CHAPTER 1

INTRODUCTION
INTRODUCTION

Integrated Agri-supply chain management Supply chains are principally

concerned with the flow of products and information between supply
chain member organizations—procurement of materials, transformation
of materials into finished products, and distribution of those products to
end customers.
Today’s information-driven, integrated supply chains are enabling
organizations to reduce inventory and costs, add product value, extend
resources, accelerate time to market, and retain customers.

The real measure of supply chain success is how well activities

coordinate across the supply chain to create value for consumers, while
increasing the profitability of every link in the supply chain. In other
words, supply chain management is the integrated process of producing
value for the end user or ultimate consumer. The supply chains of
different agricultural commodities in India, however, are fraught with
challenges stemming from the inherent problems of the agriculture
sector. The agri supply chain system of the country is determined by
different sartorial issues like dominance of small/ marginal farmers,
fragmented supply chains, absence of scale economies, low level of
processing/value addition, inadequacy of marketing infrastructure etc.

Early processing-based supply chain management success included

improved relationships between warehousing and transportation within
companies as a result of reduced inventory and better response time to
customer requests for products and services. Supply chain management
then entered a logistics stage where other functional areas within
companies joined forces to incorporate manufacturing, procurement,
transportation, distribution, and marketing to effectively compete in the
marketplace. This stage was aided by the use of telecommunications,
electronic data interface, and other technological advances that made the
transfer of information more transparent across the functional areas
between companies.
 Food supply chain Networks

A processing-based and organised agri-supply chain functions as a part

of a very complex network. depicts a generic supply chain at the
organization level within the context of a complete supply-chain
network. Each firm is positioned in a network layer and belongs to at
least one supply chain, i.e. it usually has multiple (varying) suppliers and
customers at the same time and over time.

What is Supply Chain Management?

Supply chain management in not only a process served to generate a cost
reduction in the budget or a mission to create greater operational efficiencies
within an organization. While these are a part of the whole ecosystem, modern
supply change management encompasses the strategic alignment of end-to-end
business processes to realize market and economic value, as well as giving a
firm the competitive advantage over their business rivals.
In recent times, the dawn of the digital age has brought wholesale
transformation to the world of commerce. Only twenty years ago, these
processes were arduous, labor intensive, time consuming and disorganized. It
now may seem like ancient history, delivery times have gone from two weeks to
a month down to a turnaround of hours in some cases. Automated systems and
high-speed communication have paved the way for supply chain management
and its increased demand.

Why is Supply Chain Management So Important?

Today, more than ever before, supply chain management has become an
integral part of business and is essential to any company’s success and customer
satisfaction. Supply chain management has the power to boost customer service,
reduce operating costs and improve the financial standing of a company, but
how does this work
The concept of Supply Chain Management (SCM) is based on two core
ideas:
• The first is that practically every product that reaches an end user represents
the cumulative effort of multiple organizations. These organizations are referred
to collectively as the supply chain.
• The second idea is that while supply chains have existed for a long time, most
organizations have only paid attention to what was happening within their “four
walls.” Few businesses understood, much less managed, the entire chain of
activities that ultimately delivered products to the final customer. The result was
disjointed and often ineffective supply chains
The organizations that make up the supply chain are “linked” together
through physical flows and information flows.
Physical Flows-Physical flows involve the transformation, movement,
and storage of goods and materials. They are the most visible piece of the
supply chain. But just as important are information flows
Information Flows-Information flows allow the various supply chain
partners to coordinate their long-term plans, and to control the day-to-day flow
of goods and materials up and down the supply chain
Seven Principles of SCM:
More than ten years ago, a research study of 100+ manufacturers,
distributors, and retailers uncovered some widely used supply chain strategies
and initiatives. These ideas and practices were distilled down to seven principles
and presented in an article in Supply Chain Management Review, a magazine
widely read by SCM professionals.
Principle 1
Segment customers based on the service needs of distinct groups and
adapt the supply chain to serve these segments profitably.
Principle 2
Customize the logistics network to the service requirements and
profitability of customer segments.
Principle 3
Listen to market signals and align demand planning accordingly across
the supply chain, ensuring consistent forecasts and optimal resource allocation.
 Principle 4
Differentiate product closer to the customer and speed conversation
across the supply chain.
Principle 5
Manage sources of supply strategically to reduce the total cost of owning
materials and services.
Principle 6
Develop a supply chain-wide technology strategy that supports multiple
levels of decision making and gives clear view of the flow of products, services,
and information.
Principle 7
Adopt channel-spanning performance measures to gauge collective
success in reaching the end-user effectively and efficiently.
Though they are more than a decade old, these timeless principles
highlight the need for supply chain leaders to focus on the customer.
They also stress the importance of coordinating activities (demand
planning, sourcing, assembly, delivery, and information sharing) within
and across organizations.

ADVANTAGES OF SUPLLU CHAIN MANAGEMENT

1. Cost Efficiency

The first and foremost advantage of supply chain management is that it helps
the company in achieving cost efficiency because it can lower various costs like
transportation costs, warehousing, packaging costs, reduces wastage by timely
delivery of goods and so on which ultimately helps the company in achieving
cost efficiency which in turn increases the profitability of the company.
 2. Helpful in Identifying Problem Areas

In the absence of proper supply management company will find it hard to

find problem areas as every department will blame other departments for failure
but due to this management company can identify the problem areas in the
company due to which company’s profitability and reputation are taking a hit.
Hence, for example, suppose the production department is producing goods in
time but due to the lackluster attitude of dispatch departments goods are not
reaching on time to ultimate customers than supply chain management can
easily identify the problem area which is the dispatch department and hence can
take action against the concerned people.

3. Customer Delight

Since the primary task of this management is to make sure that goods reach
customer on time it results in customer delight because nowadays people do not
care about paying more money provided they get quality service from the
company and supply chain management does exactly that resulting in costumer
of the company getting satisfied and we all know that a satisfied customer will
bring not only his or her business but acts as a marketing spokesperson of the
company by bringing other customers to the company

DISADVANTAGES OF SUPPLY CHAIN MANAGEMENT

1. Lack of Coordination between Various Departments

The biggest disadvantage of supply chain management is that it can work

only if there is proper coordination between all the departments of the company
and if departments are at loggerheads than this system will be a failure. Hence
for example, if the marketing department does not inform the production
department about the possible order than the production department will not be
able to produce the desired order on time.

2. Complicated
Since it involves multiple departments sometimes it can be complicated and
may hamper the normal working of the company besides workers as well as
employees may feel insecure and demotivated because human beings by nature
resist new things and to them the concept of supply chain management may
appear very complicated resulting in them accepting this management half-
heartedly.
 3. Trained and Professional Staff

It requires professional and trained staff in order to properly execute supply

chain management and in order to hire professional staff company will need to
pay money which is an expensive proposition which is the reason why small
companies seldom go for supply chain management as expenses of
implementing this system outweighs its benefits.

 
As one can see from the above that supply chain management has advantages as
well as disadvantages and that is the reason why any company thinking of
adopting this management should carefully read above points and then decide
whether to implement supply chain management into the company or not.

Components of an Agri supply chain

Agribusiness, supply chain management (SCM) implies managing the

relationships between the businesses responsible for the efficient
production and supply of products from the farm level to the consumers
to meet consumers’ requirements reliably in terms of quantity, quality
and price. In practice, this often includes the management of both
horizontal and vertical alliances and the relationships and processes
between firms .

Agri-supply chains are economic systems which distribute benefits and

apportion risks among participants. Thus, supply chains enforce internal
mechanisms and develop chain wide incentives for assuring the timely
performance of production and delivery commitments. They are linked
and interconnected by virtue of shared information and reciprocal
scheduling, product quality assurances and transaction volume
commitments. Process linkages add value to agricultural products and
require individual participants to coordinate their activities as a
continuous improvement process. Costs incurred in one link in the chain
are determined in significant measure by actions taken or not taken at
other links in the chain. Extensive pre-planning and co-ordination are
required up and down the entire chain to affect key control processes
such as forecasting, purchase scheduling, production and processing
programming, sales promotion, and new market and product launches
etc. Following are the components of an organised agri- supply chain:

1. Procurement or sourcing
2. Logistic management
a. Transportation
b. Material management
c. On the premise of supplying mostly from production not stock
d. Warehousing
e. Logistics Network modelling
3. Organizational management
a. Contracting
b. Strategic alliances and partnerships
c. Vertical integration
i. Long term storage
ii. Packaging technology
iii. Cold chain management
iv. Energy efficient transport
v. Quality and safety
4. Application of Efficient Consumer Response (ECR) System
a. Electronic scanning of price and product at the point of sale b.
Streamline the entire distribution chain
 Marketing channels:

While studying the supply chain-management issues of the agriculture

sector, it is worthwhile to analyse the prevalent market channels of some
commodities to bring the discussion to perspective.

Functions:

1. To source and develop worldwide markets.

2. To provide Quality control in post harvest activities.
3. Provide extension services to members of co-ops for production of export
quality grapes.
4. Supply and supervise branded packaging.
5. Provide logistical support
6. Provide advance payment to farmers for their produce.
7. Obtain best price for produce.
8. Pass on the benefits to the Co-ops.

To reach individual farmers was a difficult task to which formation of co-

operative societies has provided the answer. Each co-operative society is
equipped with a pre-cooling & cold store facility; the technology imported from
California, which has proved to be an essential export tool. We provide societies
with day-to-day international market price and supply them with all the
packaging materials required for exports.
Agricultural marketing scenario in India

Any discussion on agri-supply chain management is not complete without

covering the agricultural marketing scenario of the country. The chapter
presents a broad scenario of the agricultural marketing system of the country,
having a bearing on supply chain management issues. It goes without saying
that marketing and production of agricultural produce are inextricably
intertwined with each other. In the post WTO regime, an effective agricultural
marketing system through cost effective supply chain management, is the key
driver of the agricultural economy of a country. An effective marketing system
aims at ensuring remunerative prices to the producers at cost effective
marketing costs and smooth supply of commodities to consumers at reasonable
prices. In order to protect the interests of the various stakeholders in the supply
chains of agricultural commodities within the agricultural marketing system of
the country, a number of governmental interventions have been introduced from
time to time. However, the present agricultural marketing system of the country
leaves much to be desired. There are many imperfections in the marketing
system for agricultural commodities. Some reform measures by the government
have already been initiated to address these issues and some are in the pipeline.

Heavy Village Sales of Agricultural Commodities

A majority of farmers in India sell a large part of their produce in villages

resulting in low returns for their produce. There is a difference in the price
prevailing at different levels of marketing, i.e., the village, the primary
wholesale market, the secondary wholesale, and retail levels. The extent of
village sales varies from area to area, commodity to commodity, and also with
the status of the farmer. The village sale is 20 to 60 percent in food-grains, 35 to
80 percent in cash crops and 80 to 90 percent in perishable commodities. This
practice is very common even now. The factors responsible for village sales are:
a) Farmers are indebted to village moneylenders, traders or landlords. They are
often forced either to enter into advanced sale contracts or sell the produce to
them at low prices.

b) Many villages are still not connected by roads. Adequate transport means are
not available even in villages connected by roads. It is difficult to carry the
produce in bullock or camel carts to markets, which are often situated at long
distances.

c) There is only a small quantity of marketable surplus with a majority of the

farmers because of the small size of holdings.

d) Farmers are hard-pressed for money to meet their social and other:
obligations, and are often forced to sell their produce right in the villages.

e) Most of the perishable products need to be marketed in the villages because

of their low “keeping” quality and the non-availability of quick transport means.

f) Many farmers disliked city markets mainly because of their lack of

knowledge about prevailing market practices, the possibility of theft or robbery
in transit and problems faced by them for selling their produce in city markets.

h) The information on the prices prevailing in the nearby primary and secondary
wholesale markets is not readily available to the farmers.

Post-Harvest Immediate Sales by Farmers

A majority of the cultivators tend to sell their produce immediately after the
harvest at low prices prevailing at that time. Because of substantial supplies,
Indian markets are glutted in the post-harvest season. Traders often take
advantage of this situation. About 60 to 80 percent of the food grains are still
marketed in the first quarter of the harvest season. Besides the above, the
agricultural supply chain management system of the country suffers from the
following limitations.

(i) Inadequacy of Institutional Marketing Infrastructure and Lack of

Producers’ Organizations
(ii) Multiplicity of Market Charges
(iii) Existence of Malpractices in the marketing system
(iv) Lack of Reliable and up-to-date Market Information
(v) Low Marketable surplus of a Large Variety of Products
(vi) Absence of grading and Standardization of Produce
(vii) Absence of Quick Transport Means
(viii) Oligopolistic nature of market due unhealthy unionisation of
traders and market functionaries.

State Marketing

Departments Marketing Departments were set up in the States as counterparts of

the Central Marketing Department. The structure of the State Departments
varies from State to State, and their status ranges from that of a full-fledged
department to a cell under the Agriculture Department. However, all the States
now have a marketing department/cell to look after the marketing problems of
farmers. With increasing role of agricultural marketing in the economic
development of the state and the increasing activity of market regulation, State
Agricultural Marketing Boards were set up in States and Union Territories.
These State Agricultural Marketing Boards look after the regulation of markets
and bring about an effective level of coordination in the functioning of the
regulated markets at the State level. The market regulation scheme received
momentum after the establishment of State Agricultural Marketing Boards in
the State. In some states Agricultural Marketing Departments were merged with
boards. However, National Commission on Agriculture in 1976 again
recommended establishment of separate Directorate of Agricultural Marketing
in every state.
History of Market Regulation

The need for regulation of markets arose from the anxiety of the British rulers
to make available supplies of pure cotton at reasonable prices to the textile mills
in Manchester. The first regulated Karanjia Cotton Market was established as
early as in 1886 under Hyderabad Residency Order. The first legislation was the
Berar Cotton and Grain Market Act of 1897. The 1897 Act became Model Act
for legislation in other parts of the country. The then Bombay Government was
first to enact Cotton Market Act in 1927. This was the first law in the country
that attempted to regulate markets with a view to evolving fair market practices.
In order to overcome the problems of agricultural marketing in India, the Royal
Commission on Agriculture in 1928 and Central Banking Enquiry Committee in
1931 recommended establishment of Directorate of Marketing and Inspection
under the Ministry of Food and Agriculture.

Strategies for Better Supply Chain Management in the Current Economy

Strategy 1: Adopt a demand-driven planning and business operating model

based on real-time demand insights and demand shaping.

 The right prediction and contingency planning tools will ensure a

complete view and an effective response to risks such as suppliers going out of
business, political upheaval, and natural calamities affecting manufacturing.
Companies then can adjust pricing and promotions strategies to shape demand,
move additional product quickly, drive revenue growth, or further expand
margins for a high-demand product with limited market supply.
The key is to have the foresight to leverage opportunities and mitigate
challenging events so that your business not only survives but succeeds. With
the arrival and maturation of cloud supply chain technologies, businesses now
have the ability to see exactly where all of their inventory is—in real time—
from the store shelf back to the manufacturer. An agile demand-driven supply
chain requires end-to-end visibility across the business from buyers and the
market to supply. With cloud technology, businesses can have it.
Strategy 2: Build an adaptive and agile supply chain with rapid planning
and integrated execution. 

Once executives are able to better understand and shape demand and risk,
they need to adapt their supply chains to changing market opportunities and
events. Companies must deploy dynamic planning capabilities and continually
fine-tune operations to ensure responsive agility to meet changing demand.
The old model was to wait until the end of the month or quarter to shift
production and supply based on shipments and sales. The new model calls for
more continuous, dynamic supply chain adjustments to rapidly respond to
market changes. This can minimize or even eliminate shocks across the supply
network. The results include better visibility; enhanced collaboration across the
value chain, including reliable and predictable sourcing and supply,
manufacturing, transportation, warehousing, and distribution; and accelerated
decision-making with better analytics and support. Agility is the name of the
game. Market reactivity, in the moment, has never been easier to achieve than it
is today—again, with cloud technology and the right people, process, and
technology capabilities.

Strategy 3: Optimize product designs and product management for supply,

manufacturing, and sustainability to accelerate profitable innovation.

 Innovation is crucial for being one step ahead of the competition. But
innovation doesn’t exist in a vacuum. To be successful, products must be
manufactured at the right cost, place, and time. Decisions made in the early
cycles of product development can make or break the product. Designs must be
optimized for supply, manufacturability, and supply chain operations. All true
costs to deliver must be accurately captured and analyzed to maintain balance
across the end-to-end business.
In addition, product innovation and competitive advantage increasingly stem
from the selection and management of suppliers and technologies. If a company
can manage the information, people, processes, and decisions regarding a
product throughout its lifecycle, it can achieve strong results and market
leadership. There’s no better way to achieve this than with seamless and clear
collaboration processes across the end-to-end supply chain—from demand, the
market, and customers back to manufacturing and suppliers. The ability to
orchestrate this conversation across the end-to-end business and use demand-
driven insights has never been more in reach. Oracle’s cloud collaboration tools
for supply chains help product designers innovate solutions that customers are
demanding.
Strategy 4: Align your supply chain with business goals by integrating sales
and operations planning with corporate business planning. 

Although sales and operations planning processes provide coordination

among sales, manufacturing, and distribution, there still are disconnects and
gaps among finance, strategy, and operations in many companies. One way to
bridge these gaps is with integrated business planning that involves people,
process, and technology elements of the business. This process integrates
financial strategic budgeting and forecasting systems with operations planning
and allows smart trade-off decisions to be made for the business.
The resulting marriage of end-to-end processes ensures revenue goals and
budgets developed in finance are validated against a detailed, bottom-up
operating plan and responsively executed. Concurrently, the strategy reconciles
the operating plan against financial goals. True integrated business planning—
made possible with cloud technology—connects sales and operations planning
processes with corporate business planning and enables companies to achieve
the right balance of supply and demand, aligned with strategic business goals. It
provides real-time visibility to all the key dimensions for success—demand,
supply, product, risk, and performance—across the organization and throughout
the extended supply chain.

Strategy 5: Embed sustainability into supply chain operations. 

The triple bottom line of people, profit, and planet has never been more
important than it is today. Studies show that companies striving for social and
environmental sustainability achieve major competitive advantages, especially
with regard to production efficiency, supplier management skills, and
attractiveness to employees. Substantial opportunities exist for sustainability in
supply chain operations:
 Company leaders first need to embed sustainability as a core strategic
component and capability of their supply chain strategy. This means
incorporating it as a key requirement across all supply chain processes.
 Second, professionals initially should focus on the basics to achieve
quick wins through real-time visibility and analyses to energy and
resource consumption and resource or material movement. This enables
reduction of carbon inefficiencies, minimized energy consumption, less
 waste with “recycle-reuse-refurbish” materials, and optimized travel
and transportation.
 Businesses can keep the momentum by ensuring continuous
improvement through systemic measurement, audit, and knowledge
management. Compliance audits, best practices, and benchmarks
provide a governing framework for sustainable supply chain operations
and ensure clarity around the environmental impact of specific actions.

Strategy 6: Ensure a reliable and predictable supply.

 Without reliable supply to customer-facing stakeholders to meet agreed-

upon service levels, a manufacturer will tend to hold inventory buffers to ensure
meeting customer service levels. This costs the business and, even worse, may
mean the wrong products are at the wrong place at the wrong time, resulting in
supply shortfalls. Working on continuous improvement and operational
excellence strategies is a foundation for successful end-to-end supply chain
operations. Oracle and the cloud provide the infrastructure, analytics, and
application processes to support the digital manufacturing thread across the end-
to-end supply chain, which ensures that manufacturing operations are
synchronized, connected, and integrated with customer- and demand-facing and
planning processes.

COMPANY PROFILE

Agriplast Protected Cultivation Private Limited is a Private incorporated on 11

March 2013. It is classified as Non-govt company and is registered at Registrar
of Companies, Bangalore. Its authorized share capital is Rs. 75,000,000 and its
paid up capital is Rs. 20,000,000. It is inolved in Agricultural and animal
husbandry service activities, except veterinary activities.[This class includes
specialized activities, on a fee or contract basis, mostly performed on the farm.]

Agriplast Protected Cultivation Private Limited's Annual General Meeting

(AGM) was last held on 19 September 2018 and as per records from Ministry of
Corporate Affairs (MCA), its balance sheet was last filed on 31 March 2018.

Directors of Agriplast Protected Cultivation Private Limited are Rajeeb Kumar

Roy, Shivanna Chandrabanu and Neeraj Kumar Roy.
Agriplast Protected Cultivation Private Limited's Corporate Identification
Number is (CIN) U01403KA2013PTC068145 and its registration number is
68145.Its Email address is pankaj@agriplast.co.in

Current status of Agriplast Protected Cultivation Private Limited is - Active.

COMPANY DETAILS

CIN U01403KA2013PTC068145

Company AGRIPLAST PROTECTED

Name CULTIVATION PRIVATE LIMITED

Company Active
Status

RoC RoC-Bangalore

Registration 68145
Number

Company Company limited by Shares

Category

Company Sub Non-govt company

Category

Class of Private
Company

Date of 11 March 2013

Incorporation

Age of 6 years, 7 month, 15 days

Company

Activity Agricultural and animal husbandry service

activities, except veterinary activities.[This
 CIN U01403KA2013PTC068145

class includes specialized activities, on a

fee or contract basis, mostly performed on
the farm

About Agriplast Protected Cultivation

Agriplast journey started when they founders, after having a collective

experience of 50+ years in the Hi-Tech agricultural industry and long term
associations with the world's best companies, wanted to change the face of the
Indian greenhouse Industry. Agriplast Protected Cultivation Private Limited
started in the year 2013 with a vision to revolutionize the protected structure of
the agricultural industry in India. When we analyze the growing population,
shrinking land holdings and the usage of chemicals in the present food chain,
there is a serious threat which needs to be addressed with innovative techniques.
We at APPC provide smart farming solutions to farmers so that their income
multiplies due to the best efficient use of resources and increasing the profits of
these farmers drastically.

APPC supplies the best designed structures in the Indian market. We are a
professional Project and Engineering company of the Agricultural field in India.
We design our structures as per Israeli designs and take pride in being
associated with one of the biggest names in the industry. They offered range
consists of the best grade of Polyhouse, Greenhouse, Net Houses and Self-
Sustaining without Subsidy models & other designed protected structures. To
manufacture these products with world standard quality norms, we use top
quality components and modern machines. Additionally, we are also offering
Green House Turnkey Project Services and Agricultural Advisory Service to
our valued clients.

They self motivated team of experts, each having a vast amount of experience
and in-depth knowledge, give clients the best workable solutions according to
local situations. Our design and operations team coordinates the best possible
outcomes for any project which comes to us. This process has lead us on a
continuous growth path since inception.

They track record includes successful completion of notable projects with

companies ranging from local to non-profits and big MNC's. By partnering
high-level technical knowledge with well crafted management techniques, we
have set a standard of excellence in all areas.

Reforms

The main Act for market regulation, “Agricultural Produce Market Regulation
Act” is implemented by the State Governments. A network of more than 7100
regulated markets & about 28000 Rural Primary Markets services the marketing
system of the country; and about 15% of which are also regulated. The
objectives of market regulation initially were to ensure correct weighment,
prompt payment to the farmers for their produce and to avoid their exploitation
at the hands of middlemen. However, the markets originally meant for
protecting the farmers from the clutches of the exploitation by middlemen
ended up inhibiting the free play of market forces, pushing the interests of the
farmers to the backburner.

Under the APMC Regulation, no exporter or processor could buy directly from
the farmers, thereby discouraging processing and export of agri-products. Only
State Govt. could set up markets, thereby preventing the private sector from
setting up markets and investing in marketing infrastructure. The Inter
Ministerial Task Force, set up by the Govt. of India in 2002, made an
assessment of investment gap of Rs.12,400 crore by the year 2012 in
agricultural marketing infrastructure.

The increasing focus on liberalization, privatisation and globalisation is both a

challenge and an opportunity for our farmers. However, in order to enable our
farmers to reap the external opportunities, effective internal reforms in the
agricultural marketing system of the country are inescapable.
Regulatory Reforms undertaken

Since 2003, Govt. of India has initiated a number of reforms in Agricultural

Marketing, while some others are in the pipeline. As a major initiative, the
Govt. prepared a Model Act called Agricultural Produce Marketing (Regulation
& Development) Act, 2003. All the States/UTs have agreed to amend their
respective State APMR Acts in the line of the Model Act to bring about
requisite reforms in the sector. The Salient features of the Model Act are setting
up markets in the private/co-op sector, rationalization of market fees, promotion
of contract farming, direct marketing and grading and standardization, including
setting up of a Grading and Standardization Bureau in each State/U.T. The
states have amended their Acts in respect of three aspects, i.e. contract farming,
direct marketing, setting up of private markets only.
Agriculture being a State subject, the States have got to play a proactive role to
adopt the desired reforms and push the frontiers of the agricultural marketing
system of the country to the next level of excellence. It is time the States should
go beyond the three areas of reforms and should adopt other areas of reforms
such as setting up of Bureau of Standards and Grading at State level, promotion
of marketing extension and setting up of responsive market information system
etc. These reforms would go a long way towards attracting private investment to
the sector, putting in place an integrated supply chain management system and
promoting processing.
As regards other reforms, the Government of India has taken up the following
measures:
 A warehouse Development and Regulation Authority has been set up.
This is entrusted with the task of negotiable warehouse receipt in the
agriculture sector. This will go a long way towards saving the farmers
from distress sale of their produce
 A Food Safety Regulatory Authority has been set up to look after the
food safety and quality issues.
 Strengthening of the Forward Markets Commission through amendment
of the FCR Act is in the pipeline.
  Launching of the infrastructure scheme (AIGS Scheme) and the Rural
Godown Scheme has gone a long way towards attracting private
investment to agricultural marketing sector.
 Market Research Information Scheme of Government of India has been
successful in disseminating price and arrival related information from
almost all the wholesale markets of the country.
 The terminal market scheme of the government has the potential to
promote setting up of a chain of Hub and Spoke model of markets
through the country in PPP mode.

STATEMENT OF THE PROBLEM:

Too many intermediaries, problems have led to formation of long marketing

channels, with multiple intermediaries, adding to the woes of the producers of
perishable agri goods. These intermediaries have led to a cost inflation.

NEED FOR THE STUDY:

Alternate marketplaces is providing a way to bypass the long chain of

intermediaries by directly connecting buyers and sellers of agricultural produce
and allied services, via a web and mobile based information exchange platform
 CHAPTER -2
METHODOLOGY
TITEL OF THE STUDY

‘‘’A STUDY ON SUPPLY CHAIN MANAGEMENT AT AGRIPLAST

PROTECTED CULTIVATION

Introduction

Supply chain management is the management of the flow of goods and

services and includes all processes that transform raw materials into final
products. It involves the active streamlining of a business's supply-side
activities to maximize customer value and gain a competitive advantage in the
marketplace.

SCM represents an effort by suppliers to develop and implement supply chains

that are as efficient and economical as possible. Supply chains cover everything
from production to product development to the information systems needed to
direct these undertakings.

OBJECTIVES OF THE Study

1. To identify the factors affecting supply chain of farming sector in India.

2. To suggest mitigation strategies for the identified challenges in Supply
Chain sector in India
RESEARECHS METHODOLOGY

TOOLS DATA COLLECATION

SOURCES OF DATA

SECONDARY DATA

Secondary data which is already existing information.

 News papers and books

 website
 company website
 Articles

PLAN OF ANALYSIS

The data which is collected through interview and observation and with the help
of secondary data, will be theoretically analyzed which will be used for the
presentation of research. Based on the analysis findings, suggestions and
conclusion will be given.
 CHAPTER 3
SWOC ANALYSIS
SWOC Analysis

When we use SWOC analysis, Its often for strategic planning. It prepares

for decisions and gives an overall look at the strengths, weaknesses,
opportunities, and threats of business. But SWOC analysis can also be
used to increase and build upon customer satisfaction.
To give a well-rounded overview of  how to use SWOC analysis for a
boost in customer satisfaction, we’ll start with the Strengths
and Weaknesses first.

SWOC analysis, for any who may be unfamiliar, is a planning

method typically used in business strategy to identify
the Strengths, Weaknesses, Opportunities and Challenges that may face a
business or project.  
A number of us have likely had the opportunity to either observe or
participate in this exercise for the broader business in which we work.  A
quick overview of the core concepts:

Strengths and weaknesses

Strengths and weaknesses internal to the organization.  Strengths
represent positive attributes or characteristics, factors that provide an
advantage.  Weaknesses are attributes or characteristics that place the
business at a disadvantage relative to others.

Opportunities and challenges

Opportunities and threats are external to the organization.  Opportunities
represent external trends and chances to improve performance –
something happening in the outside environment that presents positive
potential.  Threats are elements or trends in the outside environment that
could cause trouble for the business,  place it at risk.

Strengths

 Established Processing location with over 60 active Mango and

tomato processing units.

 Availability of processable and export quality raw material for

Mango, Papaya, Lime and pomegranate

 Proximity to cities like Chennai and Bangalore

 Availability of other processable raw material for almost 8-9

months
Weaknesses

 Shortage of water for processing

 Competing fresh market. The cluster supplies fresh product

throughout the country.

 Shortage of power forces the units to use diesel generators

increasing the production cost

 Unavailability of labour

Opportunities

 Huge opportunity for export of fresh Mangoes, Papaya and

Banana

 Opportunity for setting up of common value added product units

such as tetra pack, etc and creating a brand for the cluster

CHALLENGES

 Quality assurance of the raw materials due to heavy use of

pesticide

 Unscientific handling of the produce at the farm level leads to

higher wastages and losses

 Increasing incidence of bacterial and viral diseases in many crops

and difficulty in control

 Reducing acreages of some crops because of shift to other crops of

eucalyptus and CasuarinasStrengths
 Established Processing location with over 60 active Mango and
tomato processing units.

 Availability of processable and export quality raw material for

Mango, Papaya, Lime and pomegranate

 Proximity to cities like Chennai and Bangalore

 Availability of other processable raw material for almost 8-9

months
 CHAPTER – 4
OUT COME OF THE STUDY
OUTCOME OF THE STUDY

1. In the first chapter, it is found that the economy is predominantly

agriplast. About 99 percent area of total land mass of the state is rural and
almost 50 percent of the total land is used for cultivation

2. Young and educated people are least interested in Agriculture

Employment.

3. There is no motivation in Agriculture since 58% farmers do not earn

more than one lac in a year.

4. The Agri plast cultivation is completely depending upon monsoon, since

the only 24% farmers are having irrigation facility.

5. Unavailability of irrigation facility compels the farmers to search other

occupation like private job, labour work, daily wagers

6. While the State has over 10% of the country’s geographical area, 5% of
its population and 13% of the area under cultivation, it has only less than
1% share in the water resources.

7. For increasing the agri plast productivity and production, proper

management and availability of raw materials
8. Unequal land distribution –small percentage of land holders own large
amount of land, while majority of the farmers are marginal and small
farmers

9. Low Technology adoption in cultivation

10.Inequity between productivity in irrigated and un-irrigated areas

11.This study shows that among the three religions Hindu, Muslim and
Christian, the Hindus constitute a major portion of agri that is 78.4 per
cent and they are large in number.

12.The agri plast cultivation cost of plucking of is comparatively high

13.Farmers of this village do not have a strong union or organization.

Financial institutions or the Government provides finance to the farmers
for cultivation.

14.Non-availability of regular and reliable export oriented marketing

information service and high air-fright charges.

15.Lack of organized marketing facilities

 CHAPTER 5
LEARNING EXPERIENCE SUGGESTION CONCLUSION AND
BIBILIOGRAPHY
Learning experience

This project gave me great opportunity to learn about the all aspects of the
AGRI PLAST CULTIVATION And helped me to know about current situation
of the Restaurant.

The learning experience gained by me during the in plant training

was very much practical oriented. Mostly all the concepts which I studied
in the class, are applicable practically
I gained many new management skills and also got a chance to learn new things
on my own experience.
The overall study of the organization reveals that the company has grown
tremendously

1. Improve skills
One of the most important things you can gain from
internship is new knowledge and network and it helps to improve
many new skills and knowledge

2. Professional communications
It is the best way to learn how to
navigate the working world through real-life hands on experience
one of the most valuable skill you will gain from an internship is
the ability to speak with people in a professionals
 3. Making connections
The people who will be reference in the
future it will setup many new connections and build the
strong relationship
4. Independence
Internship will teach you to make your own
decision and do things on your own being able to work
independently with little guidence is very important in the
working world

I came to know what exactly transport needs wheather quality of work or

quality of work to be done or both. And also some extent I could understand the

AGRI PLAST CULTIVATION work culture. Uniformity which is a essential

element that management should maintain it will also create an impression on
the minds of another about their taste, preference, values .I had a great time
working on the project, as it given insights into the working environment of an
organization. The environment is good. I have learn lot of thing there.

This project gave me a great learning experience and at the same time it gave
me enough scope to implement my educational ability. The information advice
presented in this project is based on secondary information.
SUGGESTION

 Improvement in the production technologies.

 Apart from the production technologies, the extension worker now, have to
get equipped with market information which requires further training for skill
upgradation in the field of agricultural marketing.
 Strong network of marketing extension is very much necessary at
District/block/Village level to effectively advise farmers on various aspects of
marketing, advice on product planning, marketing information, securing market
for farmers, advice on improved market practices and advice on post-harvest
management practices.
 Marketing Extension Network is required to be formed by integrating the
extension network already available with Agriculture Department. Officers of
Agriculture, Horticulture and Agricultural Marketing departments should be
given training on various aspects of Agricultural Marketing for the purpose of
carrying out extension works effectively and efficiently. This will help in
minimizing the postharvest losses to a considerable extent.
 Cooperative market should be formed
 To set up mandi of nearest block so that they may could direct contact
with the customers. Enhancing the interactive and communication skills
of the farmers to exchange their views with customers and other market
forces (middlemen) for getting feedback and gain the bargaining during
direct marketing

 Near training canters.

 Educating the farming community to treat agriculture as an

entrepreneurial activity and accordingly plan various phases of crop
production and marketing

 To help farmers for large- scale cultivation they could be provided liberal
loans to meet initial cost.
 Small and medium growers have a great scope for taking up specialized
products and some of the infi-astructure and services required for pre and
post- harvest inputs may be acquired on a co-operative basis.

 The government should provide modem training programme to the

cultivators.

 The government should give frequent financial support and subsidies to

the farmers.
CONCLUSION

. 1. Decrease in technological gap is possible only by the increase in adoption of

improved technology such as choice of suitable varieties, plant protection
measures and good marketing management etc. in rice cultivation.
2. For increasing adoption of improved technologies for rice cultivation, there is
need to give more emphasis on the variable like education, credit orientation,
attitude, knowledge, extension contacts and source of credibility. The low level
of knowledge even among the large farmers of study area clearly suggests that
functional literacy and adult literacy programme should be given special
attention up to date knowledge regarding technologies know how of rice
cultivation will help the development of favorable attitude towards rice
cultivation.
3. The results of the present study indicated socio-economic status was one of
the most influencing factors for all the three categories of farmers of the study
area. Possible efforts need to be made to increase the credit facilities to the rice
growers in time.
4. According to extension functionaries research must give top priority to
evolve high yielding disease and pest resistant varieties. There is also a need to
lay out demonstration on improved agronomic practices for rice cultivation over
and above the most important factor is to impart training to the rice growers

In the 21st century, supply chain management professionals are expected to

possess the knowledge and capabilities to support the improved efficiency,
effectiveness and profitability of modern businesses. For large organizations,
the ability to incorporate performance trade-offs across multiple functional
areas, both internal and external, is critical. Meanwhile, small and mid-sized
businesses must be able to deliver a unique value proposition in an increasingly
competitive marketplace. As a result, supply chain management professionals
are growing in importance across business types, industry sectors and global
regions.For progressive business leaders, the need for supply chain management
knowledge and skills has never been greater.
BIBILIOGRAPHY

BOOKS
1. Indian cultivation
2. Cultivating technology

NEWSPAPER
1. ECONOMIC TIMES
2. INDIAN EXPRESS

INTERNET SOURCES

1. WWW.INDIANAGRICULTIVATION.COM
2. WWW.AGRIPLAST.COM
3. WWW.ZUMBACORP.COM