Rapport Timar

7/26/2019 Rapport Timar

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Bahlaouane Yousra Page 1

ACKNOWLEDGEMENT

I would like to express my deepest appreciation to all those who provided me

the possibility to complete this report. A special gratitude I give to our final

year project manager, Mr. Robert CAUCAL, whose contribution in stimulating

suggestions and encouragement helped me to coordinate my project especially

in writing this report.

Furthermore, I would also like to acknowledge with much appreciation thecrucial role of Forwarding Department TIMAR Afrique agents who invested

their full efforts in guiding me during my internship.

A special thanks to my parents for the encouragement, support and attention.


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TABLE OF CONTENTS

I- Presentation of TIMAR Afrique

1-

General information

2-

Key figures

3- History of the company

4-

The vision of the company

5-

Founding axes

6-

Strategy of TIMAR7-

The organizational structure and the internal organization

8- TIMARs solutions

9-

Subsidiaries

II- SWOT Analysis of TIMAR

III- How to optimize the Import/Export Process

1-

overview and analysis of the current process

2-

Remarks on the process3-

Overview of the mapping and the new process

4-

performance indicators

IV- Internship missions and conclusion


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I- Presentation of TIMAR


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1-General information:

Founded in 1981 in Casablanca, Morocco, TIMAR Group is specialized in

international transport, forwarding, and logistics.

Thanks to an extensive network of overseas agents, TIMAR is able to ensureshipments to and from Morocco on the three main modes of international

transport (Air, Road and Sea)

2-Key figures:

-

Listed on the Casablanca Stock Exchange since 2007

-

Share capital: 30,110,000 MAD

-

Turnover: 238 million MAD- Employees: 250- ISO certified since 2007 9001

3-History of the company:

1981- The company was founded by M. Jean Charles PUECH.

1987- Takeover of UTM, former agency forwarding to develop the segment ofthe transit and shipping.1991- Creation of a platform for quality control before export. This is to controlthe quality and conformity of the goods dedicated to the export.

1997- Air department launching after obtaining the approval IATA license

2000 - Obtaining TIMAR Customs authorization for export from its two bonded

warehouses outside port area.

2001- Absorption of MARSA Logistics Service Group Maghreb and UTM.

2002- Signature of first contracts for complete logistics of storing, quality

control, preparing orders and goods distribution to final customers.2003Acquisition of three areas of 8.000sqm.

2004- Inauguration of the first tranche of new storage facilities.

2005- Acquisition of land for extension of the storage and build a neaw

headquarter

2007- Obtaining the ISO 9001 version 2000.

2008- IPO TIMAR.

2010 - Obtaining ISO 9001 certification, version 2008.


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4- Vision of TIMAR:

TIMARs vision is to become the best supplier of transportation services andlogistics.

5- Founding axes:

Customer satisfaction

Listen to the customers and meet their requirements in compliance withlegal and regulatory obligations

Staff developmentListening, training the staff and put everything in place so that contributesto the continuous improvement of work

Partners and suppliers evolutionbased on a win-win partnership

Quality approach

To face the changing market and international situation in recent years,

satisfying the customers is the best argument against the crisis and the

fierce competition.

For this, TIMAR has implemented a quality management system

Environmental protection

The entire fleet of TIMAR wears the EURO 5 Standard to reduce CO2

emissions


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6- Strategy of TIMAR

A development strategy focused on the following axes:

The upgrade of the technical means:

TIMAR has invested massively in the past years in constructing additionalstorages in Casablanca, Marrakech, Tangier and Agadir, and a newheadquarters. The company also invests too much in the strengthening of

its fleet.

The recruitment of experienced human resources:

TIMAR has accomplished an important effort in the recruitment of qualified

and experienced staff to stimulate growth The strengthening of information systems:

TIMAR has installed new technology applications within its departments inorder to improve the operational management and the quality of the

information.

International deployment:

In order to ensure the sustainability of its network of foreign partners,TIMAR holds several shares in some French, Spanish, and Portuguesecompanies. This strategy has enabled to Timar to strengthen its

competitiveness its brand image in the sector.


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7-The organizational structure and the internal organization

The organization of TIMAR is a matrix organization, its an organization byactivity,each department has its own activities.


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TIMAR has five common departments:

Administrative and human resources department:

Its responsibility consists in recruiting and managing the human resources Commercial Department:

It finds customers for the other departments. The prices per m3 are

negotiated and decrease according to the importance of the customer.

Finance and accounting Department:

Audits the accounts of the company and is very much linked to the recoveryservice, but is separated.

Collection department:

Its mission is to remind the customers who have not paid because the

payments are often late.

IT Department:

The IT department is composed of two IT professionals who are responsible

of the computer network and solve the common problems of printers,blocked computers or even the internet problems, they have developed thesoftware that is used by the other departments of the company.

Independent Departments:

Transportation Department:

More than a half of TIMARs employees work in this department, theirjobis to organize exports and imports operations.

Forwarding department:

Its mission is to clear the goods through customs, guide the customers,

advise them, and help them to choose the most adequate customs regime,

and inform them about different rules and customs formalities.

Logistics Department:

Responsible for storing and delivering the goods.


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8-TIMARs solutions:

Road transport:

TIMAR is a member of MTO network, It has several agents through Europe,Afleet of 80 trailers and different agreements with other transportation

companies to guarantee good quality service between Europe and Morocco

TIMARs ATPH licence authorizes transport of hazardous shipment with a

good price and transit time.

The company operates at least one departure a week from each of its

European hub to Morocco.

TIMARs platforms in Europe:

Germany: Dsseldorf, Hamburg, Munich

England: London

Spain: Algeciras, Barcelona, Madrid, Valencia,

France: Paris, Lille, Lyon, Marseille, Niort, Strasbourg, Toulouse

Holland: Amsterdam

Italy: Milan, Prato, Verona

Portugal: Porto, Lisbon

Turkey: Istanbul, Izmir, Bursa and Adana

Outside Europe: Algiers, Tunis


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Maritime transport:

For heavy goods with low added value. TIMAR has a network of agents located

in all continents to guarantee the shipment of goods in containers as fullconsolidation from Asia, America, Europe to Morocco.

In Morocco, the goods in are unbundled in a private bonded warehouse

belonging to TIMAR, to give the customer a faster customs clearance, cargo

security and a better control in case of restriction of delivery.

Transit:

In 2010, TIMAR became the first company to obtain the category "A" by theMoroccan customs authorities for transportation and customs activities.

TIMAR performs nearly 6,000 customs clearance per year.

Air transport:

TIMAR benefits from its own bonded warehouse at the airport in CasablancaMohamed V. Thanks to its network of agents around the world(IATAinternational air tansport associationand FIATA International

federations of freight forwarders associations "members) TIMAR can meet

customersneeds for emergency supplies.

The customer can benefit from the truckload services, storage, combined Air /

Road transportation, documentation and customs clearance on arrival.

Logistics :

TIMAR has invested 60 million MAD to modernize its logistics.In total, TIMAR has from nearly 12 500 sq. m of warehouses in Casablanca,

Marrakech and Tangier, 5500sq. m are dedicated to logistics.


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Industrial projects:

As a part of the network PPG, TIMAR has a specialized and experienced team tohandle all the logistics of a large project from ex-factory supplier to the

implantation site.

TIMAR provides special transport, customs, unloading boats, handling andinstallation on site of heavy packages, management of damage, etc...

Fair and events:

With its wide range of services, TIMAR can manage 100% of the supply chain of

exposition cargo.

This service "door to booth" is performed in collaboration with its network ofinternational partners specialized in transportation, customs and handling

exhibitions, fairs, conventions and other shows or cultural event.

This service covers: international transport, port formalities / airport and

customs, national transport, handling, storage of empty containers on site andsupervision.

Relocation:

TIMAR is a member of "Easydem" network, specialized for many years in therelocation and the transfer of offices. It offers storage and furniture careservices.


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9-SUBSIDIARIES:

TIMAR international:

TIMAR International is created in April 2008. The company is located in Parisand TIMAR S.A owns almost 97% of its shares. This subsidiary with a capital of

EUR 600,000 is a trading support to correspondents (companies engaged in thesame activity as TIMAR but abroad) of TIMAR in Europe. In order to secure theflow of international transport activity in Europe. TIMAR decided to buy shares

from the main correspondents.

TIMAR International employs 4 persons, 3 of them are responsible for

prospecting the European market for shipments to Morocco. The obtainedcontracts are transmitted to the correspondents of TIMAR in Europe.

This team is also responsible for monitoring the shipments of TIMAR on thewhole of European territory.

TIMAR Tangier Mediterranean:

TIMAR Tangier Mediterranean is created in December 2010. It is located in thelogistics area of the port of Tangier Med and its 100% owned by TIMAR.


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II- internal analysis and external ofTIMAR


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The SWOT analysis

The SWOT analysis is a tool of strategic study that combines the study of thestrengths and the weaknesses of a company, an organization, a territory or a

sector, etc. with the opportunities and threats in its environment to define adevelopment strategy.

The purpose of this analysis is to take into consideration, in the strategy thatthe company will make, both the internal and external factors in maximizingthe potential of the strengths and opportunities and minimizing the effects of

the weaknesses and threats.This analysis helps to identify the strategic axes to develop. It can be used to

verify that the strategy provides a satisfactory answer to the situation that hasbeen described in the analysis.During my internship, I made some observations and I have some discussions

with the staff of different departments that help me to make the followinganalysis:


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Strengths Weaknesses

- A strong brand image

- Diversification of activities

- ISO 9001 certification

- Category A for customs andtransportation activities

- Strategic logistics platforms inCasablanca and Tangier

- Good communication with its

correspondents

- On time delivery

- Skilled and experienced employees

- Internal communication difficulties

- Lack of motivation

Opprtunities Threats

- The simplification of customsregulations

- Globalization, the creation of TangierMed , and the desire of theMoroccan Government to make ofMorocco an international hub

- Attractiveness of foreign investors bythe geographical proximity ofMorocco

- Improvements of infrastructures

- awareness of some nationalcompanies of the importance of theoutsourcing of some activities suchas transportation

- Illegal immigrants and drugs

- Fierce competition with low prices

- The international crisis

- Difficulty in obtaining visa forMoroccan drivers

- Currency risk if the customer pays ina foreign currency


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Concerning strengths, we notice that TIMAR has a strong brand image that

gives it a good positioning in the international transport market and logisticssolutions.

This positioning and this brand image are consolidated by the diversification of

activities, that help the company to benefit from synergy effect, and to provideseveral services to its customers.

Furthermore, The respect of deadlines ( 82.5% of the customers who havebeen interviewed have shower their satisfaction),the logistics platformslocation in strategic areas such as Casablanca and the free zone of Tangier and

the quality of services ( 92.5% of the customers are satisfied ) are factorsamong others who have helped to TIMAR to forge its brand image in the

market.

The category A that TIMAR obtained is one of the greatest strengths of

TIMAR because it gives the company numerous advantages such as a privilegedstatus in the customs administration.

Unlike its main competitors, that are mainly subsidiaries of multinationals,

TIMAR may freely choose the correspondents with whom it wants to work for

its activity of international transport of goods.

Concerning the weaknesses, it has been noticed that the low internalcommunication between the different services is one of the most problems of

TIMAR, it has also been reported by customers of TIMAR at a customersatisfaction survey. 22.03% of the customers have reported that they havenoticed this lack of coordination and communication between the different

departments of the company and have suggested improving the internalcommunication in order to meet their needs.

Corrective actions must be taken, such as encouraging team work, motivating

employees, and take into consideration their working conditions, involve themin making decisions and ask for their opinion. Most of employees said that theyare satisfied with the new disposition of their offices. Even more, they said that

its unacceptable to work in such conditions.


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We can conclude from the external analysis that TIMAR has several

opportunities the simplification of the customs regulations, example: the

declaration through computer.Nowadays, most of the national and international enterprises become aware of

the importance of the outsourcing of certain activities such as thetransportation and thus are increasingly opting for this strategy since they

realize that it is more profitable.

In Morocco, the road is still the most used mode of transport (75%), the roadinfrastructure has gradually improved over the last fifteen years, in theframework of the general interest, in order to improve the competitiveness of

the different sectors and to rationalize the distribution of goods.

In order to make a complete external analysis, it is also important to considerthe threats that the company must face, for example the problems of drugsand illegal immigration.

TIMAR is also facing a fierce competition, given that its competitors offer lower

prices on the market of transport. Therefore, TIMAR must think about adifferentiation strategy so that it can justify its prices.

Globalization has not only advantages, it also has disadvantages, for examplethe current situation of recession in the world and that makes the international

trade in a great difficulty.

After having analyzed this table, it is clear that there is equality between theopportunities and threats, which proves that the situation of TIMAR is stable.


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III- PRESENTATION OF THEISSUE:

How to optimize the Import/Exportprocess


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1. overview and analysis of the current process

Import:

Send the routing orderto the corresponding agent

Receipt of pre-alerts

Checking the conformity

Creating the folder on AOELUS

Make ETA Forecast and communicate it to the customer

Receipt of the notice of arrival of the company Receipt of the invoice from the company (control of compliance with the

price offer) Establishment of the invoice exchange + arrival notice

Exchange with the company Payment of the invoice by the customer

Issue the delivery order to the customer

Export:

Pick-up Order (request of the packing list + the commercial invoice)

Reservation of the container at the shipping company (depending on thetransit time and freight)

Positioning of the container (depending on the Incoterms)

File these documents in the shipping company: copy of receipt, original

DUM, the instructions of B/L

Send the pre-alerts to the corresponding agent Monitoring (with the shipping company + corresponding agent)

Customer Billing:

Give the customer the original documents against payment.

Billing to the agent:

Send the invoice directly to the corresponding and enter the invoiceon Aeolus by the collection department.


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2. Remarks on the process:

- We cannot talk about a process which respects the characteristics and therules existing in the theory. It is simply a process that is composed many steps,

some of them must be merged and some must be eliminated.

- The non-use of performance indicators which are essential in the process of

optimization.

- The non-use of the performance indicators makes the department in front ofa great problem in delivering a quality service, which respects the deadlinesfixed with the customer.

3. Overview of the mapping and the new process

What is a map? :

The mapping process provides a view of the functioning of an organization.It allows the company to view its processes, their interactions, and distinguish

the process of realization, the support process and the process of

management.

The mapping process:- Allows a better understanding of the operation by the employees ;

- Makes It the control easier;- Facilitates the integration of new employees;

- Highlights the purpose of the activities and the necessary involvement of all.

But a mapping hardly describes all interactions, under penalty of being

incomprehensible. The more common practice is to make a "sheet of process"to formalize the set of data that characterizes each process.


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Why establishing a mapping of process?

This is the first step in the implementation of a process management. Before

managing, it is important to know and it is important to understand. To do

this, it is crucial to establish a list of activities that influence the satisfaction ofcustomers but it is also necessary to define the links between them. Theprocesses are not slices of sausage which are juxtaposed simply without any

relationship. The activity of the company or agency is a flow.

4. performance indicatorsThe performance indicators also called the KPI (key performance indicators) are

measures that an organization uses to evaluate, analyze and monitor theproduction process. These performance measures are commonly used to

assess the success rate in relation to the strategic objectives.

In the case of Timar, the performance indicators have not been established yet,given the delay of the integration of the process at the level of the internal

application Aoelus. But we can give an example of some indicators such as:

-

The financial indicator: gross result and the turnover

-

The productivity indicator: number of folders treated by person for aspecified time period (one month)

-

The operational indicator: Date of delivering the following documents:

Notice of arrival

Pro-forma invoice

Delivery order


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The KPIs often vary from one organization to another. Below you will find a

summary of the most common production indicators. TIMAR plans to takethem in consideration by making a powerful software.

Number of units (good or bad)

The number of units (good or bad) refers in general to the number of products

that have been manufactured since the last setting of the machine. Companiescompare the results of production of different employees in order to stimulatea spirit of competition between the employees.

Scrap Rates

The minimization of scrap helps organizations to achieve the goals ofprofitability; it is therefore important to check if the amount of scrapproduced remains or not within the limits of tolerance.

Cadences

The machines and processes produce goods at varying rates, different speeds:In general slow speeds penalize the benefits while too fast cadences make the

quality control more difficult. It is important that the operating speeds remainhomogeneous.

Objective

This index helps to motivate the employees for the achievement of certain

performance objectives.


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IV-Presentation of my internship

missions and conclusion


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Missions:

During my internship, Ive been asked to do numerous taskssuch as:

- creating files on Aoelus- make declarations, customs clearance on Transitop application, and

billing on Aoelus.-

verify customs receipt and checks-

carry the bills and checks to the collection department.

CONCLUSION

My internship period in TIMAR has allowed me to highlight my know-be andknow-how

Thus this professional experience, has given me the opportunity to acquire apractical knowledge, and to take advantage of the team spirit and the workmethodology.

I have also had the ultimate conviction that an internship is not only limited tothe period spent in the company, but also, a vocational training that the traineemust absolutely take seriously, to take advantage of the opportunity and to

make sure to go toward the information, and to learn how to benefit and howto differentiate himself/herself from others.

During my probationary period, I have had the opportunity to know the

importance of communication and human relations.

I was able to confront the notions such as the free-trade agreements, the

international classifications of the goods, the customs regimes, but also toknow that there is a very close relationship between international trade,

logistics and transit.

I am very satisfied with my internship and I sincerely hope I have given on mypart, a good impression with the officials and the team.

Rapport Timar

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