About Us - The Amul ModelThe Birth of AmulIt all began when milk became a symbol of protestFounded in 1946 to stop the exploitation by middlemenInspired by the freedom movementThe seeds of this unusual saga were sown more than 65 years back in Anand, a smalltown in the state of Gujarat in western India. The exploitative trade practices followed bythe local trade cartel triggered off the cooperative movement. Angered by unfair andmanipulative practices followed by the trade, the farmers of the district approached thegreat Indian patriot Sardar Vallabhbhai Patel for a solution. He advised them to get rid ofmiddlemen and form their own co-operative, which would have procurement, processingand marketing under their control.In 1946, the farmers of this area went on a milk strike refusing to be cowed down by thecartel. Under the inspiration of Sardar Patel, and the guidance of leaders like MorarjiDesai and Tribhuvandas Patel, they formed their own cooperative in 1946.This co-operative, the Kaira District Co-operative Milk Producers Union Ltd. began withjust two village dairy co-operative societies and 247 litres of milk and is today betterknown as Amul Dairy. Amul grew from strength to strength thanks to the inspiredleadership of Tribhuvandas Patel, the founder Chairman and the committedprofessionalism of Dr Verghese Kurien,who was entrusted the task of running the dairyfrom 1950.The then Prime Minister of India, Lal Bahadur Shastri decided that the same approachshould become the basis of a National Dairy Development policy. He understood that thesuccess of Amul could be attributed to four important factors. The farmers owned thedairy, their elected representatives managed the village societies and the district union,they employed professionals to operate the dairy and manage its business. Mostimportantly, the co-operatives were sensitive to the needs of farmers and responsive totheir demands.At his instance in 1965 the National Dairy Development Board was set up with the basicobjective of replicating the Amul model. Dr. Kurien was chosen to head the institution asits Chairman and asked to replicate this model throughout the country.The Amul ModelThe Amul Model of dairy development is a three-tiered structure with the dairycooperative societies at the village level federated under a milk union at the district leveland a federation of member unions at the state level.Establishment of a direct linkage between milk producers and consumers by eliminatingmiddlemen
Milk Producers (farmers) control procurement, processing and marketingProfessional management
The Amul model has helped India to emerge as the largest milk producer in the world.More than 13 million milk producers pour their milk in 1,28,799 dairy cooperativesocieties across the country. Their milk is processed in 176 District Co-operative Unionsand marketed by 22 State Marketing Federations, ensuring a better life for millions.
organizationGujarat Cooperative Milk Marketing Federation Ltd. (GCMMF), is Indias largest foodproduct marketing organisation with annual turnover (2010-11) US$ 2.2 billion. Its dailymilk procurement is approx 12 million lit (peak period) per day from 15,712 village milkcooperative societies, 17 member unions covering 24 districts, and 3 million milkproducer members.It is the Apex organisation of the Dairy Cooperatives of Gujarat, popularly known asAMUL, which aims to provide remunerative returns to the farmers and also serve theinterest of consumers by providing quality products which are good value for money. Itssuccess has not only been emulated in India but serves as a model for rest of the World. Itis exclusive marketing organisation of Amul and Sagar branded products. It operatesthrough 47 Sales Offices and has a dealer network of 5000 dealers and 10 lakh retailers,one of the largest such networks in India. Its product range comprises milk, milk powder,health beverages, ghee, butter, cheese, Pizza cheese, Ice-cream, Paneer, chocolates, andtraditional Indian sweets, etcGCMMF is Indias largest exporter of Dairy Products. It has been accorded a "TradingHouse" status. Many of our products are available in USA, Gulf Countries, Singapore,
The Philippines, Japan, China and Australia. GCMMF has received the APEDA Awardfrom Government of India for Excellence in Dairy Product Exports for the last 13 years.For the year 2009-10, GCMMF has been awarded "Golden Trophy for its outstandingexport performance and contribution in dairy products sector by APEDA.For its consistent adherence to quality, customer focus and dependability, GCMMF hasreceived numerous awards and accolades over the years. It received the Rajiv GandhiNational Quality Award in1999 in Best of All Category. In 2002 GCMMF bagged IndiasMost Respected Company Award instituted by Business World. In 2003, it was awardedthe The IMC Ramkrishna Bajaj National Quality Award - 2003 for adopting noteworthyquality management practices for logistics and procurement. GCMMF is the first andonly Indian organisation to win topmost International Dairy Federation Marketing Awardfor probiotic ice cream launch in 2007.The Amul brand is not only a product, but also a movement. It is in one way, therepresentation of the economic freedom of farmers. It has given farmers the courage todream. To hope. To live.GCMMF - An OverviewYear of Establishment 1973Members 17 District Cooperative Milk Producers Unions (13 Members & 4Nominal Members)No. of Producer Members 3.03 MillionNo. of Village Societies 15,712Total Milk handling capacity per day 13.67 Million litres per dayMilk Collection (Total - 2010-11) 3.45 billion litresMilk collection (Daily Average 2010-11) 9.2 million litres (peak 12 million)Milk Drying Capacity 647 Mts. per dayCattlefeed manufacturing Capacity 3690 Mts. per daySales Turnover -(2010-11) Rs. 9774 Crores (US $2.2 Billion)Our Member Unions1. Kaira District Cooperative Milk Producers Union Ltd., Anand2. Mehsana District Cooperative Milk Producers Union Ltd, Mehsana3. Sabarkantha District Cooperative Milk Producers Union Ltd., Himatnagar4. Banaskantha District Cooperative Milk Producers Union Ltd., Palanpur5. Surat District Cooperative Milk Producers Union Ltd., Surat6. Baroda District Cooperative Milk Producers Union Ltd., Vadodara7. Panchmahal District Cooperative Milk Producers Union Ltd., Godhra8. Valsad District Cooperative Milk Producers Union Ltd., Valsad9. Bharuch District Cooperative Milk Producers Union Ltd., Bharuch10. Ahmedabad District Cooperative Milk Producers Union Ltd., Ahmedabad11. Rajkot District Cooperative Milk Producers Union Ltd., Rajkot12. Gandhinagar District Cooperative Milk Producers Union Ltd., Gandhinagar13. Surendranagar District Cooperative Milk Producers Union Ltd., SurendranagarSalesTurnover Rs (million) US $ (in million)
White revolution turns a shade greener by plantation of 235 lakhs trees by GCMMF(Amul).Four years ago, the 17 Milk Unions affiliated with Gujarat Cooperative Milk MarketingFederation (GCMMF) decided to launch a mass tree plantation programme involvingeach and every member milk producer. In last four years, milk producers of Amul haveplanted around 235 lakhs tree saplings in Gujarat.This initiative of farmers has been recognised nationally and internationally. GCMMF(Amul), has won Srishtis G-Cube (G3-Good Green Governance) Award 2010 in "ServiceCategory" for fourth consecutive times. This "Amul Green" movement has also beenawarded by International Dairy Federation for best environment initiative in the"sustainability category". Entire programme is initiated & executed by 30 lakh milkproducer farmer members of the dairy cooperatives in 15,000 villages of the state. Eachmember takes oath to plant saplings and ensure that it grows in to a tree.Milk producers of Gujarat is not only producing milk, but by this green initiative, theyare demonstrating their concern & commitment for betterment of environment.(On behalf of GCMMF, Shri Raveen Chaudary (AGM (Sales), Delhi Zone & ShriHimanshu Rathod, Manager (Admn & CS) received the Award from Sh. SalmanKhurshid, Minister of Water Resources, on 22nd April, 2011)
Amul Bags International Dairy Federation Award When we are about tocelebrate Swarnim Gujarat, Amul has brought one more laurel not only for Gujarat, butfor whole of IndiaAt a celebratory gala dinner at the Knights Hall, Residenz Palace, Salzburg, Austria on28 April 2010, attended by over 150 dairy industry representatives from all over theworld Mr. Richard Doyle, President, International Dairy Federation, presented an awardto Shri Parthibhai Bhatol, Chairman, and Dr. S. T. Desai, General Manager (CooperativeServices and Administration), GCMMF (Gujarat Co-operative Milk MarketingFederation Ltd.). The award was given to GCMMF (Amul) for the best environmentalinitiative in the "sustainability category" during the 4th Global Dairy Conference heldfrom 27th April to 29th April 2010 at Salzburg Congress Centre, Austria.IDF, every year gives dairy innovation awards to its members in various categories likebrand and products, nutrition and health, sustainability, packaging, ingredients andmarketing.The inaugural awards programme attracted over 170 entries from 29 countries in 12categories, designed to reward and champion innovation and excellence in the globaldairy industry.The award has been given to Amul by IDF for its environmental initiative for treeplantation. . As a first step on 15th August 2007 the milk producers of more than 15,000village dairy cooperative societies planted 18.9 lakh tree saplings across 19 districts ofGujarat, after the flag hoisting ceremony. Initially "One member, one tree plantation" wasthe basis. Inspired by the thumping success, they carried out similar exercise on 15thAugust 2008 on "one member, three tree plantation" basis, in which 52.74 lakh treesaplings were planted.In the year 2009, the milk producer members again conducted mass tree plantation driveon Independence Day. After the flag hoisting, each member took an oath to look after the
sapling till it grows into a tree. Upgrading the green movement, they planted around84.04 lakh saplings on "one member, five tree plantation" basis. Hence in the last threeyears milk producers of Amul have planted around 155.68 lakh tree saplings.Amul has been in the forefront of White Revolution through milk cooperative movementsince independence. Now, by receiving this award, it has shown the resolve of the milkproducers towards betterment of our environment through tree plantation.The Award was on GCMMF (Amul) in recognition of the untiring efforts of its milkproducing members and the employees of the dairies for their commitment for bettermentof environment.Srishti G-cube Award For Good Green Governance – 2009 Amul has bagged the prestigious Srishti G-Cube Award for GoodGreen Governance in the service category. At a glittering function held at New Delhi onApril 22, 2010 H.E. Shri Muralidhar Chandrakant Bhandare, Honble Governor of Orissapresented the award. Shri D. K. Bhatnagar, Asst. Manager (Admn. & Personnel), NewDelhi received the award on behalf of the Gujarat Co-operative Milk MarketingFederation (marketing body of Amul) the apex marketing federation of 13 District MilkUnions of GujaratSRISHTI GREEN CUBE AWARDS are Annual Awards for Good Green Governance forgoing extra step beyond required compliance.The awards are positioned as "Thank younotes" from our society at large and to present the winners as examples for their peers tofollow.Amul has been in the forefront of White Revolution through milk cooperative movementsince independence. Now, by receiving this award, it has shown the resolve of the milkproducers towards betterment of our environment through tree plantation.The Award was on GCMMF (Amul) in recognition of the untiring efforts of its milkproducing members and the employees of the dairies for their commitment for bettermentof environment.
Amul Pro-Biotic Ice-cream Gets No. 1 Award At World Dairy SummitSh VK Singh, IAS, Managing Director, Punjab Cooperative Dairy Federation accepting2007 IDF Marketing Award from Sh Jim Begg, President, International Dairy Federationfor Amul Prolife Probiotic Ice Cream on 3rd Oct 2007 at World Dairy Summit, Dublin,Ireland. Sh VK Singh had kindly accepted award on behalf of GCMMF."It’s another triumph for brand Amul. After emerging as India’s topmost brand, it hasgone to win one of the world’s most prestigious awards - The International DairyFederation Marketing Award (2007) for Amul pro-biotic ice-cream launch.Announcing the award on October 03, at Dublin, Ireland on the occasion of the WorldDairy Summit, Mr. Jim Begg the IDF President commented “These campaigns areexcellent examples of best practise in branded and generic marketing from around theworld. In markets around the world that are volatile and highly competitive, dairyproducts have a role in health balanced diets, and these campaigns have demonstrated theability of well planned and executed marketing investments.”GCMMF is the first and the only Indian organization to receive the 2007 IDF MarketingAward which covered three categories – Nutri-marketing, Innovation and MarketingCommunication. Amul Pro-biotic Ice-cream received the award in the Nutri-marketingcategory.According to Shri B. M. Vyas, Managing Director, GCMMF, “We launched Amul Pro-biotic Ice-cream as well as Amul Pro-biotic Sugar Free Ice-cream, due to the constraints
of cold chain which is a pre-requisite for ice-cream distribution. In a country like Indiawhere we have waterborne diseases like diarrhoea, eating a spoonful or two of pro-bioticice-cream would keep the family healthy and strong. The product was launched with thisin view. We were the first in the country to introduce pro-biotic ice-cream and pro-bioticsugar free ice-cream. We are happy that our efforts have been globally recognized bybestowing the prestigious IDF Marketing Award’.In January 2007, for the first time in India and the world GCMMF introduced the Amulrange of Pro-biotic and sugar free ice-creams aimed at the health- conscious and diabetic.Probiotics are live beneficial culture which, when administered in adequate amounts,confer a beneficial health effect on the host. They help in digestion, especially of milksugar (lactose). They improve the immune system, build stronger bones and are effectivein controlling travelers’ diarrhoea. They also help in the prevention of formation andgrowth of colon cancer.GCMMF was the first organization in the country to launch Pro-biotic food. In order toeducate consumers and trade about the benefits of Pro-biotic ice- cream, GCMMF ranextensive advertising and direct marketing campaigns during the year.Ramkrishna Bajaj National Quality Award-2003The Gujarat Co-operative Milk Marketing Federation Ltd. has emerged as the top scorerin the service category of the prestigious IMC Ramkrishna Bajaj National Quality Award- 2003. The Certificate of Merit was presented at a glittering ceremony held at Mumbaion March 11 by the Governor of the Reserve Bank of India, Dr. Y. V. Reddy.According to Shri B. M. Vyas, Managing Director, GCMMF, this recognition has onceagain reiterated GCMMFs commitment to quality and excellence. The biggest strengthof GCMMF is the trust it has created in the minds of consumers regarding the quality ofits products. GCMMF and its brand Amul stand for guaranteed purity for whateverproducts it produces, he added.GCMMF has bagged this award for adopting noteworthy quality management practicesfor logistics and procurement. Over the years, it has established an efficient supply chainthat penetrates even the remotest corners of the country. The information systems of theFederation are comprehensive and include details on product quality, deliveryperformance, supplier quality, disaster recovery and all essential commercial areas, thecitation reads.The Ramakrishna Bajaj National Quality Award is based on framework and principlesalmost similar to the Malcolm Baldrige Award that is given by the President of theUnited States to businesses - manufacturing and service, small and large - and toeducation and healthcare organizations that apply and are judged to be outstanding inseven areas: leadership, strategic planning, customer and market focus, information andanalysis, human resource focus, process management, and business results.
Mr.B M Vyas receives the Qimpro Gold Standard Award-2003 In 2003, Shri B.M. Vyas, ManagingDirector received QIMPRO Gold Standard 2003 Award for the Leader adoptingWorld class quality models. Qimpro Awards are recognized by the ASQ andthe Institute of Quality Assurance, UK.International CIO 100 Award For ResourcefulnessAMUL - THE TASTE OF INDIA (GCMMF) RECEIVES INTERNATIONAL CIO 100AWARD FOR RESOURCEFULNESSGCMMF is a winner of the prestigious international CIO 100 award from IDGs CIOMagazine, USA. The 2003 CIO 100 award recognizes the organisations around the worldthat excel in positive business performance through resourceful IT management and bestpractices.This CIO International IT excellence Award has recognised the Cooperative Movement& its Leadership under the "Amul" brand, initiated by Dr. V Kurien, Milkman of India,whose main Motto is to build Indian Society economically & literally strong throughinnovative cooperative resourceful network, so as to provide quality service & productsto the end consumers and good returns to the farmer members.This award has also given direction that IT need to be encouraged & adopted more &more at grass root level and bridge the digital divide through proper training, re-trainingso as to bring radical change & benefit to the Indian society.It has also recognised the Managing Director, Mr. B M Vyas, who has taken IT initiativeby setting the direction "GCMMF as IT Company in Food business". It has also inspiredall the employees of GCMMF Enterprise to sustain the challenges as a "Change Agent"by excelling their IT skills in order to transform the people around them towards ITIntegration (e-Vision) on both the ends of supply chain (Village level Farmer to end
consumer). This award also motivated the each & every member dairy, Amuls wholesaledistributors, retailers, transporters and suppliers who have supported whole-heartedly theIT initiatives of GCMMF.The Gujarat Co-operative Milk Marketing Federation (GCMMF) has been honoured atthe CIO 100 Symposium & Award Ceremony on August 19, 2003, at the Broadmoor inColorado Springs, Colorado, USA. Shri Subbarao Hegde, Head of IT had been to USAand received the said Award on behalf of GCMMF.Rajiv Gandhi National Quality Award - 1999 After creating ripples in the marketwhether it be with a Rs. 20/- Pizza or with a "real" Ice Cream, Amul has done it again.But this time, it is not only for new product launches or giving a tough fight to best of thefood companies in extremely competitive segments, it has now topped as the winner ofthe "Best of All" Rajiv Gandhi National Quality Award for the year, 1999.The award which is considered equivalent of Malcolm Baldrige National Quality Awardof USA and European Quality Award, is the most prestigious award which recognizesachievements of an organization in terms of excellence in business results, businessprocesses, customer satisfaction as well as societal and environmental impact.GCMMF, the apex marketing body of well known Amul, Sagar and Dhara brands ofproducts is a Cooperative Federation of more than 2 million milk producers of Gujarat.Pioneered by Dr. Verghese Kurien, the father of white revolution, GCMMF is todaynations largest food company with an annual turnover exceeding Rs 2300 Crores.
Looking at the emerging trends of liberalization and impact of WTO, the GCMMFproactively embarked upon Total Quality Management as a change managementinitiatives to strengthen all its functional processes to effectively combat emergingcompetition. It undertook successfully a number of TQM initiatives like Kaizen,Housekeeping, Small Group Activities, Hoshin Kanri (Policy Deployment) across theorganization.Realising that unless the TQM initiatives are accepted by all the business partners, thesame would remain ineffective. As a very unique measure Amul extended all the TQMinitiatives to its business partners whether it was the farmer producer in the village or awholesale distributor in a metro town or its most sophisticated production unit.Shri B.M. Vyas, Managing Director, who championed this movement realized way backin 1994 that with emerging competition, doing business would become more exciting yetextremely competitive which would require at times not only a whole set of new skillsand competencies but quick adaptability to change without much stress or turbulence.The initiation of TQM was to work with the well known quality management initiativeswhich have proven to be effective elsewhere to create a culture of transparency, opennessand leadership in the organization.Employees of GCMMF have done more than 1.60 lakhs Kaizen since May, 1995 whichhas impacted in bringing in a culture of continuous improvement. The housekeepinginitiatives have helped keeping the offices/warehouses neat, clean and more productive,be it be the Office premises or the godowns or even Computers. More than 150 SGAs(Small Group Activity) have been carried out in cross functional groups to address theproblem and pain areas of the organization, be it an issue of sales, marketing, HR or IT.The organization has implemented a customized ERP for seamless integration of its 40odd sales offices from Jammu to Port-Blair and Head Office. All its wholesale dealers arecomputerized and GCMMF is moving on a B2B model for integration interface with itsdealers be it for placing order for buying its products, sharing information or for trackinglogistic of dispatch/receipt of goods.One of the unique initiatives has been in terms of involvement of its wholesale dealers ina common platform to address issues of market/customers. All the wholesale dealersfrom across the country have visited Anand in a unique programme called "AMULYATRA". In the next phase, the organization has already started inviting the salesmen ofthese wholesale dealers for this programme. It also intends to invite the top retailers ofvarious cities/towns to Anand. The purpose is not as much to orient them to GCMMFsbusiness plans, but to inculcate a super-ordinate goal in their heart that when they areassociated with AMUL, they are working for a modest milk producer in the ruralhinterland of the country and that is what true progress is about. GCMMF has more than200 Amul Quality Circles in the country where all the above wholesale Dealers meet ingroup on every third Saturday of the month to discuss their business, quality initiativesand also pain areas. This has impacted tremendously not only in communication but alsoin improving the transparency in the organization.
GCMMF has also embarked upon for last 4 years, Hoshin Kanri a ployment initiativewhere more than 100 Officers/Heads participate twice in a year to review its businessgoals/processes and implement new initiatives. These are further cascaded to thewholesale dealers in different territories in a two day exercise called Vision MissionStrategy (VMS) Workshop. These initiatives have resulted common understanding ofgoals, eliminating communication barrier.The initiative of TQM six years back has made the organization efficient whether it be inlaunch of brands, or in implementing ERPs or expanding its distribution network. Morestriking feature of GCMMFs TQM experience is the integration of its business linkagesat the village level to the forward linkage through its sales offices/wholesale dealers inthe market.In a glittering function organized at Vigyan Bhawan, New Delhi on 12th November,2001, Shri Shanta Kumar, Honble Minister of Consumer Affairs, Food and PublicDistribution gave away the awards to Shri B.M. Vyas, MD of GCMMF.Vidya Awards Amul Vidya Shree Award (STD 10)Amul takes immense pleasure in presenting The Amul Vidya Shree Award, Indias firstof its kind award that recognises and rewards Standard X toppers across India.The awards are:MementoCitationA Gift hamper of booksThe winner will be featured in one of Indias leading newspaper and will get nationalrecognition.
Terms and Conditions:Application for Awards must be made by the Principal of the school as per theapplication form.To be eligible for the Amul Vidya Shree Award, the student must have passed Std.10 inthe academic year 2010-11 at the State or Central Board Examinations in any mediumand must have scored the highest aggregate marks in the school.Online application entries should be done by 31st August, 2011 .From the entries received, students scoring the highest aggregate marks will be selectedfor the Awards.The decision of GCMMF Ltd., Anand will be final in all matters as regards this Award.Amul takes immense pleasure in presenting The Amul Vidya Shree Award, Indias firstof its kind award that recognises and rewards Standard X toppers across India.
Amul Vidya Bhushan Award (STD 12)Amul presents the The Amul Vidya Bhushan Award, Indias first of its kind award thatrecognizes and rewards academic excellence at the Class XII level across India.The awards includes:MementoCitationA Gift hamper of booksThe winner will be featured in one of Indias leading newspaper and will get nationalrecognition.Terms and Conditions:Application for Awards must be made by the Principal of the school as per theapplication form.To be eligible for the Amul Vidya Bhushan Award, the student must have passed ClassXII in the academic year 2010-11 at the State or Central Board Examinations in anymedium and must have scored the highest aggregate marks in the school.Online application entries should be done by 31st August, 2011.From the entries received, students scoring the highest aggregate marks will be selectedfor the Awards.The decision of GCMMF Ltd., Anand will be final in all matters as regards this Award.
ExportsGCMMF is Indias largest exporter of Dairy Products. It has been accorded a "TradingHouse" status. GCMMF has received the APEDA Award from Government of India forExcellence in Dairy Product Exports for the last 13 years.The major export products are:Consumer PacksAmul UHT Milk (Long Life)Amul Gold Extra Cream MilkAmul Taaza Full Cream MilkAmul Slim and Trim MilkAmul Pure GheeAmul Mithaee GulabjamunNutramul Brown BeverageAmul Fresh CreamAmul Kool BeveragesFlavoured MilkButter MilkLasseeAmulsprayAmul ButterAmul ShrikhandAmul CheeseAmul Malai PaneerAmul Ice CreamBulk PacksAmul Skimmed Milk PowderAmul Full Cream Milk Powder
Many of our products are now available in in different countries. (Please click on thebelow mentioned countries in the map to contact the distributors of our products)Chairmans Speech37th Annual General Body Meeting held on 21st June, 2011 Madam and Gentlemen,
At the beginning of the 20th century, Mahatma Gandhi had stated “The soul of India livesin its villages”. 100 years later, as our national GDP surges ahead at the rate of 8.6%towards the US$ 2 Trillion mark, this statement still stands true. With 70% of our citizensstill residing in rural India, agriculture remains the backbone of Indian economy,providing livelihood to almost two thirds of the workforce in our country. Theimportance of agriculture to our nation is best summed up by this statement: “Ifagriculture survives, India survives”. While agricultural sector is critical to our nationalfood security, it is also intrinsically linked to our rural society and culture and thereforeprogress in this sector directly benefits rural society, environment and quality of life.Contributing 22% to the agricultural GDP of India, milk is the largest agriculturalproduce of our country, valued at Rs. 2 lakh crores (US$ 44 Billion) per annum. Dairyinghas become an important secondary source of income for more than 13 million ruralfamilies and has assumed an important role in providing employment and incomegenerating opportunity for the most vulnerable sections of our population. For millions ofsmall and marginal farmers as well as landless labourers, milk production provides readycash in hand for fulfilling their daily household requirements. Income from dairyinggives our rural women, some measures of economic independence. Apart from being acritical part of Indian agricultural economy, milk and milk products are also an essentialpart of the diet of majority of Indians, providing an important source of proteins, giventhe prevalence of vegetarianism. Dairy farming also complements other traditional formsof agricultural activity. While crop residue from the farms is used as feed for our milchanimals, part of the fertiliser manure used in crop cultivation, comes from the cattle.You will recall that at the time of independence, India was a milk deficit country,dependent on import of dairy commodities to fulfil the nutritional requirements of ourcitizens. Milk was a rationed product and consumers had to stand in long queues for theirdaily quota of milk, without any assurance of quality or hygiene. With milk production ata level of only 17 MMTs per annum in 1950s, per capita availability of milk was only132g per day, well below WHO recommended level for minimum nutrition.Undoubtedly, that situation would have continued even today, had it not been for theinitiative and wisdom of our farmers who organised themselves into dairy co-operatives,created the three-tier ‘Amul’ cooperative model and ultimately inspired ‘OperationFlood’, unleashing white revolution in this country. Operation Flood helped in replicatingthe successful Amul pattern co-operative model across 176 districts in 22 states of India,catapulting our nation towards the status of the highest milk producing country in theworld. In stark contrast, some of our South-East Asian neighbouring countries are stillheavily dependent on import of dairy products to fulfil their domestic demand. Over thelast six decades, the entrepreneurial spirit and hard work of our farmers has enabled Indiaacquire self-sufficiency in dairy sector and also acquire the ability to provide minimumnutritional level to its citizens, in terms of milk consumption. Since our nation is largelyindependent from dairy imports, Indian consumers have been protected from theunpredictability of international dairy commodity markets.
Production of milk as marketable surplus is an economic enterprise for our farmers. Milkproduction has to compete in economic terms for allocation of resources of productionwith other competing options such as crop cultivation. Due to ever increasing pressure ofhuman population, arable land is mainly used for food and cash crops and there is littlechance of having good quality arable land available for fodder production, unless milkproduction is remunerative to farmers as compared to other crops. Same is true for otherfactors of production, as well. Like all entrepreneurs, our farmers also consideropportunity cost of resources allocated to dairying and in case they identify more viableoptions for utilising these resources, they may move away from milk production. Sincethe proportion of urban population in Gujarat has increased from 28% in 1971 to 43% in2011, this trend indicates that lesser proportion of our population is now engaged inagriculture, dairying and allied activities, although the total number of people engaged inagriculture does not decrease.In recent years, Indian dairy farmers have been facing soaring input costs which hasadversely impacted viability of milk production as an economic activity. With decliningreturn on investment, there is a possibility that farmers may simply lose interests in milkbusiness and turn to other activities. Analysis of the cost of milk production reveals thatthe most critical cost component is cost of feed and fodder, comprising nearly 70% of thetotal cost. Cost of labour is also an important cost component. Our farmers are facingsevere fodder shortage, forcing them to use lower quality feed. This shortfall is fuellingconsistent rise in price of fodder. With fodder prices jumping two-fold due to lowerproduction of cereals, milk production has become a costly business. There is tremendouspressure of livestock on available feed and fodder since land available for foddercultivation is decreasing. With competing claims on bio-mass for energy, cost of dryfodder for feed is rising and will continue to rise. Dry fodder constitutes major portion ofa milch animal’s ration. Farmers are also reeling under the impact of steep rise in allmajor ingredients of cattle feed. Price of de-oiled rice bran which constitutes 25% - 35%of cattle feed, has increased from Rs. 3483 per MTs in 2005-06 to Rs. 6618 per MTs in2011. Price of molasses, which constitute 10% to 12% of total cattle feed has also surgedfrom Rs. 3400 per MTs to Rs. 4300 per MTs, within last one month.Some reports even suggest that in certain regions of India, farmers are finding it moreprofitable to sell their cattle to meat & leather industry, rather than continue in milkbusiness. These very same reports also suggest that this phenomenon has already led toclosure of some milk co-operatives in small pockets of India. If true, this indeed indicatesan extremely disturbing trend, which if allowed to continue unchecked can severelyundermine sixty years of hard work, which went into achieving self-sufficiency in Indiandairy sector.We do understand and appreciate the concern amongst urban consumers, regarding recenthikes in prices of branded milk and dairy products. After all, milk and milk products forma major component of our food basket. Food inflation is a global phenomenon, especiallyin the developing world and is spread across a wide variety of food items. However,recent price increases in milk in India, have been triggered by sharp escalation in inputcosts, as farmers found viability squeezed out of the dairy business. Due to declining
returns from dairying, farmers will find it difficult to invest further in increasing thequantity and quality of milk production, as well as enhancing productivity of their cowsand buffaloes. If farmers do not actively invest in increasing herd size, providing superiorquality of feed, arranging for adequate quantity of green & dry fodder, arranging forproper veterinary care, cross-breeding, artificial insemination and other productivityenhancement measures, we may not be able to achieve the desired rate of growth in milkproduction in India.On the other hand, we are witnessing a visible and rapid growth in demand for milk anddairy products, due to rising purchasing power of both urban and rural consumers inIndia. Rising income levels have led to shift from consumption of cereals to superiorfoods such as milk, vegetables and meat. In a nation of 1.21 billion citizens, everygrowing child in the age group of 10 – 15 years needs 750 ml of milk per day, whileevery adult needs at least 250 ml per day for minimum nutrition. In the last 10 yearsalone, our population had grown by 181 million. Rising income and aspiration levelshave been further accelerated by impact of sixth pay commission in urban India andpolicy initiatives such as NREGA in rural India.Key to long term price stability in milk and dairy products, lies in removing supply-demand imbalance by enhancing rate of growth in milk production to match the rate ofgrowth in demand. As a nation, we need to target 6% to 8% growth in milk productionper annum, for the next few years, to achieve this critical goal of controlling inflation inmilk on a sustainable long-term basis. The only way that we can achieve this target is byincentivizing and motivating our farmers to invest in enhancing quantum of milkproduction as well as productivity per animal. We must ensure remunerative price of milkto our farmers, even if this implies further increase in prices of milk and dairy products toour consumers, in the short term. While urban consumer may have to bear the burden ofshort-term inflation in milk and milk products, they will benefit immensely through longterm price stability in this sector due to accelerated growth in milk production.Indian dairy co-operative movement became a shining example of success due to wisdomand toil of our farmers, visionary leadership of Dr. Verghese Kurien and tremendousencouragement and support extended by successive governments at Union and Statelevel. We are confident that our policy makers will continue to support all possibleinitiatives aimed at maintaining our self-sufficiency in dairy sector. Our lack ofdependence on dairy imports is one of the most significant strengths of our country.Imports over medium or long term, to tackle dairy inflation may prove to be heavilycounter-productive since this may turn our farmers away from milk production,entrapping us in a vicious cycle of increasing import-dependence. We can take lessonsfrom our experience in oilseeds sector, wherein we have sunk into a permanent state ofimport-dependence. Any move to surrender our self-sufficiency in dairy sector will turnthe clock back to pre-Operation Flood era, exposing Indian consumers to the volatility ofinternational dairy markets, shortages and long-term price instability in dairy sector.Temptation of addressing dairy inflation through medium or long-term imports has thepotential to undo six decades of hard work done by our dairy farmers. If millions of ruralmilk producers are deprived of their daily income due to increasing un-viability of dairy
business, this may have unpredictable consequences for other sectors of our economy, aswell. Any move towards dairy imports can effectively cripple one of the most vibrantsectors of our economy and both milk producers as well as consumers will lose in theprocess.The only way forward is to ensure remunerative prices of milk to our farmers, therebyincentivizing them to increase milk production. If farmers perceive higher returns frommilk, enhanced investment in cattle, fodder, feed, veterinary care and other inputs willautomatically follow. This will not only keep prices stable in the longterm for our urbanconsumers, but also ensure long-term viability of one of the most important pillars of ourrural economy. Price to pay for all these long-term benefits is the current inflation in milkand milk products, which is a short-term sacrifice that our urban consumers will have tomake.I now present to you, our Federation’s Annual Report and the Audited Accounts for theyear 2010-11.Review of OperationsMILK PROCUREMENTTotal milk procurement by our Member Unions during the year 2010-11 averaged 94.57lakh kilograms(9.45 million kg) per day, representing growth of 1.88 per cent over 92.82 lakh kilograms(9.28 million kg) per day achieved during 2009-10. The highest procurement as usual,was recorded during January 2011 at 124 lakh kilograms (12.40 million kg) per day. Wehave also successfully demonstrated our ability to process more than 12 million litres ofmilk per day. Rising cost of inputs and declining viability of dairy business had preventedour farmers from further enhancing investment in increasing milk production. We aretrying to rectify this trend by ensuring high remunerative prices to farmers which willdefinitely motivate them to increase milk production. We have also taken severalmeasures to ensure increase in productivity per animal. These efforts will definitely helpto boost our milk procurement in coming years, to match growth in demand.SALESDuring the year, sales of our Federation registered a quantum growth of 22.1 per cent toreach Rs. 9,774.27 crores (Rs. 97.74 billion). Last year, our turnover was Rs. 8005.36crores (Rs. 80.05 billion). This is an extremely impressive growth, when viewed from theperspective of 19.3 per cent growth that we had achieved in 2009-10, 27.7 per centgrowth achieved in 2008-09 and 22.9per cent growth that we had achieved in 2007-08.I am also pleased to note that our Federation has done remarkably well in most of thevalue-added consumer packs. Amul Butter has also shown an impressive value growth of26%. Sales of Amul Milk in pouches have grown by 34% in value terms. Our sales inAmul Processed Cheese have shown consistent and very impressive growth of 29%.Amul beverage range including Flavoured milk, Buttermilk and Lassee has shown animpressive growth of 28 per cent in value terms over the last year. Sales of Amul Masti
Dahi grew by 39%. With enhanced focus on fresh and fermented products, we launchedAmul Probiotic Lassee in ready to drink cups, Amul Probiotic Buttermilk in PET bottlesand flavoured yoghurt under the brand name Amul Flaavyo. In the Infant Milk Foodcategory, our brand Amulspray registered a value growth of 20% and achieved the uniquedistinction of becoming a Rs. 1000 crore mega-brand. In the dairy whitener segment,Amulya recorded a growth of 21%. In our milk-based dessert range, we relaunched AmulGulab Jamuns with new round shape, registering quantum growth of 53%. We managedto achieve 13.7 per cent value growth in Amul Ice cream, despite intense competition inthis category. We remain No. 1 Ice-cream brand in India, leaving a wide gap with thenearest competitor.RETAILINGRetailing continues to be an important strategic thrust area for our Federation. During theyear 2010-11, 1000 new Amul Parlours have been added, taking the total strength to6000, thus reinforcing the wide popularity of the concept. Business generated fromRetailing Operations has also been growing at a brisk pace. Our Amul parlours generatedbusiness of Rs. 406 Crores in 2010-11, growth of 37% from previous year’s figure of Rs.298 Crores. Thus the contribution of Retailing Operations in GCMMF’s business reached4 per cent. The average throughput per parlour has also increased by 17%. At Amulparlours, consumers feel reassured that they will get the entire range of Amul productsunder one roof.Apart from the conventional locations such as residential and commercial areas, Amulparlours are also coming up at Educational Institutions, Railway Stations, Bus stands andother high traffic locations. We have already created 160 parlours at railway stations and177 parlours are operating at various Centre of Excellence. Our Amul Ice cream scoopingparlours continue to be popular among individuals and families for relishing value-addedIce cream in attractive ambience. More than 150 Amul Ice cream Scooping parlours wereadded during 2010-11, taking their total tally to 375.We have also tried our hands at Quick Service Restaurant concept. Amul Café, spreadover an area of 1000 sq.ft and serving recipes like Amul Butter Pavbhaji, Amul Pizzas,Amul Cheese Burgers, Sandwiches, Ice cream Scoops, Sundaes & Milk Shakes has beenstarted in Ahmedabad on pilot basis. The Café Amul concept will now be extended toMetro markets & Tier I towns in a phased manner. Our success in Retailing can beattributed to the strong equity of Amul brand and also to our committed team of fieldsales personnel, wholesale distributors and franchisees. We are targeting a milestone of10,000 Amul parlours by the end of March 2012.EXPORTI am pleased to inform you that during the year 2010-11, our exports has achievedturnover of Rs. 98 Crores. This had been achieved in spite of ban by Govt. of India onexports of milk powder since February 2011. We have been able to achieve continuousgrowth in export of consumer products by leveraging on strong brand equity of Amul inglobal market.
DISTRIBUTION NETWORKOver the years, we have created an unique combination of four distribution highways forour ambient, chilled, frozen and fresh products. This rare capability has kept us ahead ofcompetition. Macro-economic factors are continuing to influence shifts in consumerpreferences, consumption occasions and are also instrumental in creating businessopportunities, particularly in small towns and rural areas. This warrants periodical reviewof our Route to Market strategy. Roll out of super distributor model of distribution by usduring the year to enhance the reach of our ambient, chilled and frozen products to ruralIndia, overcoming the challenges of inadequate cold chain is a fact- based approach torealign our distribution channel as per the need of the hour. The outcome, so far, has beenquite encouraging. We have already started 30 super distributors across 8 states, covering520 smaller towns. In the year 2011-12, we plan to increase the number of superdistributors to 150 and cover as many as 3000 small towns.To integrate distributors in our strategic planning process and also to develop self-leadership amongst each distributor so that they have the capability of managing theirown business, our ‘Self Leadership Development Programme’ (SLDP) continued duringthe year.Distributors and Amul Parlour franchisees from across India continued to visit Anand aspart of our Amul Yatra Programme. Through this initiative, our channel partners getexposed to our cooperative institutions and are able to understand their role as truepartners in our endeavour towards the socio economic development of rural India.CO-OPERATIVE DEVELOPMENT PROGRAMMEOur Federation has supported the milk producers of Bhavnagar, Amreli, Junagadh andKachchh districts to organise their own cooperative milk unions and co-operativesocieties at village level. Milk producers have organised 1790 village dairy co-operativesocieties and their district milk unions have become nominal members of GCMMF.GCMMF family has now been extended to 24 districts out of 26 districts in Gujarat. Themilk producers of Saurashtra and Kachchh are now getting all technical and marketingsupport from GCMMF and this has helped these milk unions in organising more farmersand increase milk procurement. Milk procurement in the region has increased by 27 %compared to previous year.During the last eleven years, our member unions have been implementing InternalConsultant Development (ICD) intervention for developing self-leadership amongmember producers and thereby enabling them to manage their dairy business efficientlyleading to their overall development.During the year, member unions continued to implement the module on Vision MissionStrategy (VMS) for primary milk producer members and village dairy co-operatives.Facilitated by specially trained consultants, 597 village dairy co-operative societies(VDCS) have conducted their Vision Mission Strategy Workshops, prepared theirmission statements and business plans for next five years. Till date, 7107 VDCS haveprepared their mission statement and business plan under the initiative. During the year,
5709 VDCS have also reviewed their business plan under annual revisit of VMS andhave prepared action plan for next year to propel the momentum gained through VMS.In order to strengthen knowledge and skill base of young girls and women of the villagesabout milk production management, our Federation with technical collaboration andresources of Anand Agriculture University, has initiated “Mahila Pashupalan TalimKaryakram” for women resource persons of the Member Unions and during the year, 418women resource persons have been trained under this programme.• Clean Milk ProductionUnder our quality assurance programme for consumers, Federation has supported themember unions for strengthening Infrastructure for quality and clean milk production byimplementing various Government of India, Government of Gujarat and NCDCprogrammes. Our Member Unions have identified 4000 potential VDCS for installationof Bulk Milk Coolers (BMC) and till date, 2477 BMC have already been installed andCMP training programme has also been implemented in these villages.Continuing the cleanliness drive at village level, till March 2011, member unions haveimplemented cleanliness module at 9507 VDCS. To enhance the level of cleanliness, thisyear 7316 VDCS celebrated Red Tag Day on “Gandhi Jayanti” - 2nd October and theunions also gave awards to the best performing VDCS.• Fertility Improvement ProgrammeAs per our long term vision to reduce number of infertile animals in our milkshed; ourBoard decided to implement Fertility Improvement Programme (FIP) from the year2007-08. The concept of FIP is an integrated one, addressing the aspects of animalnutrition, breeding and health in holistic manner and thereby converting a non-productiveanimal into productive asset.To implement FIP, milk unions have deployed 56 FIP teams of veterinary consultants andduring the year they have worked in 1030 villages. During the last four years, they haveimplemented FIP in 3887 VDCS and registered 2.85 lakhs non-productive milch calvesand buffaloes under FIP and out of these, 1.85 lakhs milch animals have been madeproductive. FIP is being monitored through a dedicated system onwww.amul.org.in Member unions have got very fruitful results after implementing FIPand inspired by this success, to support the productivity enhancement initiatives, theyhave envisaged Productivity Enhancement Programme (PEP) and implemented the samein 702 villages and covered 3.38 lakhs milch animals with objective to improve theiroverall productivity. Our Board has identified gaps which are hindering efforts inimproving milk productivity and therefore, to increase genetically superior animals withhigh milk productivity, to create good replacement stock and to include scientific calfrearing practices among farmers, they have envisaged to implement Calf Rearingprogramme.To provide nutritionally balanced animal feed to farmers at their doorstep and to reducecost of feeding and increase performance of animals, for better health and milk
productivity, our Board has also envisioned to implement scientifically prepared TotalMixed Ration programme.• Sustainable ecological developmentOver the years, due to intensive agriculture and deforestation, various natural resourceshave been depleted in Gujarat. We therefore, gave serious thought to this issue anddiscovered a novel idea for repaying our debt to nature. The idea was tree plantation bymilk producer members of dairy cooperatives, on every independence day. The idea wasput in to practice for the first time in the year 2007. The milk producers planted saplingson their own at pre-identified locations like their farm, near their home, on farm bunds,etc. and thus in Gujarat, they planted 18.9 lakh trees across 19 districts of Gujarat on our60th Independence Day, 15th August 2007. On 15th August, 2008, a more ambitioustarget was planned and we planted around 52.74 lakhs tree saplings on “One member,three tree” basis across 21 districts of Gujarat. In 2009 and 2010, the third and fourth yearof the programme, we successfully planted around 84.04 lakhs and 79.75 lakhs treesaplings on “One member five tree” basis in respective years across Gujarat. For thisactivity, we have received four consecutive Good Green Governance award from Srishtiduring 2007, 2008, 2009 and 2010. It is heartening to note that the International DairyFederation (IDF) has recognised this initiative as major Innovation of the year and hasawarded this initiative with the “Environment Award” under IDF’s Dairy InnovationAwards.INFORMATION TECHNOLOGY INTEGRATIONWith globally extended and complex supply chains, it’s critical for our Federation toenable actionable insight that supports continuous improvement with an end-to-end viewof performance and root-cause analysis. Aligning supply chain strategy with corporateobjectives across key lines of business in a timely and cost-effective manner and toachieve superior supply chain performance, Federation along with four Member Unions,has successfully implemented 1st phase of SAP ERP application across major parts ofGCMMF Enterprise.Your Federation is now planning a rollout of the application in the remaining memberunions, which will help it map, manage and monitor supply chain strategy, havingconsistent definition and common data sources for metrics across the organisation. Theimplementation of the ERP application will help your Federation and Member Unionsempower its supply chain strategy and tactical decision making through fast and real-timeaccess to critical information and metrics.Your Federation has also set up a centralised state of the art Data Centre for its entire IToperations at Anand. GCMMF has further enhanced its MPLS based Virtual PrivateNetwork(VPN) by connecting all its sales offices, member unions, milk plants, milkchilling centres and warehouses on a common communication backbone to strengthenand automate the supply chain operations.THE ROAD AHEAD…
The Amul dairy co-operative movement which started in 1946 with only two village levelmilk cooperative societies, collecting just 247 litres of milk per day, has todaytransformed into a US$ 2 Billion organisation, handling almost 12 million litres of milkon a peak operating day. While our journey through the last sixty five years has beenfruitful as well as eventful, we foresee and anticipate, a series of exciting challenges onthe road ahead. Apart from being the world’s largest milk producing nation, India is alsothe largest consumer of milk and milk products in the world, since milk has always beenan integral part of our tradition and culture. Although we have a commanding 25% shareof the organised dairy sector in India, the organised sector itself accounts for less than20% of total dairy consumption within our country. This implies tremendous potentialfor growth at the expense of the unorganised sector. One of the key challenges ahead is toenhance the share of the organised sector by further enhancing and streamlining oursupply-chain network, effective deployment of technology including informationtechnology and safeguarding interests of our farmers. Focus on improving productivity ofour milch animals is essential for further enhancing quality and quantity of milkproduced. We can even encourage farmers who are economically better off to createcommercial dairy farms in their village, rather than invest their money elsewhere.We plan to focus on expanding category penetration and enlarging consumer base ofmost of the product categories that we operate in. This will enable us to tap the huge un-touched potential for branded, packaged, value-added dairy products in urban, semi-urban and rural India. In terms of product innovations, we will sharpen our focus onvalue-added derivatives, moving further up the value chain. We will continue to enhanceour range of fresh and fermented products. We have to work simultaneously on thesupply side as well as the demand side so that the demand-supply equation can beeffectively managed and the dairy cooperative movement can continue to flourish andgrow. We will also ensure that our farmers continue to receive remunerative price fortheir milk and that maximum percentage of consumer’s rupee flows back to the farmers.We will continue to play our leadership role in Indian dairy industry and also lead theIndian dairy cooperative sector to a position of eminence in our national economy. Wehave already finalised and documented our roadmap for the next ten years. As per ourplan, the group turnover of all dairy cooperatives of Gujarat will reach Rs. 30,000 crores(US$ 6.7 Billion assuming current prices and exchange rate) by the year 2020. We willalso take all possible steps to help other dairy cooperatives outside Gujarat to flourish andgrow. We are already buying milk from dairy cooperatives in Maharashtra, West Bengal,Bihar and other states.We acknowledge and appreciate the tremendous faith and trust that Indian consumershave placed in us, over the last six decades. We are conscious of our time-boundresponsibility to increase milk production and we will make every effort to ensure thatsupply of milk and dairy products matches the growth in demand, leading to pricestability in the long term. This will help to provide our consumers with much deservedrelief from frequent price hikes. Under no circumstances should we allow anyinefficiency in our internal systems to be passed on to consumers, in form of priceincrease. On behalf of all dairy farmers of Gujarat, we would like to reassure all our
consumers that we take every possible step to safeguard their interests and that we arecommitted to providing highest quality dairy products at most reasonable, value formoney prices. We are confident that we will succeed in our endeavour with positive andcontinued encouragement and support from all quarters, including our policy makers.ACKNOWLEDGEMENTSBefore closing, I would like to thank all those who have helped to make our Federation’soperations successful.We are grateful to the Government of India for immense support received from variousdepartments and specifically from the Department of Animal Husbandry and DairyDevelopment. We convey our special thanks to NCDC for providing valuable support toour village cooperative dairy societies. We are also thankful to the Government ofGujarat for all the help and cooperation, extended to our organisation.National Co-operative Dairy Federation of India had been providing us with invaluablesupport in coordination with other agencies and organisations. National DairyDevelopment Board had played a role in our growth and development. I am very gratefulto them.Institute of Rural Management, Anand, as always, has contributed to the perspectivebuilding and professionalization of the management of cooperative sector. We expressdeep gratitude for its support.We are indebted to Vidya Dairy for having organised training programmes on dairytechnology for our employees. We are also grateful to SMC College of Dairy Science,Anand, for strengthening the dairy cooperative sector, by providing technically skilledmanpower. We express our sincere thanks to the College of Veterinary Science andAnimal Husbandry, Anand.Our advertising agencies, bankers, insurers, management consultants, suppliers andtransport contractors have been of great help to us in managing our growth and are ourpartners in success. We acknowledge their contributions and commit ourselves tocontinue and strengthen this fruitful alliance in all times to come.The Indian Railways has played a crucial role in the growth of our dairy cooperativessince inception. We thank them for their continuous support.We depend on the efficiency of our WC&F agents, distributors, retailers and mostimportant of all, the patronage of our consumers, who have come to regard our brands assynonymous with quality and value. While thanking them for their support, we assurethem that we shall strive endlessly to delight them.Our Member Unions are our strength. We thank them for their guidance, support andcooperation without which we would not exist.
Lastly, we thank the officers and staff of our Federation for their continued perseverance,loyalty and unflinching efforts devoted to our cause.Thank you.For and on behalf of the Board of DirectorsP G BhatolChairmanAmul productsAMUL means "priceless" in Sanskrit. The brand name "Amul," fromthe Sanskrit "Amoolya," was suggested by a quality control expert inAnand. Variants, all meaning "priceless", are found in several Indianlanguages. Amul products have been in use in millions of homes since1946. Amul Butter, Amul Milk Powder, Amul Ghee, Amulspray, AmulCheese, Amul Chocolates, Amul Shrikhand, Amul Ice cream,Nutramul, Amul Milk and Amulya have made Amul a leading foodbrand in India. (Turnover: Rs. 80.05 billion in 2009-10). Today Amulis a symbol of many things. Of high-quality products sold at reasonableprices. Of the genesis of a vast co-operative network. Of the triumph ofindigenous technology. Of the marketing savvy of a farmersorganisation. And of a proven model for dairy development.Amul HitsAmul Hits of 2010 – 2011 Management of a Gymkhana inMumbai, evicted a trangender activist from a dinner party hosted byone of its member- April10