Published on: October 2026
DISTRIBUTION OF PRODUCTS FROM FACTORIES TO WAREHOUSES
Aarush Acharaya Jaiv Trehan Pushkar Patil Rayhanali Dossa Satyam Sharma
Tejaswini Angre
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Abstract
Operations Research addresses this type of problem by representing the distribution network as a mathematical optimization model. In a transportation model, each source has an available supply, each destination has a required demand, and every possible source-destination combination has an associated unit transportation cost. The objective is normally to determine the shipment quantities that satisfy all requirements at minimum total cost.
It also requires an analytical treatment of the real-life context, problem formulation, objective function, constraints, assumptions, solution methodology, results, and critical analysis. The present report adopts the quantitative option and therefore concentrates on one research paper and a complete numerical application rather than a multi-paper literature review.
The selected application uses Amul/GCMMF as the real-world organizational context. Amul’s published distribution material shows an extensive national network, including the study’s chosen destinations such as Mumbai, Pune, Ahmedabad, Surat, Indore, Jaipur, Nashik and Nagpur. The source locations selected for the model are also consistent with Amul’s published dairy-plant information.
How to Cite this Paper
Acharaya, A., Trehan, J., Patil, P., Dossa, R. & Sharma, S. (2026). Distribution of Products from Factories to Warehouses. International Journal of Creative and Open Research in Engineering and Management, <i>02</i>(10), 1-9. https://doi.org/10.55041/ijcope.v2i10.185
Acharaya, Aarush, et al.. "Distribution of Products from Factories to Warehouses." International Journal of Creative and Open Research in Engineering and Management, vol. 02, no. 10, 2026, pp. 1-9. doi:https://doi.org/10.55041/ijcope.v2i10.185.
Acharaya, Aarush,Jaiv Trehan,Pushkar Patil,Rayhanali Dossa, and Satyam Sharma. "Distribution of Products from Factories to Warehouses." International Journal of Creative and Open Research in Engineering and Management 02, no. 10 (2026): 1-9. https://doi.org/https://doi.org/10.55041/ijcope.v2i10.185.
References
Research paper. Krishnan and Masrom (2022) apply linear programming to the polymer exports of MITCO Labuan Company Limited from four Petronas plants to four destinations. Capacity (405,000 tons) exceeds demand (375,000 tons), so a zero-cost dummy destination absorbs the 30,000-ton surplus. A North West Corner start (RM120,000 million) was cheaper than a VAM start (RM122,500 million) and was confirmed optimal at RM120,000 million; sensitivity analysis showed Plants 1–3 fully used and Plant 4 holding the slack. The paper reports no comparison with MLCL's actual pre-optimisation cost, so it demonstrates the method rather than a saving over existing practice.Amul/GCMMF project. The project models four sources (Anand, Mehsana, Surat, Gandhinagar) and nine destinations, with 1,600 cartons of supply and demand and 36 possible routes. Route cost is indicative distance multiplied by an assumed ₹0.80 per carton-kilometre. VAM produced a feasible plan costing ₹478,200, and three MODI iterations (₹475,000, ₹471,320, ₹470,520) reached the optimum of ₹470,520, at which every unoccupied route has a non-negative opportunity cost. The saving is ₹7,680 (1.61%). It is modest because VAM already gave a strong start, and it is measured against VAM, not against Amul's actual practice.
The scenarios add insight. A 10% freight increase lifts cost to ₹517,572 with the allocation unchanged, since uniform scaling preserves route ranking. Adding 50 cartons of Mumbai demand raises cost by ₹17,760, exactly 50 × the Anand→Mumbai rate of ₹355.20, so the extra demand was absorbed without disturbing the network. Shifting 50 cartons of supply from Anand to Gandhinagar raises cost by ₹2,640, showing that where capacity sits matters even when total supply is fixed.
Connecting the two studies. Both use a heuristic start followed by an optimality test. In the paper the start was already optimal; in the project it was 1.61% above the optimum. The test is therefore valuable either way: it improves a weak start and certifies a good one. The figures come from different data and are not comparable.
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