IL&SCM PROJECT REPORT: GROUP 13

GROUP MEMBERS:

Sr No NAME ROLL No

01
Prachi Goel 44

02
Preet Grover 45

03
Umang Sharma 62

04
Varun Nagur 34

05
Vrinda Maheshwari 65
CONTENTS:
Sr TOPIC NAME PAGE No
No
1 About the Organisation 03
2 Business Model 07
3 PESTLE And SWOT Analysis 07
4 Market/Customer 15
5 Suppliers 15
6 Production and Supply Chain 16
7 Third Party Logistics 23
8 Simultaneous Development of Suppliers and 24
Customers
9 Building Networks 25
10 Distribution Networks 26
11 Supply Chain Framework 32
12 Documentation 36
13 Bibliography 40

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ABOUT THE ORGANIZATION

The Kaira District Cooperative Milk Producers' Union Limited was founded on December 14,
1946 in reaction to dealers or agents of existing dairies exploiting marginal milk producers in the
city of Anand (in the Kaira district of Gujarat, India). Producers had to drive considerable
distances to provide milk to the lone dairy, the Polson Dairy in Anand - milk sometimes turned
sour as producers had to manually carry in individual containers, especially during the summer
season. Seasonally, these agents determined the pricing and off-take from the farmers. Milk is a
commodity that must be collected from each cow/buffalo twice a day. During the winter, the
farmer was either left with an abundance of unsold milk or forced to sell it at extremely cheap
prices. Furthermore, the government had granted Polson Dairy monopoly rights to collect milk
from Anand and sell it to Bombay city at the time (Polson being the most well-known butter
brand in the country at the time). In 1946, India was rated last in the world for milk production.

Sardar Vallabhbhai Patel (who subsequently became the first Home Minister of free India) and
Morarji Desai (who eventually became the Prime Minister of India) advised the producers of
Kaira district. Instead of selling to Polson, they recommended the farmers to create a cooperative
and supply directly to the Bombay Milk Scheme (who did the same but gave low prices to the
producers). As a result, the Kaira District Cooperative was formed to gather and process milk in
the Kaira district. Because most producers were small-scale farmers who only delivered 1-2 liters
of milk each day, milk collecting was likewise decentralized. To organize the marginal milk

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producers in each of these settlements, village cooperatives were formed.

At Anand, the Kaira Union's first modern dairy was established (which popularly came to be
known as AMUL dairy after its brand name). The new facility could pasteurise 300,000 pounds
of milk per day, produce 10,000 pounds of butter per day, 12,500 pounds of milk powder per
day, and 1,200 pounds of casein per day. The Cooperative's indigenous R&D and technology
development had resulted in the first commercial manufacture of skimmed milk powder from
buffalo milk anywhere in the world. India had recently laid the groundwork for a modern dairy
sector, as it had one of the world's greatest buffalo populations.

Now we're in the year 2000. The dairy sector in India, particularly in Gujarat, appears to be
rather different. India, for example, has become the world's largest milk producer (see Table 1).
Through its cooperative dairy programme, Gujarat emerges as the most successful state in terms
of milk and milk product output. The Kaira District Cooperative Milk Producers' Union Limited,
Anand, becomes the region's focal point for dairy growth, and AMUL becomes one of India's
most well-known brands, surpassing several worldwide companies. The dairy cooperative
movement in Gujarat had grown from a single joint plant at Anand and two village cooperative
societies for milk procurement to a network of 2.12 million milk producers (called farmers)
organized in 10,411 milk collection independent cooperatives (called Village Societies).These
Village Societies (VS) supply milk to thirteen independent dairy cooperatives (called Unions).

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AMUL is one such Union. Milk and milk products from these Unions are marketed by a
common marketing organization (called Federation).

Gujarat Cooperative Milk Marketing Federation (GCMMF) is the state's marketing organization
(see Panels A, B & C of Table 2 for details on the scale of its operations). In India, GCMMF has
42 regional distribution facilities, services over 5,00,000 retail outlets, and sells to over 15
countries. All of these organizations are separate legal bodies, yet they are loosely linked by a
same goal! (In a recent survey, GCMMF was named among the top 10 FMCG companies in
India, while AMUL was considered the second most well-known brand in India across all Indian
and MNC offers.)
Surprisingly, the Gujarat movement expanded throughout India, and a similar structure was
adopted (all are at various stages of development, but their trajectory appears to be pretty
similar!). The National Dairy Development Board (NDDB) and the National Co-operative Dairy
Federation of India (NCDFI), both national organizations, were founded to coordinate dairy

5
activities through cooperatives in all of India's states. The former runs a national milk grid and
organizes the shortage and excess milk and milk powder throughout India's states, while the
latter offers development funds. The Government of Sri Lanka approached AMUL in the early
1990s to set up a dairy along similar lines in Sri Lanka. Interestingly, whereas Polson went out of
business in the 1960s, cooperatives now face new competition from multinational corporations
(MNCs) that have brought new business models, a new and superior product portfolio, and an
international network to liberalizing India and 7 immense financial support.

The Cooperatives face new obstacles that will put their strategy to the test, as well as their
dedication to the movement and a new way of thinking about management. Today, AMUL
stands for a variety of things. Of high-quality goods sold at a moderate cost. The task of creating
and coordinating a large cooperative network. Serving a large number of small and marginal
suppliers can be a compelling commercial proposition. Of indigenous technology's triumph. A
farmer's organization's marketing prowess. In this section, we'll look at how to build and manage
a network of enterprises in an emerging market setting.

6
THE BUSINESS MODEL
The network's goal was to provide a large number of farmers with profitable and equitable
returns over a lengthy period of time. This is due to the fact that the network of cooperatives is
fundamentally owned by the member farmers. Given these members' low economic standing, a
secondary goal was to develop the supplier over time through social change, as stated later. As a
result, the business model has to account for both the costs and benefits of services required to
produce high-quality milk while also assisting farmers in improving their social environment.
The network's success hinged on a high milk collecting rate. This required increasing
membership with more VSs, raising the number of members per VS, and improving the milk
yield (i.e., better cattle management), constant concern about the cost to farmers in the network
and delivering quality to customers at low prices. The cooperative had decided as part of its
value:

• To charge for each service provided to the supplier

• To purchase all milk that member farmers produced
• To sell liquid milk at affordable prices so as to serve a large number of consumers
• To develop and deliver services that will improve lives of people in the network
• To hire professional managers, to run the federation and unions, whose values included
upliftment of rural poor.
• It's worth noting that AMUL has always used the network as the foundation for long-term
expansion, dating back to the early 1950s. This network has two elements that demand
special attention. For starters, the network contains explicit supplementary services for
farmer-suppliers. Second, several of the network's entities are organized as hierarchically
linked cooperatives. The environmental features and the reasons for the underlying
business model are briefly described in the following sections.

PESTLE Analysis of Amul

PESTLE Analysis of Amul analyses the brand on its business tactics. Amul PESTLE Analysis
examines the various external factors like political, economic, social, technological (PEST)
which impacts its business along with legal & environmental factors. The PESTLE Analysis
highlights the different extrinsic scenarios which impact the business of the brand.
PESTLE analysis is a framework which is imperative for companies such as Amul, as it helps to
understand market dynamics & improve its business continuously. PESTLE analysis is also
referred to as PESTEL analysis.
Let us start the Amul PESTLE Analysis:
• Political Factors:

7
The political factors in the Amul PESTLE Analysis can be explained as follows:
Due to favorable political factors, the Amul company achieved a growth of 11.35% across their
operations units in Kolkata, Pune and Mumbai. The company focuses on developing long lasting
relationships with their milk producers by ensuring that they pay them higher prices. The
company has set its milk procurement operation in West Bengal under “Amul Pattern”. This has
resulted in significant progress to the socio-economic conditions of the members of the
producer’s community. In Maharashtra, Punjab and Gujarat the company has established and
maintained new milk societies. The union has established milk societies outside Gujarat under
“Anand Pattern”. They provide high quality feed and veterinary services to the cattle owned by
the milk producers of such societies. For the international dairy industry, the latest years have
been quite difficult due to import and export hurdles faced in Russia. Lower demand for dairy
products in Chinese market, other upheavals in European countries and product regulations
leading to lower level of demand in Germany has proved to be a barrier in company’s growth. If
the Amul company receives adequate support from the State as well as the Union level then by
adopting latest technologies, they would be able to achieve one of the highest rate of
procurement and progress the company name to a successful level.
Image: pixabay

• Economic Factors:
Below are the economic factors in the PESTLE Analysis of Amul:
In many countries Amul has received significant benefits in terms of lower milk procurement
rates by almost 30 to 60 %.
This further benefits the company in terms of reduction in the price of its products such as milk
powder and butter by 30%. The price of the milk powder in India improved substantially from
Rs.130 to Rs.150 which affected the milk procurement prices by Rs.4 to Rs.5 per litre. The
national as well as the international markets are facing recessionary conditions. Increase in
transportation costs can significantly affect the ability of the company to deliver its products to
the end consumer. In the year 2019 an increase of 11.24%, in milk procurement costs and an
increase of 14% in Diesel costs lead to an increase in milk transportation costs for Amul. During
the same year there was an increase in Interest and Bank Commission by approximately 10%.

• Social Factors:
Following are the social factors impacting Amul PESTLE Analysis:
The individual buying decision is mainly the output of social factors like culture and society.
Friends, peer groups, families, reference groups can have a major influence on the consumption
pattern and buying behavior of the consumer. Amul has taken advantage of these factors and has
successfully targeted women and children. It has created a strong and vital presence in the dairy
segment. Vegan lifestyle is being increasingly adopted by a large number of consumers. Increase
in the number of vegans would negatively influence the dairy industry as the lifestyle itself
doesn’t permit consumption of dairy products obtained from animals. The overall picture for the

8
company looks in a beneficial position as the Indian households are more accustomed to morning
tea and the people are in general more accustomed to milk and milk products. The culture of fast
food also promotes a certain type of lifestyle that increases the consumption of ice creams.

• Technological Factors:
The technological factors in the PESTLE Analysis of Amul are mentioned below:
Amul as global brand, understands the need to invest in different technologies and updating the
current technology as well in order to capture as well as retain the current customers. The brand
has invested 600-800 crore, in the current fiscal year for setting up new milk processing plants.
The company has also invested in order to expand the capacity of the existing units as well. The
entire industry in general in adapting to a variety of latest technology that helps in supervising
the productivity of milking animals and dairy farmers. The idea is to identify any faulty practices
and take corrective steps in order to meet the market demand.
The latest technologies are equipped with smart chips of unique identities that are tagged, which
help such companies in registering the productivity and health records of individual animals.

• Legal Factors:
Following are the legal factors in the Amul PESTLE Analysis:
The company has faced a lot of problems with regard to infringement malpractices adopted by
the local players in the market. In 1998, Amul noticed that Naroda based Shri Shakti Dairy, was
involved in manufacturing milk pouches under similar names to Amul brands. This was a
distressing situation for the company as the names were quite similar with its own brand names
“Amul Shakti” and “Amul Taaza”. The brands were being advertised by a firm. The private
dairy was making use of similar packaging as well as brand name of Amul and selling them to
the rural markets thus creating a confusion in the minds of the customers. The company fought a
20-year, long battle against the defaulters, finally winning the case from the private dairy. Such
factors can disrupt the market of the products of the company by capturing the untapped
potential and selling fraudulent products to such customers.

• Environmental Factors:
In the Amul PESTLE Analysis, the environmental elements affecting its business are as below:
Due to the effects of global warming that have been experienced by everyone, the company
understands that it is their moral responsibility to protect the environment. The adoption of
automization and the increasing use of modern technologies in its everyday processing activities
like water, fuel, gas and electricity has resulted in substantial reduction in conservation of
national resources. This has further led to savings in electricity and fuel. On 14th December,
2018 the company, by the government of India was awarded National Energy Saving Award for
coveting the first position in Food Processing Sector for energy conservation.
The award has received 300 entries across India out of which Amul Dairy was declared as the
winner of the award. Amul took an oath in 2007 to plant a sampling and ensure that the sampling

9
grew into a tree. It encouraged farmers to create nurseries where samplings would be grown and
the company has been able to create 45 such nurseries as of now.

SWOT ANALYSIS
• STRENGTHS
Business Model: GCMMF was established on a strong business model. The Amul Model of
dairy development is a three-tiered structure with the cooperative dairy societies at the village
level, district level and state level. In FY2021, GCMMF had 3.64 million milk producing
members, 18,600 village societies and 18 member unions, including 33 districts. The total milk
procurement by member unions during the fiscal year 2020-21 averaged 24.6 million litres per
day from 18,600 village milk cooperative societies. This business model not only helped
GCMMF to establish a direct linkage between milk producers and consumers by eliminating
middlemen but also provided quality products to consumers at an affordable price.

Demand profile: It can be deemed as optimistic. Milk is a necessary commodity. Therefore,

demand will continue to grow, and sales at GCMMF will likely expand over time.

Margins: Even on packed liquid milk, it's quite reasonable. The margins are sufficient to prevent
potential entrants from entering.

Flexibility of product mix: Tremendous. With balancing equipment, GCMMF has kept adding a
wide array of products to its product line.

Availability of raw material: It was very much abundant. More than 80% of milk produced
currently goes to the unorganised sector, which need efficient channelization. Amul and
GCMMF have taken advantage of this and built a solid base of suppliers who supply them with
milk throughout the year. There would be a lot of rivalry if there were a lot of dairy factories in
the public and cooperative sectors, as well as a lot of new ones going up in the private sector.
The end user would profit as a result, and a healthy product combination would develop.

Technical manpower: GCMMF's strength is its professional, technical human resource pool,
which has been created over the last 30 years. GCCMF personnel are well-known in the business
and have established a reputation for themselves as well as the federation.

Production and Distribution Network: Strong production and distribution facilities help the
company generate operational efficiencies. GCMMF is involved in the production and trade of
dairy products. It procures milk from 3.6 million milk producers in Gujarat. In FY2020, an
average of 3.64 million litres of milk was procured per day. During the review period (FY2020-

10
21), the member unions started procuring milk from states other than Gujarat. GCMMF also
operates a strong distribution network through 71 sales offices across India. It has a dealer
network of 10,000 distributors and one million retailers.

Enhanced Milk Production: Greater milk production, combined with increased availability of
milk processing, has resulted in increased consumption and faster access to consumers via
effective distribution. The technology was brought in from Denmark, and it has aided in the
production of milk.

Transportation: Transportation infrastructure and the ready availability of special trucks have
helped. There are cold refrigerated vehicles on the road, and warehouses have cold storage
facilities to help with transit.

Vast resources: The country has extensive natural resources that offer enormous possibilities for
dairying expansion and development. Furthermore, the federation's financial resources are vast,
and its reputation is such that, in the event of additional needs, it can approach any institution
and raise any type of financing.

Increasing purchase power and changing tastes of the consumers: The people' purchasing power
is increasing. As a result, a large number of products are consumed. Furthermore, consumer
patterns are shifting. As a result, demand for items like butter and cheese is expanding at a
breakneck pace.

• WEAKNESSES
Concentrated Cattle Feed Plants: Though the company exports products to the US, Singapore,
Japan, the Philippines, China, Australia and Gulf countries, it does not have plants in its export
markets. Lack of manufacturing facilities outside the domestic market could hinder the
company’s operations and increase its overhead costs. The company operates 12 cattle feed
plants in India and does not own or operate any manufacturing facility outside India. Apart from
the dairy products sourced from these plants, it depends on agents for delivering certain products
to its clients. As GCMMF derives a part of the revenue from exports, concentrated cattle feed
plants may increase the operational cost of the company.

Perishability: Pasteurization has partially compensated for this flaw. UHT milk has a long shelf
life. Perishability still exists at the milk vendor's end. Some production is lost as a result of this.
Amul Dairy, on the other hand, is taking steps to store milk at the vendor's end. Many innovative
procedures will undoubtedly emerge in order to improve milk quality and extend its shelf life.

11
Lack of control over yield: Theoretically, milk output is difficult to manage. A lot is dependent
on the country's monsoon. This is due to the fact that the quality of cattle feed provided will not
meet the nutritional requirements. Steps are being taken to raise knowledge about these issues,
and the penetration of high-quality feed is increasing. Furthermore, improved understanding of
developments such as embryo transplant, artificial insemination, and well-managed animal
husbandry procedures, combined with increased income for rural milk producers, should result in
an increase in milk output.

Logistics of procurement: The problems of terrible roads and insufficient transportation facilities
make milk procurement difficult. All of these factors contribute to the perishability of the milk
obtained. However, when India's economy improves, these issues will be resolved as well.

Erratic power supply: Milk processing would be harmed by the inconsistent power supply.

Underdeveloped systems: In some sections of the country, raw milk collection methods are still
underdeveloped. To tackle the crisis, measures such as the establishment of cold storage points at
important collection centres are being adopted.

Lack of proper implementation: Dairy development programmes in various agro-climatic zones

have not been fully executed to meet the demands of the region. Infrastructure: The available
infrastructure does not meet contemporary world standards. In addition, there is a shortage of
infrastructure for giving dairy business management programmes to trained individuals.

• OPPORTUNITIES
Global Dairy Products Market: The company stands to benefit from the rising demand for dairy
products. According to OECD-FAO Agricultural Outlook 2021-2030, demand for dairy products
is expected to increase at a rapid rate through the next decade, where fresh dairy products
constitute the bulk of consumption in developing regions. Per capita consumption of fresh dairy
products across the world is projected to increase over the coming decade, slightly faster than
over the past ten years, driven by higher per-capita income growth, especially in India, Pakistan
and Africa.
Cheese is the second most important dairy product in terms of milk solids. Per capita
consumption of cheese is expected to continue to increase in Europe and North America.
Developed countries import a high level of cheese and butter; around 55% and 42% of world
imports in 2018-20, respectively. Countries such as the UK, Russia, Japan, countries in EU and
Saudi Arabia are projected to be the top five cheese importers in 2030. Production of fresh dairy
products is projected to grow from an average value of 428,841 thousand metric tonnes (kt)
during 2018-20 to 531,924 kt by 2030. Per capita consumption of cheese is expected to rise from

12
3.1 kilograms (kg) in 2020 to 3.2 kg in 2030, whereas per capita consumption of butter is
expected to rise from 1.5 kg in 2020 to 1.7 kg in 2030.

Online Retail Market in India: The company also sells its products through online retail platform.
Successful execution of its online business strategy could help the company attract new
customers and generate higher revenue. Growing online market in India could offer the company
further growth avenues. According to in-house research, the online retail sector in India is
forecast to grow at a CAGR of 30.4% during 2018-23 to reach US$82.1 billion by 2023. India
accounts for 4.6% of the Asia-Pacific online retail sector value. The company sells its products
through online platform www.amulonline.com in Ahmadabad and Gandhi Nagar regions.
Expansion of online business could help the company to further enhance its customer reach.

Competition: With so many newcomers to the market, the rivalry is growing increasingly fierce.
However, competition must be accepted as a fact of life. Many people can carve out a niche in
this industry because it is large enough. Furthermore, competition provides the opportunity to
better serve the market with innovative items.

Value addition: Product development, packaging, and presentation have a lot of room for
improvement.
The following are some areas where you could contribute value:
Value-added goods such as shrikhand, ice creams, paneer, khoa, flavoured milk, dairy sweets,
and so on should be introduced. This will result in increased market presence and flexibility, as
well as chances in the realm of brand building. The addition of cultured products such as yoghurt
and cheese adds to the company's strength, both in terms of resource usage and market presence.
Another consideration is the addition of infant meals.

Export potential: Efforts to tap into the export market are already underway. Bangladesh, Sri
Lanka, Nigeria, and the Middle East are among the countries to which Amul exports. Export
potential for agri-products in general, and dairy products in particular, will greatly expand as a
result of the new GATT pact. GCMMF can exploit a strong cost-efficiency foundation in the
global market.

Markets: Both domestically and internationally, the market for both conventional and processed
dairy products is growing.

IT support: Project formulation software for the dairy industry is now available. It has also
automated its manufacturing operations. In India, Mother Dairy was the first fully computerised
dairy. All items are processed computerised in the company's Anand plant, with no human
intervention at any point of the process.

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 • THREATS
Intense competition: In the FMCG sector, the company faces stiff competition, which is based on
product quality, innovation, service, brand recognition, loyalty, product launch, effective
advertising campaigns, marketing programs and price. The company faces competition from
national, regional and local companies. It also competes with retailer brands, generic products,
wholesalers and cooperatives. Its major competitors include Heritage Foods Limited, Bihar State
Milk Co-Operative Federation Ltd, Heritage Foods Limited, Mother Dairy Fruit & Vegetable
Pvt. Ltd, Nestle India, Britannia Industries Limited, and Milky Mist Dairy Foods Private
Limited. While the major competitors carried out expansion to broaden their reach, the market
also registered consolidation, following mergers and acquisitions.

Infestation: Chemical pollutants, as well as residual antibiotics, are becoming more common in
milk.

Quality: The milk is found to be of inferior quality when compared to international standards.
According to the EU and America, one of the reasons for this is the process of milking. Unlike
India, where milk is delivered by farmers who own cattle and milked by machines, milk in these
countries is delivered by farmers who own cattle.

Exploitation: Multinationals are likely to take advantage of the dairy industry's liberalisation.
They will be interested in producing milk products since they are profitable. It would result in a
milk shortage in the country, which will have a negative impact on consumers.

Stringent Regulations: Being a producer and marketer of food products, GCMMF is subject to
various regulations by governmental agencies with respect to production processes, product
quality, packaging, labelling, storage and distribution. The company has to incur various
significant cost to comply with the regulations and any non-compliance may result in fines and
other penalties, which increase its operating costs. In India, the Food Safety and Standards
Authority of India (FSSAI) has been established under Food Safety and Standards Act, 2006.
FSSAI develops science-based standards for food and regulates the production, storage,
distribution, sale and import to ensure availability of safe food for human consumption. The
Food Safety and Standards Act, 2006 consolidates eight food regulatory laws, including the
Prevention of Food Adulteration Act, 1954; The Milk and Milk Products Order, 1992; and
Essential Commodities Act, 1955 relating to food. The Department of Animal Husbandry,
Dairying and Fisheries at the Ministry of Agriculture oversees the regulatory compliance to the
Food Safety and Standards Act, 2006.

Counterfeit Products Market: The huge influx of counterfeit products could affect the company's
business operations. The counterfeit merchandise that floods the markets could reduce the
company's sales and affect its profit margins. Customers may mistakenly purchase counterfeit

14
products bearing fake labels, containing low quality products, which affect consumer confidence
and spoil the brand image of the genuine company. According to the International Chamber of
Commerce (ICC), counterfeiting and piracy are estimated to cost G20 countries over US$125
billion every year. It is also estimated that approximately 2.5 million jobs could be destroyed by
counterfeiting and piracy. Being priced low, the imitated goods affect the company's financial
performance and brand image.

Subsidy by Western Nations: There have been instances where Western countries have
subsidised dairy goods through various ways, such as transportation. As a result of these factors,
the final price of the product is lower than the market price in India. As a result, GCMMFs and
other Indian dairy products are at risk.

Creation of Non-Tariff Barriers by Developed Nations: Developed countries have erected Non-
Tariff Barriers in the area of milk quality in particular. They want the milk to be prepared using
potable water and air. They also want livestock milking to be done with the aid of machinery. In
India, however, this type of structure has yet to develop. They are decreasing the market
potential of Indian-made products, where GCMMF has a lion's share, for these reasons.

MARKET / CUSTOMERS:
In comparison to industrialized nations, India's dairy business is still in its early stages, with
enormous potential for high-value items such as ice cream and cheese. The distribution network,
on the other hand, is quite adequate, with access to the country's rural areas. Traditional methods
used in western countries are insufficient to realize market potential, and new approaches are
required to harness this market.

SUPPLIERS:
The majority of the suppliers are small or marginal farmers who are frequently uneducated,
impoverished, and have liquidity issues due to a lack of direct access to financial institutions.
Traditional market procedures, once again, are insufficient to ensure the survival and expansion
of these suppliers.

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Production and Supply Chain

The milk once collected from the farmers is processed further and then stored in a cold storage
tank. A typical tank looks like the one below.

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Here the quality officer conducts the quality test and if the lot is found to be above a certain
quality level on various parameters it is sent to the main plant for further processing.

The cold storage tankers depicted in the above photographs are utilized to transfer the milk from
the location of the local collection to the main plant.
Once the tankers reach the allotted spot a quality check is conducted on a small sample from the
tanker again to ensure optimum safety and nutritional value of the milk once the same is
confirmed the seal of the tanker is broken and connected to the main supply for the plant.

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Once the milk is safe for further processing via pasteurization, it is passed through the
homogenizer that ensures that the fat content in the milk is broken down into smaller sizes and
mixes well with the milk.

After this process, the produced milk is packed in food-grade plastics. Amul has installed an in-
house state-of-the-art plant for various requirements.

18
The milk is then poured from silos into the food-grade packs and then efficiently processed to the
next station.

Once the packing is done via machine it is further transported via robotic arms to crates that later
move into various locations.

19
Once all the crates are filled, they are sent to cold storage locations where they are stacked over
each other.

The crates are then used to transport the milk from one place to another, they form as the
building blocks for last-mile transportation.

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Other products are however packed in cartons and then transported to other locations.

Once the cartons are offboarded from the conveyer they are transported via fork lifts to the
location via pallets

These pallets are stacked over a 30-meter ASRS (Automated Storage and Retrieval System).

21
As per the requirement, the central control room retrieves the stock that needs to be transported
via the automated system.

These are later collected at the point where there are transported via forklifts into specially
designed cold storage and insulated trucks.

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THIRD PARTY LOGISTICS SERVICES:
In addition to the weaknesses in the basic infrastructure, logistics and transportation services are
typically not professionally managed, with little regard for quality and service.
Even from the above-mentioned rudimentary assessment of the environment, it should be evident
that typical western management approaches are insufficient for success in emerging markets.
Many multinational corporations who entered India after the initial wave of liberalization in the
1990s discovered this at a high cost. GCMMF and AMUL's performance stands in stark contrast
to these MNCs', and so offers an alternative business model that others considering entering
emerging markets like India would find valuable. Figure 3 depicts a schematic representation of
the business model with demand-supply relationships. The diagram also depicts significant
choices, support services, and planning and coordination operations in addition to material
movements. Procurement prices set by unions, for example, are a major influence of milk supply.
Similarly, GCMMF's dairy price approach has a significant impact on customer demand. The
Unions and the GCMMF share coordinating activities, as seen in the diagram. In addition to
outbound logistics, GCMMF is in charge of collaborating with distributors to ensure that
products are delivered in a timely and adequate manner. It also collaborates with labor unions to
determine product mix, product allocations, and production strategies. On the other hand, the
Unions manage collecting logistics and support services for their members. We will go through
these points in further depth in the sections that follow, as well as provide an explanation for
GCMMF's model and techniques.

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SIMULTANEOUS DEVELOPMENT OF SUPPLIERS AND
CUSTOMERS:
AMUL recognized early on that long-term growth depended on supply and demand matching.
Furthermore, given the primitive nature of the market and milk providers, their development in
lockstep was vital for the industry's sustained expansion. Because of India's weak infrastructure,
the organization understood that such growth could not be left to market forces and that
deliberate measures were essential. As a result, AMUL and GCMMF implemented a variety of
tactics to ensure continued growth. For example, when AMUL was founded, the vast majority of
consumers had minimal purchasing power and were value sensitive, consuming very little milk
and other dairy products. As a result, AMUL implemented a low-price strategy to make their
products cheaper and to ensure consumer value.
This method's success is well known, and it remains the cornerstone of AMUL's strategy to this
day. This attitude is reflected in AMUL's product mix and the order in which its items were
introduced. Starting with liquid milk, the product mix was gradually expanded by gradually
adding higher-value items while preserving the intended increase in the existing products. Even
today, as the market for high-value dairy products becomes more competitive, GCMMF
guarantees that appropriate quantities of low-value dairy products are maintained.
As previously stated, the member-suppliers on the supply side were mainly small and marginal
farmers with significant liquidity problems, illiteracy, and lack of training. AMUL and other
cooperative Unions used a variety of tactics to expand milk production and ensure consistent
growth. First, procurement prices were determined to generate a fair and reasonable return in the
short term. Second, because of the financial issues, cash payments for milk supplies were made
as soon as possible.
Many village organizations still pursue this method today, with payments sent upon receipt of
milk. Long-term, the Unions pursued a multi-pronged education and support strategy. For
example, only a portion of the excess earned by unions is distributed to members as dividends. A
large portion of this surplus is spent on initiatives that increase milk supply and improve yields.
Veterinary services, funding for cold storage facilities at village organizations, and other services
are among them. Parallel to this, the unions have put in place a number of measures to assist
members in their education.
To summarize, the dual strategy of simultaneous development of the market and member farmers
has resulted in parallel growth of demand and supply at a steady pace and in turn assured the
growth of the industry over an extended period of time.

24
MANAGING THIRD PARTY SERVICE PROVIDERS:
GCMMF and AMUL practiced core competency and the role of third parties in supply chain
management long before these concepts were recognized and became mainstream. From the
start, it was clear that milk processing and dairy product manufacture were the Unions' primary
activities. As a result, the Unions concentrated their efforts on these tasks as well as related
technological development (elaborated in Section 4.2). GCMMF was in charge of marketing
(including brand creation). The rest of the work was delegated to other parties. These services
include milk collecting logistics, dairy product distribution, product sale through dealers and
retail stores, and some veterinarian services, among others. It's worth mentioning that many of
these third parties aren't part of the organized sector, and many aren't managed professionally.
Hence, while third parties perform the activities, the Unions and GCMMF have developed a
number of mechanisms to retain control and assure quality and timely deliveries. This is
particularly critical for a perishable product such as liquid milk.

BUILDING NETWORKS
Kaira Union's founders knew that in order to achieve their goals, a significant number of
marginal farmers would have to profit from the cooperative — a network of stakeholders would
have to be established. And once it was created, it needed to expand in order to attract more rural
poor to dairy farming as a source of income. The network required to include many layers: an
organizational network ruled by the owners' voice, a physical network of support services and
product distribution, and a network of small farmers capable of delivering the benefits of a large
firm in the marketplace. More significantly, a system for establishing these networks had to be
established.

The most difficult challenge was establishing an organisational network that would represent
both farmers and buyers. GCMMF became the voice of the customers, Unions became the voice
of the milk processors, and village societies became the voice of the farmers, forming a loose
confederation. Market competition guaranteed that the entire network met the needs of customers
at highly affordable pricing. Farmers were represented at many levels of decision-making across
the network, including the societies, unions, and Federation boards, to ensure that the returns to
the farmers were consistent with the purposes for which the cooperatives were established. The
intermediaries had to work extremely efficiently and on razor-thin margins in order to ensure that
the majority of sales proceeds went to the farmers, who were the producers. This turned out to be
a blessing in disguise, as the operations stayed extremely "lean" and began to benefit the entire
network on a cost-based basis.

AMUL formed a committee to standardise the process of forming village societies among
farmers. The committee had to train the VS to operate the cooperative democratically, profitably,

25
and with concern for its members, in addition to creating the criteria for recruiting members.
This involved creating protocols for milk collection, testing, payment for milk acquired from
member farmers and sold to the union, accounting, and assuring timely collection and dispatch of
the union's milk-on-milk routes, among other things. In its relations with the Unions, the village
societies section at AMUL worked as internal representatives of the village societies.

The growth and servicing of village societies, boosting milk collection, procuring milk from
societies and transporting it to chilling places, and addressing concerns of farmers and village
societies are all part of AMUL's milk procurement operation. Their declared goal is to guarantee
that producers receive the most benefits possible. These programmes are coordinated by the Milk
Procurement Department's Societies Division. Milk is collected along a huge number of pre-
determined routes in accordance with a strict timetable. This division's field personnel also
assists village societies in interacting with the Union on a variety of topics, including improving
collection, resolving disputes, repairing equipment, and securing finance for equipment
purchases, among others. Furthermore, they are in charge of forming new societies, which is an
essential activity at AMUL.

The marketing arm of the network, GCMMF, manages the physical delivery network for milk
and milk products distribution. All of the networked goods are branded under the GCMMF
banner. AMUL and SAGAR are the two brands that GCMMF endorses. These two important
brands are used to sell milk and milk products from all Unions (Table 3 shows the market share
of AMUL across various product segments). GCMMF buys from a number of different
production plants (the thirteen Unions), which in turn buy from the Village Societies that are
registered with each Union. GCMMF distributes its products through third-party distribution
centres overseen by GCMMF-exclusive dealers. These distributors are also in charge of
providing service to retail establishments across the country. This process is overseen by
GCMMF's sales team. GCMMF's products are sold through India's FMCG retail network, the
majority of which are small businesses. Home vendors that supply milk to people's homes also
distribute liquid milk. GCMMF has been offering web-based ordering to its consumers since
1999. To support clients who order in this manner, a well-defined supply chain has been built.
Cooperative development programmes for educating and training members at the village level
have become an important aspect of the strategy to expand this vast network. It has educated and
trained around 650,000 women and 550,000 men, as well as the management committee
members and personnel of the village societies.

DISTRIBUTION NETWORK
To get their products to market, most producers cooperate with marketing intermediaries. A
marketing channel, also known as a distribution channel, is made up of marketing middlemen.

26
Distribution channels are groups of interconnected businesses that work together to make a
product or service available for use or consumption.
The GCMMF has its headquarters in Anand. The market is separated into five zones.
Ahmedabad, Mumbai, New Delhi, Kolkata, and Chennai are the locations of the zonal offices.
Furthermore, GCMMF has 49 depots across the country and serves 13 export markets.
A zero-level channel, also known as a direct marketing channel, involves a manufacturer selling
directly to end users. A one-level channel consists of only one selling intermediary, such as a
retailer, between the ultimate customers and the seller. A two-level channel normally has two
intermediaries: a wholesaler and a retailer. A three-level channel typically consists of a
wholesaler, a retailer, and a jobber in the middle.
The distribution of GCMMF is great. It's the way it's distributed that has made it so popular.
Milk and milk products, for example, are perishable GCMMF items. It becomes much more
critical for them to have a well-balanced distribution.

The GCMMF distribution channel is straightforward and clear, as seen in the diagram above.
Before reaching the final consumer, the products pass through three hands.

27
To begin with, the products are stored at the end of the Agents, who are only network facilitators.
The products are then sold to wholesalers, who then sell them to retailers, who then sell them to
consumers.

AMUL PARLORS
Amul has come out with a unique concept of Amul Parlours. They have classified those under
four types namely:
• Center for excellence
• On the Move
• Amul Parlours
• Amul Preferred Outlets

CENTER FOR EXCELLENCE

These Amul Parlors are specifically at a place, which has a class of excellence of its own. We
can find such parlors at the Infosys, IIMA, NID Ahmedabad etc.

ON THE MOVE
These parlors are at the railway stations and at different state bus depots across different cities.

28
AMUL PARLOURS
These parlors can be seen at different gardens across different cities. These are fully owned by
Amul.

29
AMUL PREFERRED OUTLETS:
These are private shops that stock the whole range of Amul products. They also agree that no
competitive brands will be allowed in the stores. Other brands in the non-competitor category
can be kept. Currently, Amul has about 200 such outlets.

30
MANAGING COMPETITION
A huge number of small local and regional firms dominate the Indian market. In the organised
segment, there are roughly 150 manufacturers, accounting for 30-35 percent of sales, and about
1000 units in the unorganised segment. Kwality Walls, Vadilal, Amul, Havmor, Mother dairy,
and Baskins & Robbins are notable brands in the organised market. GCMMF is up against stiff
competition both within and outside India.
Amul competes with its competitors by offering high-quality products at a price that its
customers like. In addition to high-quality products at a fair price, the packaging is also
excellent. The majority of its items come in a variety of tastes. GCMMF (AMUL) benefits from
excellent advertising, which helps it to outperform its competitors. Amul has also launched Amul
Parlours to cater to diverse consumer categories. In the domestic market, Amul has a very strong
brand image. GCMMF exports a wide range of items.
Exports: GCMMF is the largest dairy exporter in India. It has been designated as a "Trading
House." For the past nine years, GCMMF has earned the APEDA Award from the Government
of India for Excellence in Dairy Product Exports. The major export products are:
• Consumer Packs

31
 • Amul Pure Ghee
• Amul Butter
• Amul Shrikhand
• Amul Mithaee Gulab jamun
• Nutramul Brown Beverage
• Amulspray Infant Milk Food
• Amul Cheese
• Amul Malai Paneer
• Amul UHT Milk (Long Life)
• Amul Fresh Cream
• Bulk Packs
• Amul Skimmed Milk Powder
• Amul Full Cream Milk Powder
The products are exported to 18 countries namely, USA, Kuwait, Qatar, UAE, Yemen, Bahrain,
Muscat, Saudi Arabia, Tanzania, Madagascar, Sri Lanka, Singapore, Nepal, Bangladesh, Nepal
Thailand and Australia.

SUPPLY CHAIN FRAMEWORK

The supply chain of Amul can be described in the following steps: -
• Every morning and afternoon, 2.2 million farmers from the districts of Kaira (kheda),
Sabar Kantha, Baroda, Panchmahal, Rajkot, Bharuch, Mehsana, Banas Kantha, Surat,
Ahmedabad, Valsad, and Gandhi Nagar visit milk collection stations to sell the milk their
buffaloes have produced.
• In the previous year, total milk procurement averaged 47.32 litres per day, with a peak of
62 litres. Computers and computerised milk testers are available in all milk procurement
centres (EMTs). EMTs ensure that milk components are tested and measured efficiently.
The computers control the automatic milk collection system, which ensures that milk
payment bills are prepared quickly, that operations are transparent, and that milk
collecting is more efficient.
• The milk is subsequently sent to chilling depots in each of the member unions' villages.
GCMMF covers 10852 communities, each has its own village cooperative society. VDC
is also in charge of the milk collection system.
• After that, the milk is delivered to the 12 member unions. They all run a state-of-the-art
dairy that processes the raw material that has travelled from far-flung villages to the
district headquarters.
• The various products made under the flagship of AMUL such as butter, milk powder,
cheese, dahi, readymade foods such as Gulab jamun, pizza etc. Are manufactured at these

32
 various plants and distributed through the various distributors across the country and
abroad through GCMMF.

Amul is a behemoth in part because it was founded on the back of a cooperative movement. It
incentivizes women and farmers to collect milk from their cows and sell it to them. It has been
able to eliminate the middlemen by handling milk supplies from cattle farmers and transferring it
directly to the factory.
The supply chain's complexity and dynamism make determining the interaction effects extremely
difficult.
Increased network member cooperation has resulted in a variety of changes at all levels —
operational, tactical, and strategic — as well as the formation of practices and strategies for
improving the chain's performance. The following are the most prominent among them:

33
INFORMATION SHARING, OFTEN DYNAMICALLY, TO
IMPROVE PLANNING AND EXECUTION
Sharing POS data is a famous example of mitigating the bullwhip effect's distortions and
reducing apparent demand fluctuation among chain partners. Typically, cost sharing is included
in information sharing.

FOCUS ON CORE COMPETENCE OF EACH PLAYER IN THE

CHAIN.:
The goal is to ensure that each work is completed by the best entity for the job. As a result,
businesses have become willing participants in handing over control to a network partner in
exchange for better performance. VMI is a direct product of such a shift in management thought
in several industries. Similarly, with a focus on supply chain, the importance of third parties in
offering specific skills such as logistics has expanded significantly.

CAPACITY IMPROVEMENT:
It helps network partners in improving their capability and making them competitive

MILK PROCUREMENT
Total milk procurement by our Member Unions averaged 93.02 lakhs kg (9.30 million kgs) per
day in 2012-13, indicating a 6.68 percent increase over the 87.19 lakhs kg (8.7 million kgs) per
day attained in 2008-09. As is customary, the largest procurement was reported in January 2012,
at 122.5 lakh kgs per day.

THE DISTRIBUTION NETWORK

Through its network of over 3,500 distributors, Amul goods are available in over 500,000 retail
outlets in India. To buffer inventory of the complete spectrum of products, there are 47 depots
with dry and cold warehouses.
Rather than using the cheque mechanism used by other large FMCG businesses, GCMMF uses
advance demand draughts from its wholesale dealers. This method adheres to GCMMF's idea of
sustaining cash transactions throughout the supply chain, while also reducing dumping.

34
MANAGING THIRD PARTY SERVICE PROVIDERS
All other activities, including as milk collecting logistics, dairy product distribution, product
selling through dealers and retail outlets, provision of animal feed, and veterinary services, were
entrusted to third parties.

PROBLEMS & ISSUES WITH SUPPLY CHAIN

• Because GCMMF's competitive position is based on low consumer pricing and a low-
cost system, efficiently managing this supply chain is crucial.
• Prior to the introduction of the just-in-time concept, all GCMMF branches were involved
in route scheduling and had dedicated vehicle operations.
• Despite the fact that the cooperative was founded to bring farmers together, professional
managers and technocrats would be necessary to efficiently administer the network and
make it commercially viable.
• It's worth emphasizing that a lot of third parties aren't part of the organised sector, and
many aren't professionally managed and don't care about quality or service.
This is a particularly serious issue in the logistics and transportation of a perishable item, because
the basic infrastructure already has flaws.
• Its network, which has a significant number of members, necessitates the implementation
of regular improvement initiatives with a high success rate.
• Having a robust supply chain is only the first step; the next step is to create consumer
products that sell well and allow the same consumers to be influenced by marketing and
advertising changes.
• The organisation was also burdened by excessive middleman costs, which were alleviated
by handling milk supply from cattle farmers and shipping them directly to the
manufacturing.
• Because the product is perishable, it must invest in cold storage, which adds to the cost of
distribution and warehousing.
• When Amul was founded, consumers had little purchasing power and a low level of milk
and other dairy product consumption. As a result, Amul implemented a low-cost pricing
approach to ensure that its products are cheap and appealing to consumers.
• In addition to basic infrastructure flaws, logistics and transportation services are
frequently poorly managed, with little consideration for quality and service.
• GCMMF was one of the first FMCG (fast-moving consumer goods) companies in India
to implement B2C commerce using Internet technologies. Customers can now order a
wide range of products via the Internet and be assured of prompt delivery and payment in
cash upon receipt. Farmers will be able to access information on markets, technology,

35
 and best practices in the dairy business through net-enabled kiosks in the villages as part
of another e-initiative. GCMMF has also installed a Geographical Information System
(GIS) at both the milk collection and marketing ends of the supply chain.

DOCUMENTATION REQUIRED

TRANSIT INSURANCE - Transit insurance refers to the insurance of the moving stock or the
products that are carried/loaded in the vehicle.

The Transport Carrier complies with all the requirements that are requested by the Consignee
such as shortage/damage certificates and also complies with other formalities as required for
filing claims for transit damages on Insurance Company under transit insurance policy, such as
acknowledgment of claims notices providing FIR, photographs, police report etc.)

A claim damage notice covering the entire quantity and value of damages would then is served in
duplicate on local/designated office of the carrier firm. The carrier firms is required to return
copies of such claim/ damage notices duly signed and rubber stamped by the authorized
representative of the carrier firm in acknowledgment of damages, within 10 days from the date of
serving such notice to the Transport Carrier. This is an essential requirement for filing claims for
transit Damages on insurance company under our transit insurance policy. The carrier firms
would be required to acknowledge full quantity and value of damages. However, their liability is
limited, only to the extent of claims lodged but not settled by the Insurance Company. In case of
all Survey Claims, transport carrier will be required to issue a separate shortage/ damage
certificate on their letterhead covering the entire quantity of damages as reported in the
corresponding daim/damage notice served on them as referred above.

FREIGHT BILLS-Freight bill acts as the contract of carriage between the consignor and
consignee. The Transport Carrier fortnightly /monthly submits freight bills in duplicate to the
consignee, on 1st and 16th of every month for the consignments delivered at the destinations as
per the rates approved by Federation along with a summary of CN cum DMR and a copy of
Consignment Note under which the subject consignment has been transported.

STOCK TRANSFER NOTES OR SALE INVOICE - Stock transfer note refers to the document,
which is checked, and prescribed quantity and details of loading are updated on the document.
It's very similar to the sale invoice which refers to the bill that is provided by the seller to the
purchaser of product mentioning the details such a quantity amount quality and date of purchase
along with the TIN NO. Etc.

36
The Transport Carrier's employees or agents are responsible for verifying the quantity received
by them at the place of loading and tallying them with the quantity as per documents (stock
transfer note or sale invoice as the case may be) and irrespective of whether the refrigerated van
is sealed or not, they will be responsible for any shortages ber found at the destination. They will
therefore have to verify the count taken at the time of unloading the refrigerated van at the
destination and ensure that the count tallies with the quantity stated in the documents, which they
have already verified at the time of loading of the refrigerated van.

CONSIGNMENT NOTE - It's a document prepared by a consignor and countersigned by the

carrier as a proof of receipt of consignment for delivery at the destination. Used as an alternative
to bill of lading (especially in inland transport), it is generally neither a contract of carriage nor a
negotiable instrument.

BANK GUARANTEE - A type of guarantee in which a bank or other lending organization

promises to repay the liabilities of a debtor in the event that the debtor is unable to pay off.

DELIVERY EXAMINATION REPORT - In cases of shortages, breakages, damages, or goods

having been delivered in unsound conditions, Transport Carrier's representatives present at the
time of delivery of consignment, has to first acknowledge such shortages and damages by
signing the Delivery Examination Report prepared at the time of taking delivery of the
consignment.

ROAD PERMIT - permit is a mandatory requirement to be paid to regional transport office by

commercial vehicle registered, as set forth in Sec. 341 (41) (7) of Motor vehicles Act 1988.

WHAT DOCUMENTS DO THE INTERMEDIARIES PRODUCE?

INTIMATION LETTER IN CASE OF BREAKDOWN - Intimation letter refers to the

intimation in written by the transport company to the GMCCF in case of breakdown of the
vehicle in transit when it's loaded with the milk or other milk related products

DAILY MOVEMENT REPORT CUM CONSIGNMENT NOTE-A consignment note is

agreement between the consignor of a shipment and the carrier of the shipment, which records
the receipt of goods for shipment to a specified destination. The consignment note also specifies
the consignee of the shipment and the fee for shipment, but unlike a bill of lading, is not a
document of title. It's also called a waybill.

37
ARRIVAL REPORT-report provided regarding the arrival of the products containing the details
of the product which has been received by the retailers.

ACKNOWLEDGEMENT INVOICE - Acknowledgment invoice refers to the documents which

confirm the receipt of the product satisfactorily by the consignee. DAILY MOVEMENT
REPORT refers to the document which confirms the product that has been loaded and is
transported to the different locations by Transport companies. The Transport Carrier shall furnish
Daily Movement Report cum Consignment Note which is printed by Transport Carrier on their
letterhead in the format given by Federation. The Transport Carrier has to provide a summary of
the Daily Movement Report cum consignment Note for the period of bills presented along with
the presentation of the bills
what is the relevance of invoice/challans, road permit, consignment note exercise documents or
any other relevant documents??

RELEVANCE OF INVOICE - Invoice is a document to raise demand on a customer (usually in

case of credit sales), for the goods supplied to the customer. Based on a copy of the invoice, the
concerned customer account will be debited for the sales made. It is also called Credit Bill,
taking it as a document representing a demand for a credit sale. Some people call it a Debit Bill,
taking it as a document, based on which a debit is made in a customer account. Since it is a credit
sale, a demand should be raised on the customer, by preparing an Invoice/Debit Bill/Note,
irrespective of whether the customer wants it or not. Based on this only, a sale is recognized
(even though money is not received) and the customer. account is debited in the ledger. in the
current scenario where the maximum business is done on credit basis the importance of Challans
has increased as it's a formal document of transaction between the two parties of the credit
transaction.

DELIVERY CHALLAN - A document bearing description, condition & quantity of goods for
the purpose of locations of movement of the specified goods
Usage: Apart from sales invoice, it is advisable to have separate delivery challans in duplicate for
obtaining endorsement of the receiver as a proof of actual delivery of the goods.
Delivery note (or challans) relevant as it is a document accompanying a shipment of goods that
lists the description, grade and quantity of the goods delivered. A copy of the delivery note,
signed by the buyer, is returned to the seller as a proof of delivery. This will help the business to
estimate the expenses within the next few years.

ROAD PERMIT - Road permit is a mandatory requirement to be paid to regional transport office
by commercial vehicle registered, as set forth in Sec. 341 (41) (7) of Motor vehicles Act 1988. In
Jharkhand the government has launched its portal on e-road permit. Road permit gives an
authority to the consignor and consignee to move the good through the roads.

38
CONSIGNMENT NOTE- is a delivery proving document prepared by a consignor and
countersigned by the carrier as a proof of receipt of consignment for delivery at the destination.
Used as an alternative to bill of lading (especially in inland transport), it is generally neither a
contract of carriage nor a negotiable instrument.

PERMIT- It is mandatory for owner of a transport vehicle to obtain permit and use permit in
accordance with the conditions of the permit granted or countersigned by the Regional or State
Transport Authority. Rationing and quota in permits have been done away with. An application
for permanent may be made at any time. Granting of permit is decided by the S.T.A./ R.T.A.
Board as the case may be, keeping in view the overall public interest and advantages to the
public, of the services likely to be provided, subject to compliance of the requisite condition and
formalities. Applications for permits are available in the office of the secretary S.T.A. and
secretary R.T.A. The applicant must first apply for allotment. After which the applicant can
register the vehicle as a transport vehicle in the RTA/STA. Then only can permit be made.

39
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