The document provides background information on Coca-Cola Beverages Pakistan Limited (CCBPL). It states that CCBPL is a bottler of The Coca-Cola Company and has 6 plants and 13 warehouses throughout Pakistan. It discusses CCBPL's history of acquiring local bottling franchises and becoming the sole manufacturer and seller of Coca-Cola products in Pakistan. The document also briefly outlines CCBPL's departments and organizational structure.

1. History and Background

2. The Coca-Cola
Company

3. IMTSAL BIN KHALID
CCBPL is a part of Coca-Cola İçecek which is sixth largest KO bottler in the
World. It has a presence in ten countries including Turkey, Kazakhstan,
Kyrgyzstan, Azerbaijan, Jordan, Iraq, Turkmenistan, Tajikistan, Syria, and
Pakistan. CCI has 48% shares of CCBPL with Management Control.
CCBPL started the process of acquiring and investing in locally franchised
bottling operations. This process was completed in 2006 and, thereafter, all
manufacturing and selling rights of Coca-Cola products are now with
CCBPL.
CCBPL has 6 plants and 13 warehouses throughout the country and serves
a population of more than 170 million with a production capacity of 111
million physical cases. CCBPL is a significant player in the growth of
Pakistan’s economy since it is one of the country’s top foreign direct
investments in FMCG (Fast Moving Consumer Goods) business and is one
of the major tax paying beverages companies of Pakistan.
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4. Classified
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5. Evolution of the Bottle

15. Our Locations…

16. Lahore - Plant

17. The Organization
Usman Butt Regional
Director Supply Chain
Amara Bashir
Director Human
Resource
Muhammad Khalid
Ahmad
Chief Finance Officer
John Seward
General Manager
Pakistan
Zafar Abbas Jafri
Director External
Affairs and Key
Accounts
Ahmad Imran ul
Haque
Director Sales & Sales
Services
Ali Asad Nawaz
Malik
Director Legal &
CSR
Mubashir Amjad
Hussain
Chief Information
Officer
Muhammad Aamir
Chaudhry
Director Internal Audit
Mariam Zubair Khan
Director Marketing

18. ZULFIII
DEPARTMENTS IN CCBPL
• Commercial Department
• Finance Department
• Supply Chain
• Human Resource Department
• Legal Department
• Business System Group
• Operation Efficiency Improvement Department
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19. Commercial
Drives the revenue for the company & ensures
continuous increase in market share.

20. •Plays a partnering role in
brand activation
•Develops strategic plans &
provides market insights.
•Cold drink equipment
management
Marketing
•Plays the forefront role of
maintaining & increasing
customer base, delivery of
product, placing of company
assets and execution of
point of sale on various
outlets
Sales
• Provides backbone support to
the sales function, bringing in
efficiencies to Route to
Market, optimizing sales
process, enhancing distributor
& sales force capabilities,
developing distributors &
building business through key
accounts
Sales Services
• Establish CCBPL as a socially
responsible organization, by
engaging all key stakeholders
and supporting the
communities to foster an
environment which promotes
the company’s image,
reputation and sustainable
business growth.
Corporate
Affairs and
Communication

21. Supply Chain
Aims to provide the product at the right time & place,
maintaining highest levels of quality while using the concept
of constant improvement & innovation.

22. • Multiple sites across
Pakistan provide the
products for our customers
& consumers in the right
quality, quantity, time and
best possible cost
Plant Operations
• Ensures quality is built into
our products & processes,
targeting the highest levels
of standards for customer
satisfaction.
Quality
Assurance
• Plan & execute activities in
a safe & productive manner
whether its expansion of
the current facility or
maintenance
Engineering &
Projects
• Acquires all the goods &
services of operational need
including raw material,
packaging material, non-
productive speed, capital
goods & all sorts of services
Purchase
• Ensures availability for sale
of products at the right time
& place by effective &
efficient demand
management whether its
production, transportation
or warehousing
Planning,
Logistics and
Warehouse

23. Human Resource
Develops & Implements the corporate HR Strategy that
aligns vision & long-term objectives. Leads & provides
expert advice to maximize the effectiveness & efficiencies
of organization.

24. • Branding, attracting & placing the
right fit.
• Provide personal & professional
growth opportunities.
Talent Management &
Organization
Development
• Adopting the Business
Partnering role, enabling
territories to deliver whilst
equipping them with the right
tools.
• Strategically identifying,
attracting and on-boarding top
talent to efficiently and
effectively meet dynamic
business needs
Operations
•Developing the capability of
managers and employees to build
a motivated, engaged and high-
performing workforce through
various training programs.
•Ensure effective communication
among participants within an
organisation
•Boost the value of CCBPL as a
brand by clearly positioning it on
the job market
Learning &
Development, IC and
ER
• Ensuring the market
competitive salary & benefits
are in place & development,
communication & compliance
of the company policies &
procedures
Compensation and
Benefits

25. • Keeping the strategic
business partners on board,
• Involved in engagement
activities
• Developing & maintaining
healthy relations with both
external & internal
customers.
Employee Relations
• Provides administrative
and project management
support to the organisation
at both front and back
ends
Administration
• A program of TCC for the
protection of assets
• Two types of assets:
• Tangible
• Intangible
Incident Management
and Crisis Resolution
•To improve workplace safety
and health and environmental
protection by engaging with
our employees and adhering
to applicable legal, CCI and
TCCC requirements relating
to Occupational Health, Safety
& Environment
Health, Safety and
Environment

26. Supply Chain
Organization
Human Resource
Organization
HUSSAIN NIZZAMIIBusiness System Group
Organization
Aims to deliver business improvements through technological
innovations, enhance customer experience, increase efficiencies,
and drive bottom line results.

27. •Identify, develop and
implement business
improvement projects.
Ensure individual projects
are consistent and
integrated with each other
and are aligned with CCBPL
and CCI strategic direction.
Business
Solutions
•Implements various
business applications and
provides remote or on-site
BSG support to all CCI
countries.
International
Deployment
Team
•Is responsible for the
management of CCBPL’s
data center,
communications, networks
and all IT assets.
Information &
Communications
Technology

28. Finance
Builds a sustainable and profitable business, and delivers superior value to all
stakeholders, through optimize business partnerships, stewardship of financial
resources, and by leveraging common systems, processes, and technology

29. • Partner in Strategic Decision
Making and Planning
• Ensuring long-term
sustainability.
• Supports the Leadership
team in Strategy
Formulation and Putting into
Action.
Commercial
Finance
• Maintains financial integrity
and internal controls.
• Partners with operational
finance
• Stewards financial resources
and safeguards assets.
Controller
• Leads Business Planning
Cycle, and drives profits
through Financial Programs.
• Shares Statutory, IFRS, and
Management Reporting and
Varied Analysis, and
provides Treasury
Leadership.
Business Planning,
Reporting, &
Treasury
• Provides Analysis, and
Internal Control Balance.
• This team co-pilots to
commercial teams at
territories and regions in
decision making & ensures
long-term sustainability.
Operational
Finance
• Implements Tax strategies
reducing liabilities & ensures
compliance with Laws and
Regulations.
Taxation

30. Legal
Independent, objective assurance and consulting activity
designed to add value and improve the company’s operations

31. • Ensures that all aspects of business are handled with
responsibility and are in compliance with applicable laws.
• Provide a legal basis to all the business transactions and
manage all litigation.
• Provides services in respect of company’s day-to-day legal
affairs which include keeping legal risks and costs to the
company within acceptable limits and overseeing significant
legal issues throughout our territories
• Ensures that corporate governance practices are complied
with
• Head of Legal also acts as a Local Ethics Officer (LEO),
entrusted with the responsibility to educate/advise the
employees of the company in respect of the matters
pertaining to the Code of Business Conduct (COBC)
Legal
<Code of business conduct video>

32. Internal Audit

33. • Helps the company to accomplish its objectives
by bringing a systematic and disciplined
approach to evaluate and improve the
effectiveness of Risk management, Control and
Governance processes
• Also responsible for conducting investigations
against potential Code of Business Conduct
(COBC) violations. CCBPL Internal Audit team
• Involved in the audit assignments of CCI’s
international operations
Internal
Audit

34. HAMZA LATIF
Operational Efficiency
Improvement

35. • In order to sustain our momentum of growth,
and to achieve our vision of year 2020, OEI will
be undertaking cross functional projects to make
the switch towards a scalable and sustainable
business model, which is based on lean and
aligned business processes.
• Key objectives include:
• Building capability development
• Re-engineering low efficiency processes
• Improving speed to market
• Eliminating non-value added roles and
processes
• Optimizing our cost base
OEI
Project

36. Goals, Strategies and Effectiveness
• The structure of the Coca Cola Company is made up of both
“Mechanistic & Organic” models. The Coca Cola Beverage
Company mainly focuses on the responsiveness.
• Strategic Goals:
• To continue to be an organization providing the quality
products to the valuable customers.
• To select and retain the professional people for the
organization.
• To project an outstanding corporate image.
• To satisfy the customer through extra ordinary service and
an excellent service along with the complete tactical and
operational support.”

37. Classified
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• Tactic Goals
• To increase the revenues by 20% as compared to last year.
• To increase the total retail customers by around 10%
• To increase the market share by 5%
• To reactivate the discontinued customers by 30%”
• Operational Goals:
• To find new customers.
• To retain existing ones.
• To bring back the discounted accounts.”

38. Hierarchy of Organization:
General
Manager
Director HR
HR
Managers
Frontline
Manager
Analyst
Director
Marketing
Marketing
Manager
Frontline
Manager
Analyst
Chief Finance
Officer
Finance
Manager
Frontline
Manager
Analyst
Director Key
Accounts
Production
Manager
Frontline
Manager
Analyst
Director
Internal Audit
Quality
Manager
Frontline
Manager
Analyst
Chief Info
Officer
Admin
Manager
Frontline
Manager
Analyst

39. MUZAMMIL QURESHI
ExternalAnalysis by Porter Five Forces Model:
•Low Threats Of New Entrants:
Threat of new entrants is low in the soft drink industry. To
enter the industry, it requires high fixed costs for production,
warehouses, trucks, labor and marketing activities. As there are
limited bottlers, new entrants may need to build their bottling
plants. It requires large amount of capital. This makes it
extremely difficult for an entrant to compete with the
incumbents and gain any visibility.
Therefore, the threat of new entrants is relatively low to Coca-
Cola.

40. Strong Threats of Substitutes:
` There are many kinds of substitutes for Coca-Cola
products. They are bottled water, sports drinks, coffee and tea.
As Consumers concern more about health, bottled water and
sport drinks are increasingly popular. This trend is epitomized
in the beverage consumption pattern of the ageing baby
boomers.

41. Low Threats of Suppliers:
Major suppliers to Coca-Cola are commodity ingredients
suppliers and bottlers. The bargaining power of commodity
ingredients suppliers is low. Most of the raw materials needed
to produce concentrate are basic commodities like color,
flavor, caffeine or additives, sugar etc. As the producers of
these products are generally providing the same products, they
have lower power over the pricing hence the suppliers in this
industry are weak. However, with an increasing sugar and
packaging material prices, it directly affects the profitability of
the Coca-Cola’s product

42. Moderate Bargaining Power of
Buyers:
The buyers of Coca-Cola and other soft drinks are mainly
large grocers, Convenience stores, supermarkets, and
restaurants. The soft drink companies distribute the beverages
to them for resale to the consumer. The bargaining power of
the buyers is strong. Large grocers, Convenience stores,
Supermarkets and fast food restaurants buy large volumes of
the soft drinks, which allow them to bargain a lower price.

43. Strong Competitive Rivalry:
The competitive pressure from rival sellers is the greatest
challenging faced by Coca-Cola. PepsiCo is the main
competitor for Coca-Cola and these two brands have been in a
power struggle for more than a century.
Thus, competition from PepsiCo will remain a threat for Coca-
Cola for coming years.

44. Technology
The new methods of filling the bottles, the refrigeration
methods, the disposable bottles, the PET bottles all made so
many changes in the beverage industry. Coke is adopting all
the new technologies available. Coke is providing
refrigerators, visichest coolers and many more for keeping the
bottles chilled, as they claim in the subcontinent "thanda
matlab Coca Cola". Coca Cola Company got the technology of
dispensers so they give Coke to people that is as fresh from the
fountain. Coca Cola Company has opted the technology for the
usage of PET bottles. Coca Cola Company is producing new
packaging sizes with differentiated packaging with the help of
new technology every day.

46. BASIS:
• Software use for the recoding of sales of coca-cola
company is BASIS.
• It records daily sales of each territory. There was a flaw in this
software that it just records the sales done by CCBPL itself not
by the other Distributors.
• So new software as introduced for this purpose recently which
is discussed below:
Voyage:
• A new software introduced by Coca-Cola Beverages
Pakistan Ltd. is Voyage. The basic purpose of this software is to
record the sales done by the individual distributors. This
software was deployed at the distributor’s site and complete
training is given him about how to use the software.

47. ADDI BHAI
Innovation and Change
• As we all know coca-cola is known for Innovation and change.
They always Make Creative advertisements to attract
customers and always try to improve themselves as one of
there cultural element is Inspire Innovation.
• CCBPL is always focused on innovative campaigns like:
• Coke Club
• Time and Motion Study
• Coke Tow
• Coke Slim Campaign

48. Coca-Cola Beverages Pakistan Limited launched “Coke Tow”, a
nationwide initiative that is premised on CCBPL’s commitment
to inspire innovation and collaborate for success. This project
will build the capacity and develop the skills of thousands of
Coca-Cola retailers. Coke Tow will partner CCBPL employees
with retailers, to provide them with business development
trainings as well as soft-skills coaching.

49. Conflicts at CCBPL
• Conflicts may occur due to unions of employees that are
formed in company on various issues comprising of:
• Increase in Salaries and Wages
• Promotion
• Ideas/Opinions
• Miscommunication

50. • Sometimes the conflicts are so worse that they can’t be
handled easily, for such conflicts some measures made by
CCBPL are:
Training Centers:
These are the centers that treat the people, examine them to
handle the conflict.
Workshop:
Workshops are made for the resolution of conflicts.
Sitting Together:
By sitting together means that having the opinions of both
the persons and resolving the conflict.
Policies:
Sometimes some different are implemented to avoid the
conflict that are stressing the environment

51. Recommendations
• The employees should be motivated in such a way that other
employees don’t suffer from inferiority complex.
• The company should also motivate its non-managerial staff as
well.
• The motivation of employees should be beneficial for
employees in any case.
• The conflict that occur in the company should resolved as early
as possible.
• Job rotation must exist in order to avoid conflict.