Episode 5

Managing Supply Chains: A simple yet powerful solution

Category :  Sales & Distribution

In the last episode we did a breakdown of typical supply chain problems and how they are all linked to the practice of manufacturing as per forecasts. In this episode we propose a solution by going back to the basics of inventory management. This simple solution can ensure that the right product is available at the right place at the right time. Then, the company does not have to lose a single customer.

Find out how to implement a simple solution to ensure continuous availability of products in the market so as to not lose a single customer!

Transcript
Shubham Agarwal : Hello everyone. Well, we are back to the second episode of our session on managing supply chains. For those of you who have not had a chance to go through our last episode. The link is in the details. In the earlier episode we discussed about how most of the chronic problems that companies face is because of how supply chains are managed or mismanaged in companies. We also discussed the why the popular techniques for handling these problems do not work. And in fact can often aggravate the situation. However, we are yet to hear how these problems can be solved. And so we thought, we’ll come back and discuss with Puneet again. All right, so let’s welcome Puneet. Hi Puneet, how are you.
Puneet Kulraj : Thanks. Thanks Shubham I am good. And I hope everyone who’s listening is doing well too.
Shubham Agarwal : alright so before we go ahead to the solution, lets do a quick recap Puneet
Shubham Agarwal : Yeah. So, Just to quickly recap the conflict of supply chain that we discussed last time was essentially emanating from the fact that supply chains are always experiencing shortages and surpluses of the same item across locations, or at the same location across periods of time, and a large part of it is emanating from the fact that people are trying to do a deterministic forecast of how much material will be required at a particular time or during a particular time horizon. And they are trying to ensure that that amount of material is made present there. And we also discussed about how forecasts by the very inherent nature. They are inaccurate. And the moment we take an inaccurate forecast and try to do a deterministic fulfillment we are bound to face problems.
Shubham Agarwal : You are right, there are indeed concerns with how most companies are managing supply chains. But is there a better solution, do we have a better picture that we can present?
Puneet Kulraj : Okay. So the first fundamental thing is rather than trying to make a more accurate forecast. Can we say that I will not use the forecast, even though I may have the information but I will not use that information to do a deterministic allocation of material. Right? Right. And I think it is very simple to do this because. what if we did not have the forecast how would we react then? And companies often faced this problem. And they they have ways to deal with it because for new products that the companies bring about, or for for new geographies, new locations that they operate they do not have any prior information and they have no means of making the forecast, right. So they they they go by some some kind of judgment which leaves a big question open that if I am now going to say that I will not allocate material as per the forecast. Then, what material should I allocate, how much inventory should a location have. And that is where the, the beginning of a very powerful solution comes about. What would be the right inventory. Okay. And if I say what is the right inventory, then I will have to look at what are the factors that impact the level of inventory. So if you see essentially there are four factors which impact the amount of material that is required at any particular location.
Shubham Agarwal : Okay so I urge everyone to listen closely here because Puneet would now tell us these 4 tenets or the 4 factors that impact the level of inventory. Yeah please.
Puneet Kulraj : One of them, of course, is the level of demand, which means roughly what is the level of demand that the that the location is is catering to or trying to fulfill. So let’s take a fact you have two locations. A and B and you know one has a demand of let’s say 10 units a day, and the other has a demand of 20 units a day. It is pretty obvious that you cannot keep the same inventory at both the locations all other things remaining same
Puneet Kulraj : yeah correct location B would require higher a higher inventory while location A can still do with lesser inventory as compared to location B. Yeah so the first factor that goes into determining how much inventory should be kept is the level of demand. The second factor that goes into determining how much inventory is required is the supply lead time. Okay, again let me illustrate with an example. Let’s say we again have two locations A and B, all other factors remaining same. The supply lead time to location A is 7 days and the supply lead time to location B is 14 days.
Puneet Kulraj : So, it is pretty obvious that we cannot keep the same level of inventory at both the locations, location B would require a higher level of inventory because if I keep the same level of inventory in both the locations then either A will be carrying too much inventory, or B will run out of stock from time to time. Right. So, higher the supplier lead time, higher is the level of inventory required.
Shubham Agarwal : Makes sense. That makes two factors -level of demand and supply lead time. What are the other two?
Puneet Kulraj : The third factor is the variation of demand. So assume, again I have two locations A and B both of them cater to an average demand of 10 units a day. But the variation of demand in location A could be 20% so while the average level of demand is 10. On any given day I could be selling between eight to 12 units, right, and the second location B with the same 10 level of average demand has a variation of 50% which means on any given day I could sell between five and 15 units Right. So now, if I do not want to lose sales, then it is pretty obvious that the location B requires a higher inventory, because on the days when the demand is 14 or 15, if I keep the same level of inventory as A, I will lose sale and on the other side. If I keep the same level of inventory at A. Just like B, then my maximum demand expected is 12, but if I’m trying to protect the demand of 15, obviously I’m carrying too much inventory that is a waste. Correct. So the third factor is the level of variation of demand.
Puneet Kulraj : The fourth factor is the variation of supply lead time. So let’s take two locations and for the sake of simplicity, let’s assume that it is just transportation time, and I’m going to send a truck from one location to two of the receiving locations, and both of them have an average supply lead time of seven days it takes the truck seven days to go from my location to A and B. But A has on the way because of the nature of the route, or you know whatever it is on the way. Let’s say there is a 10% variation so seven days means it could be between six and eight days, and location B could be between 20% variation so it could be between five and nine days. So obviously, location B would require higher inventory. So now if you see these are the four factors which determine the level of inventory at any particular location.
Shubham Agarwal : Right, how much demand I’m catering to what is my supply lead time. How much is my demand fluctuating and how much is my lead time fluctuating, and the formula is very simple. It’s just a multiplication of these.
Shubham Agarwal : Are you saying the amount of inventory needed is the level of demand into the lead time into the variation of demand into the variation of supply chain lead time?
yeah so just to illustrate, if there is a location which is selling let’s say five units a day, and the supply lead time is 10 days, and the variation of demand is 10%, and the variation of lead time is also 10%, then the amount of inventory required would be five into 10 into 1.1 into 1.1 and that mathematical result is the level of inventory which is roughly what, five into 10 is 50 into 1.1 is 55 and another 5.5, which is 60.5 units. About 61 units should be sufficient to cater to any reasonable. Not just reasonable. I have taken the maximum demand right. So, therefore, I am guaranteed not to lose any sale at an inventory of 61. Now I’m sure the listeners are wondering, that if I’m selling only five units a day, and I keep 60 units of inventory seems seems to be too high.
Shubham Agarwal : Yeah, i was about to ask thats a very large amount of Inventory to keep for a demand that we have.
Puneet Kulraj : Yeah, seems to be a very large amount of inventory right but given these variables, given the inputs that we have. If we don’t want to lose sales, then this is the amount of inventory that I will keep. Right. But If you see, I can now try and improve upon each of the factors to try and bring down the inventory, which means what. In order to bring down the inventory since it’s a multiplicative formula, any of the four factors if I try to bring down. Obviously, the result is going to go down. Correct, would I like to bring down the level of demand, obviously No, I don’t want to cater to a lower demand I want to cater to as much a demand. So we better leave that alone. Right, right, the variation of demand and the variation of lead time so you know that 10% and 10% that we took. Now, of course, there could be some scope for bringing down that variation and there are management techniques you know which are focused on bringing down variations. But, having said that, beyond a level, you will start playing in the noise and the marginal improvement, you will get for the humongous effort that you will, you know, expend to bring down, will not be worth it,. So, we just have to provide for a good enough variation. Okay. But that leaves the fourth factor which is the supply lead time. And if you see the supply lead time is actually the key factor, which determines the level of inventory in location. It is also a key factor because a higher supply lead time actually impacts the fluctuations of demand and fluctuations of lead time also higher the lead time, higher will be the fluctuations that I am exposed to right because it’s a longer horizon, more things can go wrong in a longer horizon compared to a shorter horizon.
. So the more I bring down the supply lead time, the more I can bring down the inventory and the more predictable the system can become. Okay, so there are techniques of bringing down the supply lead time.. .. largely policy changes and execution rules, which if we bring into place, then we will be able to cater to a lower supply lead time to a lower inventory. So, the system will be able to operate at a much lower inventory provide much better availability,
Shubham Agarwal : In Theory of constraints the key aspect is to look at the constraint and subordinating everything to the constraint. Right? How can we relate that concept to what we have discussed?
Puneet Kulraj : So if we look at the constraint as we spoke in the last episode, the constraint being the retailer shell space, or the customers were coming in to buy. And if I have to cater to all my customers with maximum possible availability then whatever I do has to subordinate to that availability and, which means I should always have 100% availability at all retail counters because I do not know which customer will come when to buy what from where. So the only hope that I have of not to lose sales is to make sure all the available material is available at all the places at all the time in full rage. While doing this I have to ensure a lower inventory.
Shubham Agarwal : Ok now that sounds like quite a task Puneet, to be able to ensure all of that at the same point. Could you help simply this? How do we take care of this?
Puneet Kulraj : Yeah so in order to have a lower inventory I have to set rules of subordination, which means my inventory should never be misdirected. When I say misdirected, actually the word is used with very careful intent. When I say misdirected, it means I should not have more material in one location, compared to the immediate demand that I’m expecting in that location vis a vis another location where there could be immediate demand. So, a place which is selling let’s say two units a day and carrying 20 units could have excess material compared to a place which is selling five units a day and carrying 20 units. Both of them are carrying 20 units by the way
Puneet Kulraj : But one place is carrying only four days of stock another place is carrying 10 days of stock. And this is the key to Looking at supply chain, never look at supply chain material or inventory in terms of absolute numbers. It has to be looked at in terms of days. If I ensure that in my supply chain every node is carrying the right amount of material in days of inventory. Then I will never go wrong. Okay. And it’s very simple. If you see there is one location which is, you know, 100 units of inventory another location which has 200 units of inventory. Which one is carrying high Which one is carrying low. If people try. If people try and, you know, give me an answer of either A or B, believe me any answer you give me is wrong.
Shubham Agarwal : Why is that?
Puneet Kulraj : Because it’s actually a trick question I have given you only half of the information, right, actually the answer to this question is asking another question that this information of 100 units and 200 units is incomplete tell me the rate of sales also, right, on the face of it, it could appear that 200 units is a high inventory and 100 units is a low inventory, but if I tell you that the place carrying 100 units is selling 10 units a day, and the place carrying 200 units is selling 50 units a day. It is obvious that 200 is low inventory right. And 100 is high inventory. okay so the ratio of sales inventory over sales is the number to be looked at. yeah that is the number of days of inventory is the key. If you ask me if you focus on bringing down the number of days, lower, and keeping the number of days constant. As based on the supply lead time, then you can never go wrong.
Shubham Agarwal : Oh So I now understand where the supply lead time connects, okay.
Puneet Kulraj : Exactly, so if I have a supply lead time of five days, and the location is carrying five days of inventory. It’s about right. Yeah. If I have a supply lead time of five days and the location is carrying two days of inventory. It is low, it is low. If I’m carrying, if I have a supply lead time of five days and the location is carrying 10 days of inventory. It is high, you see in this discussion. We don’t even need to discuss what is the absolute inventory. Correct. What is the number of units or the crores of rupees, that the location is carrying it is always about days because actually if you see supply chains, don’t work by the units, or by crores. They always work on number of days. They should always work on number of days.
Shubham Agarwal : So what you are saying is that the key to having the right inventory in the supply chain is to look at the number of days in terms of supply lead time and try and match the inventory in number of days?
Puneet Kulraj : Right. but that’s just, that’s the starting point. You know, this days is never sacrosanct because things will fluctuate. The sales, the sales will fluctuate the lead time will fluctuate, which means what we got to constantly monitor this level of inventory. And if we monitor it constantly and adjust it. Which means if sales are going up or lead time is going up, then the level of inventory has to go up and vice versa if they go down, then the level of inventory has to go down. If we constantly monitor this inventory and we are able to provide for a corrective mechanism. Then, we will probably never go wrong.
Shubham Agarwal : Okay is this what we basically implement as per the TOC philosophy?
Puneet Kulraj : Yeah so, in the in the TOC philosophy, we call this level of inventory, as a buffer. It is a buffer essentially what it is doing is, it is buffering the variation of demand on one side, and it is protecting the supply chain and the variation of supply chain on the other side, it’s acting as a buffer between the two and the whole key to managing supply chains is to manage this buffer. So, which means what the health of the buffer should tell me whether the supply chain is right or wrong. If I’m carrying too much inventory which means my buffer is almost always filled, then I can bring down the levels if I’m carrying too little inventory which means my buffer is always, at a lower levels in near nearly depleted, then the supply chain is, is almost always going to face expediting and all. So, therefore, I have to manage this buffer which means daily look at this buffer react to the buffer signals. So if I’ve got two locations. A and B. Both of them have a buffer and A is more or less full B is nearly empty, then my material should be first given preference to location B, because that is nearly empty. I have a likelihood of losing sales.
Shubham Agarwal : So I always look at the ratio that we’re maintaining at both the places.
Puneet Kulraj : Exactly so i always look at the ratio of how much inventory should there be, how much inventory is there, and the ratio of the two tells me. So, a place which has a buffer of 100 units and is holding 50 units. Another place which is a buffer of let’s say 50 units and is holding 40 units. So obviously the first location 50 versus 100 has more demand as of today compared to 40 versus 100 because they are only 10 units are to be supplied compared to 50. And here 50 units are to be supplied compared to 100. Right. So my supply decisions are based on the health of the buffer, my level of the buffer is based on the trend of how filled the buffer is. So if a buffer is almost always constantly full, then I know that you know I can do with lower inventory.
Shubham Agarwal : Is there a simple way to manage this buffer?
Puneet Kulraj : Yeah so to make it very simple we give it three colors red, yellow, green, in order to give a very simple priority mechanism and a signal to everybody. So I divide the buffer equally into one third one third one third the top one third is green the middle one third is yellow the lower one third is red. So if my material is in the top one third, then I say that the color is green things are fine. If it is between 33 and 66% the color is yellow things are i have to do something. And if the level is below 33%. Then I have an emergency, and we call that red, which means I could likely lose sales if no expediting action is taken. So now my supply chain can act very easily. I always have to look at my reds first supply material to reds, if I have more material supply it to the yellows, if I have still move material supply it to the greens if I don’t have dont supply it to the greens, because the greens are anyway carrying enough material. Right, right. And, on a constant basis if I look at a period of time, if on a constant basis the buffer is in green, bring it down, if the buffer is in red, take it up. This is the essence of a pure pull supply chain. I supply only as much as is consumed. I react to the demand levels which will result in my buffer colors red, yellow, green, and I should not be facing a problem.
Shubham Agarwal : Puneet, this appears rather complex. We have to not only set the buffers, we have to constantly monitor it . Supplying according forecast seems simpler-just take the forecast for a month and supply that and you are done.
Puneet Kulraj : Right. It appears to be complex it is not because these simple rules are very easily automated in any software that the company is using for supply chain, it could be you know SAP Oracle, or Navision, or any ERP that the company is using. We can set the buffers very easily, and on a daily basis, automatically the reports will come to the supply chain, managers, as to what they must do. In fact, I’d like to quote an anecdote one of our clients. The warehouse manager of the central warehouse which is the mother location for the entire nation had such a simple life, because every day by 6:30 in the morning he would get a report, which says, For all his DC’s to whom he is supplying for each SKU, what is the amount of inventory that is required to be shipped today. And what is the color red, yellow, green, he knows red is emergency and green is not an emergency. By 6:30 he gets this report by 8:30 his pick lists are ready. And he also knows based on the material that he has, how much he can ship to which place, which means even before he arrives in office. The statement is ready as to how many trucks are required today to go to which locations, and the picking has already started. The picking is already started. So his life is so cool all he has to do is just to arrive in his warehouse and ask his supervisors, everything is in order or not. And most of the time, the answer to the question is yes, things are in order. And he says fine I’ll go and have my cup of tea.
Shubham Agarwal : Okay, that’s wonderful. I have two questions here. One is that you said, we’re going to react to the levels that we set in the in the phase of reacting. Could there be a delay or how, how can we react faster because you know, if you don’t react fast, we could lose sales. Yeah. So, the system that we have right now, if you are reacting in that system to the system that you know what you are proposing. If we react in that system. How does the reaction time get better here?
Puneet Kulraj : Okay, so we will always have to, when we compare a better or a worse reaction time. I will always compare it to what is happening normally, okay, because if you if you look at viz a viz what should ideally be the case, then obviously there are expediting mechanisms. So for example, if the company is sending material by trucks, and there is a sudden buffer depletion. Then, I will have to look at faster means of you know courier surface transport surface courier or air courier. Right. But, before we even go in that area, let me first tell you that if a supply chain is is being managed by buffers, then the emergencies by themselves go down significantly. Okay. As as opposed to in current situations in current situations when a supply chain is managed by forecasts, and I’m sure all the listeners who are in supply chain and sales will resonate with what I’m saying. Actually, people start getting jitters from the 21st, and by 23rd, you know health starts breaking loose and by 25th there are no rules in the game. Right. That is what happens every month end. So, every month end emergencies are given, there will be chaos, and then people try and take decisions, you know, on the fly. And you know, whenever you, you shoot from the hip, most of the times you end up shooting your own foot, because none of none of us are you no real john wayne type of Cowboys, where we can actually shoot the bad guys, we end up shooting our own foot. So, you know we we will take decisions about how to send material is, whichever is closer chalo paas wale ko bhejdo door wale ko bhejke fayda nahi hai kiuki waha to billing hone nahi wali or let me send it to a guy where the payment terms are better for a guy who’s who’s a bigger customer, rather than a smaller customer. You know all those kinds of arbitrary rules start coming. Right. We’ve seen by far in almost all the cases that is when a supply chain is managed by buffers the month end chaos, just disappears. The amount of emergencies go down dramatically, because you get advanced warning of things that are going to go wrong
Shubham Agarwal : Oh right.
Puneet Kulraj : You know, because when things are in yellow you start reacting. We expect to have very little reds, and when you have very little reds, then you’re able to take saner decisions compared to what you’re doing. Right. But, having said that, even then reds will happen, there will be from time to time, emergencies and we will need to have expediting mechanisms, and the expediting is very easy, in a buffer managed system. As per toc supply chain because now look from my mother warehouse if I’m supplying to a DC, and I am supplying an assortment of goods. Then on any given day let’s say two or three products are in the red, that is they are in the danger of getting stocked out, but there will be other products also which could be you know in the yellow or the green, some some amount of material to be supplied to all of them. So I can very easily form a full truckload could be a smaller truck or could be a usual truck and I can supply it and when I supply a full truckload I can also give instructions for you know express, transport, that truck will arrive much faster compared to the current scenario where each SKU is treated in isolation. So if I got product. A, which is in stock out then I have to send a full truckload of only product A, because other products, i should not send because they are supplied as per their forecast. Right. So when I send product A in its in its own entirety in a full truck load. Obviously I’m going to send much more, which means this location is going to get a full truck load another location is going to get starved, which means an emergency is going to come up in that location. So by design we are creating emergencies, in a forecast based system by design we are eliminating emergencies in a buffer based system. Right. Therefore the emergencies are far and few between, they are much more easily handled and the system more or less sustain.
Puneet Kulraj : Wow, the system seems to almost work on auto pilot.
Actually, the biggest drawback of a buffer managed supply chain is that the supply chain managers have to show to their bosses that they are there because they, otherwise they just disappear they become invisible because people have this habit of noticing, those guys only when there is a problem if there is no problem, then people become invisible, which is where the supply chain managers role becomes important. He’s actually now a manager. He has to look at improvements, rather than firefighting he becomes an improvement manager. How can I make sure that my lead time becomes even better, which means if I take eight hours to fill a truck, you from picking to loading. Can I do it in six hours, because if I do it in six hours my truck turnaround time would go down, I can do more trucks from my particular warehouse. Therefore, my, you know, DC’s, who are getting material from me, can get faster service, which means their inventory can go down. This is the job of a supply chain manager rather than saying I fought so many fires, and therefore I am a hero.
Puneet Kulraj : That’s quite a life to have as a supply chain manager, I think. So what I hear you say is we have lesser inventory, we have lesser loss of sales. And we have a more peaceful life.
Shubham Agarwal : Isn’t that what everybody wants.
Shubham Agarwal : Right, that’s a wonderful solution that you have presented us Puneet. I will not let you boast a lot on this, so I’ll give you just a small time to tell us at the end, two things. One, the software that you spoke about you know that the customization can be done in almost any software that the companies are using. Has Vector also developed its own software for the solution. Yeah.
Shubham Agarwal : And the second is that what is the kind of impact that you’ve seen with the clients where you’ve implemented this solution.
Puneet Kulraj : So, about the software. Yes. When we started out we realized that you know none of the ERPs have a simple decision making software to manage a buffered supply chain so we had to build our own software we call it Vector Flow. Okay, it’s called vector flow because it ensures the flow of material. Right. So this software sits on top of any ERP we have interfaced it with practically any ERP, the interfacing is very simple. It’s never a database level interface, we always interface using flat files. So the data exchange is very simple and we don’t touch any of the tables of the ERP. So the issues of security and you know runtime uptime and all are taken care of. And what vector flow really does is it takes all the consumption and stock data of all the nodes in the system from the ERP, and it runs the algorithm for buffer management and gives the output in terms of how much material should be supplied to which location, and what is the priority in terms of red yellow green. Okay, this now can go back into ERP, and all the appropriate, you know, triggers can be created in terms of either the sales orders have to be generated or stock transfer orders have to be generated. So the SOs and the STOs can be triggered automatically see look nan ERP is an OLTP platform which means online transaction processing. It is not meant to be a decision making platform. Right. Those all the ERPs have a small module for decision making, but then again it has its own philosophy. So all the decision making is done in vector flow and the output of the decision making, which are the triggers for transactions are provided to the ERP. So this usually happens at night, you know so all the data is given by the ERP typically at twelve o clock in the night and vector flow churns it and gives the output back latest by five or six in the morning. So before the supply chain managers, you know, start their day, the data churning is done and the decisions are taken, and now they only have to take manual overrides if and when they need to take, runs runs very, very well, has handled a variety of things I mean some of our clients. For example, we worked with the supply chains which are having 100,000 SKUs are being managed and the number of locations is is as high as, you know, maybe across the country if you see maybe 40 50, so I’m taking I’m talking of 100,000 SKUs at 40 locations so you know which is like 4 million data points, being being churned every day.
Puneet Kulraj : Thats a lot
Puneet Kulraj : And for these 4 million data points actually it becomes you know 8 billion because I’m looking at stock and consumption both. So 8 million data points being churned every day and the output placed back happens very smoothly in fact people, people don’t even realize what is happening in the backend, it is so smooth. In terms of results. We have seen generically I’ll say, whenever we go into a company, we usually see an increase in availability from whatever the level the company is operating at we’ve seen levels of 20% 30% 40 50 60% 60 65% is the max that we’ve seen we go to high, high 90s and when I say high 90s I’m talking about 97 98% availability on a daily level.
Puneet Kulraj : We have some clients who are operating at 99% availability on a daily basis across the locations.
Shubham Agarwal : Your life is in danger now.
Puneet Kulraj : Unthinkable by other means yeah i have some friends and colleagues from the industry who talk of SLAs of 95% and for me 95% is just not good enough you know. If we talk of 97 98% see when we are saying 97 98% availability imagine what it does to the sales people.
Puneet Kulraj : Yeah i mean
Puneet Kulraj : They are always sure of having material to sell which means they will spend all their time in the market for selling. The sad thing is that the sales people spend a bulk of their time in chasing material which is actually logistics job and not sales people job. So coming back 97 98%+ availability and an inventory reduction of between 20 25% so we are talking of a much higher availability at a lower inventory in terms of number of days so we release the working capital, we increase the availability, we increase sales, i dont know what more a client could ask for.
Shubham Agarwal : And i am sure the listeners would agree there is nothing more that anything could ask for so well thankyou Puneet i think we will end the session here because i think you have given a solution and i am sure a lot of people are satisfied or they want to otherwise kill you probably i dont know.
Puneet Kulraj : I am not sure about satisfied i hope they are intrigued enough to write back and ask.
Shubham Agarwal : Correct so if any of our listeners want to write back asking more about the solution and how can we implement it the links are in the details and if anyone wants to place a Supari on Puneet because he is talking something out of this world then you can write to me personally as well. Well anyway thankyou so much for listening and thankyou Puneet for this wonderful session and i am sure it gonna help a lot of people in supply chain.
Puneet Kulraj : Thanks Shubham thanks you always provoke me to talk more and overshoot the time that you have budgeted. But on a parting note all i will say is this that some of the things that i have mentioned if they sound too good to be true please visit us on vector consulting we have case studies we have videos and dont take our word for it those videos are by the clients. So we have the CEOs of the client companies people like Tata Motors, Radhika Piramal from V.I.P, Fleet Guard, Bajaj Electricals in their words they give their data to tell you what has happened in their company. So dont take my word for it take the word of those people.
Shubham Agarwal : Oh great that’s even wonderful thats even better great. Alright thanks a lot Puneet thankyou for your time.
Puneet Kulraj : Thanks bye take care.
Shubham Agarwal : Thank you bye
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