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Good day, everyone! Let me introduce myself. My name is Fatin Syifa binti Zulkiffli. A 23-year-old student from Bachelor of Business Administration (Logistics and Transportation) with Honors from Universiti Utara Malaysia. Currently, I am doing my practicum (intership) at PKT Logistics Group Sdn Bhd, located in the Northen region, which is in Batu Kawan.

I hope that my internship journey will be good and I can manage to discover more about the logistics field in the transport department specifically.

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Name: PKT Logistics Group Sdn Bhd.

Company Supervisors: Dr. N. Kannadasan/Mr. Steven

Address: The 12 Waves, No. 1 Logistics Boulevard, One Auto Hub, Batu Kawan Industrial Park, 14110, Bandar Cassia, Penang, Malaysia.

About the Company: PKT Logistics Group Sdn Bhd was founded in 1974 by Datuk Tio Sook Keo as Port Klang Trading. It has since evolved under the leadership of Datuk Michael Tio, who took over in 1996. PKT Business Focus is a total logistics service provider offering a range of services including automotive logistics, FMCG, F&B, cold supply chain, and port logistics.

Corporate Mission: PKT is a socially responsible company providing logistics services by utilizing local human resources, building environmentally friendly warehouses, and engaging openly with the communities to inspire other businesses to provide a positive impact to people and communities through their activities.

Corporate Vision: PKT’s grand vision of an RM 3 billion revenue target within the next 10 years.

Corporate Tagline: We serve with passion

Company Work Philosophy: 5H—Health, Happy, Honesty, Hardwork, Humble

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Mon-Fri: 8.30 a.m.-5.30 p.m.

Sat: 8.30 a.m.–1.00 p.m.

Lunch: 1.00 p.m.-2.00 p.m.

Rest day: Sunday

Holiday: All Gazette Public Holidays for Penang.

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White: For general information.

Yellow: Activities or task performed during working days.

Red: Any general event or holiday.

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Today I started my internship journey as a transport department trainee at PKT Logistics (OAH) located in Batu Kawan. Throughout my journey, I will be guided by the transport team. Currently, my goal is to understand in detail the process to prepare Family Mart report in order to submit at the HQ.

Induction session conducted by HR department.

Meeting with Dr. Jason Cheah, Chief Operating Officer (COO) of PKT Logistics Group, each Head of Department (HOD) for every elite trainee, and all elite trainees to highlight thoughts and expectations from this internship journey.

Discover the partial delivery report and failed delivery report.

Identify the reasons behind each investigation in the partial receive report.

Key in work ticket from driver for the KPI report for RTE, FM outbound truck report, vending machine and frozen and RTE report.

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Public Holiday-Nuzul Quran

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Read and understand the Key Performance Indicators (KPIs) for transport departments OAH and KLH.

Recap the input from the previous JBSB program.

1. PG1-Ambient

2. PG2-Chiller

3. PG3-RTE

4. PG6-Frozen

Total routes

1. FRZ & RTE: 9 Routes:- 6 routes AM, 3 routes PM (2shifts)

2. AMB: 5 routes (3 vendors, 2 PKT)

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Since most staff are busy here with their own work. So, I just learned some new things with no hands-on experience. Basically, at the morning session, I learned about the petty cash toll claim.

The report outlines the process for managing petty cash toll claims, including the claim cycle, documentation, and cut-off dates for submission.

If the 23rd of the month falls on a Wednesday, the last cut-off for submission will be the following Sunday.

If the 23rd falls before Wednesday, the cut-off date for submission will be the Sunday of that same week.

Moving to the evening session

I prepared an appointment letter to Ambalatha to serve as a transportation service provider or vendor for Dexcom, our new customers.

We just agreed to the terms and contracts together with the quotation received from AMBALATHA AMAN ENT SDN BHD.

Above is the quotation letter for lorry transportation services for my references to make an appointment letter.

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Planned driver's roster for Family Mart, especially during Hari Raya (31st Mac and 1st Apr).

Discussion with Mr. Jeeva regarding the rosters.

Revise the new planned ETA since there is a low percentage of delivery on time, which is only 32% from 9 Mac to 15 Mac.

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Prepared an analysis report for Family Mart using Microsoft Power BI.

Prepared and submitted the planned ETA for FM frozen and RTE.

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Update the latest data received from 16 March to 24 March in the dashboard report.

Analyze the report and plan for a new ETA for 25 March upward.

Discussed and presented my dashboard report to Mr. Steven to further understand the flow of the analysis.

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Based on yesterday's discussion with Mr. Steven. I have made an amendment to add the sequence of stores for each route.

Then, the store name will display based on stop number.

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I checked the work ticket tally against the Delivery Order (DO) numbers for both VAT and Jabil shipments.

This step is important to ensure that each delivery is properly recorded and matched with the correct trip.

The DO number serves as a crucial reference and proof of the driver’s completed trip for both internal records and billing purposes.

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Public Holiday-Hari Raya AidilFitri

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Deal with Miss Mariana from HQ to confirm the reasons for the inaccurate number of stores allocated within the everyday summary.

Make a correction to some store names as there are some that do not tally with the Family Mart HQ.

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Unpaid leave

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Learned about Estimate Totality Report (ERT) for Family Mart.

Create a new sheet and a route & truck sheet.

Transfer raw data into important information needed in a new sheet.

Calculate and assign each store by routes and trucks.

Ensure that the minimum weight must be 2.7 tons and 7 stops per route.

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Study on FM KPI analysis for March 2025.

The analysis shows the daily RTE & FRZ status which are early, on time, and late delivery.

Percentage hit for daily delivery based on EPOD.

Track the reasons why the number of stores (early, on time, late) is not the same as the FM KPI analysis.

Besides, I also planned a driver's roster for 5 April 2025.

I have to confirm back with Mr. Jeeva on the driver's roster if it needs to be revised or not.

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In the morning session, while upgrading the report dashboard, I also update the latest on the time delivery summary from 2nd April to 5th April.

The percentage seems to have dropped from 47% to 12% since there is a huge delay from DC 2 (Frozen HQ).

As a transport team, we are very frustrated since we also need to take care of our drivers.

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In the morning session, I track the current pattern of ETA.

I reviewed and checked either ETA need to be revise or not.

Record the shunting arrival to DC6, departure, and arrival time for each routes.

Update it on the report to see the trend during the holiday festive season, since there's a huge number of stores that considered late delivery.

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Prepared draft for new route planning for ambient from 5 routes to 6 routes.

Discuss the planned draft and make amendments on what needs to be revised.

Insert the average weight for each store using February records.

From the average weight, we can revise the new plan so that the route will not be too overloaded.

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Submit the plan draft with average weight; however, some routes are overloaded. Then, we need to revise some storres to make it balanced.

Updated the latest average weight received in March and tracked whether the routes can proceed to be reviewed by drivers.

Get confirmation from Mr. Hakeem, who is in charge of Family Mart, whether the proposed store can proceed to change their store groupings or not.

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I discussed with both PKT and outsourced ambient drivers to get feedback on the newly proposed route planning.

Together, we reviewed important aspects such as store allocation, stop sequences, and the planned ETA to ensure practicality and smooth execution.

Based on the discussion, I made necessary amendments and improvements to the plan.

After finalizing the changes, I prepared a complete draft of the updated route planning for submission and internal review.

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Update the data received from 6th April to 12th April in the dashboard report.

Identify and classify the route for the new opening store.

Site visit the Wave 4 for new upcoming projects with Dexcom.

As a transport team, we outsource trucks from Ambalatha to transport their goods.

Effective next week, we can start providing the 40-foot trucks in the following weeks as requested.

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I have updated the new store, FamilyMart Air Itam, into Route 2 (1APG02) for ambient deliveries.

However, this is just a draft update, and the store will only be added once we receive confirmation on the opening date from FamilyMart HQ.

If needed, I will adjust the ETA or route sequence after observing the first few trial runs.

This decision is based on the store’s proximity to other stops within Route 2 and to ensure that the route maintains a balanced number of drop points.

Plan for some improvement on how to monitor driver performances.

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Get raw data from Miss Marianna from DC1 to identify the driver's pattern when making a delivery.

Prepare an OTD report to investigate, based on the analysis report, why on a certain date, the percentage of on-time deliveries dropped.

Update day-by-day timing for DC6.

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Received Mac 2025 OTD data from EPOD.

Continue investigating why there are late or early deliveries on certain days.

Perhaps because of late shunting and drivers not following plan sequences (NFPS).

Identify which driver is the most not following the plan sequences.

Site visit Wave 4, Dexcom warehouse for the upcoming operations,

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Update March 2025 OTD data into report analysis.

Classify on which date there is an overload to consider on late deliveries.

Site visit wave 4, Dexcom for the first shipment, and trucking operations.

For this week, we are still not covered on the transportation, as they requested to use a 40-footer instead of a 50-footer.

By the next week on Monday, we are ready to serve Dexcom by using our vendor truck, which is from Ambalatha.

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At the evening session, I learned about the FM-Store Daily EPOD Case with Mrs. Amirah.

For now, Mrs. Amirah, do cover both transport and warehouse EPOD cases.

Firstly, we can filter the EPOD case list by either transport department or warehouse department responsibilities.

Only then we can see list of cases

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Update 13th to 19th April OTD data into report analysis.

Continue the investigation to know the reasons why we still cannot achieve 80% above hit.

We need to do something that is beyond our control.

For example, reasons such as the driver not following plan sequences (NFPS), late departure from the warehouse, and route issues.

Reported two vehicle issues during the day:

1) BPX 6622 – Detected a problem with the tire bearing, which needs to be inspected and repaired to prevent further damage.

2) BPU 2277 – Found the tire was flat, and immediate attention was required to avoid delivery delays.

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I reported to Dr. Kanna, General Manager of Northern Operations, regarding the on-time delivery (OTD) issue for FamilyMart.

I presented a detailed investigation report and analysis to identify the root causes affecting KPI performance.

The analysis included a breakdown of early, late, and on-time cases, comparison of ETA versus actual delivery time, common driver issues, and feedback from the e-POD system.

From this, I proposed solutions such as ETA range adjustment, better driver briefing, and revised route planning to improve overall delivery performance.

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Do some analysis to see the difference or gaps in minutes between when the driver completes delivery and when the store completes receiving.

Since they took store complete receiving as an indicator to align with the plan ETA.

So it impacted the on-time delivery KPI; either it was a fault under driver ePOD or something else.

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I created a dashboard in Power BI to monitor each driver's performance in detail.

The idea is to allow the transport team to easily track each driver’s delivery performance, including their on-time percentage, early and late cases, total trips made, and any remarks or issues reported.

In the dashboard, there is a dropdown list of driver names. When I select or click on a specific driver’s name, it will automatically navigate to a detailed page showing that driver’s individual performance breakdown.

This makes it easier for us to investigate driver trends and give feedback when needed.

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I prepared a detailed truck evaluation checklist for both ambient and cold trucks used in FamilyMart deliveries.

This checklist was created to ensure all trucks meet audit standards and operate in good condition, especially for hygiene and temperature control.

Also, it helps the transport team inspect trucks regularly and stay prepared for any upcoming audits or quality checks.

Update 20th to 26th April OTD data into report analysis.

Keep up-to-date with the daily store e-POD cases that need to be settled.

The daily e-POD store cases from both transport and warehouse must be settled within 72 hours.

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I revised the route planning for Frozen and RTE deliveries for the month of May to ensure better efficiency and performance.

This included reorganizing store sequences and adjusting ETA to match driver patterns and reduce early or late delivery cases.

In addition, I looked into new initiatives to improve delivery record tracking, especially for cases that may be considered exceptions, such as delays due to store opening time, traffic, or weather conditions.

This is important to ensure that such cases do not negatively affect the KPI unfairly.

Also, I also observed a backlog issue from DC2, which led to overload on certain routes.

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Learned how to do billing for Dexcom project trucking services.

Ensure that all trips recorded by control are listed in the billing report.

Familiar with GPS tracking to track truck movement.

Recheck route planning for FRZ & RTE, time, and store sequences.

Assist one of PKT's elite members to develop a Power BI dashboard for Zus warehouse productivity.

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Public Holiday-Labor Day

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I drafted a daily tracking sheet to monitor on-time KPI, vendor-related issues, and any failed deliveries for FamilyMart.

This helps the team keep a consistent record of performance and quickly identify any repeated issues that need attention.

Additionally, I took the initiative to review new or uncommon cases found in the e-POD system.

By learning about these rare scenarios, I was able to better understand how to handle exceptions and improve data accuracy in future reporting.

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I revised the store grouping for Ambient deliveries and adjusted the planning back to only 5 main routes, as per the original structure.

A total of 24 stores were reassigned to different groups to better balance the load and meet the minimum requirement of 7 drop points per route, ensuring transport efficiency.

In addition, I drafted the daily on-time delivery report based on Delivery Order (DO) numbers, which helped in accurately tracing the delivery status.

I also went through the new e-POD cases with Mrs. Amirah, reviewing both transport side and warehouse side issues to validate and follow up on each case accordingly.

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I developed a new dashboard to track the status of each delivery based on Delivery Order (DO) numbers, as requested by the team.

The goal is to monitor on-time delivery performance on a daily basis and provide a clear view of each trip’s status.

Following a meeting with the management team, we were informed to revise the report format based on a standardized template that will be shared with us soon.

Additionally, the on-time delivery tracking will now be updated on a weekly basis, and we are required to include the reason for each late or early case, to better justify performance deviations.

I also took the initiative to revise the ETA timing for the new Ambient route planning, ensuring that the planned delivery windows are more accurate and achievable based on recent delivery trends.

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Identify which route contributes to the percentage not hitting the on-time delivery the most.

Based on analyses, we can see that on March Route 3 usually faces several issues, either from the route planning side, the driver side, or any other circumstances.

While for April it is Route 7, which is the second trip route.

March - Route 3 (AM)

- 1st week - Route 3 (78%)

- 2nd week - Route 3 (96%)

- 3rd week - Route 3 (96%)

- 4th week - Route 6 (84%)

April - Route 7 (PM)

- 1st week - Route 6 (100%)

- 2nd week - Route 7 (74%)

- 3rd week - Route 8 (43%)

- 4th week - Route 7 (53%)

Moving to the evening session, I and Mr. Steven attend the meeting to see how the raw data from the EPOD system is being processed to calculate the daily KPI on-time delivery.

From that, we can easily trace why the percentages are different from the ones that Mr. Hakeem sends weekly.

This is because the KPI EPOD data process considered if drivers did not perform EPOD, even if they just delivered the goods.

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Slot in Family Mart Pendang store in route 3 for ambient and route 6 for FRZ & RTE route planning.

Review route planning with driver to get confirmation on the new store sequences.

Adjust the timing ETA for both ambient and FRZ & RTE.

Transfer dashboard report to the company laptop.

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Complete the May FM KPI Analysis report for Penang region.

Update the investigation EPOD, ETA and those responsibility.

Update departure time for each route, remark important things that might effect ETA status either late or early.

Plan to create a new dashboard for May FM KPI Analysis for easy monitoring.

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Public Holiday-Wesak Day

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I participated in the AED & CPR training organized by the company as part of our emergency preparedness program.

In addition, I continued working on the e-POD investigation for the dates 9–12 May, reviewing each delivery status and identifying any late or exception cases.

I also took note of the new store opening, FamilyMart Pendang, which is scheduled to begin operations on 28th May 2025.

As part of this update, one of the drivers requested that Route APG06 be handled by two drivers, as the new store falls along the same route. This request will be reviewed for feasibility in upcoming route planning discussions.

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Continue finish the investigation EPOD for 13 May.

Recheck if there is any case left behind.

Joined weekly distribution meeting with Mr. Thashana, and all PIC from all DCs (Kuantan, HQ, Johor, Penang)

Complete the investigation since it seem like there still have blank.

The request from drivers has been approved by FM.

Mr. Steven announced the news and hope that drivers can follow their sequences and give their best in order to achieve on time delivery KPI.

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Update daily time driver depart and reach warehouse for frozen & RTE.

Finish and check the previous investigation, remark any issue required.

Design dashboard report for FM KPI Anaysis for all DCs.

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Update daily time driver depart and reach warehouse for frozen & RTE.

Continue finish investigation ETA and EPOD investigation for 14th and 15th May.

Prepared the weekly report.

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Update daily time driver depart and reach warehouse for frozen & RTE.

Continue finish investigation ETA and EPOD investigation for 16th-18th May.

Summarize the investigation ETA and identify why the on time percentage still cannot hit above 90%.

Discuss with Mr. Razi and Mrs. Marianna on the issue of the report, format etc.

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Update daily time driver depart and reach warehouse for frozen & RTE.

Continue finish investigation ETA and EPOD investigation for 19th May.

Develop a page of analysis dashboard to easy identify which route indicate more driver early, etc.

Attend weekly distribution meeting, each DC responsible to present summary on time percentage, and the reasons on ETA late and early.

Take note on the ETA investigation, add on some code such as shunting late, overload etc.

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I updated the daily departure and arrival times of drivers at the warehouse for both Frozen and Ready-to-Eat (RTE) deliveries.

This record helps in monitoring punctuality and supporting on-time KPI evaluation.

I also continued with the ETA and e-POD investigation for 20th May, checking for any irregularities in delivery timing and status updates.

In addition, I noted that the company conducts medical check-ups twice a year as part of its ongoing employee health and wellness program, ensuring all staff, including drivers, remain fit for duty.

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Ammend the previous ETA investigation since we just add new code; overload and shunting delay.

Identify the reasons on why 12th-17th May still got late to report to Dr. Kanna.

Joined meeting with intern student from business development department on how AI can optimize estimate totality report (ETR).

Provide them with some information, requirements related before soft launch the optimizer system.

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In early morning, I check if the latest raw data has been updated into the FM KPI Analaysis report. There still pending from 21th and 22th May data.

I assisted the staff in recycling activities by weighing and transporting discarded papers and cardboard boxes.

Our target is to collect 20kg of recyclable materials each month to exchange for new paper by ream.

This recycling practice has now become a monthly routine as part of the company’s green sustainability initiative.

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Public Holiday-Hari Raya AidilFitri

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Continue finish investigation ETA and EPOD investigation for 23th-25th May.

Draft KPI FM timing report for each stop station.

Learn on how to record diesel, truck repair and maintenance things.

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Summarize investigation before weekly distribution meeting.

Joined monthly performance meeting.

Key in timestamp from SRS into KPI FM timing report based on store start receiving.

Joined weekly distribution meeting to see on on time delivery percentage.

Remind all drivers in WhatsApp group to follow the plan ETA in order to meet 90% above for KPI.

Draft route planning for June.

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Continue investigate ETA and EPOD on 26th and 27th May.

Set a discussion with drivers to discuss ETA timing after 1st trip at 10:30 am.

Learn toll related things.

Login TNG by using driver's username and password.

Click on transaction history, view transaction and filter the date and choose the correct serial card number.

Print PDF file and download the transaction in Excel.

Select 6 column required and filter only the usage one.

Delete the vehicle class that are not related such as class 1 for RTE/FRZ drivers.

Copy it and paste at OAH toll report.

Then, only tally with driver's salary.

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Continue investigate ETA and EPOD for 26th and 28th May.

Discuss with drivers on the ETA timing. Add more buffer time for some stores.

Discuss with Ms Marianna on how to do a daily summary table that standardize for all region.

Need to update in Distribution Operations whatsApp group for yesterday on time status (daily summary table).

Assist to continue the toll related things work.

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Send the summary for yesterday KPI Penang RTE delivery on 29th May.

Achieve 100% for on time delivery.

Meeting with Dr. Kanna together with Mr. Steven on KPI performance.

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Public Holiday - Agong's Birthday

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Weekly distribution meeting postponed.

Update KPI data for May 2025.

Summarize KPI Penang RTE for 30th and 31st May.

Update KPI FM timing report (arrival time each store, SRS printed time) for 1st, 2nd of June.

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Meeting to report on KPI FM timing postponed.

Weekly distribution meeting to present KPI from 26th to 31st May.

Present and review on time performance.

Update KPI data for 3rd of June 2025.

Summarize KPI Penang RTE for 4th June.

Update KPI FM timing report (arrival time each store, SRS printed time) for 3rd, 4th of June.

Finalize the route planning plan for June 2025 (RTE).

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Daily distribution meeting to report on yesterday on time performance.

Present and review on time performance.

Submit the route planning (RTE) for June 2025.

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Daily distribution meeting to report on yesterday on time performance.

Present and review on time performance for 3rd June.

Discuss and meeting with drivers on their performance and their understanding on EPOD usage.

Ensure that they follow the plan ETA according to what has been set.

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MC

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Daily meeting on KPI

Review KPI FM timing report with Dr. Kanna and make some amendement.

Joined weekly distribution meeting.

Update timing from 6th-9th June.

Review each ETA status.

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Daily meeting on KPI

Review KPI FM timing report with Dr. Kanna and make some amendement.

Update timing from time to time, pending since some of drivers did not submit their ticket on the next day of delivery.

Discuss with some drivers on their performance.

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Daily meeting on KPI, review 7th and 8th June on time KPI data.

Review KPI FM timing report with Dr. Kanna and make some amendement.

Setle one epod case, other still pending since not yet received SRS from warehouse.

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Daily meeting on KPI, review 11th June on time KPI data.

Review KPI FM timing report with Dr. Kanna and make some amendement.

Add percentage column for each route.

Review epod case

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Daily meeting on KPI, review 12-13 June on time KPI data.

Review KPI FM timing report with Dr. Kanna and make some amendement.

Add percentage column for each route.

Setle daily epod case.

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Daily meeting on KPI, review last week % on time KPI data.

Review KPI FM timing report with Dr. Kanna.

Setle daily epod case.

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Daily meeting on KPI, review past 2 days percentage KPI on time.

Review KPI FM timing report with Dr. Kanna. Confirm the reason why some drivers are late or early.

Setle daily epod case.

Pending 2 shorted case, need to identify wether short from whs or need redelivery.

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Daily meeting on KPI, review past 2 days percentage KPI on time.

Review KPI FM timing report with Dr. Kanna. Report why there are 2 early and 1 late.

Add shunting arrival column at June FM KPI report to easy trace either the appointed date are cause of shunting delay or not.

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Daily meeting on KPI, review past 2 days percentage KPI on time.

Do some analysis on driver's performance.

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Daily meeting on KPI, review last week KPI from 16-19 June.

Daily meeting on KPI FM timing report.

Investigate 20-22 KPI performance.

Reach out drivers who did not hit on time KPI and identify the reasons.

Notice that wrong epod timestamp affected KPI.

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Daily meeting on KPI, review last week KPI from 16-22 June.

Investigate yesterday KPI performance (23rd June data).

Confirm with drivers on their delivery performance.

Complete pending epod cases.

Analyze ambient route/ ambient drivers that perform epod during delivery.

This is to ensure that those driver/ route is more logic to be chosen as model during pilot testing.

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Daily meeting on KPI, review last 2 days KPI (23rd

Investigate yesterday KPI performance (24 June data).

Review previous week and yesterday KPI.

Fire drill organized by ERT teams, collaboration with Jabatan BOMBA Batu Kawan.

Do analysis on RTE/FRZ HQ distribution, which OS route contribute to the more early.

Setle epod cases (ambient).

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Daily meeting on KPI, review last 2 days KPI

Investigate yesterday KPI performance.

Review previous week and yesterday KPI

Record routes that have some issue during delivery.

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Public Holiday- Awal Muharram

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Daily meeting on KPI, review last week on time KPI performance.

I also completed the e-POD and ETA investigation for the period 25–29 June, ensuring all late and early cases were validated and reasons were properly recorded.

In addition, I reviewed the full-month on-time KPI report and prepared a summary to highlight overall trends and store-specific performance.

Lastly, I calculated the total odometer readings for each route by referring to the work tickets, which supports fuel monitoring and trip validation.

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Daily meeting on KPI, review 25-28 June KPI.

Successfully maintain 90% on time KPI.

Finish investigation for 29-30 June.

Prepare a summary driver performance based on timing report and epod report.

Compare and analyses both table report.

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Daily meeting on KPI, review 29-30 June KPI.

Finish investigation for 1st July.

Finish daily epod cases.

Draft few summary to record driver's performance, KPI etc.

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Daily meeting on KPI, review 1st July KPI.

Investigate 2nd July KPI, manage to hit 100% on time delivery.

Finish daily e-POD case for pending warehouse DC7.

Draft few summary to record driver's performance, KPI etc, still in progress.

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Daily meeting on KPI, review 2nd July KPI.

Investigate 3rd July KPI on-time performance.

Finish balance epod case for transport.

Plan to slot in new store (Guar Chempedak), confirm with others on the sequences.

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Public Holiday-Penang Heritage

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Update timing report based on driver's work ticket from 4-7 July.

Review last week KPI performance on a daily KPI meeting from 1st until 6th July

Investigate previous KPI performance and epod usage.

Draft new route planning for ambient since there is some changes in group delivery.

Meeting with Madam Linda to discuss pending issue within our internship programme.

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Update timing report based on driver's work ticket.

Review 7 July KPI performance. Need to clarify the issue or reasons behind the late or early status.

Investigate previous KPI performance and epod usage.

Draft new route planning for ambient since there is some changes in group delivery.

Make amendment on new route planning for frz & rte in terms of ETA timing and sequence of new store to be slot in.

Discuss with drivers on ETA for public holiday/Sunday.

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Update timing report based on driver's work ticket.

Review 8 July KPI performance, managed to hit 100%.

Investigate 9 July KPI performance and epod usage.

Investigate either driver's phone timing match with epod system.

Detect time difference that might affect on time KPI.

Complete route planning July for ambient. Some store need to remain their store grouping. If not, it might affect the droppoint for each route.

Finish investigate daily epod case for 2 July under pending transport.

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Update timing report based on driver's work ticket.

Review 9 July KPI performance, managed to hit 94% due to time variance issue.

Investigate 10 July KPI performance and e-POD usage.

Submit the route planning July for ambient, frozen and RTE (Subject to approval).

Support warehouse to finish investigate daily e-POD case for April under pending warehouse.

Above picture shows the basket image together with the items reported in the FamilyMart daily e-POD case.

We need reviewed from CCTV to confirm on the case, either can be dispute or not.

From these case, we can dispute or choose incorrect reporting as the item were picked, proved by the system which was the warehouse CCTV.

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Update timing report based on driver's work ticket from 11-13 July.

Review 10 July KPI performance, managed to hit 100% for on time.

Investigate 11-13 July KPI performance and e-POD usage.

Meeting with Dr. Jason, the COO of PKT Logistics to brief on the expectation after the internship journey.

Learned about LEAN management, TIMWOOD waste etc in the meeting session.

Meeting with Mr. Tharshana, Supply Chain Director on daily e-POD case that having some issue.

Support warehouse to finish investigate daily e-POD case under pending warehouse.

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Update timing report based on driver's work ticket for 14 July.

Review 11-13 July KPI performance, managed to hit 100% on 11/7, 96% on 12/7, and 87% on 13/7.

Investigate 14 July KPI performance and e-POD usage.

Do medical checkup.

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I joined the Orientation Day session in the morning as a new staff member.

The session provided an overview of the company structure, core values, safety procedures, and workplace expectations.

It was a helpful introduction that allowed me to better understand the company culture and get to know fellow new joiners.

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Update timing report based on driver's work ticket for 15 and 16 July.

Review 14 and 15 July KPI performance, managed to hit 100% on time.

Investigate 16 July KPI performance and e-POD usage.

Checked on daily e-POD case to be complete either from warehouse or transport.

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Update timing report based on driver's work ticket for 16 and 16 July.

Review 16 July KPI performance, managed to hit 87% on time only due to truck breakdown issue.

Investigate 17 July KPI performance and e-POD usage.

Confirm on the truck breakdown issue.

Checked the approved route planning for frozen, RTE and ambient.

Prepare ETA time range for frozen & RTE route planning.

Complete daily e-POD cases under pending transport.

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Throughout the internship period, she has consistently demonstrated a high level of professionalism, dedication, and a strong willingness to learn. Assigned to the Trucking & Distribution Department, she quickly adapted to the fast-paced logistics environment and became a dependable team member. Her understanding of key operational areas such as delivery coordination, route planning, data analysis, showed noticeable growth over time.

She was proactive in supporting daily transportation activities, ensuring timely and accurate documentation, and liaising effectively with drivers, warehouse staff, and supervisors. Her attention to detail and ability to manage tasks with minimal supervision have been particularly commendable. Furthermore, her logbook entries reflected thoughtful self-reflection and a clear grasp of the practical applications of logistics concepts.

Overall, the intern has exceeded expectations in her role. Her positive attitude, technical competence, and strong communication skills have made a meaningful contribution to the department.

-STEVEN GOI-