Akshya Patra Case Study Operations

1. A GROUP PRESENTATION BY :
o ADITYA JHUNJHUNWALA, 17001
o ADITYA KUMAR SINGH, 17002
o POULAMI GHOSH, 17013
o PRIYANKA KUMARI, 17016
o PRIYANKA ROY, 17017

2. REVOLUTION THAT LIGHTENED UP : To Form This Foundation

3. • THE ORGANISATION WAS ESTABLISHED IN 2000.
• THE AKSHAYA PATRA FOUNDATION IS A NON PROFIT
ORGANISATION HEADQUARTERED IN BENGALURU,
INDIA.
• IT HAS BEEN 17 YEARS SINCE AKSHAYA PATRA CAME
INTO FORCE
• FROM A SMALL SETUP WHICH FED 1500 CHILDREN
IN 5 SCHOOLS WAY BACK IN 2000, AKSHAYA PATRA
TAKES A LEAP TO REACH MORE THAN 1.3 MILLION
CHILDREN TODAY, ACROSS 9 STATES AND 19
LOCATIONS.

5. OPERATIONS IN EACH STAGE – AT TAPF

7. KEY CHALLENGES FACED
Because Of India’s Enormous Population, This Vision Was Difficult To Realize.
• Expansion Of Operations
• Management And Funding
• Maintaining Cost Efficiencies
• Maintaining The Hygiene And Quality With Expansion
• Site Selection
• Constant Learning And Improvement
• Challenges With The Supply Chain
• Replicating The Model
• Planning Of Inventory

8. PROBLEMS & SOLUTIONS
PROBLEMS
• Akshaya Patra required a solution for 750 kg of food waste generated daily after serving ~98000 children from the
centre
• Space available to establish a waste management solution was a constrain
• The foundation was depended on Steam heated Cauldrons using LPG
• Timely supply of Meals was also an issue
SOLUTIONS
• GPS studied the waste generation pattern and the cooking requirement of Akshyapatra kitchen and it recommended
installation of 750 Kg of BioUrja
• The waste generated that was converted into Biogas can be used as source of energy for cooking equivalent to 55Kg of
LPG

9. ERP MODEL
Five years ago, when they first felt the need for systematic data management, they opted for an ERP (Enterprise Resource
Planning) system. Now with the rapid increase in data collection and consequently swelling databases, they are contemplating ways
to utilise data for generating intelligent insights.
DATA COLLECTION
Operations and logistics data are captured from all the centres through the ERP system
WHAT THEY DO WITH THE DATA CURRENTLY
They admit that they have not been able to analyse the vast amount of data they have. However moving forward, they are sensitive
to the new possibilities which could emerge from better analysis of data.
DRIVING BETTER DECISION MAKING WITH DATA
While they currently use data for exception reports, they are confident that with proper analytics support they can optimise all
levels of decision making in the organisation.

11. CONTRAST COMPARISON BETWEEN TAPF VS BIHAR MID DAY
DEBACLE
• India’s Mid-Day Meal Scheme today covers 11 crore children in 12,00,000 schools across the country, making it the world’s
largest school lunch program.
• The Scheme was devised in 2001 as per a directive by the Supreme Court of India to the state governments to provide mid day
meals or hot lunches in all government and government funded primary schools
• Mid Day meal tragedy at Chapra Bihar tragedy which snatched the lives death of 23 students and many more dozens
hospitalized is one such example.
• The tragedy has left question marks on the has called the quality standards , management and oversight of India’s mid-day meal
program.
• A contrast to the Bihar mid day meal debacle is the Akshaya Patra program which runs on the principles of strong food safety
standards, accountable management, efficiency and impact.
• Kitchens of Akshaya Patra are technology intensive and can produce more than a hundred thousand meals in 5 hours at low cost
and with high food safety standards as compared to Bihar Mid Day Meal.
• All the kitchens of Akshaya Patra are replicable and follow standards thus safety measures and standards are maintained
• by each kitchen which provide healthy, hygienic and fresh food in all parts of the country

12. CONCLUSION
• The Akshaya Patra Programme demonstrates an inspiring success story in the field of Public
Private Partnership in India’s Mid-day Meal Scheme.
• It has set an example how a well-implemented programme can effectively address the issue of
hunger and malnutrition in the country.
• The unique aspect of this intervention is that the programme has been able to take a massive
initiative to scale, while keeping its high quality and delivery standards integral.
• Furthermore, the impacts are verifiable clearly, which lends credibility to the intervention, and
has definitely helped build a multi-stakeholder partnership around the programme.
• The Programme has infused positive light into the otherwise darker future thus bringing forth a
cleaner and trustworthy image for ISKCON Foundation