PepsiCo is a world leader in convenient snacks, foods and beverages, with revenues of more than $39 billion and over 185,000 employees. The The compa company ny cons consis ists ts of Peps PepsiC iCoo Amer Americ icas as Food Foodss (PAF (PAF), ), Peps PepsiC iCoo Amer Americ icas as Beve Bevera rage gess (PAB (PAB)) and and Peps PepsiC iCoo Inte Intern rnat atio iona nall (PI) (PI).. PAF PAF includes Frito-Lay North America, Quaker Foods North America and all Latin America food and snack businesses, including Sabritas and Gamesa businesses in Mexico. PAB includes PepsiCo Beverages North America and all Latin American beverage businesses. PI includes all PepsiCo businesses in the United Kingdom, Europe, Asia, Middle East and Africa. PepsiCo brands are available in nearly 200 countries and generate sales at the retail level of more than $98 billion. Some of Pepsi epsiCo Co''s bran brand d names ames are are mor more than han 100100-yyears ears-o -old ld,, but but the the corporation is relatively young. PepsiCo was founded in 1965 through the merger of Pepsi-Cola and Frito-Lay. Tropicana was acquired in 1998 and PepsiCo merged with The Quaker Oats Company, including Gatorade, in 2001. PepsiCo offers product choices to meet a broad variety of needs and pref prefer eren ence ce -- from from funfun-fo forr-yo youu item itemss to prod produc uctt choi choice cess that that contribute to healthier lifestyles. PepsiCo’s mission is: “To be the world's premier consumer “Products Company” focused on convenient foods and beverages. beverages. We seek to produce produce healthy financial financial rewards rewards to investors as we provide opportunities for growth and enrichment to our employees, our business partners and the communities in which we operate. And in everything everything we do, we we strive for honesty, fairness and integrity.” (www.pepsico.com ( www.pepsico.com))
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PepsiCo World Headquarters is located in Purchase, New York. The seven-building headquarters complex was designed by Edward Durrell Stone, one of America's foremost architects.
The Haidiri Beverages Group was set up in 1979 and is Pepsi's sole selling agent for District Rawalpindi and Islamabad. It is based in the CDA Industrial Triangle, Kahuta Road, Islamabad. It manages the supply supply for severa severall wholes wholesale alers, rs, retail retailers ers,, restau restauran rants, ts, hotels hotels and other such food outlets. In order to achieve the projected sales targ ta rget etss effe effect ctiv ivel ely, y, the the orga organi niza zati tion on ensu ensure ress a comp compre rehe hens nsiv ivee strategic alignment with the overall Pepsi Cola’s business strategy. Haideri Beverages’ primary functions are to conduct a systematic manufacturing and supply of the product without any tactical flaws. Backed by a powerful competitive strategy and empowered by some effective supply chain strategies, the group has been managing an effe effect ctiv ivee supp supply ly chai chainn thro throug ugh h out out the the regi region on.. It has has set set up a sophis sophistic ticate ated d manufa manufactu cturin ringg and storag storagee plant plant in Rawalpi Rawalpindi ndi with with mult multip iple le prod produc ucti tion on unit unitss and and huge huge prod produc ucti tion on ca capa paci city ty.. Haid Haidir irii Beve Bevera rage gess has has diffe differe rent nt mana manage geme ment nt depa depart rtme ment ntss deal dealin ingg with with specialized Marketing, Human Resource, Information Technology and Supply Chain Processes. In this section we conduct a brief analysis of the basic supply chain management functions of Haidri beverages.
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The objective of every supply chain should be to maximize the overall valu valuee gener enerat ated ed.. The The value alue of a supp supply ly chai chainn gen generat erates es is the the difference between what the final product is worth to the customer and the costs the supply chain incurs in filling the customer’s request. (Chopra, Meindl 2006)
During this phase a company decides how to structure the supply chain over the next next several several years. The company company makes long term decision decisionss in regards to location and capacities of production and warehousing faci fa cili liti ties es,, the the prod produc ucts ts to be manu manufa fact ctur ured ed or stor stored ed at vario various us locat locatio ions ns,, the the modes modes of tran transpo sport rtat atio ionn to be made made,, infor informat mation ion systems and so on. The supply chain design is very expensive to alter on short notice and supports the company’s strategic objectives. In order to ensure a good supply chain strategy, Haidri Beverages plans two years in advance. It has several contracts with manufacturers, and receives raw material on a convenient basis. The company also deci decide dess where here prod produc ucttion ion plan plants ts are are to be plac placeed. Hai Haidri dri has has production plants at Peshawar and Islamabad. The production process is 65% automated. automated. The company has to provide and manage manage transport transport for the delivery of products as well as the arrangement of third party services for the procurement of products. The shipping department handles orders and the transport department decides the vehicles for safe delivery. Material planning and sourcing is carried out as well. Sources of supply of raw material both local and foreign are identified and terms and 3
conditions are negotiated. Capacity planning is also done at this stage. Sales forecasting and production planning depends upon the capacity of the organization with respect to: 1. Production (180,000 converted 250 ML crates per day). 2. Storage: Raw and packing (80,000 Sq Ft) 3. Storage: Finished goods (120,000 Sq Ft) Haidri has a procurement budget of Rs 2.9 billion. Approved suppliers cannot go beyond this budget. The supplier is audited by the most cost efficient quality control department. Distributors are also decided by the company, keeping in mind past performances. The company has increased its distribution capacity from one to six filling lines during the last few years lending it a competitive edge over Coca Cola.
As the above configurations have been set, planning must be done within the above stated constraints. The goal of planning is to maximize the supply chain surplus. Planning establishes parameters within which a supply chain will function over a period of time. Companies start the planning phase with a forecast for the coming year of demand. Pepsi carries out sales forecasting for local demand as well as for export purposes to countries such as Afghanistan. The annual sales target is conveyed to the supply chain department of Haidri Beverages. Planning is carried out on a monthly, weekly and daily basis at Haidri.
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Company makes decision regarding individual customer orders. The goal of supply chain operations is to handle incoming customer orders in the best possible manner. During this phase, firms allocate inventory or production to individual orders, set a date that an order is to be filled, generate pick lists at a warehouse, allocate to shipping, set delivery and so on. There is less uncertainty about demand. At Haidri, the production, sales and supply chain departments get together to decide the inventory usually on a weekly basis .
The processes in a supply chain are divided into a series of cycles each performed at the interface between two successive stages of a supply chain. There are five stages in a supply chain (Supplier Manufacturer Distributor Retailer Customer) and four supply chain process cycles (customer order, replenishment, manufacturing, procurement cycle).
Supplier
Manufacturer
Distributor
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Retailer
Customer
With push process execution is initiated in anticipation to a customer order. Pepsi has a seasonal demand. Just in time concept is applicable in non-seasonal period and not applicable in seasonal period. All processes that are part of the procurement cycle, manufacturing cycle, replenishment cycle, and customer order cycle are push processes.
Pepsi Sales order and processing: The Shipping Manager receives sales order from Sales Team, distributors through telephone, fax & email one day before dispatch. The sales are made to base distributors on advance payment against orders then shipping manager plans according to the demand of distributors on daily basis.
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There are three major sustainable advantages that give PepsiCo a competitive edge as they operate in the global marketplace: 1. Big, muscular brands, 2. Proven ability to innovate and create differentiated products and 3. Powerful go-to-market systems.
PepsiCo's overall mission is to increase the value of shareholder's investment . They do this through sales growth, cost controls and wise investment of resources. They believe their commercial success depends upon offering quality and value to their consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound ; and providing a fair return to their investors while adhering to the highest standards of integrity. A customer while purchasing a bottle of Pepsi will consider product quality, price and availability of the product. Thus, Pepsi in Pakistan particularly focuses its competitive strategy as to producing sufficient variety, reasonable prices, and the availability of the product.
Marketing and Sales Strategies:
PepsiCo has developed the national marketing, promotion and advertising programs that support its many brands and brand image; oversees the quality of the products; develops new products and packaging, and coordinates selling efforts (PepsiCo 2000 Annual Report). 7
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Haidri needs to understand the customer needs for each targeted segment and the uncertainty the supply chain faces in satisfying these needs. As Haidri deals with beverages, which are a fast moving consumer good, it knows the requirements of consumers. Pepsi is considered as a drink which is refreshing during summer, and taken regularly during winter, with demand hiking around festivals such as Eid and occasions such as weddings. Haidri caters to both cities and rural areas. It understands the needs of both. As demand for beverages is seasonal, the quantity of product needed for each lot is taken care of with past demand in mind. Consumers generally require a small response time, high service level, reasonable price and some variety (for example health conscious people favor diet versions of sodas).
Demand for Pepsi varies by product. For example there is a greater demand for “Pepsi” as compared to “Mirinda Apple,” which is new. Hence, Pepsi has a low demand uncertainty as compared to “Mirinda Apple.” The product “Pepsi” is approaching its maturity stage in the PLC whereas “Mirinda Apple” is in the introductory stage.
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Pepsi’s implied demand uncertainty varies with the product type as well as the customer needs. Due to decreased lead time (the customer may purchase its competitor’s product if Pepsi is not available at that time), need for greater variety and higher level of service, implied demand uncertainty increases. This is true for cities where unmet demand by Pepsi is met by Coca Cola, Amrat Cola and other such competitors. Supply uncertainty is also affected by new products. New products have higher supply uncertainty.
After determining the demand uncertainty it is important to take a look at the uncertainty resulting form the supply chain. “Pepsi” is not a new product and its market is going towards maturation. The company does not have many difficulties in delivering a product and has a fixed delivery schedule (on daily basis). “Pepsi” hence has a predictable supply and somewhat uncertain demand depending on market conditions.
Predicta ble supply and
Predictable supply & uncertain demand or uncertain supply & predictable demand or somewhat uncertain su l & demand
PEPSI
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Highly uncertain supply & demand
Highly Efficient
Somewhat Efficient
Somewhat Responsive In towns
Highly Responsive
PEPSI in cities
The efficiency and responsiveness varies according to the consumer needs, implied demand uncertainty, product type and market segments. In remote areas the company focuses on being somewhat efficient as other modes of transportation could turn the product to be highly expensive. According to the company it does not deal with distributors who do not have 20 to 25 vehicles, therefore as the company has focus on cost reduction, uses slow and inexpensive modes of transportation, the demand is certain, and uses economies of scale in production, the product Pepsi is more inclined towards being somewhat efficient. In cities, the company focuses its attention on being highly responsive as Pepsi has to meet short lead time, meet a high service level, handle a large variety of products and respond to wide ranges of quantity demanded especially at the retail stage .
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Making one stage more responsive allows the other stage to focus on being more efficient. The Pepsi supply chain assign different roles to its different stages, the company has to decide either to transfer the responsiveness to the manufacture stage or to the retailer stage. While discussing the Pepsi’s supply capability it is seen that Pepsi tends to be more responsive in the cities and a bit less in towns. Therefore, transferring the responsiveness to the retailer and distributor, allowing them to face the higher implied demand uncertainty. This in return allows the manufacturer and supplier to be more efficient. At the same time, multiple beverage types contribute to a broader product portfolio causing Haidri to adjust its strategies accordingly; tailoring the supply chain to best meet the needs of each beverage demand .
In Pepsi the agile inter-company scope of strategic fit is essential because the competitive playing field has shifted from companyversus-company to supply chain-versus-supply chain. Strategic scope must cover all boxes, at least at the supply chain end. The agile intercompany scope of strategic fit requires the company to evaluate every action in the context of the entire supply chain. As competition increases, Pepsi is expanding their strategic scope as they are increasing their product line by adding “Pepsi Max,” “Mountain Dew” and “Mirinda Apple” to their beverage line. 11
Within the twin cities of Islamabad and Rawalpindi, Pepsi mainly follows a combined cost effective responsive supply chain strategy. The intensive supply of the product is being ensured throughout the twin cities’ market with the help of several distributors. Pepsi has been able to reach out to all market segments without any delays because of its business maturity and comparative business strength. It has the highest beverages sales volumes as compared to any other beverage in Rawalpindi and Islamabad. Although there is an overwhelming stability in the product market yet there are some remote areas where there are conditions for a possible stock out due to their remoteness. For addressing this risk Pepsi has financed different whole sellers in those areas to respond immediately. Pepsi in Islamabad and Rawalpindi and in most parts of Pakistan can be rightly placed into the category of an “ever growing mature business.” Responsiveness: In case of Fast Moving Consumer Goods (FMCGs) that target a huge segment of market, responsiveness is a deciding factor for the organizational success. In a typical Pakistani market, quick response enables supply chains to meet the customer demands for ever-shorter lead times, and to synchronize the supply to meet the peaks and troughs of demand. Pepsi’s supply chain has been able to reinforce a greater response to the uncertain and unpredictable market behavior only because it has multisided processing facilities and corresponds to a systematic production network with both dedicated and multi-product facilities. The major focus is to determine the processes that are to be integrated in the supply chain 12
network with their corresponding suppliers, distribution centers and the associated transport links between them. The major considerations in the design are the supply chain responsiveness and profitability.
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The framework is based on a motive to create strategic fit between the competitive and supply chain strategy. Pepsi Competitive strategy stands to provide a large variety of products very quickly; simultaneously the supply chain strategy stands to materialize the availability of that variety of products. Pepsi mainly follows a responsive supply chain strategy. Alignment of Pepsi’s business strategy to a corresponding supply chain strategy is achieved through proper deployment of supply chain drivers. Pepsi has to deal with different set of market segments simultaneously. Most of the time the approach needs to be responsive enough to grow substantially to be able to compete with uncertain demand, while in many areas demand is certain and very much predictable, so there it incorporates an efficient supply chain strategy.
Haidri has established a comprehensive plan to ensure the sufficient inventory levels to keep up with the market demand effectively. For this purpose the main inventory storage has been established within the main plant area Kahuta road, Rawalpindi. It has the storage capacity of 120,000 Sq Ft and the area is being utilized both horizontally and vertically. The shipping department is in charge for storage and subsequent displacement of the product orders. The inventory capacity is being utilized and maintained in coordination with the production department and is based on the term production estimates. Apart from the main storage house, Haidri has established more than 10 storage facilities nearer to the market in Rawalpindi and Islamabad. Increasing inventory makes the supply more responsive to the customers. At Haidri Beverages, managers bear a high inventory cost to ensure maximum levels of inventory and to reduce the production and transportation costs.
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Transportation driver has a large impact on the responsiveness of the business. Faster transportation of the products allows Haidri to maintain sufficient levels of stock on the shelves. Haidri’s transportation network is the collection of routes, modes and locations along which the product can be shipped. With the help of several distributors the product is being supplied to the market. There are multiple supply and demand points within the twin cities which cater to the market demand. Haidri decides and selects different modes of transportation having different characteristics with respect to the speed and size of shipment. The transportation network has been designed with a view to ensure responsiveness and boost the availability of the product. For Haidri using fast mode of transport increases responsiveness as well as the transportation cost but lowers the inventory holding cost.
Connects all the supply chain stages effectively allowing them to coordinate and maximize total supply chain profitability. It is also crucial to the daily operations of each stage in the supply chain. The unit manager utilizes the production scheduling system that is based on information on demand to create a schedule that allows Haidri Beverages to produce the right amount of product. The warehouse in charge uses this information to create visibility of the warehouse’s inventory items. Information sharing helps this firm improve its responsiveness within the market. It helps to accurately forecast demand and realize frequency of updates, measurements of the effects of seasonal factors influencing the production, measurements of variances from the plan and the ratio of demand variability to order variability. Timely and accurate information enables the
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distribution managers to fix potential stock out or oversupply problems.
In order to ensure the responsive strategy implementation, the role of facilities is of prime importance in the supply chain of Haidri Beverages. Pepsi has established a flexible and a product-focused production facility in order to respond effectively to the variability in demand. The storage facilities are designed in order to provide maximum possible capacity for the inventory. The large amount of excess capacity allows the facility to be very flexible and to respond to wide surges in demands placed on it. In alignment with the responsive supply chain strategy the facilities have been geographically located close to the market.
Direct distribution: Delivery of post mix cylinders & handling of key accounts: The key accounts are different wholesalers, restaurants and hotels like Pizza Hut, KFC, Metro which serve as a place for key sale. These are known as national key accounts and are very important in terms of competition.
o
Export Parties
o
Indirect distribution: o
Through Base market distributors
o
Through Outstation distributors 16
Before delivering the product some certain guiding principles are followed for the assessment of distributor’s capability by Haidri:
Applicant must have 20 to 25 vehicles (depending on the area).
Applicant must have 20,000 cases of empty bottles.
Applicant must deposit Rs.1, 000,000 as a security.
Haidri uses light and heavy vehicles for safe delivery of goods to the distributors for timely delivery. It follows the just in time concept which is applicable in Non-seasonal period and not applicable in the seasonal period.
This is usually done through taking over key revenue areas. If the distributor does not achieve its sales target, the distribution is taken back and an addition of new distributor is done. Therefore Pepsi’s supply is low supply uncertainty. Some of its supply source capabilities are:
Less breakdowns
High quality
Flexible supply capacity
Mature production process
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At the highest level, performance of a distribution network should be evaluated along two dimensions: 1. Customer needs that are met 2. Cost of meeting customer needs The customer needs that are met influence the company’s revenues, which along with cost decide the profitability of the delivery network. While customer service consists of many components we will consider those measures that are influenced by the structure of the distribution network for Pepsi. for Pepsi is minimal as the direct customers for Pepsi are the retailers and then the consumers. So with over 30 delivery trucks in Islamabad, Pepsi is readily available to every retailer within 30 minutes. Rawalpindi has 6 warehouses from where the supply to the market is done through Shehzore or small cars . in Pepsi is large. They have made their place in the market with their unique product line ranging from chips to water. As we are dealing with Haidri, the product variety includes beverages ranging from the water Aquafina to Mountain Dew, Pepsi, Pepsi Max, 7 Up, Mirinda, Mirinda Apple & Fountain Fresh. Pepsi and Mountain Dew the most; Mountain Dew has the highest consumption in Gujranwalla. Recently, the sales for 250 ml bottles has decreased but they are trying to increase it as it gives the company higher profits.
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of Pepsi is very high and the product is always available in stock whenever an order arrives. Whenever the distributors feel that after one loading there could be a stock out they place an order to Haidri Beverages in advance just to keep the floor with enough stock in hand. The Distributors have 3 days stock as back up with them in order of any malfunctioning of the plant or other such external factors. for Pepsi has always been positive as they receive the product with ease and on time. The retailers are the direct customers as they place an order to the distributors. There has never been a shortage or a delay for Pepsi in Metro or Pizza Hut which are the key accounts for the company . in Pepsi is not really an electronic phenomenon where you can track your order through computer. It is more of person-to-person contact and one can easily track down their orders through the designated staff in each sector of Islamabad and RawalPindi or for that sake all over Pakistan. of Pepsi has always been very strong in a sense that unsatisfactory items can be returned and changed on the spot. This is true for both the consumers and the retailers. Pepsi has laid down a system through which they can effectively manage this requirement. The retailers are told to take down the comments and the address or phone numbers from the person who is returning the bottle. It seems at fist that a customer always wants the highest level of performance along all these dimensions, in practice however this is not always the case.
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In Pepsi inventory is not held by the manufacturers at the factories but is held by distributors/ retailers in intermediate warehouses and package carriers are used to transport the products from the intermediate location to the final customer. This requires distributor storage to keep high levels of inventory because distributor/retailer aggregates demand uncertainty to a lower level than the manufacturer. Transportation costs for Pepsi are somewhat lower because an economic mode of transportation (e.g. truckload) can be employed for inbound shipments to the warehouse, which is closer to the customer. Facility cost is high because of a loss of aggregation and often end up with higher processing costs. The information structure needed is not that complex. The distribution warehouse serves as a buffer between manufacturer and customer. Real time visibility between customers and warehouse is needed whereas as visibility between customer and manufacturer is not required. Response time is also reduced. Customer convenience is high and order visibility with manufacturer storage becomes easier. Distributor storage is well suited for medium to fast moving goods and it can also handle higher level of variety than retail stores.
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There are basically two components of distribution: •
Storage
•
Distribution
The storage facilities of Haidiri Beverages are designed in order to boost the timely availability of the product. For this purpose the distributors are fully equipped with facilities that are needed to ensure intensive supply of the product. The storage facilities are designed to contain the maximum possible inventory items that are needed at any given time. Haidiri Beverages has established several storage units nearer to the market in order to boost availability. Transportation conducts inventory movement from point to point in supply chain of Haideri Beverages. It incorporates a combination of modes and routes at different stages. Transportation choices have a large impact on the responsiveness strategy of the business. Haidiri has several contracts with several distributors with multiple transport facility that ensure the maximum possible transport of inventory within a short period of time. The distribution does not work between specific supply chain components but it performs a basic function of integration amongst all supply chain components. In case of FMCG like Pepsi, the value of systematic distribution process can not be undermined. The Pepsi distribution system linked the entire supply chain for all product categories. The distribution centers and its information network play a key role in that regard. The major object is to carefully track sales of items and offer short replenishment cycle times. The distributors offer stored deliveries too many retail outlets in the twin cities. Different products are being delivered conveniently on pre-orders. The distribution system is flexible enough to alter delivery schedule depending on customer demand. The Territory Distributor Managers 22
maintain a contact with the retailers in order to book and place the orders. Whenever a store places an order it is immediately transmitted to the supplier through the distribution manager. Now Haidiri receives orders from all distribution centers and the shipment department delivers the orders. At the distribution centre, products from the manufacturer are delivered into different trucks and each truck makes deliveries to multiple retail stores. The number of stores depends upon the sales volume. The system works on trust and does not require the delivery person to be present when store personnel scan the delivery. This reduces the delivery time at each store. Haidiri have nine distributors in Islamabad and Rawalpindi, namely: Shan distributors, Awan distributors and Arbab Distributors. To support this distribution network they have a transport department which consists of more than 30 ten wheeler trucks in Islamabad alone. Each truck has a capacity of 1572 Pepsi cans. Rawalpindi distribution is made possible through Shehzore and Suzuki because of the narrow and congested roads. The distribution department is in direct contact with the manufacturers and keeps updating inventory levels. They keep in stock spare three days stock to combat external uncertainty. The distribution department is responsible for all the variety of the products in their portfolio. PepsiCo’s overall distribution network spreads throughout Pakistan connecting the remotest of places and providing great customer service. Globalization has increased the competition that Pepsi is constantly coming up with new projects, campaigns and distribution. Pepsi with more than 180% of profits this year and with the annual review of their rates (last revised on 14 th November 2007) is looking more and more competitive and as the logo says: “Ye Dil Maangay Aur!”
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(PLC) can be divided into several stages characterized by the revenue generated by the product.
These are the some problems and their solutions how we can implement these suggestions to improve FMRM in PEPSI
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The sale person cannot sort the bottles when they pick the bottled from the market.
If the sales persons sort the bottles and take or pick the bottles only own brands from the market so in this way 50% sorting is possible before the shipping department
Customers are claimed that the PET and one litter class bottles are leaked and claim for the replacement.
PET and one litter glass bottles are checked on plant to deduce the replacement. Labors on plant line no 1 checking the bottles leakage randomly. Labors must check all the bottles. According to the survey it was found the sales persons destroy the bottles personally for the replacement. A quantity must be fixed that below this quantity leakage bottles are not accepted.
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Decaser and uncaser in line no 1 is not exit so a large numbers of bottles are broken by the labors .
Decaser and uncaser must be exists in line no 1 to reduce the breakage. If it is not possible use of net in all the plants because a large numbers of bottles are fallen on ground and broken.
Extra material found in washer plant the excess quantity of NaOH in washer.
An expert and trained labors are used to mix the Stabilon, Divo Le 92, Divo Al 93, NaOH It was found that excess amount of materials is used in washer all the bottles are sent back and rewash. So in this way all the resources are used twice except the filling and electricity and labors cost increase.
Line no 1 stop due to technical problem, but the bottles are without the caps.
Bottles must be caped according to safety principle while it is filled or not. 26
Male labors are not doing their job very well and not interested with their work
It was found that female labors in inspection are very interested in their activities. Female labors in inspection doing their job well than the male. So hire female labors at empty and filled inspection.
Due to some problems it was found in line no 1 labor are not worked well. They asked they worked only line no 3.
Make the training and development of the labors on the continuous basis. Rotate the labors from one line to another line. Labors must be trained all the production process lines .
8) Upper tray of plant must be clean from inside 9) The filler operators must be with the proper gloves and masks 10) Comparison of leader or the supervisors’ job. Awards in the form
of money are given to them. In this sense competition arises between the supervisors and the result better production.
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11) Trained and expert staff is hired on the rejection criteria. Who
know this bottle may or may not clean after wash. 12) Breakage bottles must be wastage or put in to the bag for the
safety of labors. 13) Crown trolley is not clean well and trolley glass is badly damaged. 14) Due the dark colour of PEPSI MAX dirty in bottles are not
identified properly. 15) Crown Checking is necessary before to fill the empty bottles,
other brands crown separated before filling process. 16) Major focus on empty bottles inspection before filling to
minimizing bottles wastage.
Water treatment Process CaCl2 + Lime
NaOCl
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FeSo4
Raw Water
Sludge
Reaction Tank
Treated Water
Buffer Tank
---------------------------------------------------------------------------------------------------------
U.V Lights
Polisher
Carbon Purifier
Treated Water to Filler
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Sand Filter
Findings and Lab Testing:
In the sand filter tests through test tube, Burats and conical flaws. H2SO4 (Sulfuric Acid) is 0.02 normal and distel water add them to become the chemical normal. Normal chemical H2SO4 is 2.5 Sludge Level testing is used into tank if tank is 100% then 12% to 15% must be sludge level. Flow rates of chemical and chemical dozing flow high if water nee high. Suggestions: •
• • •
• •
There must be a plan given to water treatment before opening shift from production department. Daily measurement of treated water must be used. Raw water analysis used into water treatment. To minimize sand filter answers differences they must be calculate exact weights of chemical. Reaction dozing calculate properly after1/2 hours. Reaction flaws, raw water flaws, chlorine flaws and pharis Sulfate check after 2hours that may be chances to become problems or errors in calculation.
MRD Department: Purpose:
This survey helps generating report that ultimately benefits sales force (S&D Managers, Unit Managers etc) to plan market accordingly and for higher management to make important decisions to stay abreast with the competitors. Methodology:
This activity has been divided into 3 steps:
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Market visit:
A research officer’s team is prepared to visit the specific distribution area. Area information and market survey forms are provided to the team to collect information from retailers. Data analysis:
Information provided by the research team is compiled and analyzed manually and through certain computer programming formats. Report Preparation:
Finally a report is prepared which shows current position and trends. Role of MRD (market research & development) Department:
Internal data is gathered via customer databases, financial records, and operations reports this internal data give quick/easy access to information sometimes incompleteness or inappropriateness of data to a particular situation cause errors. Marketing intelligence is the systematic collection and analysis of publicly available information about competitors and trends in the marketing environment. Competitive intelligence gathering activities have grown dramatically. Now many there are sources of competitive information. Marketing research is the systematic design, collection, analysis, and reporting of data relevant to a specific marketing situation facing an organization. Therefore MRD Dept. conducts research often these are mostly conducted by the young and energetic internees, keenly looking for market knowledge.
MRD Research Project INTRODUCTION:
Pepsi and Coke are the leading companies in the beverage market. The paper attempts to determine which brand is most famous in the beverage market. We calculate how many customers or consumers are loyal towards the Pepsi products. Data is collected from 422 respondents including, students, workers and general public. Stratified random sampling is used to analyze the result.12 types of questions are asked to respondent to discover the brand loyalty, 350 from 422 respondents are not loyal towards the Pepsi brand they asked if the Pepsi products are not 31
available we purchase or consume the Coke products.275 Respondent said our consumption remain same if the prices of the Pepsi products decreased . FINDINGS:
We attempts to discover which brand is most famous in the eyes of consumers. For this study chooses the questionnaire as a tool to measure the response of respondents There are five classes in this research class one companion of Pepsi and Coke. In class two we see the consumption of Sprite and Teem. Mirinda and Fanta are lies in class three. In class four we compare the Mountain Dew with the Sprite3G.In class five we compare the Pepsi Max with Coke Diet. In the Pepsi brand Mountain dew take the highest share and top of the Pepsi product. 166 from 422 respondents are said we like the Mountain dew in Pepsi brand. In the Coke brand Coca Cola on top of the list.151 consumers from 422 are like the Coca Cola in Coke brand. 52% of respondents like the Pepsi brand and 48% of respondents are like the Coke brand.66% of questionnaire are filled from male and 34% of questionnaire are filled from the female respondents.
Shipping Department Shipping is a very critical area for any beverage organization. It serves the role of coordinator or middleman between production and sales. Ensuring appropriate quantity and on time availability of empty & liquid stock is utmost important. Any malfunction in empty receiving, storage and supply to plants, liquid stock and distribution directly affects sales. This is a complete chain or cycle and any weak link, bottle neck or disturbances will slowdown the whole operations. The shipping system of NBC is responsible for the management of the Following tasks: •
Shipping is responsible for managing the empties that are required for production.
•
Shipping is responsible for receiving the liquid clearance from excise to dispatch it further to depots & distributors or parties.
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•
Shipping is also responsible for maintaining proper stock of liquids and empties as they appear in the liquid and empties stock register, so as the stock appears in the registers, it should also be physically present in the depots.
Advertising:
NBC has eight Advertising workshops. Total work is done on labor rates and contract basis. Material is provided from NBC. After completion of jobs, contractors make bills. These bills are verified by Area Sales Incharge. After verification bills are delivered to Advertising Department by contractors. Advertising Department can verify any bill at any time. After verification these bills are forwarded to Account Department for payment. Panaflex boards are prepared on contract basis from outside supplier at agreed rates and Material specifications. Skins are printed from Ad sells Publicity & Services Our Aim:
To improve quality of work (Wall paint & publicity items). To reduce publicity expenses to the extent sale should not be disturbed. To switch from traditional publicity to innovative publicity
How to improve Quality:
By compelling contractors to use quality paint and discouraging locally made paint. By providing guidance about mono & models (PCI Publicity Look Book) & Calligraphy. Monitoring through sudden visits and punishment. On the job monitoring and guidance (Imran Colony Workshop) HOW TO CONTROL Advertising Expense:
By controlling misuse of publicity. By inventory controlling: 33
Reduction of Scrap Use of old publicity finished items Repair of old publicity finished items
By taking competitive rates of the raw material. By streamlining audit process PROBLEM FACED BY ADVERTISING DEPARTMENT: MATERIAL PROCUREMENT:
Mostly the procurement of raw material for example procurement of iron items and electric Material is delayed by Purchase Department. As you know each and every item is most Important, either it is cheaper or expensive, for the preparation of final product. If any one Item i.e. welding rod, is not purchased on time, the production of final product is disturbed. Further, I could not be able to issue rest of the material to depot due to transportation cost. PAYMENTS (BILLING PROCESS)
Due to late payments from company, contractors become financially unhealthy. The reasons for late payments are multiple (i.e. late signing from sales team, delay from advertising office, and delay from account/audit). Due to this reason, they could not be able to fill sales demands completely / timely. DEMAND PROCESS
Demand is raised from sales team. After approval from sales team (UM, S&D), these are sent to Advertising Office for final approval and execution. Mostly advertising items (internal Workshops – depot end) are prepared on verbal basis from UM, S&D due to urgency of market. After execution, demand is raised, processed and billed. Some times these demands are kept in the Custody of UM/S&D for a long period due to different reasons (i.e. non-availability of leisure time, Delayed service from contractor end etc.). Some times approved demands are held by sales team for delayed execution and new and fresh demands (un-approved) are given to contractor for execution, most probably for urgent market needs (coke conversion, irritating outlets etc.).
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