PREFACE

A business practice that aims to improve the way a business sources its raw
materials, and delivers it to end users. For any product or service offered by
any business, there are usually a number of different business entities
involved in the various stages of the supply chain, including manufacturers,
wholesalers, distributors and retailers; the last is important for
modern businesses because it coordinates and synchronizes activities of
partner businesses, giving efficiency..
 ACKNOWLEDGEMENT

Innovation & Research is always a cloud in the air until it green the
earth and guidance is a lentil of strong building. Hence I take this
opportunity to express my profound sense of gratitude to & for providing me
the opportunity to work for such an interesting & knowledgeable project &
providing every possible help and guidance. I am immensely grateful to my
project guide Mr.S.N.SAMANT (WORKS MANAGER)for this
meticulous guidance, constructive criticism and valuable suggestions during
the entire duration of the project.

I would also like to thank to all those who could not find a separate
mention but have helped me directly/indirectly.
 DECLARATION

I KAMBLE APPA BABAN as a student of M.B.A – FIRST YEAR

DR.B.A.M.U.SUB-CAMPUS OSMANABD want to state that work
conducted on project was performed under the supervision of MR
S.N.SAMANT sincerely prepared the project and reported in the study are
genuine and authentic.
 COMPANY PROFILE

A quality control expert in Anand suggested the brand languages. Amul

products have been in use in millions of homes since 1946. Amul Butter,
Amul Milk Powder, Amul Ghee, Amul spray, Amul Cheese, Amul
Chocolates, Amul Shrikhand, Amul Ice cream, Nutramul, Amul Milk and
Amulya have made Amul a leadingname “Amul,” from the Sanskrit
“Amoolya,” Variants, all meaning "priceless", are found in several Indian
food brand in India. (Turnover: Rs. 25 billion in 2002). Today Amul is a
symbol of many things. Of high-quality products sold at reasonable prices,
of the genesis of a vast co-operative network, of the triumph of indigenous
technology, of the marketing savvy of a farmers' organization and have a
proven model for dairy development. Valsad dist union made all thease
products under brand name Amul.
 Vasudhara Dairy, India
Fresh Milk
Vasudhara Dairy benefits from reduced operating costs, more
consistent product quality, and flexible expansion capabilities
thanks to a process control solution with Simatic PCS 7.

Increasing production capacity

In 2005, Vasudhara Dairy planned to set up a new milk processing
plant with a capacity of 200,000 l per day at Boisar, Maharashtra, to
increase production capacity and to meet the growing market
demand. Initially, the Boisar Dairy plant was envisaged with manual
operation. After extensive considerations, Vasudhara Dairy decided to
go for plantwide automation to reduce operating cost, and to provide
consistent product quality. The complete scope of the automation
contract was awarded to GEA Process Engineering (India) Pvt. Ltd.,
Vadodara, Gujarat. After reviewing a number of automation solution
providers, GEA appointed Siemens to work on the Boisar contract,
largely because of the Totally Integrated Automation product portfolio.
The plant was commissioned in October 2006, and Vasudhara Dairy
was completely satisfied with the system performance and its
integrated functions.
Advanced process functions
The Simatic PCS 7 process control system provides advanced
engineering tools for dairies and cheese makers with the Advanced
Process Functions (APF) engineering tool and the Dairy Functional
Toolset tailored specifically to dairy operations. The main steps
controlled by the PCS 7 system are safe material transfer, reliable
tank management, traceable material movements, and consistent
product specifications. Online instrumentation and powerful pump
drives ensure that the correct quantity and quality of material are
provided at each process, be it cleaning and separating skimmed milk
and cream, setting the fat content, pasteurization, homogenization,
sterilization, or cooling.
A totally integrated architecture Dairy Functional Toolset, the proven
and tested industry-specific process management toolset Central
monitoring and calibration of all field devices via Profibus Seamless
integration of existing third-party devices All electrical HV and LV and
VFDs integrated with plantwide PCS 7 system Integrated power factor
control system to optimize electricity consumption Main control
system integrated to APC and MIS reporting systems and diagnostic
functions with central monitoring stations
Plant expansion project
Shortly after the successful completion of the initial automation project
at Boisar, Vasudhara Dairy decided to double the plant capacity to
400,000 l per day. As the company was satisfied with the results of
the first automation project, it decided to work again with the same
partners. So in 2009, Vasudhara awarded the expansion project again
to GEA and Siemens. As part of the expansion, Vasudhara Dairy also
decided to upgrade the existing system to incorporate the Dairy
Functional Toolset.Moreover, Siemens was also selected to provide
the plant automation solution for Motaponda Dairy Plant at Vapi,
Gujarat, another dairy in the same group. For this project the OEM
contractor was IDMC Ltd., an Indian company specializing in turnkey
projects for the dairy, brewing, and beverage industries.
Building on trust and performance
With these projects, Siemens has built an impressive track record in
the Indian dairy industry. The Dairy Functional Toolset is clearly a
differentiating factor for Siemens, and more projects for India’s dairy
industry are sure to follow. Vasudhara Dairy is satisfied with Siemens’
expertise and product portfolio, and has recently specified Siemens as
its preferred automation solution provider.
info: www.siemens.com/dairycontact: ruediger.selig@siemens.com

AMUL IN ABROAD

/
Besides India, Amul has entered overseas markets such as Mauritius, UAE, USA,
Bangladesh, Australia, China, Singapore, Hong Kong and a few South African countries. Its

bid to enter Japanese market in 1994 did not succeed, but now it has fresh
plans entering the Japanese markets [6]. Other potential markets being
considered include Sri Lanka.
 GCMMF

The Gujarat Cooperative Milk Marketing Federation Ltd, Anand (GCMMF)

is the largest food products marketing organization of India. It is the apex
organization of the Dairy Cooperatives of Gujarat. This State has been a
pioneer in organizing dairy cooperatives and our success has not only been
emulated in India but serves as a model for rest of the World. Over the last
five and a half decades, Dairy Cooperatives in Gujarat have created an
economic network that links more than 2.8 million village milk producers
with millions of consumers in India and abroad through a cooperative
system that includes 13,141 Village Dairy Cooperative Societies (VDCS) at
the village level, affiliated to 13 District Cooperative Milk Producers’
Unions at the District level and GCMMF at the State level. These
cooperatives collect on an average 7.5 million litres of milk per day from
their producer members, more than 70% of whom are small, marginal
farmers and landless labourers and include a sizeable population of tribal
folk and people belonging to the scheduled castes. The turnover of GCMMF
(AMUL) during 2008-09 was Rs. 67.11 billion. It markets the products,
produced by the district milk unions in 30 dairy plants, under the renowned
AMUL brand name. The combined processing capacity of these plants is
11.6 million litres per day, with four dairy plants having processing capacity
in excess of 1 million Litres per day. The farmers of Gujarat own the largest
state of the art dairy plant in Asia – Mother Dairy, Gandhinagar, Gujarat –
which can handle 2.5 million litres of milk per day and process 100 MTs of
milk powder daily. During the last year, 3.1 billion litres of milk was
collected by Member Unions of GCMMF. Huge capacities for milk drying,
product manufacture and cattle feed. Ever since the movement was launched
fifty-five years ago, Gujarat’s Dairy Cooperatives have brought about a
significant social and economic change to our rural people. The Dairy
Cooperatives have helped in ending the exploitation of farmers and
demonstrated that when our rural producers benefit, the community and
nation benefits as well.

BIRTH OF Vasudhara
The birth of Amul at Anand provided the impetus to the cooperative dairy
movement in the country. The vasudhara District Cooperative Milk
Producers’ Union Limited was registered on December 14, 1978 as a
response to exploitation of marginal milk producers by traders or agents of
existing dairies in the small town named navsari (in valsad District of
Gujarat). Milk Producers had to travel long distances to deliver milk to the
only dairy, the. Angered by the unfair and manipulative trade practices, the
farmers of Valsad District approached Sardar Vallabhbhai Patel (who later became
the first Deputy Prime Minister and Home Minister of free India) under the
leadership of the local farmer leader Tribhuvandas Patel. Sardar Patel advised the
farmers to form a Cooperative and supply milk directly to the Bombay Milk
Scheme instead of selling it to Polson (who did the same but gave low prices
to the producers). In 1978, the farmers of the area went on a milk strike
refusing to be further oppressed. Thus the Valsad District Cooperative was
established to collect and process milk in the District of Valsad and Navsari
in 1978. Milk collection was also decentralized, as most producers . were
marginal farmers who were in a position to deliver 1-2 litres of milk per day.
Village level cooperatives were established to organize the marginal milk
producers in each of these villages. The Cooperative was further developed
& managed by Dr. V Kurien along with Shri B.M.Vashi . in 1979, the
Gujarat Co-operative Milk Marketing Federation was established. The
Valsad District Co-operative Milk Producers’ Union Ltd. which had join the
brand name AMUL in 2005 decided to hand over the brand name to
GCMMF (AMUL). With the creation of GCMMF (AMUL), we[who?]
managed to eliminate competition between Gujarat’s cooperatives while
competing with the private sector as a combined stronger f?orce. GCMMF
(AMUL) has ensured remunerative returns to the farmers while providing
consumers with products under the brand name AMUL.
 BOARD OF DIRECTORS

1. Chairman – Mr . Mogabhai Desai

2. Vice-chairman- Mr Ajit mehata
3. Director – Mr . Rajiv choradia
4. Director- Mr. Rajubhai Mehata.
5. Director-Mr.Amit Patel
6. Managing Director- Mr B.M. Vashi
7. Project Manager – Mr Darshan Mehata
8. Works manager – Mr .S.N.SAMANT
 VASUDHARA PLANTS

1. First plant is at ALIPUR which engaged in the manufacturing of

milk, butter, ghee, milk powder, flavored milk and buttermilk.

2. Second plant is at BOISAR M-12, which engaged in manufacturing

ICE-CREAM nutramul, Amul Ganthia and Amul lite.

3. Third plant is at NAGPUR, which produces ICECREAM , MILK &

MILK PRODUCTS

4. Fourth plant is at BOISAR E-23, which engaged in producing MILK

AND CURD

Fresh Milk:
• Amul Taaza Toned Milk 3% fat
• Amul Gold Full Cream Milk 6% fat
• Amul Shakti Standardised Milk 3% fat
• Amul Smart Double Toned Milk 1.5% fat

Curd Products:

• Amul Masti Dahi (fresh curd)

• Amul Butter Milk
 RAW MATERIAL & PRODUCTION PROCESS

Introduction:

This section receives milk from tankers only and is located in the new dairy
premises. Here milk is tested and processed further automatically as per
requirements of the other departments. The milk is also received from other
states but only in tankers.

Process flow chart:

Raw chilled milk reception

↓
Sample
↓

Grading and analysis → Not O.K

↓
OK
↓

COB negative
↓

Empty tankers ← Raw milk released

↓
↓

CIP bay for cleaning Online filter

↓
Chiller
↓
Raw milk buffer tank
 ↓

Milk clarifier
↓

Raw milk silo

↓

Balance tank of the pasteurizer

↓

1st regeneration section of the pasteurizer

↓

← →
Separator Surplus cream
↓
↓

Skim milk Balance tank

↓ ↓

Online standardization Cream pasteurization

↓
Pasteurize
↓

Pasteurized standardized
↓

Pasteurized milk silo

 ↓

a. milk pouching
b. milk product manufacturing
c. ROAD TANKER
d RAIL TANKER
↓

Packaging machine
↓

Pouches
↓

Manual placing in crates-each 10 lits

↓

Storage in the cold store at

Temperature less than 5 degress cent.
↓

Dispatch in the trucks.

Parts of this section :

 a. Reception
b. Milk standardization and processing
c. Cream processing
d. Dispatch

For successful operation of these activities, a control room has been

provided. All the operations in the Dairy are Programmable Logic
Controller controlled. A set of logical programmes through a programmer
is prepared on the PC and stored in the memory of the CPU of the PLC.

This is possible due to the microprocessor technology. Whenever the

operator performs the operation these programmes are recalled and executes
accordingly the commands and signals for activating or deactivating the
solenoid valves and start and stop of the pumps are affected.
There is one PLC in the control room. All the parts of the PLC are
run on 24 V DC supply which is converted from 220 v AC supply by the
transformer in each unit of PLC. Incase of power breakdown the PLC
continues to get the power supply from the UPS system.

The control room has also information system for updation of production
data of milk, cream, raw milk intake, centerwise milk reception and dispatch
record, inventories, CIP programming and its timing, trend charts,
consumption of steam, electricity, water and compressed air, etc.
 Raw milk is received only in tankers at the 3 bays of reception dock of
Amul-3 process section. Each reception line has:
1] Centrifugal pumps of 30,000 LPH
2] Deaerator to remove air from the milk
3] Autosampler to take the uniform sample
4] Pasilac Continous Mass Meter to measure the milk unloaded in

Kilograms. It has 5 modules such as

* Vortex generator for uniform flow.

* Density transmitter that has Americium (Y-RAYS).
* Flow transmitter
* Non-return valve
* Display unit
* Duplex filters one for each line
* PHE for each filter
* Raw milk silos
All the incoming milk is tested by the lab in the control room for %
fat, % snf, % acidity as lactic acid, temperature, MBRT and organoleptic
evaluation. If the temperature of the milk is less than 10 deg. Centi. And its
acidity is less than 0.136% L.A., and the fat and SNF percent matches with
the delivery challan sent by the center then only the milk is unloaded.
Recently, Amul has been receiving milk from the outside states in order to
fully utilize its capacity of the powder plants. The milk comes from
Rajasthan (Udaipur, Bhilwada, Bhanswada, Raniwara) and Madhya Pradesh
(Ujjain). Milk is received from the following centres in tankers:- 1] Khatraj
2] Balasinor
3] Khambhat
4] Kapadvanj
5] Anand

List of equipments :

Type Make Capacity Description

1] Raw milk buffer L& 50000 lit Nos.-2

Tank T,GEA
2] Cream buffer L& 15000 lit Nos.-2
Tank T,GEA
3] Balance tank for L& 350 lits Nos.-3
Pasteurizer T,GEA
4] Cream pasteurizer L& 20000 lits No. Of plates-222
(PHE) T,GEA Nos.-3
5] Milk Pasteurizer L& 30000 LPH No. Of plates-412
(PHE) T,GEA Nos.-2
ALFA
LAVAL
6] Cream separator L& 20000LPH No. Of discs- 265
(Automatic self T,GEA No.-2
Desludging)
7] Milk clarifier L& 20000LPH No. Of discs-156
(Automatic self T,GEA Nos.-3
Desludging)
8] Raw milk silos L& 1 LAKH Nos.-2
T,GEA LITS Insulation2 cms thick
thermocol
9] Pasteurized milk ALFA 1 LAKH Nos.-2
Silos LAVAL LITS Insulation is 2 cms
thick thermocol
10] Silo Agitator Each silo has 2
horizontal inclined
angled aditators
11] Raw milk chiller L& 30000LPH Nos.-2
T,GEA
12] CIP tanks *Water Nos. – Each 1 tank and
tank-8000 their corresponding
lits pumps
*Acid tank-
10000lits
*Lye tank-
10000lits
13] CIP tanks for Tanker  Nos.- Each 1 tank and
cleaning their corresponding
Water pumps
 lye
tank-
8000 lits

MARKET SEGMENTATION
Manufactured Products at Vasudhara dairy are saled under brand AMUL

importance in the context of intense competition market is bombarded with.

A market consists of buyers, and buyers differ in one or more ways. They
may differ in their wants, resources, locations, products requirements. These
variables have to be considered in the process of segmentation.

There are different levels of market segmentation. They are mass marketing,
segment marketing, niche marketing and micro marketing. Markets can be
segmented on the geographical basis, demographical basis, psychological
basis, behavioral basis and loyalty status.

AMUL segments its market on the following basis:

1. GEOGRAPHICAL BASIS:

This segmentation is done on the basis of the lifestyle of people in different

regions and their tastes and consumption patterns which are distinct
according to their geographical situation. AMUL has segmented India
geographically into 5 zones.
2. DEMOGRAPHICAL BASIS:

They have segmented its market on the basis of the socio-economic status of
the customers. i.e. on the basis of their purchasing power and income level
as follows:
GROUP’A’:
Consumers falling in this group are from higher social and economic class.
GROUP’B’:
Consumers falling in this group are from middle socio-economic class.
GROUP’C’:
Consumers falling in this group are from the lower middle class.

MARKET TARGETING
After segmenting the market, company evaluate the various segments and
decides how many and which ones to target.
Generally the market is targeted in three ways:-

UNDIFFERENTIATED MARKETING

DIFFERENTIATED MARKETING

CONCENTRATED MARKETING
AMUL uses undifferentiated marketing strategy for targeting its customers
as far as its milk and milk product line is concerned. While the company
implements differentiated marketing strategy for targeting its customers for
the other product lines that are ice creams and chocolates, wet products and
dry products. Differentiated marketing means market coverage strategy in
which a firm decides to target several market segments and designs separate
offers for each. AMUL targets its customers according to the segments like
geographic and demographic.

PACKAGING
Packing includes the activities of designing and producing the container for
the product. Packaging has become the potent marketing tool. Well designed
packages can create convenience and promotional value. Various factors
contribute to packaging growing use as a marketing tool:
• SELF SERVICE
• CONSUMER AFFLUENCE
• COMPANY AND BRAND IMAGE
• INNOVATION OPPORTUNITY
Packaging of the products of AMUL varies according to the nature of
the product. As most of the products are perishable in nature special
care is taken in packing them. MILK AND MILK PRODUCTS are
packed in plastic bags or

LABELING
Labeling printed information that appears on or with the package, is also a
part of packaging. Labels may range from simples tags attached to products
to complex graphics that are part of the package. Label identifies describes
and promotes the product through attractive graphics. The label might carry
only the brand name or great deal of information or pictures. Even if the
seller prefers a simple label the law may require additional information.
The labels of the products of AMUL are attractively designed. It contains all
the information as per statutory requirements. Information like name of
product, brand name, logo, date of packing & manufacturing, expiry date,
price, code number, ingredients, storage and usage instructions, weight,
manufacturer’s and marketer’s name, logo showing “ PURE VEG ” etc
appears on the label of the products.

BRANDING

A brand is a name, term, sign, symbol or design or a combination of

these used to identify a product or company. A trademark is a legally
recognized brand. Branding has become so strong that today hardly anything
goes unbranded. Today customers view a brand as an important part of the
product and branding adds value to a product.

Brand names help customers identify products that might benefit them and
also tells the buyer something about the product quality. To the sellers brand
name and trademark provides legal protection for unique product features
that otherwise might be copied by the competitors and it also helps them to
segment markets. A brand name is selected keeping in view the product and
its benefits, the target market and proposed marketing strategies.
Decisions about branding are taken at the Head Office at Anand. AMUL
means “priceless” in Sanskrit. The brand name “AMUL” from the Sanskrit
“Amoolya” was suggested by a quality control expert in Anand. Variants, all
meaning “priceless”, are found in several languages of India. AMUL
manufactures and markets its products under two brand names AMUL and
SAGAR Information Technology (IT) has played a significant role in
developing the Amul brand. The installation of 3000 Automatic Milk
Collection System Units (AMCUS) at Village Societies to capture member
information, milk fat content, the volume collected and amount payable to
each member has proved invaluable in ensuring fairness and transparency
throughout the whole Amul organization.

BRAND EQUITY

Brand equity refers to the value of a brand, based on the extent to which it

has brand loyalty, brand name awareness, perceived quality, strong brand

associations, and the other assets such as patents, trademarks and channel

relationship.

It is evaluated on the basis of brand assets which are:

1. BRAND AWARENESS: Awareness ultimately enhances brand equity.

AMUL enjoys very high brand awareness among its customers. According
to the survey done by the company, brand awareness is as high as almost
90%.
2. BRAND LOYALTY: Brand loyalty means the ability to retain the
existing customers. AMUL is blessed with high brand loyalty among its
customers. As it is one of the biggest market players it has proportionately
larger group of loyal customer, who are in turn a medium of marketing/
advertising.

3. BRAND ASSOCIATIONS: Consumers associate the brand with

certain tangible and intangible attributes. Most of these associations are
derived from brand identity and brand image. Customers associate AMUL’s
brand with high quality standards and reasonable price.

4. BRAND IMAGE: Brand image is the meaning consumers give to a

product based on the perceived values it delivers. AMUL has created brand
image by offering excellent quality products at reasonable price. Perfect
distribution channel; continuous & effective advertising; use of different
promotional tools; wide loyal market share, has contributed to create an
excellent image in its trade operations.
 MANAGING THE SUPPLY CHAIN
Amul distribution channel

MANUFACTURED UNIT

PACKING AND LABELLING

DISTRIBUTOR

DEALERS

RETAILERS

CUSTOMERS

Even though the cooperative was formed to bring together farmers, it was
recognized that professional managers and technocrats would be required to
manage the network effectively and make it commercially viable.
 Coordination
Given the large number of organizations and entities in the supply chain and
decentralized responsibility for various activities, effective coordination is
critical for efficiency and cost control. GCMMF and the unions play a major
role in this process and jointly achieve the desired degree of control.

Buy-in from the unions is assured as the plans are approved by GCMMF's
board. The board is drawn from the heads of all the unions, and the boards of
the unions comprise of farmers elected through village societies, thereby
creating a situation of interlocking control.

The federation handles the distribution of end products and coordination

with retailers and the dealers. The unions coordinate the supply side
activities.

These include monitoring milk collection contractors, the supply of animal

feed and other supplies, provision of veterinary services, and educational
activities.

Managing third party service providers

From the beginning, it was recognized that the unions' core activity lay in
milk processing and the production of dairy products. Accordingly,
marketing efforts (including brand development) were assumed by
GCMMF. All other activities were entrusted to third parties. These include
logistics of milk collection, distribution of dairy products, sale of products
through dealers and retail stores, provision of animal feed, and veterinary
services.
It is worth noting that a number of these third parties are not in the organized
sector, and many are not professionally managed with little regard for
quality and service.

This is a particularly critical issue in the logistics and transport of a

perishable commodity where there are already weaknesses in the basic
infrastructure.

Establishing best practices

A key source of competitive advantage has been the enterprise's ability to
continuously implement best practices across all elements of the network:
the federation, the unions, the village societies and the distribution channel.

In developing these practices, the federation and the unions have adapted
successful models from around the world. It could be the implementation of
small group activities or quality circles at the federation. Or a TQM program
at the unions. Or housekeeping and good accounting practices at the village
society level.
More important, the network has been able to regularly roll out improvement
programs across to a large number of members and the implementation rate
is consistently high.

For example, every Friday, without fail, between 10.00 a.m. and 11.00 a.m.,
all employees of GCMMF meet at the closest office, be it a department or a
branch or a depot to discuss their various quality concerns.

Each meeting has its pre-set format in terms of Purpose, Agenda and Limit
(PAL) with a process check at the end to record how the meeting was
conducted. Similar processes are in place at the village societies, the unions
and even at the wholesaler and C&F agent levels as well.

Examples of benefits from recent initiatives include reduction in

transportation time from the depots to the wholesale dealers, improvement in
ROI of wholesale dealers, implementation of Zero Stock Out through
improved availability of products at depots and also the implementation of
Just-in-Time in finance to reduce the float.

Kaizens at the unions have helped improve the quality of milk in terms of
acidity and sour milk. (Undertaken by multi-disciplined teams, Kaizens are
highly focused projects, reliant on a structured approach based on data
gathering and analysis.) For example, Sabar Union's records show a
reduction from 2.0% to 0.5% in the amount of sour milk/curd received at the
union.

The most impressive aspect of this large-scale roll out is that improvement
processes are turning the village societies into individual improvement
centers.
SALES FORCE MANAGEMENT

The organization of sales department is as under:

ZONAL INCHARGE
↓
DEPOT INCHARGE
↓
EXECUTIVES
↓
F.S.R. (Field Sales Representative)
↓
PSM (Pilot Sales man)
 The total staff at AMUL is of nearly 750 people. The company conducts
intensive training programme for its employees. The company sends any of
its employees for training who will later train the other employees. It’s not
necessary that the person sent for training must be someone from the top or
middle management, he can be any employee. The company treats all its
employees equally. Various training programmes like TQM, Self
management Programmes, etc conducted so far. The turnover and
absenteeism ratio is almost negligible at AMUL which is the proof of the
well functioning of the Human Resource Management. All the agents and
sales force is giving a percentage of sales as commission.
 TOTAL QUALITY MANAGEMENT

In 1994 AMUL had embarked on the Total Quality Management and in

1999 received the Rajiv Gandhi National Quality Award for the year 1999,

India’s premier recognition for quality. Continuing to learn their employees

have consistently striven to maintain improved product and service quality at

each stage of the value chain.

More than 25000 Kaizens—small improvements in work areas-were made

by employees in different areas like cost cutting, time saving and process
improvement. To ensure minimum wastage and maximum productivity and
quality, house keeping initiatives have been zealously pursued at the
Federation offices, Warehouses and Distributor points.

Learning from employing Total Quality Management principles have been

cascaded to both the member dairies as well as distribution channel
members. Workshops on Statistical Quality Control have been conducted
across the member dairies to achieve total quality in the production process.

On of AMUL’s most remarkable achievements has been creation of more

than 225 Quality Circles across the length and breadth of the country. The
federation’s wholesale dealers meet every month in these quality circles and
discuss and resolve distribution problems and improve their distribution
process.
Amul continues its commitment on improving the competency of its
professional managers through its Competency Based Training Programmes
which builds both generic and functional skills through in-house, customized
training programmes.

Another unique feature of the TQM programmes at AMUL is the

HOSHIN KANRI. The word Hoshin is made up of two Chinese
characters “HO” and “SHIN” which means a methodology for
strategic direction setting. In Hoshin Kanri, at the strategic level
the company identifies certain strategic thrust areas and the
entire organization, i.e. all employees focus their attention and
energy to achieve the goals derived from these strategic thrust
areas. At the same time, however, more routine and
fundamental aspects of the business are also covered in Hoshin
Kanri in addition to the strategic goals.
Fresh Milk
Amul Tazza Milk Amul Gold Milk
This is the most hygienic milk
available in the market.
Pasteurised in state-of-the-art ↓
processing plants and pouch-
Min-6.0% fat
packed for convenience.
Min- 9.0%snf
Min-3.0% fat
Min- 8.5%snf

Amul Double Toned Amul Lite Slim and Trim

Milk Milk
Min-1.5% fat
Min-1.5% fat Min- 9.0%snf
Min- 9.0%snf

Amul Fresh Cream Amul Shakti Toned Milk

Min-25.0% fat Min-4.5% fat
Min- 9.0%snf Min- 8.5%snf

Amul Calci+
 CONCLUSION

This is the vision of the future which the company sees for itself:
‘‘VASUDHARA WITH AMUL will be an outstanding marketing
organization, with specialization in marketing of food and dairy products,
both fresh and long life with customer focus and information technology
integration.
The network would consist of over 10 offices, 750 stockists covering at least
every taluka head quarter town, servicing nearly 1 lakh outlets with a
turnover of Rs.2500 Crore, and serving several co-operatives.
AMUL shall also create a market for its products in the neighboring
countries