics analysis,
and focus on identifying the skills needed to operate, maintain, and support the system.
Training
The training needs analysis will be used to determine specific training requirements. This section should focus
on three primary areas:
• Training for customer personnel

• Training fidelity
• Training for personnel responsible for operations and support of the system
Life-Cycle Costs
Emphasis on minimizing life-cycle costs has become, and will continue to be, a major factor in our process for
designing new equipment; selection of commercially available equipment; support and maintenance concepts;
training; and other pertinent aspects of the project.
The life-cycle costs activity is cross-coupled to system design and, particularly, the R&M predictions. The goals
for the development phase for life-cycle costs that should be discussed in this section are:
• Determination of cost drivers in acquisition, operation, and support
• Identification of risk areas relative to life-cycle costs
• Early identification of system design problems
• Determination of the optimum logistics support program
Level-of-Repair Analysis
The level-of-repair analysis model is a mathematical analysis model that determines whether it is more
economical to repair an item when it project Charter or to scrap the item. The function is to determine the
optimal maintenance concept for the system. This section should describe how the level-of-repair analysis will
be accomplished.
Failure Reporting and Corrective Action System

The failure reporting and corrective action system should be described in this section and should include the
three basic phases of the failure reporting and corrective action system process:
• Collection of prediction data

• Combining test data with prediction data
• Use of field data
Contractor Logistics Support

If contractor logistic support is planned for the project, its implementation should be discussed in this section.
Project Charter of the approach for successful transition from acquisition to operations of the system should
include:
• Overall support requirements

• Assigning full responsibility for ensuring the system infrastructure is maintained and available for use
• Operational availability requirements
• How to maintain and manage the baseline hardware and software configuration
• How to perform hardware and software modifications
• How to provide enhancements to the technical documentation
• Issue and receipt of equipment
Postproduction Support Plan

A postproduction support plan should be described that should include:
• Potential problems due to inadequate supply

• Analyse and process end-of-life issues
• Alternatives to satisfy potential support issues that may surface at the operational site
• Maintenance, including configuration management
• Supply support
• Facilities
• Training
• Safety, including control of substances hazardous to health (considerations
• Technical publications
• Packaging
• Software support
Supply Support Program
The supply support objectives for the system, which should be discussed here, are:
• Supports operational availability

• Meets life-cycle cost goals
• Provides the most cost-effective logistics support
• Provides the most supportable design and effective support system, while giving balanced
consideration to mission requirements
Project Charter Tasks
The implementation of an effective and efficient in-service logistics support program will emanate from a
logical progression of PROJECT CHARTER task activities from the project development phase throughout the
production phase. This section should describe the PROJECT CHARTER tasks that will be performed for the
PROJECT CHARTER elements. This section briefly describes which PROJECT CHARTER tasks are being
performed to support the project and the manner in which status and results will be communicated and
validated by the PROJECT CHARTER manager and appropriate members of the logistics working group.
Logistics Analysis Tasks

The logistics analysis tasks that have been selected to meet the objectives of the project’s logistics analysis
strategy should be described in this section. Development phase tasks will influence design, develop a
supportability approach, and support requirements. These tasks, when completed, will provide a logical
evolution for continuation into follow-on production phases and in-service tasks.
Related Plans
This section should include a short description of other project plans that are directly or indirectly related to
PROJECT CHARTER planning and implementation of goals and objectives.
Project Charter Milestone Chart

A PROJECT CHARTER master schedule for the project should be provided as an appendix.
Table 1: Title
Figure 1: Title
User Definitions DOCUMENT REVISION HISTORY
Version Approved Created/
Description of Change(s)
Number Date Modified By
Design and Development Planning- For Refrigerated Van Project- Format # metform-14
Project Implementation Sheet: Project Design
Stage 1: Project Design Input

Component: REFVAN-ZARA
Customer: Autozara
Offered Date (Mkt to D&D): 05-01-2017_______ Engineering Order No.: AUTOZARA/REFVAN/PROJECT/01
Date Cleared by Management after Techno-Commercial feasibility: _05.02.2017__ Cleared by: MANAGING DIRECTOR
Customer Voice:
1. Requirement needed for : transportation of perishable item to airport @249 Kms
2. Tentative annual requirement of part: 600MT cargo
3. Material : perishable item with shelf life 9 days max.
4. Identification: project identification by “refvan”
5. Packaging: As per approved packaging standard by customer.
6. Special Characteristics: Temp of cargo hold area of refrigerated van -5 to -8degrees Celsius.
7. Lesson from previous project : NIL
8. Logistics Cost: As per standard table
Review Date: 04.02.2017 Review period: Delayed _01__ days / on time
All requirements of customer are understood, need to invest into this project. Finance from banker.
Review remarks:
1. Programme as per Timing Plan: __delayed by a month_________________________________________
2. All inputs captured: __YES_________________________________________________________
3. Is any customer input needed / given: __NO__________________________________________
4. Special instruction / noting to Cross Functional team -CFT: ___NIL___________________________________________
Reviewed by: ________Head project___________
Stage 2: Process development Format # metform-15
Process Flow Chart of _refvan/01____ Date: _09.02.2017___________ Designed by: Project Team___________
Approved by: __Managing Director____________________________
Process Validation:
Vehicle Transportation Process Parameter : Desired Product output
Refrigerated Van 10Ton : 3 Number need to be purchased.
Route mapping for the Transportation: In consultation with Cusotmer
Transportation Process Quality, Reliability, Maintainability, Measurability Data
Logistic Route : L1 at Customer end: ____________ L2 at Airport @ 249 Kms ______________L3 handling over to the Agent.
Quality On time delivery, no deterioration of cargo, Temp shall be between 0 to -5degrees Celsius.
Reliability On time devlivery with quality for 12 months then only additional business, penalty applicable if not met
Maintainability: Vehicles shall always be kept in order so that breakdown shall be zero
Measurability OTD , No incidences of cargo damaged or deterioration
Review Date: 01/12/2013 Review period: Delayed _7_ days / on time

Review remarks:
1. Programme as per Timing Plan: _NO delayed by 3 months as inputs are not cleared.
2. All inputs captured: YES___________________________________________________________
3. Is any customer input needed / given: _NO___________________________________________
4. Special instruction / noting to MDT: ___NIL___________________________________________ Reviewed by: __Project
manager_____________________________________________________________
Stage 3: Verification and Validation Format # metform-16
Vehicle designed prepared and approved by customer on: _01/04/2017______________

Error Proofing: Temperature of Cargo Hold shall not go above -5 degrees
Methods of rapid detection and feedback of Driver’s cabin:

1. Alarm shall be there in the cabin
2. GPS system to track the vehicles starting from the point of dispatch to destination.
Vehicles Verification by Project team Internal: Inspection sheet no._IS/Metafora/01__ Date: 01.06.2017___ Result: OK
First Cargo dispatch report : first dispatch was done on 01-07-2017 reached within 10 hrs, as vehicle interprovincial permit not sought before the dispatch: Responsibility by Project
manager.
Remarks: _____________________________________________________________________
Review Date: 05/07/2017 Review period: Project Delayed __77 days / on time
Review remarks:
1. Programme as per APQP Timing Plan: _NO delayed by 77 days______________
2. All inputs captured: ____YES_____________________________________
3. Special instruction / noting to CFT: __NIL____________________________________________
Reviewed by: ____Managing Director___________________________________________________________

Daily Check list of for Vehicles- Format # metform-17
_ Level of fuel 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
o Establish a minimum level and ensure it is maintained. When fuelling
a vehicle, the following must also be checked: engine oil level, radiator
water, and power steering fluid, brake fluid, battery
Water and tyre pressure.
_ Engine Oil Level
o Each vehicle must have the right oil level at all times
o Any leaks are to be reported and rectified
_ Radiator Water Level

The water in the radiator must be full at all times.
o _ Brake Fluid Level
o Each vehicle must have the right brake fluid level at all times.
_ Battery Water Level
o The right level of the battery water must be maintained in each car.
_ Tyre Pressure
o Visual check for adequate tyre pressure
o Un-even wearing of tyres
_ Tools
o Ensure that all tools as shown in the logbook are in place and any
missing tools reported in writing before using the vehicle.
_ Cleanliness
o The organization's vehicles must be kept in a clean condition both
inside and outside.
_ Noise
o Any foreign noises must be identified and reported immediately.
_ Dents
o All new dents on vehicles should be reported to the Head of
department in writing and copied to the (AM) or (FM) or (TM)o General
condition of the vehicle checked and all discrepancies noted.
_ Dents
Safety Equipments _
List of Equipments in the workshop_- Format # metform-18
Inspection shelter & pit Minimum Spares Schedule for PERIODIC inspection…..Months………..>
Quantity Available M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12
Tools such as; a complete set of spanners 3 SET 1 set

(three sets), screw drivers, Allan keys set, X X X X X X X X X X X X
wrenches,
hammers, wheel spanners for all kinds of 5 SETS 1 set
X X X X X X X X X X X
vehicles
Puncture repair kit (compressor needed) 4 SET 1 set X X X X X X X X X X X
Normal &heavy duty lift Jack 5 SET Nil X X X X X X X X X X X

Gear box oil dispenser 5SET Nil X X X X X X X X X X X
Inspection trolley 5 set Nil X X X X X X X X X X X
Grease dispenser 3 sets Nil X X X X X X X X X X X
compressor unit) 3 Sets Nil X X X X X X X X X X X
Tyre change tools 3 sets Nil X X X X X X X X X X X
Tyre pressure gauge 5 sets 1 set X X X X X X X X X X X
Engine tune- up set 3 sets 1 Set X X X X X X X X X X X
Electrical inspection set; i.e. meters & gauges 2 sets Nil X X X X X X X X X X X
List of calibration items for workshop Format # metform-19-A
Inspection shelter & pit Instrument ID Calibration Record of calibration

Frequency JAN-XX APRILXX JULY-XX OCTOBER-XX Remarks
Vernier Calliper MT/VC/01 3 Monthly

DONE DONE NOT DONE DONE OKEY
Micrometer MT/MM/01 3 Monthly DONE DONE DONE DONE OKEY
Tyre Air Pressure Gauge MT/TPG/01 3 Monthly NOT DONE as

not used since DONE DONE DONE OKEY
lase 3 months
Diesel dispensing flow meter MT/DFM/01 3 Monthly DONE DONE NOT DONE DONE OKEY
Welding Equipment MT/WE/01 3 Monthly DONE DONE DONE DONE OKEY
List of Fast Moving Spares for workshop Stores_ Format # metform-19
Inspection shelter & pit Minimum Reorder Closure stock /month…….Month…….>

Stock Quantity Rec M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12
Quantity eipt
_ Headlight, signal, brake 10 8
and parking light bulbs 10 10 10 10 10 10 10 10 10 10 10 10
_ Engine & gear box oil 2 barrels ---- 2 2 2 2 2 2 2 2 2 2 2 2 2

_ Alternator & Timing belts 4 each 2 4 4 4 4 4 4 4 4 4 4 4 4
type
_ Brake & power system 2 drums 1 2 2 2 2 2 2 2 2 2 2 2 2
fluid
_ Brake pads 20 10 20 20 20 20 20 20 20 20 20 20 20 20
_ Tubes for the common 20 10 20 20 20 20 20 20 20 20 20 20 20 20
models
_ Tube repair patches and 50 20 50 50 50 50 50 50 50 50 50 50 50 50
accompanying gum or
adhesive
_ Odometer cables 5 3 5 5 5 5 5 5 5 5 5 5 5 5
_ Engine coolant 5drums --- 5 5 5 5 5 5 5 5 5 5 5 5
_ Radiator flush liquid 2 drums ----- 2 2 2 2 2 2 2 2 2 2 2 2
_ Grease 5 drums ---- 5 5 5 5 5 5 5 5 5 5 5 5
_ Windscreen cleaners 20 Pouch 10 2 20 20 20 20 20 20 20 20 20 20 20
8.4 Purchase
METAFORA considers the three cases when the we need to control suppliers and contractors.
1. When the products and services provided by external providers (suppliers, contractors)
become part of our products and services.
2. Or the organization might ask its external providers to directly provide product or
service to its customers on its behalf.
3. A process, or part of a process, is provided by an external provider as a result of a
decision by the organization.
METAFORA applies the control, as following methodology,
Determine and apply criteria for the
Evaluation and re-evaluation

Supplier evaluation is done by purchase manager and onsite visit is done for the understanding
of the supplier’s infrastructure, capacity, and capability.
All external providers are in evaluated on monthly basis on the following parameter
1. On time delivery
2. Quality of service
3. Behaviour of the transport staff
4. Customer concerns
5. Line stoppage/.delay of the customer because of suppliers’ services
Selection,
The primary goal of “supplier qualification screening” is to reduce the likelihood of supplier non-
performance, such as late delivery, non-delivery, or delivery of non-conforming (faulty) goods.
A secondary goal is simply to ensure that the supplier will be a responsible and responsive
partner in the day-to-day business relationship with the buyer.
Supplier qualification screening involves many aspects, which are outlined below.
1. Reference checks.
2. Financial stability-
3. Surge capacity availability.
4. QMS system at supplier end such as ISO 9001
5. Ability to meet needs and expectations
6. monitoring of performance, and
7. re-evaluation
8.4.2 – Type & extent of control

METAFORA determines which controls to be applied to suppliers and service providers so that
Metafora can provide products and services to its customers consistently. Controls can be providing
clear purchasing information to suppliers, supplier audits on frequent intervals, inspection and
testing of products / services provided by suppliers at supplier end or at our end ….
We have following suppliers
1. Spare parts suppliers
2. High Speed Diesel (Fuel) suppliers
3. Lubricating oil Suppliers
4. Subcontractors – we also hire trucks from our business partners.
8.4.3 – Information for external providers

We provide clear purchasing information to external providers / suppliers which provide all
requirements necessary to avoid any miscommunication of purchasing information to supplier.
Purchase order issued to the entire supplier following terms and conditions are ensured in the
purchasing documents.
1. Clear description of services
2. Competence of the personnel for delivering the services
3. Any specific procedure that need to be followed as part of METAFORA or our customers
4. Statutory and regulatory requirements related to product.
5. Documentation require for the delivery of the product.

SUPPLIER SELECTION FORMAT- Format # metform-20
PART 1: SUPPLIER INFORMATION

Company Name Star transport LLC
Address Northern province, Madam Kama Road, Victoria 942017
Phone Numbers XX-XXXXXX
E-Mail Address startransport@start.zen
Website www.start.co.zen
project Charter of your organisation’s scope of activity / products / services:
(Please attach the Organisational Chart of the Company)
Able to handle the refrigerated van, dry cargo and bulk carrier.
In case of Refrigerated vans we are quite new to it.
Number of months / years in business: Cargo – 2 years, Refrigerated Van-Nil
Overall number of staff: 17 Number and 20 Drivers.
Does the company belong to any CORPORATE? __Yes _X_ No
If Yes, please state the name of the CORPORATE: Not applicable.
Does the company have several UNITS/OFFICES? __Yes _X_ No
Does the company have any subsidiaries? __Yes _X_ No
If Yes, please provide project Charter:
Company Name: Location: Field of Activity:

PART 2: CONTRACTS MANAGEMENT SYSTEM
Part 2 Contracts Management Yes No Comments
2.1 Do you have a procedure on Contract review processes? X
• Are interface mechanisms (point of contacts for each

X
discipline) between us the customer and you the supplier
clear?
• Are terms and conditions clearly defined? (incl. payments X
terms and any unusual conditions)
2.2 Is your company registered as per company laws? X To be applied
2.3 Do you have an export compliance program? X
How are customers Intellectual Property (IP) being

safeguarded – both internally and with subcontractors you
2.4 x In process
may engage? Do you have NDA (Non-Disclosure Agreement)
with your suppliers?
Does the business operate as a Limited Liability, Partnership, Sole Trader, Incorporation, Other?
Please specify:
2.5
Sole trader.
What is the company’s projected turnover this year?
2.6 5million
2.7 What is the combined value of orders received over the last 12 months? 3.9 million
2.8 Can you provide us with the contact project Charter of 3 other
companies with whom you have similar sized contracts and X
nature? If Yes, please state:
Company
Address Phone Nos.
Name
1. London Auto LLC
2. Singapore auto LLC
PART 3: QUALITY MANAGEMENT SYSTEM
Part 3 Quality Management System Yes No Comments

3.1 Do you have a Quality Manual? X
3.2 Do you have an internal audit programme? X
3.3 Do you have a staff training programme/matrix? X
3.4 Purchasing Process:

X
• Do you have a controlled list of approved suppliers?
X
• Are your suppliers assessed and monitored?
X
• Are order quality requirements clearly defined?
X
• Are your suppliers in contract with you?
3.5 Product Handling Process:
x
• Do you have a procedure on handling and storage of
products?
X
• Are shelf life products controlled and monitored?
Do you have a procedure for controlling customer
3.6 X
property?
Do you have a procedure to confirm customer documents

3.7 X
are at correct revision before being issued for use?
3.8 Do you have a procedure for controlling changes? X
3.9 Control of records (process cards, test results, etc.). How long do you retain quality records?
3.10 Is non-conforming material clearly identified? x
Are ambiguities documented and approved by the

3.11 X
customer?
3.12 Do you have a formal customer complaint procedure? X
Are there documented procedures for corrective and

3.13 X
preventative actions?
Would you permit access to METAFORA personnel to

3.14 X
audit your Quality Management System and processes?
3.15 Can we request a copy of your Quality Manual? X
PART 4: Standards / Certifications
Part 4 Current Approvals Accredited by Certificate No (if any)

ISO 9001:2015
4.1 ROQ 01012017
(please provide a copy)
Government Approvals, please list below: UNDER PROCESS

4.2
Customer Approvals, please list below:
LONDON AUTO LLC LOCAL TRANSPORT

4.3
SINGAPORE LLC LOCAL TRANSPORT
POINT OF CONTACT
Company Quality Representative
Name: Title:
Email: Phone:
Number of Quality Staff:
Sales/Customer Service
Name: John Jose Title: Marketing Manager
Email: jonejose@start.zen Phone:
Technical
Name: Michael M Title: Logistics Head
Email: michaelm@start.zen Phone:
Accounts
Name: Title:
Email: Phone:
Supplier Corrective Action Plan
XYZ LLC Date 01=10=2017

Supplier Name
Location Northern province
A] Problem Statement: Poor Deliver performance from last three months; for refrigerated
Process Owner Supplier representative

B] Correction: Containment Action/s. (Immediate actions taken)
NIL No action is required as root cause and corrective action is

sufficient to address the issue
C] Root Cause Analysis: (Attach separate sheet for problem solving technique used to arrive at Root cause (s).
Root Cause (s):
One of our workmen was sick, so he could not able to attend the unit, we deployed another person to complete the
job work of METAFORA
D] Proposed Corrective Action/(s) (PCA) E] Corrective Action implemented / Initiated:
Inform to the new employee how to do the job Informed to new employee
New workman will arrive in next month New workman will arrive in next month
E] Changes made in the Documents / systems (kindly attach the proof)
Document Document
1 NIL 3
2 4
F] Effectiveness of corrective action to prevent recurrence of cause of NC.
NC Reviewed and Accepted by

Format # metform-21
Supplier Corrective Action Plan
XYZ LLC Date 01=10=2017

Supplier Name
Location Northern province
A] Problem Statement: Quality of the perishable items transported through refrigerated van found deteriorated
Process Owner Supplier representative

NIL Informed to Metafora.
Root Cause (s):
Driver was new could not able to understand the quality related requirements of cargo hold area.
Language issue, does not understand English numbers which was being displayed on the temperature meter
Inform to the new employee how to do the job Informed to new employee
regular workman will arrive in next month Regular workman will arrive in next month
Document Document
1 NIL 3
2 4

Format # metform-21
8.5 Operation
Vehicle Servicing & Maintenance
Four Wheeled Vehicles – TYPE A SERVICE – Every 10,000KM
1. Change engine oil and oil filter element
2. Clean oil filter cap and crank case breather
3. Clean air cleaner element and renew air cleaner oil
4. Clean fuel sediment bowl
5. Clean and reset contact breaker points (petrol engine)
6. Clean and reset spark plugs (petrol engine)
7. Lubricate all grease points
8. Check oil levels in:
a. Gearbox, hub reductions and differentials
b. Steering swivel joints
c. Steering box
d. Fuel injection pump
9. Check fluid levels in:
a. Brake and clutch master cylinders
b. Windscreen washer bottle(s)
10. Lubricate with oil-can or grease:
a. Throttle and accelerator linkages

b. Door locks and hinges
c. Bonnet and boot fastenings and locks
11. Check and rectify if necessary:
a. Battery terminals cleanliness
b. Battery clamps for tightness
c. Fan belt tension (DO NOT OVERTIGHTEN)
d. Engine idling speed
e. Water and oil leaks
f. Clutch and brake pedal clearances
g. Body and spring U-bolts
h. Tyre pressures and wears
I. Wheel nuts for tightness
j. Prop-shaft bolts
k. Wheel alignment and balancing
Notes:
· Do not overfill oil levels
· Remove oil drips and spills after topping up and lubricating
· Wipe away surplus grease and finger-marks from paintwork and interior
Four Wheeled Vehicles – TYPE B SERVICE – Every 20,000KM

Type “A” plus:
1. Replace fuel filters
2. Replace air cleaner element (instead of cleaning)
3. Replace contact breaker points (instead of cleaning and resetting)
4. Lubricate distributor
5. Replace spark plugs (instead of cleaning and resetting)
6. Check fluid levels in:
a. Battery
b. Radiator
c. Check and rectify if necessary:
d. Suspension bushes
e. Wheel bearing adjustment
f. Engine and gearbox mountings
g. Brake, clutch and fuel pipes
h. Exhaust fittings for tightness
I. Reset valve clearances
7. Check brake linings and drums, clean and report if worn
Four Wheeled Vehicles – TYPE C SERVICE – Every 40,000KM

Type “B” plus:
1. Clean fuel tank
2. Replace distributor condenser
3. Drain and renew oil in hub reduction gears
4. Drain and renew oil in gearboxes
5. Drain and renew oil in differentials
6. Clean and repack front wheel bearings
7. Tyres and tubes rotation
Four Wheeled Vehicles – TYPE D SERVICE – Every 60,000KM

Type “B” plus:
1. Drain and flush engine coolant and renew
2. Renew power steering fluid
3. Drain and renew brake fluid
4. Drain and renew clutch fluid
5. Check condition of tyres and tubes – report if worn
6. Check condition of shock absorbers – report if worn
7. Check condition of wheel bearings – report if worn
Four Wheeled Vehicles – TYPE E SERVICE – Every 100,000KM

Type “B” plus:
1. Change fuel injector nozzle
2. Clean axle breathers
3. Replace timing belt
Customer Order # Type Cargo Type Vehicle Target Actual Driver
Name Item Required Date Delivery
Date
Diamond Sept- Container Truck-10ton 01-Sept- 03-Sept- Vivek
Logistics xx/11234567 xx xx
Four Square 123789432 Chemical Tanker14Ton 07-sept- 07-sept-xx Sultan
Logistics Tanker xx
Kings Logistics XX-09/7629 Lube Oil Truck-7Ton 09-sept- 11-sept-xx Jatin
small pack xx
Northgate 536957/SEPT- Dry Cargo Truck – 14 14-sept- 16-sept-xx Baji
Logisitcs XX/01 Ton xx
8.2 Sales/ Marketing

Marketing, Sales, and Alignment processes are concerned with creating contact between parties that have
a need for transport or logistics services and those who can offer transport and logistics services that fulfil
the demand. This activity consists of the following steps:
• Publishing of needs or offered services,
• Establishing contact between the parties,
• Agreeing on the terms of the service, and
Sale of the service Planning

The provision of transport and logistics services is planned and managed based on actual and forecast
demand, information about the transportation network infrastructure, and traffic conditions.
Planning includes decisions about:
• Routes,
• Schedules,
• Service types, and
• Utilization of resources.
Shipping consolidation and load/trip planning is the planning of the physical loads for placement
in a transport unit (truck trailer, sea freight container, ULD, etc. depending on the mode of
transport). This type of planning assigns shipments (goods) to a transport mode, taking into
account constraints like pickup and delivery time windows and allowed combination of goods.
Trip planning is used to define the most efficient trip, based on geographical maps and plans.
Combining both load and trip planning is necessary to create the most efficient transportation
trip. Load design means to plan how the goods will be stored in the container (three dimensional).
Design is done based on criteria such as sequence of loading and unloading and stackability of
the products. This process can include load design for pallets using alternative stacking patterns
driven by product, customer and transport unit data/constraints. Route planning is based on the
created trip. The actual route is determined by customer delivery requirements, carrier network
design and more granular information depending on the type of transport being used.
In case the planner’s own equipment is used to execute the actual shipment, the planning process
needs to allocate loads appropriate to the equipment and schedule the correct operating
personnel to the equipment and routes. Constraints that typically can be taken into account are
operating hours, the current location of personnel, equipment and the condition of the transport
equipment. Carrier selection can include transport mode selection and the selection of the actual
carrier. In its most basic form the planner assigns a transport mode and/or carrier to the
shipment. Decision rules might be used that simplify the selection criteria, such as having an
approved carrier for each mode or lane. It is also possible that carrier
Selection is supported by tendering of loads amongst contract carriers or via public tendering on
the web. Execution The Execution phase begins when work processes are initiated in accordance
with the execution plans and ends when the shipment is completed or cancelled.
The execution of the operations includes movement of goods, cargo handling, document
handling, monitoring and control of operations and goods, supporting effective coordination and
accomplishment of the whole transport chain. This may include transport and terminal
operations managed by several logistics service providers (LSPs). This phase also deals with
detection and management of deviations. Order entry and consolidation is the registration,
validation and management of orders. The exact content differs considerably depending on the
user role; shippers, LSPs or carriers. For a shipper it is the key to register the relation between the
customer order and the transportation/orders/deliveries that are being created as part of the
fulfilment process.
A logistics service provider typically receives transportation orders from customers, either by
phone, fax, email or electronically. Depending on the activities being outsourced and the IT
solutions used, LSPs and carriers might only get a transportation order, possibly with a reference
to a client customer order. When dispatching the carriers internal execution resources need to
be informed. Confirmation may need to be obtained, especially when subcontracted carriers are
used. At this point additional information, such as vehicle identification and operator information
might be part of the confirmation. The process used to record order status information related
to the pick-up/collection and delivery of shipments is sometimes called the visibility or track and
trace process. This process is used to monitor the execution of transportation and logistics
services for every order. Information captured during this process can be used for financial
settlement later. Global logistic execution/customs and transport documentation generation
processes support international transportation with trade compliance information for import and
export. These processes provide compliance information about rules and regulations and support
printing of specific import/export documents.
METAFORA Customer Satisfaction Survey format
Dear Valued customer, In order to evaluate our performance and to further improve our services, we would
appreciate if you could spend a sometime of your time to answer the below questions and give us your valuable inpu
Thank you.
SECTION-A
1) 2) What Services METAFORA do you use? :
Goods Transport Tanker Services Passenger Services
3) Do you hire other companies for the same services?
Yes No
4) How you rate METAFORA services in comparison with competition?
Superior Better At par Below
SECTION-B
Rate us on 1 to 5 scale; Excellent=5, poor =1, Excellent Very Good Good Satisfactory Poor
Does Metafora provide services in a safe, secure and timely YES
manner.
Metafora established a good working relationship with clients YES
When Metafora makes an error, they are quick to acknowledge YES

it and take responsibility to rectify the problem.
All communication to and from Metafora is satisfactory (e-mail, YES
telephone, fax, etc).
METAFORA provides correct invoices in a timely manner with relevant
supporting documents.
Our Services consistently live up to my expectations. YES
Provision with adequate information (market rates, new rules YES

and regulations, etc).
Our staff is all competent in their fields. YES

Please give us your valuable comments to help us serve you better: (Please use additional page if required)
Customer Charter
1) Company name : Diamond Logistics
2) Contact person: Peterson – marketing
3) Designation:Head
4) Telephone:
5) E-mail:perterson@diamond.net
Date 11/12/2017
Format # metform-22
Thank you.
SECTION-A
Yes No
SECTION-B
manner.
Metafora established a good working relationship with clients yes



Customer Charter
6) Company name : FOUR SEQUARE Logistics
7) Contact person: DAVID JAMES – LOGISITCS
8) Designation: Head
9) Telephone:
10) E-mail:davidjames@foursequre.zen
Date 11/12/2017
Format # metform-22
Thank you.
SECTION-A
Yes No
SECTION-B
manner.



Customer Charter
11) Company name : Kings Logistics
12) Contact person: Peterson – marketing
13) Designation:Head
14) Telephone:
15) E-mail:perterson@diamond.net Date 11/12/2017
Format # metform-22
Thank you.
SECTION-A
Yes No
SECTION-B
manner.

YES


We have not hired single vehicles from you in the calendar year -2017.
Customer Charter
16) Company name : NORTHGATE Logistics
17) Contact person: MALKAM GOMES – LOGISITCS
18) Designation: Head
19) Telephone:
20) E-mail:malkamg@northgate.zen
Date 11/12/2017
Format # metform-22
8.5 Transport service provision
Introduction
Fleet management is the function that oversees, coordinates and facilitates various transport and transport
related activities. For the purpose of this document it will cover vehicles involved in the movement of goods;
the management of light vehicle fleets used in the transportation of people and light cargo; possibly
motorbikes and other equipment such as generators and warehouse handling equipment. Fleet management
underpins and supports transport related activities through the management of the assets that are used.
Effective fleet management aims at reducing and minimizing overall costs through maximum, cost effective
utilization of resources such as vehicles, fuel, spare parts, etc.
The administration and financial management of fleet is very organisational specific. It largely depends on
donor requirements and organisational policies. For example, in some organizations vehicles are restricted to
specific projects and others utilize vehicle pools to serve multiple projects. Driving policies can vary from a
strict reliance on a dedicated driver from the organization, to using staff to drive the vehicles. The
administrative policies of the individual organization will dictate which approach will be utilized. This results in
the custodian of the fleet management function to be very much dependant on organizational policies and
structures.
Policy
A vehicle policy will provide specific guidelines for the management and use of vehicles and other mobile
assets. Policies are designed to facilitate and encourage accountability, monitoring of usage and costs, provide
internal control and to serve as a management tool for better decision
A basic vehicle policy would have the following inclusions amongst others:
1. Introduction
2. Purpose
3. Scope
4. Objectives
5. Planning, approval and budget process
6. Procurement
7. Approved types for vehicles
8. Ordering of vehicles process
9. Assignment of vehicles
10. Personal use of vehicles by staff
11. Management of vehicles:
12. Control of fuel, maintenance/repairs of vehicles
13. Vehicle insurance scheme
14. Vehicle replacement
15. Sale of vehicles
16. Guidelines for drivers:
17. Assignment of Motorcycles
18. Security
19. Environment
20. Reports
21. Revisions
22. Conclusion
Identifying needs
Identification of fleet needs is dependent on the nature of emergency and operations, and the size and area of
operation - urban operations could utilise smaller trucks whereas remote field operation may require larger
four-wheel drive vehicles for extreme terrain. Vehicle selection criteria are guided by:
1. donor criteria applicable to the purchase;

2. uniformity of fleet;
3. the appropriate vehicle type for local fuel availability;
4. the purpose of the vehicle (cargo or passenger);
5. the terrain in which the vehicle will operate;
6. global acquisition cost;
7. availability of local dealers;
8. local availability of spare parts for the intended vehicle;
9. warranties; and
10. local availability of competent mechanics.
11. Depending on the level of emergency the criteria may vary.
12. Acquisition Process
The general criteria for selection of a vehicle should be in conformity with the standard recommended
vehicles.
The standard tender process is adopted for vehicles, as for all other goods and services, bulk items and items
bought on a regular basis. In some cases, the process may result in outsourcing of some aspects of the vehicle
management or leasing of vehicles (See Procurement topic).
For small daily purchases such as filters etc, petty cash/float may be used by the fleet manager.
Insurance
Careful consideration should be given to the form of insurance selected for the vehicles belonging to the
organisation. The minimum legal requirements must always be complied with; this is usually at least third
party cover.
To ensure compliance with the vehicle insurance requirements, all personnel using operation vehicles under
the responsibility of the organisation must be fully conversant with accident and incident reporting procedures
for vehicles and personal injury.
Personnel requirements: the insurance cover for personnel will depend on the type of policy the organisation
takes to cover its vehicles: third party, third party fire and theft, comprehensive or liability insurance.
Rent or outsource: insurance coverage for leased or outsourced vehicles will be dependent upon what the
organisation negotiates with the service provider. The organisation will either adopt the service providers
insurance as-is or adopt it with amendments. An alternative is to completely outsource the fleet management,
but again the type of insurance will be dependent upon what is negotiated with the service provider.
Outsourcing
The nature of the contract is dependent on the ownership status which could be:
an external company is contracted to supply and manage the vehicles;
an external company supplies the vehicles but the management remains with the organisation; and the
vehicles are owned by the organisation and an external company undertakes the management of the fleet.
The preferred options are dependent on the organisations approved procurement or sourcing policies and
operational needs. Contracting, sourcing and leasing are done in strict adherence with the organisations
approved procurement policy. (See Agreement for leased transport fleet sample and refer also to the
Procurement section)
In emergency situations outsourcing and external leasing are common practices. In a rapid on-set emergency,
it takes time to ship-in or purchase vehicles for use in the response. Organisations are sometimes left with the
option of outsourcing or leasing vehicles or trucks from the local market. In the initial days of the emergency,
this can prove to be an expensive option. In emergency situations, there are usually very many organisations
and very few assets. The high demand may cause price increases.
Vehicle Management
The location of the vehicle management function within organizations’ structures varies from organisation to
organisation. The management may be located within administration, transport function or have an
independent fleet manager. For the purpose of the Logistics Operations Guide the manager will be referred to
as the fleet manager (FM).
Vehicles are expensive but critical to an organisations' operation. They facilitate the movement of personnel
and the delivery of relief supplies to beneficiaries. Vehicle management is also one of the aspects of supply
management that can be easily abused if not properly managed. If properly managed this aspect would
ensure:
1. availability of vehicles as and when required;

2. cost efficiency;
3. programme or response continuity;
4. staff safety;
5. safety on the roads;
6. vehicle safety;
7. vehicle security; and
8. performance management.
9. To achieve the above, some of the measures taken by the FM are:
10. every vehicle carries a logbook;
11. logbooks are checked on a weekly basis;
12. vehicles are logged out and signed for before every trip. A vehicle allocation chart is recommended;
the driver records all fuel and maintenance costs in the log book or fuel request and purchase voucher,
indicating the reading on the odometer at the time of the expense;
fuel can be purchased from a central petrol station and a receipt issued. Where there is no appointed petrol
station, the vehicle fuel request form is completed and approved before funds are released for fuelling. Should
the driver have to purchase fuel from their own funds or petty cash, the amount spent on the purchase will be
reimbursed;
all vehicle keys are surrendered at the end of the day;
drivers adhere to the carrying capacity as provided by the traffic law;
no unauthorized staff members are allowed to drive the organizations vehicles. Vehicles will be assigned at the
discretion of the approving officer; and
all new staff (those who have a driving license but have not driven for a specified period), will not be allowed
to drive the organisation's vehicles unless accompanied by a qualified driver or have been re-tested by the
registered automobile association and authorized to drive.
Fleet management systems

Vehicle management systems are structured in a way that enables the capturing of information on various
aspects of fleet usage, maintenance and operations. For example:
1. distances travelled;
2. destinations reached;
3. distance travelled by vehicle showing official and private mileage;
4. fuel consumption;
5. repair and maintenance per vehicle;
6. rate of consumption of spare parts; and
7. servicing planned and completed.
The reports can be produced on a weekly, monthly or bi-monthly basis, depending on the needs of the
organisation. Weekly reports may comprise a summary weekly refuelling by vehicle – which may highlight any
exceptions to targets set per vehicle, whereas monthly reports may comprise:
1. summary refuelling by vehicle and average fuel consumption;

2. summary mileage per vehicle;
3. repairs or maintenance; and
4. any accidents.
5. Vehicle maintenance and up-keep
6. Maintenance
Vehicles are regularly maintained for optimum performance, and kept in good repair. In emergency situations
the Logistician is sometimes tasked with the responsibility of managing the vehicle fleet. To streamline vehicle
management the FM should put in place a simple process. Such a process could entail the following:
Maintenance Options
There are three main options;
"In house maintenance" – performed using the facilities and staff of the organisation.
"Outsourced maintenance" – under taken by an outside contractor.
"Contract hire" - undertaken by an outside contractor as part of a vehicle operating system.
Whichever mix is selected, it must be preventative and must be under the control of a competent manager; if
it is not, the condition of the vehicles may quickly decline and running costs may increase.
Maintenance Planning
Whichever maintenance options is followed, vehicle maintenance schedules must be drawn up together with,
and published by the Fleet Manager as part of the vehicle planning.
All members of the management team must make a commitment to respecting the scheduled dates for
maintenance.
A master vehicle inspection and servicing schedule should be drawn up for one year – a wall chart is
recommended. This chart can also be used to show road tax renewal, annual inspection dates, etc.
Vehicle servicing is a compromise between inadequate attention, resulting in progressive deterioration in

condition and the ensuing serious consequences, and too much attention, which is costly and unnecessary.
The person responsible for the condition of the vehicles must decide the scope of the servicing work required
and how often this should be carried out; taking into account the manufacturer’s guidelines and kilometres
travelled and in which type of environment the vehicle has been used.
Preventative maintenance
This is done on a ongoing basis. This type of maintenance addresses the basic things that could cause a
problem in vehicles if they are not properly maintained. The Logistician or FM develops an inspection check-list
to be used by all drivers as a guide.
Each day, the first driver to use a vehicle will inspect the vehicle using the check-list.
Routine maintenance
This type of maintenance is done on a monthly basis. It may cover the following:
the vehicle supervisor should periodically organise a test drive each vehicle and report on its condition and
also ensure that normal/regular service has been done for all vehicles;
tyres: any abnormal wearing should be reported to the FM; and
cleaning of the engine at least once a month.
In emergency situations, in the absence of local facilities, the organisation would have to undertake its own
maintenance and ensure that:
1. an experienced mechanic is hired;

2. a secure workshop area is identified or set up;
3. the necessary tool and equipment are available;
4. there is continuous performance monitoring and a system for measuring & monitoring:
5. fleet performance;
6. costs and performance.
7. Selection of Garage
Based on the organization's needs, the criteria for selection of the right garage is set with the input of the
Logistics officer and the FM, keeping in mind the organisations approved procurement procedures. For
example the minimum requirements may include:
1. number of qualified technical staff and project Charter of qualifications;

2. list of minimum equipment;
3. services offered;
4. accessibility/location;
5. credit facilities;
6. satisfactory References;
7. financial stability;
8. repair/service costs;
9. spare parts available;
10. Basic spare parts in a workshop
Should the organisation decide to manage its vehicle maintenance in-house, certain fast moving spares are
recommended for stocking. This reduces vehicle down-time.
The number of vehicles owned by the organisation will determine the purchase of these parts and equipment.
Maintenance Documentation
Vehicle maintenance summary: whoever maintains the vehicles must make a detailed written servicing record
report, listing the work done, parts and fluids used and costs incurred on each job. The FM must keep this on
the individual vehicle file.
Workshop job cards: when the written order is received, the workshop raises a workshop ‘job card’ for each
vehicle entering for inspection, service or defect rectification. Work should not be carried out without a job
card; each card should include the following information:
1. project Charter of all work required to be carried out;

2. actual work carried out;
3. name of staff and hours worked;
4. project Charter of spare parts and materials used; and
5. space for the cost of the work. Once all relevant information has been taken from the job cards they
should then be filed with the vehicle files.
6. Vehicle Files and documentation: general vehicle correspondence files should be maintained for each
vehicle. This file should contain the following documents to facilitate tracking of expenditure and
maintenance:
7. copies of purchase request;
8. copy of internal service request;
9. copy of local purchase order;
10. invoice;
11. all important documentations (bill of lading, etc);
12. insurance papers;
13. copies of all repair bills;
14. job order;
15. accident report; and
16. fuel log-in sheets.
17. Vehicle usage
Health & Safety Specifics in Fleet Management
Some organisations manage their own routine minor repairs and vehicle service workshops. Some basic health
and safety measures for workshops would be:
1. clear environments around work stations;

2. completed risk assessments and action taken where risks are highlighted, i.e. warning tape on raised
flooring;
3. inductions;
4. practice drills for fire evacuation; and
5. availability of and mandatory use of safety equipment such a goggles, boots, gloves, etc.
6. There are five areas specific to transport management where local health and safety procedures will
probably need to be agreed and documented by the fleet technical staff:
7. Fuel stores
8. Safe operation of vehicles
9. Accident and incident procedures for vehicles
10. Vehicle workshops
11. Security of vehicle assets
12. Drivers
As part of fleet management it is necessary to divide drivers into categories based on skills and competence.
Constant evaluation of their skills, regular training and refresher courses will improve driver and vehicle
performance, reduce number of accidents and reduce maintenance costs. Each organization has the
responsibility of identifying relevant training and courses available. These could be included in organizational
capacity building programs for drivers.
9. Internal Audit. Procedure MT/MR/05
1. PURPOSE
1.1 The purpose of this procedure is to conduct internal audits at planned intervals and to
determine whether or not the IMS : -
a. Conforms to the planned arrangements,
b. Has been adequately implemented and is being maintained effectively.
1.2 Providing information on audit results to the management, which is an added objective
of this procedure.
2. SCOPE
2.1 All areas of the Management Systems, established by the organization in accordance with
the requirement of ISO- 9001: 2015.
3. RESPONSIBILITY : Management Representative
4. DEFINITION
QMS : Quality Management System
NC : Nonconformance / Nonconformity
OFI : Opportunity for improvement
4.1 Objective / Audit criteria
The audit objective is to assess the Performance of Quality Management System (QMS)
with regard to:
a. Adequacy & conformance of the system against the requirements of ISO 9001:
2015.
b. Conformance to the QMS requirements established by METAFORA,
c. Effectiveness of implementation
d. Compliance to the Statutory, Regulatory
4.2 Audit Methodology

a. Audits shall be conducted as per criteria, scope, frequency and methods defined in
Quality Manual QM/01.
b. Trained & competent auditors are being deployed to carry out the Internal Audit. The
list of Internal Auditors is maintained by MR, format # Metaform-26.
c. The Audit program, including the frequency of Audit, shall be based upon the status
and importance of the activity concerned, processes and areas to be audited as given
in Format # metaform-25. The frequency may be increased or decreased, if required,
based upon previous audit results.
d. Selection of auditor and conduct of audits shall ensure objectivity and impartiality of
the audit process. Auditors shall not audit their own work.
4.3 Audit Plan
MR shall lay down Audit Plan as per Format # metaform-25
4.4 Audit Process

The Auditor (or the Audit team) may refer to the following documents /records:
a) Quality Manual
b) Relevant Procedure(s)
c) Latest changes (documents or other)
d) MRM records.
e) Previous audit report(s) (Internal / External)
During the audit, the auditor shall record the important audit findings in format Format #
metaform-25-A. Non conformance detected shall be substantiated by objective
evidence(s).
6.4.1 At the end of the audit session, the auditor shall prepare the audit report summarizing
the non-conformances detected and / or Opportunities for Improvement (OFI) observed
in Format # metaform-23 & Internal Audit Corrective Action Plan, Format # metaform-
24
4.5 Nonconformance & Corrective Action guidelines
6.4.2 For every Non Conformance detected, an appropriate correction is required to be taken
by the management responsible for the area being audited without undue delay in order
to eliminate the nonconformity.
6.4.3 The concerned Auditee upon receipt of Non Conformance cum Corrective Action Report
Format # metaform-24, shall fill up proposed corrective and/or preventive action(s) with
target completion dates after identifying the Root cause. The auditee shall ensure that
action is initiated without undue delay to eliminate the detected nonconformities and
their causes.
6.4.4 Corrective actions shall be appropriate to the effects of the nonconformities
encountered. (However, if the nonconformity is due to accidental, occasional or
insignificant deviation from the requirements, a simple ‘fix’ should be sufficient & in such
cases, detailed analysis may be skipped.)
6.4.5 On the Target Dates for closing of Non Conformity, the concerned auditor shall conduct
follow up review and record his findings. The Non conformance may be closed, upgraded,
downgraded or may not be cleared depending on the evaluation of the effectiveness of
action taken by the auditee.
6.4.6 If the NC cannot be closed on the target date due to insufficient or ineffective Corrective
Action(s), fresh follow up & verification plan shall be proposed, documented and adhered
to by the auditor.
6.4.7 An ‘Opportunity for Improvement’ (OFI) is recorded for the items where the system is
working well, but there may be another way to make it more effective and/or efficient.
Neither Root Cause nor a Verification Plan is required.
6.4.8 The recipient of an OFI is to analyze it and determine if it is feasible/practical/appropriate
and a value added effort. Depending upon the analysis results, the OFI is either accepted
or rejected. If accepted, an Action Plan shall be developed and the results documented.
6.4.9 Horizontal Deployment of the corrective action, if required, shall be initiated by IMS Cell
as detailed in Format # metaform-24
4.6 Reporting of Results
6.6.1 Results of the audit, including Non-Conformances, shall be reported to MR without undue
delay.
6.6.2 A summary report, comprising of NCs & other significant findings from all the areas
audited in respect of the relevant audit plan, shall be prepared & shall be submitted to
the Top Management for review.
4.7 Data Analysis
Appropriate data and trend analysis to demonstrate the suitability and effectiveness of
the Internal Auditing process shall be done by IMS Cell to explore possibilities of continual
improvement.
METAFORA Internal Audit Report- Process: Marketing
AUDITOR - HARI C NC remark
4.1 Understanding the organization and its context. x
4.2 Understanding the needs and expectations of interested parties. X
4.3 Determining the scope of the QMS. X
4.4 The QMS and its processes. X
5.1 Leadership and commitment. X
5.2 Quality policy.
5.3 Organizational roles, responsibilities and authorities.
6.1 Actions to address risks and opportunities. X
6.2 Quality objectives and planning to achieve them. X
6.3 Planning of changes X
7.1 Resources. X
7.2 Competence. X
7.3 Awareness. X
7.4 Communication. X
7.5 Documented information. X
8.1 Operational planning and control.
8.2 Determination of requirements for products and services. X
8.3 Design and development of products and services.
8.4 Control of externally provided products and services.
8.5 Production and service provision.
8.6 Release of products and services.
8.7 Control of nonconforming process outputs, products and services.
9.1 Monitoring, measurement, analysis and evaluation. X
9.2 Internal audit.
9.3 Management review. X
10.1 General.
10.2 Nonconformity and corrective action. X
10.3 Continual improvement. X
Format # metform-23
C= Conformity; NC= Nonconformity and Remark= Additional column for comments, if any.
Please issue NC on separate sheet.
METAFORA Internal Audit Report- Process: Top Management
AUDITOR - DANNY C NC remark
4.1 Understanding the organization and its context. X
5.2 Quality policy. X
5.3 Organizational roles, responsibilities and authorities. X
6.2 Quality objectives and planning to achieve them.
6.3 Planning of changes
7.1 Resources. X
7.2 Competence.
7.3 Awareness.
7.4 Communication.
7.5 Documented information.
8.2 Determination of requirements for products and services.
9.1 Monitoring, measurement, analysis and evaluation.
9.2 Internal audit.
10.1 General.
10.2 Nonconformity and corrective action.
Format # metform-23
METAFORA Internal Audit Report- Process: LOGISTICS
AUDITOR - DANNY C NC remark
5.2 Quality policy. X
7.1 Resources. X
7.2 Competence. X
7.3 Awareness. X
7.5 Documented information. X
8.5 Production and service provision. X
8.6 Release of products and services. X
9.2 Internal audit.
10.1 General.
Format # metform-23
METAFORA Internal Audit Report- Process: Procurement
AUDITOR - HARI C NC remark
5.2 Quality policy.
7.1 Resources.
7.2 Competence. X
7.3 Awareness. X
8.4 Control of externally provided products and services. X
9.2 Internal audit.
10.1 General.
Format # metform-23
METAFORA Internal Audit Report- Process: Workshop
AUDITOR - SRICHKRA C NC remark
5.2 Quality policy.
7.1 Resources.
7.2 Competence. X
7.3 Awareness. X
8.4 Control of externally provided products and services. X
8.5 Production and service provision. X
9.2 Internal audit.
10.1 General.
Format # metform-23
Internal Audit Corrective Action Plan
PROCESS NAME :WORKSHOP Date:

METAFORA
CLAUSE # 7 INTERNAL AUDIT NONCONFORMITY AUDIT01/NC-01
A] Problem Statement: COMPETENCE FOR REFRIGERATED VAN MAINTINACE AND SERVICE NOT MAINTAINED.
Process Owner INTERNAL AUDITOR

AS PROJECT IS NEW WE DID NOT GET ANY NOT AAPPLICABLE

COMPETENCE REQUIREMENT FROM PROJECT
Root Cause (s):
THIS IS NEW PROJECT IT WAS HANDLED BY PROJECT, ROOT CAUSE INTERNAL COMMUNICATION AND ADEQUATE
REVIEW OF NEW PROJECTS IN CROSS FUNCTIONAL REVIEW
AWAITING FROM PROJECT DEPARTMENT TO SKILL AWAITING FROM PROJECT DEPARTMENT TO SKILL
DEVELOPEMENT DEVELOPMENT
Document Document
1 NIL 3
2 4

Format # metform-24

METAFORA
A] Problem Statement: EQUIPMENT FOR SERVICING FOR REFRIGERATED VAN NOT AVAIABLE IN WORKSHOP.

AS PROJECT IS NEW WE DID NOT GET ANY SERVICE NOT AAPPLICABLE

RELATED TOOLINGS AND EQUIPMENT FROM PROJECT
Root Cause (s):
THIS IS NEW PROJECT IT WAS HANDLED BY PROJECT, ROOT CAUSE INTERNAL COMMUNICATION AND ADEQUATE
REVIEW OF NEW PROJECTS IN CROSS FUNCTIONAL REVIEW
AWAITING FROM PROJECT DEPARTMENT TO SERVICE AWAITING FROM PROJECT DEPARTMENT TO SERVICE
DEVELOPEMENT DEVELOPMENT
Document Document
1 NIL 3
2 4

Format # metform-24

METAFORA
A] Problem Statement:
Signature of management representative not available on the copy of the Quality Manual.

No signature is required as it is in soft form Paperless QMS is our policy
Root Cause (s):
Process owner has taken a copy inadvertently.
Now copy is signed. All hard copies are singed.
Document Document
1 NIL 3
2 4

Format # metform-24

METAFORA
A] Problem Statement: There is no upkeep in the workshop, all over material is lying, shop floor of workshop
was oily, lot of scarp is there on the shop floor.

Additional staff required to clean up the mess Resource required.
Root Cause (s):
Lack of resources to clean up the clutter,
Application to be made Application made in the next month.
Document Document
1 NIL 3
2 4

Format # metform-24

METAFORA
A] Problem Statement:
There are repetitive breakdowns repeated from the refrigerated vans. No corrective action taken

New project New project
Root Cause (s):
This is new project and we are in a learning phase.
Situation will be alright after 6 months Situation will be okay after six month
Document Document
1 NIL 3
2 4

Format # metform-24
Internal Audit Plan
Process Name Internal Auditor January-xx May-xx September-xx
Business planning/Top Danny
X X X
management
Marketing Hari X X X
Logistics and Transportation Danny X X X
Workshop & Stores Hari X X X
Internal Audit and MRM Victor X X X
HRD & Training Victor X X X
Format # metform-25
Competency for Internal Auditor

Audit type Education Experience Skill training
Internal auditor QMS Graduate 4 years and 2 years in Logistics process knowledge Should passed 2 day internal
METAFORA Analytical skills auditor course
Competence to apply
ISO19011 requirements
Supplier Audit Graduate 4 years and 1 years in Supplier Processes Should passed 2 day internal
METAFORA’s Problem Solving auditor course
workshop/procurement Competence to apply
ISO19011 requirements
Format # metform-26
METAFORA MANAGEMENT REVIEW Process-
Format # metform-27
Date of Review:
Recorded by: Management Representative
In attendance:
NAME TITLE
Vikram S.
Danny Head marketing
Hari Head Logistics
Wasim Head Workshop
Victor Head Procurement
Daniel Logistics Assistant
Ahmed Marketing Executive
ITEM 1: Review of the Quality Policy for current adequacy, and the need for changes to it. Review
the Quality Policy to ensure it still represents the company’s goals.
Input : Reviewed the quality policy. Also reviewed external and internal issues interested
parties and their needs and expectation.
Management representative told the Chair that we align our policy towards risk based
thinking by addition of word “risk” in the policy.
Output : Management decided to continue the policy as is.

ITEM 2: Audit results.
Input : We have team of internal auditors , trained on ISO9001 2015. Currently there are 4 internal
auditors. In the last internal audit all four internal auditors audited all the processes of METAFORA.
There no non-conformities reported.
Output : management congratulated management representative and team of internal auditor for
their effort to complete the internal audit. And express his happiness QMS is intact and very happy
that no non-conformities reported.
Management Representative also told management that last month METAFORA faced external audit
our third party assessment, where they issued around 6 non-conformities, most of the NC are
related to clause 7, he has given the summary as follows;
Clause Number of NCs Remarks Status
7.2- Competence 1 NCs Minor Closed
7.3- infrastructure 1 Nc Minor Closed
7.5- Documentation 1 Nc Minor Closed
8.5 Service 1 NC Minor Closed
7 –Work Env. 1 NC Minor Closed
ITEM 3: Status of corrective actions via the CAR System.

Intput: There are 11 customer complaints reported fom the customers, out of which Miami
Corporation has highest number of complaints, most of them are related to late delivery. As we
know because of traffic issue we can are taking the route which saves lot of fuel and that road is also
shot-route, to save the cost we take the short-cut and report one day late. We did not inform his to
customers, our drivers are trained to tackle the late delivery issue, but we save substantial amount
in the route.
Output: Management decided to continue the cost saving route. Logistics department shall handle
the concerns from the customers.
ITEM 4: Review of resources needed to maintain and improve the effectiveness of the company
and its quality management system. Discuss resource needs for each of the following points.
EQUIPMENT RESOURCES REQUIREMENTS: We need following things

Input:
1. ERP Software.
2. New Truck Technology : Maintaince facility at workshop
3. Truck worthiness certification from Transport department
Output: Management has differed the CAPEX porjects till next financial year.
WORK ENVIRONMENT & INFRASTRUCTURE REQUIREMENTS:

Input:
1. “5S” audit.
2. Upkeep at the Offices, and Workshop
3. Vehicle hygiene
Output: Management has instruct to follow “5S” principals
QUALITY SYSTEM & OTHER RESOURCE REQUIREMENTS:

NIL
HUMAN RESOURCES & TRAINING NEEDS:
Training on :
ABS
ERP
GPS
GST
Logistics has to handle this by INHOUSE trainings as funds not available to arrange these trainings
from outside.
ITEM 5: Review of the effectiveness of training and training programs in place. Include opportunities
for improvement for training.
Very less training were conducted and undertaken as lot of logistic related issues where there.
There was busy schedule in the logistics
No separate funds for the trainings.
ITEM 6: Review of suppliers. Discuss issues regarding suppliers of critical materials, hardware or software.
Review supplier performance and any quality or delivery issues. Review open supplier corrective action notices
issued since last meeting. Note any trends for individual suppliers. Indicate changes of supplier status or
restrictions.
Supplier rating status presented by the procurement department.

Few supplier complaints were CAP is received form the supplier.
Supplier performance data verified and reviwed by the management and found satifactory
ITEM 7: Review of subcontractors. Discuss issues regarding subcontractors working on a contract where
the company is the Prime. Indicate actions taken or planned to improve subcontractor performance.
Supplier rating status presented by the procurement department.
Few supplier complaints were CAP is received form the supplier.
Supplier performance data verified and reviwed by the management and found satisfactory.
ITEM 8: Review of quality objectives, data and goals. : Refer attachment.
ITEM 9: Discuss customer feedback, customer satisfaction survey results and complaints not
already discussed as part of the CAR system review.
1. Customer complaint are reviwed
2. Customer satisfaction also reviwed
ITEM 10: Discuss the overall performance of the quality system, any changes to the company that
may affect the quality system, or vice-versa. Include opportunities for improvement.
Found satisfactory.
ITEM 11: Note other recommendations for improvement to the company’s products, services,
and/or QMS.
GPS
ERP software for office
Refrigerated truck operations.
ITEM 12. Note follow-up activities from prior Management Review issues.
NIL
ITEM 13. Set date for next Management Review:
ITEM 14. ITEMS FOR FOLLOW-UP AT NEXT MEETING: Read through the entire minutes above and
copy any items that need to be looked at again, or followed up on, at the next meeting.
ITEM 15. Risk & opportunity in context of Business environment and Interested parties :
Satisfactory, no additional risk

10 Improvements
IMPROVMENT LOG
SL Customer Nature of Complaint Date of receipt Immediate action Corrective action
1 Miami Corporation Late delivery of our June-XX Route issue Refer CAP
consignment #
xx/2345987/01
2 Asian Chemicals Short Supply of quantity Sept-xx Sealing of Tanker Refer CAP
against the consignments
# Sept-XX/567345
3 Resonance Cars Damaged material Sept-XX Vehicle met with an Refer CAP
received at our EAST accident, insurance was
Asia plant available
4 STAR Pharmaceuticals Crew did not followed Jan-xx Driver’s psychological Refer CAP
the safety instruction issue
while driving the vehicle
inside the plant
5 Miami Corporation Late Delivery July-xx Route issue Refer CAP
6 Southern manufacturing co. Property Damaged at Feb-XX Driver’s Behaviour Refer CAP
customer premises,
speeding vehicle hit the
cooling tower
7 Miami Corporation Late Delivery August-xx Route Issue Refer CAP
Format # metform-28
Corrective Action Plan
Customer Name Asian Chemicals Date:june-xx

METAFORA
CLAUSE # Not applicable Customer Complaint CC- #1/XX
A] Problem Statement: Late delivery of our consignment # xx/2345987/01
Process Owner : Marketing Supplier representative: Head Mkt.

Consignment was delayed as driver took different root Informed all driver to strictly follow the route design by the
logistics department .
Root Cause (s):
Driver changed the root.
Informed to driver Informed all driver to strictly follow the route design by the
logistics department .
Document Document
1 NIL 3
2 4

Format # metform-29
Date:
Customer Name Miami Corporation Sept-xx ;August-xx ,
METAFORA
July-xx;
A] Problem Statement: Short Supply of quantity against the consignments # Sept-XX/567345

Might be Theft issue Not applicable.

Root Cause (s):
theft issue.
The seal of container found opened at customer end 1. Driver’s training, this 3’rd incidence.
2. Salary deducted for the concern driver and
There were two keys required to open the container, one cleaner.
key is with driver and other key dispatched with same 3. Customer has debited the proportionate invoice
vehicle in a sealed container. amount for 2 LED TV sets, which were short
receipt at customer end.
Sealed contained was found tampered. 4. Digital lock proposal turn down because of
technology involvement.
Document Document
1 NIL 3
2 4

Format # metform-29
Customer Name RESONANCE CARS Date:Sept-xx

METAFORA
A] Problem Statement: Damaged material received at customer end.

Vehicle met with an accident Not applicable.
Root Cause (s):
theft issue.
Driver had taken a different route. 1. Driver had taken a different route.
2. He wanted to complete the trip fast.
He wanted to complete the trip fast.
3. He was unable to understand the sign.
He was unable to understand the sign.
Document Document
1 NIL 3
2 4

Format # metform-29
STAR Pharmaceuticals
Customer Name Date:Sept-xx
METAFORA
A] Problem Statement: Crew did not followed the safety instruction while driving the vehicle inside the plant

Root Cause (s):
theft issue.
Drivers’ psychological issue. 1. Driver’s wages deducted.

2. Warning letter issued.
Despite the drivers few drivers did not pay heed to safety
instructions because of over confidence.
Document Document
1 NIL 3
2 4

Format # metform-29
STAR Pharmaceuticals
Customer Name Date:Sept-xx
METAFORA
A] Problem Statement: Crew did not followed the safety instruction while driving the vehicle inside the plant

Root Cause (s):
theft issue.
Drivers’ psychological issue. 1. Driver’s wages deducted.

2. Warning letter issued.
Despite the drivers few drivers did not pay heed to safety
instructions because of over confidence.
Document Document
1 NIL 3
2 4

Format # metform-29
Southern manufacturing co. Date:Sept-xx

Customer Name
METAFORA
A] Problem Statement: Property Damaged at customer premises, speeding vehicle hit the cooling tower

Not applicable Not applicable.
Root Cause (s):
Driver ignored the safety warnings and speed up the vehicle, went beyond 20km/hrs speed, hit the cooling tower. This
was straight road.
Late break application because of poor breaking 1. Driver did not fill in the checklist
performance. 2. Instructed to fill in the daily checklist and submit it
to METAFORA workshop on the after completing
Vehicle not maintained /service in last 3 months
the consignment.
Daily checklist of driver found empty.
Document Document
1 NIL 3
2 4

Format # metform-29
IMPROVEMENT Report
Subject : Process /Department
Improve reliability of our logistic services Marketing.
Before : (Include pictures, diagrams, etc.) After (Include pictures, diagrams, etc.)
NO Delivery of consignment tracking system Decided to have dedicated GPS system

was available in the system thereby we could to track the exact position of the vehicle
not able to tell the customer where is the exact and generate web based report, same
location of a vehicle. report can be automatically emailed to
Primarily it is dependent on the phone calls on customer.
the mobiles. This improves the reliability of logistics
Sometimes there were issues of mobile services.
network especially into far-flung areas,
Proposed date for implementation: Actual date of implementation:

Sept-XX Dec-XX
Quality
Benefits : Cost Delivery Efficiency Waste Safety
Energy Moral Other
Improved customer satisfaction.
Improved reliability of our services
ORIGINATED BY Head Marketing

APPROVED BY Managing Director
Format # metform-30
IMPROVEMENT Report
Psychological mapping of driver or a cleaner HRD
prior to recruitment
No system as present. To reduce customer complaints,

psychological mapping of drivers to be
started.
External provider is engaged into this

activity.
If driver/cleaner passes this test then

only the can drive hi-tech vehicles.

Sept-XX Dec-XX
Quality
Energy Moral Other
Improved Moral

Format # metform-30
IMPROVEMENT Report
Driver training HRD
Currently there is no structured mechanism to Decided to have a “SIMULATOR BASED

train drivers & Cleaners. TRAININGS” TO ALL DRIVERS.
We train then on actual vehicle. Then make then go through the actual
By this we make them understand about the driving of the high-tech vehicles.
new technologies such, GPS, E-STEERING
WHEEL. ABS, ETC.

Sept-XX Dec-XX
Quality
Energy Moral Other
Improved Moral

Format # metform-30

Case Study Metafora Qms La Sss 15-07-2020.

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METAFORA

ISO 9001:2015, QUALITY MANUAL

Building C, Property # 24;

Master List of Documents – Issue 1

2 QMS Policy Nominated Until next revision

2 MANAGEMENT OF CHANGE Nominated Until next revision

Metform-03 1 Interested parties Nominated Representative 3 years

Metform-05 1 Quality Policy Nominated Representative 3 years

Metform-06 1 Organogram Nominated Representative 3 years

Metform-07 1 Risk Register Nominated Representative 3 years

Metform-16 4 Verification and Validation Nominated Representative 3 years

Requested by: Date:

Current reference of Issue Date Change Required

Proposal to issue new

Request accepted / not accepted (delete as

Request approved / not approved (delete as

SECTION D : DOCUMENT New document reference:

Signed: ________________________________ Date:____________________

4.2: Understanding the needs and expectations of

1. To secure 15’th rank in logistics sector.

Risk identification at company level:

— Commercial policies and strategies………… Quality Policy is in place

North province Office-

South province Office-

East province office-

West Province Office-

Quality management system and its processes:

instruments • Adoption of new technology Personal attributes

Output from the process

Output from the

Safe, Damage-free and

Periodic Maintenance • Vehicle Turnaround time

Performan Output from the

Maintenance Schedule PROCESS Timely maintenance

Maintenance • Service quality

Procedure handling • No repeat Work

Output from the

• Increase market share

Strategic Goal Setting. • Widen the base of fleet

Training Hall 2. Planning and

Trainings availability Trained and competent process

• Procedure not followed

Date : 10/10/2015 Approved by Managing Director

1. comply with ISO 9001:2015 requirements

Quality Objectives are:

Head Project & Human Resource

Logisitcs Support Logisitcs Support Logisitcs Support

Truck Cleaners BUS Cleaners Tanker Cleaners

R= Responsibility; A=Accountability; C=Contributor in the activity; F=Feedback of task to whom

PURPOSE OF THE RISK MANAGEMENT PLAN

RISK MANAGEMENT PROCEDURE

RISK RESPONSE PLANNING

RISK MONITORING, CONTROLLING, AND REPORTING

TOOLS AND PRACTICES

Document Name and Description Location

Risk Register Risk assessment and action plan Individual process

miscommunications , delays internal Management

What Would be the Impact REMAINING

Less number of vehicles on the

miscommunications , delays Management

Signed: ____________ Date: