The document discusses ITC's e-Choupal initiative, which aims to connect rural farmers in India to online market and information resources through computers installed in villages. The key points are:
1. E-Choupal was launched in 2000 by ITC to create a virtual marketplace for farmers, addressing issues like lack of price transparency and access to inputs/expertise.
2. It involves training local farmers as "sanchalaks" to manage computer kiosks providing farmers weather/pricing data, education and a platform to sell to ITC.
3. The initiative has expanded to over 4 million farmers in 40,000 villages across 10 states, improving farmers' incomes and access while reducing
ICT (Information & Communication Technology /Technologies) is an umbrella term that includes any communication device or application, encompassing: radio, television, cellular phones, computer and network hardware and software, satellite systems and etc, as well as the various services and applications associated with them, such as videoconferencing and distance learning.
SUPPLY CHAIN MANAGEMENT CHALLENGES-FRUITS AND VEGETABLESSenthamizh Selvan
The supply chain management of perishable food products is complex as compared to other SCMs due to the perishable nature of the produce, high fluctuations in demand and prices, increasing consumer concerns for food safety & quality and dependence on climate conditions.
Rural Communication has recently emerged as a key concern for communicators of both profit oriented corporations exploring rural areas to expand marketing their products, as also by those in social service institutions trying to reach social health related message in rural and tribal areas in the countryside. A number of factors affect media effectiveness, these include: Audience profile, Media preferences, Channel and programmes viewed, Audience behaviour. The Strategies are Use of audio video medium, Appropriate communication mix, Use of publicity vans, Use of stalls and haats, Appropriate scheduling, Selective communication strategy, Focus on opinion leader and reference's groups, Use of logos and symbols.
AgroStar is an e-commerce platform founded in 2013 that aims to simplify agribusiness for farmers in rural India. It is building a technology platform using expertise in agronomy, data analytics, and mobile commerce to provide real-time solutions and deliver customized products to farmers. Farmers can access the AgroStar mobile app or call to get solutions to their farming needs and have quality agri-inputs delivered directly to their doorsteps. The company operates across Gujarat, Maharashtra, and Rajasthan using an on-demand logistics system to deliver products faster through local stores and delivery partners.
ITC launched its E-Choupal initiative in 2000 to address challenges in procuring agricultural commodities from farmers in India. The initiative established over 1,300 internet kiosks in rural villages, connecting over 7,500 villages and 1 million farmers. Through the kiosks, farmers can access real-time local and global commodity prices, weather information, and educational resources. This reduces intermediaries, increases transparency, and allows farmers and ITC to earn higher profits. The initiative has led to supply chain efficiencies for ITC and farmer empowerment through lower costs and higher incomes. However, challenges remain around training costs, legal compliance, and assessing long-term impacts.
Learn how CRMNEXT enables banks like HDFC to transform their service and customer experience of financial products with intelligent and intuitive digital interfaces for all its customers and workforce.
Read More: https://www.crmnext.com/customers/hdfc_bank
The document discusses ITC's e-Choupal initiative, which aims to connect rural farmers in India to online market and information resources through computers installed in villages. The key points are:
1. E-Choupal was launched in 2000 by ITC to create a virtual marketplace for farmers, addressing issues like lack of price transparency and access to inputs/expertise.
2. It involves training local farmers as "sanchalaks" to manage computer kiosks providing farmers weather/pricing data, education and a platform to sell to ITC.
3. The initiative has expanded to over 4 million farmers in 40,000 villages across 10 states, improving farmers' incomes and access while reducing
ICT (Information & Communication Technology /Technologies) is an umbrella term that includes any communication device or application, encompassing: radio, television, cellular phones, computer and network hardware and software, satellite systems and etc, as well as the various services and applications associated with them, such as videoconferencing and distance learning.
SUPPLY CHAIN MANAGEMENT CHALLENGES-FRUITS AND VEGETABLESSenthamizh Selvan
The supply chain management of perishable food products is complex as compared to other SCMs due to the perishable nature of the produce, high fluctuations in demand and prices, increasing consumer concerns for food safety & quality and dependence on climate conditions.
Rural Communication has recently emerged as a key concern for communicators of both profit oriented corporations exploring rural areas to expand marketing their products, as also by those in social service institutions trying to reach social health related message in rural and tribal areas in the countryside. A number of factors affect media effectiveness, these include: Audience profile, Media preferences, Channel and programmes viewed, Audience behaviour. The Strategies are Use of audio video medium, Appropriate communication mix, Use of publicity vans, Use of stalls and haats, Appropriate scheduling, Selective communication strategy, Focus on opinion leader and reference's groups, Use of logos and symbols.
AgroStar is an e-commerce platform founded in 2013 that aims to simplify agribusiness for farmers in rural India. It is building a technology platform using expertise in agronomy, data analytics, and mobile commerce to provide real-time solutions and deliver customized products to farmers. Farmers can access the AgroStar mobile app or call to get solutions to their farming needs and have quality agri-inputs delivered directly to their doorsteps. The company operates across Gujarat, Maharashtra, and Rajasthan using an on-demand logistics system to deliver products faster through local stores and delivery partners.
ITC launched its E-Choupal initiative in 2000 to address challenges in procuring agricultural commodities from farmers in India. The initiative established over 1,300 internet kiosks in rural villages, connecting over 7,500 villages and 1 million farmers. Through the kiosks, farmers can access real-time local and global commodity prices, weather information, and educational resources. This reduces intermediaries, increases transparency, and allows farmers and ITC to earn higher profits. The initiative has led to supply chain efficiencies for ITC and farmer empowerment through lower costs and higher incomes. However, challenges remain around training costs, legal compliance, and assessing long-term impacts.
Learn how CRMNEXT enables banks like HDFC to transform their service and customer experience of financial products with intelligent and intuitive digital interfaces for all its customers and workforce.
Read More: https://www.crmnext.com/customers/hdfc_bank
Grocer-E is an online grocery delivery business in India that aims to capitalize on the growing grocery e-commerce market. It plans to launch in Mumbai and Bangalore in 2018, collaborating with major supermarket chains to offer doorstep delivery within 1 hour. By 2020, Grocer-E expects to start earning profits and occupy over 15% of the food delivery market by focusing on convenience, discounts, and a wide product selection. It will target urban working professionals and families using mobile and web platforms along with partnerships for payments and last-mile delivery.
India's e-commerce market has grown rapidly, reaching $12.6 billion in 2013 with a compound annual growth rate of 30% from 2009 to 2016. While India has the second largest internet user base in the world at 375 million users in 2015, cash on delivery remains the most popular payment method for 75% of online retail transactions.
Supply chain management plays a key role in e-commerce by impacting costs and inventory levels, customer service, and product availability and delivery. E-commerce companies employ various supply chain functions like inventory management, warehouse management, order processing, transportation, and reverse logistics. Revenue is generated at different stages of the e-commerce industry through sales, commissions from suppliers, advertisements,
Extentia designed for one of its global agribusiness clients, an Android mobile app which tracks farm cultivation and yields. The app enabled their field supervisors to collect data accurately and make real-time decisions in sync with the headquarters. This project serves as a good example of Extentia’s experience and expertise in digital transformation solutions, agriculture domain knowledge and enterprise mobility solutions.
Read more at: http://www.extentia.com/blog/digital-transformation-in-agriculture
http://www.extentia.com/agriculture/
1) The document provides current statistics on online grocery shopping in Asia Pacific, including that 63% of shoppers use social media to make purchase decisions and 53% of research time is spent on connected devices.
2) It also summarizes benefits and challenges of online grocery stores such as offering a wide range of products but difficulties ensuring quality of perishable items.
3) The most appropriate business models for an online grocery store in Singapore are identified as "Store to Home" delivery and "Click and Collect" pickup as they can leverage existing retail networks.
Mobile Tools for Agriculture.
Review of available android apps for agriculture. review is done with an intention of highlighting the available apps
for agricultural officers, field staffs, agricultural consultants and farmers to help them identify nutrient deficiency and pest symptoms for correct diagnosis. We do not suggest the information provided is perfect and the user assumes all risk for interpreting the symptoms.
Ratings are based on user interface & utility from the Indian perspective and to help agricultural scientists, students, institutions, companies, mobile developers for agri apps some reference points.
minimizatoin of wastage of fruits and vegetables at reliance fresh outletSunil Kumar Mallikarjun
This document discusses vegetable retailing in India. It notes that India is a major producer of fruits and vegetables, ranking first in the world for fruits and second for vegetables. However, over 72% of produce is wasted each year due to lack of proper storage, transportation and other infrastructure. Traditional retailing dominates the market but is highly fragmented. Reliance Fresh uses a value chain business model to procure directly from farmers and sell to consumers, bypassing intermediaries. The document examines wastage levels and reasons for wastage at different points in the supply chain such as damage during transport or storage and improper handling.
The document discusses the primary sector of the Indian economy, which is agriculture. It notes that agriculture provides employment for 60% of the population and uses 43% of India's land area. It then discusses the role of information technology in Indian agriculture, noting that IT can help increase food production and productivity by improving areas like farm management, marketing, and access to information. The document also outlines some initiatives by organizations like the Association For People of Haryana to promote the use of IT and e-agriculture in India to benefit farmers.
The document discusses e-agribusiness, which refers to conducting agricultural business transactions electronically over the internet. E-agribusiness can help farmers access information on commodity prices, cultivation practices, and find buyers for their produce online. It allows for organized trading between dispersed buyers and sellers. While e-agribusiness has potential benefits, its adoption in India still faces challenges like computer illiteracy, internet connectivity issues, and electricity outages. The document advocates that India's agricultural industry needs to embrace e-agribusiness to tap into its opportunities.
1. The document describes a mobile application called PYXIS that allows users to buy and sell used items.
2. PYXIS uses a consumer-to-consumer model where users can interact directly to sell their pre-owned items or purchase used goods from other users.
3. The application aims to make the selling and buying of used items more convenient compared to offline stores by allowing transactions to be carried out anytime through the mobile app.
E-commerce refers to the buying and selling of goods and services, or transmitting of funds or data, over an electronic network, primarily the internet. It allows businesses and individuals to create online stores, or digital marketplaces, to buy and sell products and services globally. The main components of an e-commerce platform include a storefront, shopping cart, and payment gateway. E-commerce provides advantages such as lower costs, 24/7 availability, and a global reach, but also disadvantages like lack of quality guarantees and security risks.
The document discusses online grocery shopping. It provides 3 key advantages: 1) It saves time by avoiding trips to the store, lines, and unloading groceries. 2) It reduces overspending from impulse purchases. 3) It can help those with disabilities or time constraints. The document also outlines trends in online shopping like delivery and pickup options growing in popularity. Big spenders are more likely to buy online.
Mobile applications can provide agro-advisory services and information to farmers. Some popular Indian apps discussed in the document include Kisan Suvidha, Pusa Krishi, Crop Insurance app, CCE Agri, AgriMarket, IFFCO Kisan app, Plantix, and riceXpert. These apps give farmers access to information on crops, market prices, weather, best practices, and help diagnose plant diseases to improve yields. The document also discusses how over 60% of Indian farmers currently lack access to agricultural information and technologies, but mobile apps can help close this adoption gap.
742 million Indians constituting 138 million households reside in 6, 38,365 villages (Census, 2001). the size of rural market itself speaks of its potential.The current marketing environment and economic scenario have brought the corporate under contemporary roofs of modern India, which is challenging the current standards of segmenting, targeting and reaching the customers. Realistically, India as a nation has come a long way from the place where only urban population which constitutes 20 per cent of customer base for companies are responsible for 80 per cent of their profits. Also rural markets have acquired significance, as the overall growth of economy has resulted into substantial increase in the purchasing power of the rural communities. A survey by India's premier economic research entity, National Council for Applied Economic Research (NCAER) indicates that rise in rural incomes is keeping pace with the rise in urban incomes.
This document discusses organized rural retailing in India. It provides examples of major organized rural retail models including Hariyali Kisaan Bazaar, Aadhaar Retailing, ITC Choupal Sagar, and Tata Kisan Sansar. These models operate retail stores in rural areas that offer agricultural inputs, consumer goods, services like credit and insurance to serve the needs of local farmers and communities. Organized rural retailing is seen as an important opportunity in India as around 70% of the population lives in rural areas with growing incomes and purchasing power.
The document discusses a feasibility analysis of an e-grocery model in Dubai. It begins by providing background on the evolution of e-commerce and e-grocery. It then outlines some typical problems with current e-grocery models, such as long delivery times and delivery fees for customers. The document proposes a 4-step e-grocery model that would partner with local grocery stores and supermarkets to provide fast delivery directly from stores. It performs a SWOT analysis and discusses the target market in Dubai. Finally, it outlines the potential profit generation model and learns perspectives from experts in technology, grocery retail, and business consulting.
Project Shakti is an initiative by HUL to financially empower rural women through micro-enterprise opportunities. It provides training to women to become village-level entrepreneurs ("Shakti Amma") selling HUL products in their communities. Over 45,000 women have been trained, covering over 100,000 villages. The project aims to improve rural livelihoods and living standards while expanding HUL's distribution network in rural India.
The document proposes developing a mobile app called "Smart Agriculture" to empower Nepali farmers through smartphone technology. The app would provide farmers access to market prices, news/stories, an agricultural library, and links to organizations supporting farmers. It would allow buying/selling of agricultural commodities. Future plans include partnering with stakeholders, providing weather forecasts and SMS services for basic phones, and generating revenue through subscriptions, ads, and services for organizations. The goal is to help farmers make better decisions through an affordable, easy-to-use mobile platform.
This document summarizes DeHaat, an online farmers' marketplace created by Green Agrevolution Pvt. Ltd. to enhance agricultural efficiencies. DeHaat provides a 360-degree platform for farmers, connecting them to inputs, advisory services, and output markets. It has grown a network of over 300,000 farmers across multiple states in India. DeHaat aims to continue expanding its network of farmers and dealers to reach annual revenues of $100 million by 2018-19 through increasing access to inputs, markets, and data-driven services.
This document discusses ICT applications in Indian agriculture. It begins by outlining the objectives and content, which includes the agricultural scenario in India, risks in agriculture, and how ICT can provide solutions. The document then covers the history of digital transformation, success stories of ICT projects in India, the emergence of agricultural web portals, benefits and criticisms of digitalization in agriculture. It concludes by discussing current and potential future advancements in areas like digital agriculture and one village one world networks.
The document discusses different types of agriculture practiced in India. It describes primitive subsistence farming, intensive subsistence farming, commercial farming, and plantation farming. It also discusses major crops grown in India like rice, millets, cotton, and coffee. Agricultural development aims to increase farm production to meet population growth through expanding cropped area, irrigation, use of fertilizers and high-yielding seeds, and farm mechanization. The ultimate goal is increased food security. Farming in India has a long history and India ranks second worldwide in agricultural output. In the US, agriculture is a major industry and the country exports food, with over 2 million farms covering over 900 million acres.
Food waste is a major issue in India, with over 40% of produced food being wasted. Losses occur throughout the supply chain, including 25% lost at pre-harvest, 30% of grains during processing, 20% during transportation, and 10% at retail. Reducing these losses would increase the amount of food available, reduce pollution from additional production, and help address the problem of one-third of India's malnourished children living in India despite significant food waste.
Grocer-E is an online grocery delivery business in India that aims to capitalize on the growing grocery e-commerce market. It plans to launch in Mumbai and Bangalore in 2018, collaborating with major supermarket chains to offer doorstep delivery within 1 hour. By 2020, Grocer-E expects to start earning profits and occupy over 15% of the food delivery market by focusing on convenience, discounts, and a wide product selection. It will target urban working professionals and families using mobile and web platforms along with partnerships for payments and last-mile delivery.
India's e-commerce market has grown rapidly, reaching $12.6 billion in 2013 with a compound annual growth rate of 30% from 2009 to 2016. While India has the second largest internet user base in the world at 375 million users in 2015, cash on delivery remains the most popular payment method for 75% of online retail transactions.
Supply chain management plays a key role in e-commerce by impacting costs and inventory levels, customer service, and product availability and delivery. E-commerce companies employ various supply chain functions like inventory management, warehouse management, order processing, transportation, and reverse logistics. Revenue is generated at different stages of the e-commerce industry through sales, commissions from suppliers, advertisements,
Extentia designed for one of its global agribusiness clients, an Android mobile app which tracks farm cultivation and yields. The app enabled their field supervisors to collect data accurately and make real-time decisions in sync with the headquarters. This project serves as a good example of Extentia’s experience and expertise in digital transformation solutions, agriculture domain knowledge and enterprise mobility solutions.
Read more at: http://www.extentia.com/blog/digital-transformation-in-agriculture
http://www.extentia.com/agriculture/
1) The document provides current statistics on online grocery shopping in Asia Pacific, including that 63% of shoppers use social media to make purchase decisions and 53% of research time is spent on connected devices.
2) It also summarizes benefits and challenges of online grocery stores such as offering a wide range of products but difficulties ensuring quality of perishable items.
3) The most appropriate business models for an online grocery store in Singapore are identified as "Store to Home" delivery and "Click and Collect" pickup as they can leverage existing retail networks.
Mobile Tools for Agriculture.
Review of available android apps for agriculture. review is done with an intention of highlighting the available apps
for agricultural officers, field staffs, agricultural consultants and farmers to help them identify nutrient deficiency and pest symptoms for correct diagnosis. We do not suggest the information provided is perfect and the user assumes all risk for interpreting the symptoms.
Ratings are based on user interface & utility from the Indian perspective and to help agricultural scientists, students, institutions, companies, mobile developers for agri apps some reference points.
minimizatoin of wastage of fruits and vegetables at reliance fresh outletSunil Kumar Mallikarjun
This document discusses vegetable retailing in India. It notes that India is a major producer of fruits and vegetables, ranking first in the world for fruits and second for vegetables. However, over 72% of produce is wasted each year due to lack of proper storage, transportation and other infrastructure. Traditional retailing dominates the market but is highly fragmented. Reliance Fresh uses a value chain business model to procure directly from farmers and sell to consumers, bypassing intermediaries. The document examines wastage levels and reasons for wastage at different points in the supply chain such as damage during transport or storage and improper handling.
The document discusses the primary sector of the Indian economy, which is agriculture. It notes that agriculture provides employment for 60% of the population and uses 43% of India's land area. It then discusses the role of information technology in Indian agriculture, noting that IT can help increase food production and productivity by improving areas like farm management, marketing, and access to information. The document also outlines some initiatives by organizations like the Association For People of Haryana to promote the use of IT and e-agriculture in India to benefit farmers.
The document discusses e-agribusiness, which refers to conducting agricultural business transactions electronically over the internet. E-agribusiness can help farmers access information on commodity prices, cultivation practices, and find buyers for their produce online. It allows for organized trading between dispersed buyers and sellers. While e-agribusiness has potential benefits, its adoption in India still faces challenges like computer illiteracy, internet connectivity issues, and electricity outages. The document advocates that India's agricultural industry needs to embrace e-agribusiness to tap into its opportunities.
1. The document describes a mobile application called PYXIS that allows users to buy and sell used items.
2. PYXIS uses a consumer-to-consumer model where users can interact directly to sell their pre-owned items or purchase used goods from other users.
3. The application aims to make the selling and buying of used items more convenient compared to offline stores by allowing transactions to be carried out anytime through the mobile app.
E-commerce refers to the buying and selling of goods and services, or transmitting of funds or data, over an electronic network, primarily the internet. It allows businesses and individuals to create online stores, or digital marketplaces, to buy and sell products and services globally. The main components of an e-commerce platform include a storefront, shopping cart, and payment gateway. E-commerce provides advantages such as lower costs, 24/7 availability, and a global reach, but also disadvantages like lack of quality guarantees and security risks.
The document discusses online grocery shopping. It provides 3 key advantages: 1) It saves time by avoiding trips to the store, lines, and unloading groceries. 2) It reduces overspending from impulse purchases. 3) It can help those with disabilities or time constraints. The document also outlines trends in online shopping like delivery and pickup options growing in popularity. Big spenders are more likely to buy online.
Mobile applications can provide agro-advisory services and information to farmers. Some popular Indian apps discussed in the document include Kisan Suvidha, Pusa Krishi, Crop Insurance app, CCE Agri, AgriMarket, IFFCO Kisan app, Plantix, and riceXpert. These apps give farmers access to information on crops, market prices, weather, best practices, and help diagnose plant diseases to improve yields. The document also discusses how over 60% of Indian farmers currently lack access to agricultural information and technologies, but mobile apps can help close this adoption gap.
742 million Indians constituting 138 million households reside in 6, 38,365 villages (Census, 2001). the size of rural market itself speaks of its potential.The current marketing environment and economic scenario have brought the corporate under contemporary roofs of modern India, which is challenging the current standards of segmenting, targeting and reaching the customers. Realistically, India as a nation has come a long way from the place where only urban population which constitutes 20 per cent of customer base for companies are responsible for 80 per cent of their profits. Also rural markets have acquired significance, as the overall growth of economy has resulted into substantial increase in the purchasing power of the rural communities. A survey by India's premier economic research entity, National Council for Applied Economic Research (NCAER) indicates that rise in rural incomes is keeping pace with the rise in urban incomes.
This document discusses organized rural retailing in India. It provides examples of major organized rural retail models including Hariyali Kisaan Bazaar, Aadhaar Retailing, ITC Choupal Sagar, and Tata Kisan Sansar. These models operate retail stores in rural areas that offer agricultural inputs, consumer goods, services like credit and insurance to serve the needs of local farmers and communities. Organized rural retailing is seen as an important opportunity in India as around 70% of the population lives in rural areas with growing incomes and purchasing power.
The document discusses a feasibility analysis of an e-grocery model in Dubai. It begins by providing background on the evolution of e-commerce and e-grocery. It then outlines some typical problems with current e-grocery models, such as long delivery times and delivery fees for customers. The document proposes a 4-step e-grocery model that would partner with local grocery stores and supermarkets to provide fast delivery directly from stores. It performs a SWOT analysis and discusses the target market in Dubai. Finally, it outlines the potential profit generation model and learns perspectives from experts in technology, grocery retail, and business consulting.
Project Shakti is an initiative by HUL to financially empower rural women through micro-enterprise opportunities. It provides training to women to become village-level entrepreneurs ("Shakti Amma") selling HUL products in their communities. Over 45,000 women have been trained, covering over 100,000 villages. The project aims to improve rural livelihoods and living standards while expanding HUL's distribution network in rural India.
The document proposes developing a mobile app called "Smart Agriculture" to empower Nepali farmers through smartphone technology. The app would provide farmers access to market prices, news/stories, an agricultural library, and links to organizations supporting farmers. It would allow buying/selling of agricultural commodities. Future plans include partnering with stakeholders, providing weather forecasts and SMS services for basic phones, and generating revenue through subscriptions, ads, and services for organizations. The goal is to help farmers make better decisions through an affordable, easy-to-use mobile platform.
This document summarizes DeHaat, an online farmers' marketplace created by Green Agrevolution Pvt. Ltd. to enhance agricultural efficiencies. DeHaat provides a 360-degree platform for farmers, connecting them to inputs, advisory services, and output markets. It has grown a network of over 300,000 farmers across multiple states in India. DeHaat aims to continue expanding its network of farmers and dealers to reach annual revenues of $100 million by 2018-19 through increasing access to inputs, markets, and data-driven services.
This document discusses ICT applications in Indian agriculture. It begins by outlining the objectives and content, which includes the agricultural scenario in India, risks in agriculture, and how ICT can provide solutions. The document then covers the history of digital transformation, success stories of ICT projects in India, the emergence of agricultural web portals, benefits and criticisms of digitalization in agriculture. It concludes by discussing current and potential future advancements in areas like digital agriculture and one village one world networks.
The document discusses different types of agriculture practiced in India. It describes primitive subsistence farming, intensive subsistence farming, commercial farming, and plantation farming. It also discusses major crops grown in India like rice, millets, cotton, and coffee. Agricultural development aims to increase farm production to meet population growth through expanding cropped area, irrigation, use of fertilizers and high-yielding seeds, and farm mechanization. The ultimate goal is increased food security. Farming in India has a long history and India ranks second worldwide in agricultural output. In the US, agriculture is a major industry and the country exports food, with over 2 million farms covering over 900 million acres.
Food waste is a major issue in India, with over 40% of produced food being wasted. Losses occur throughout the supply chain, including 25% lost at pre-harvest, 30% of grains during processing, 20% during transportation, and 10% at retail. Reducing these losses would increase the amount of food available, reduce pollution from additional production, and help address the problem of one-third of India's malnourished children living in India despite significant food waste.
Why worry about Organised Retail (or FDI in retail). It can bring organisation and promote economic co-operation and development but will require a shift in current day mindsets.
This presentation provides an overview of Reliance Fresh's business model and supply chain operations. It discusses Reliance Fresh's introduction in 2006 as a supermarket format owned by Reliance Industries of India. The presentation outlines Reliance Fresh's business model of operating small and medium stores focused on food and FMCG products. It also describes Reliance Fresh's supply chain approach of directly sourcing from farmers and using collection centers and company logistics to deliver products from farms to stores. A SWOT analysis identifies Reliance Fresh's strengths in financial resources and private label sales, as well as weaknesses in inventory control and use of IT.
The document discusses the evolution and development of retail in India from traditional markets to modern retail formats. It outlines the four phases of organised retail in India from 2000-2010, focusing on increasing space, expansion, portfolio growth, and technology/sourcing improvements. It then discusses the current economic challenges facing retail. The document also provides details on Big Bazaar's strategy, operations, and pricing approaches to attract customers and drive sales.
O N N Fernando, G N Wikramanayake (1998) "Web Based Agriculture Information System" In: Conference, Exhibition and Business Directory of 1st International Information Technology Conference, p. 36. Infotel Lanka Society, Colombo, Sri Lanka: IITC Oct 7-8
The document discusses the e-Agriculture Community of Practice, an international initiative led by the UN Food and Agriculture Organization. The community aims to promote global cooperation on the use of information and communication technologies (ICT) to support agricultural and rural development. It has over 7,000 members from over 150 countries who share resources virtually and through in-person events. Key topics discussed by the community include the role of mobile telephony and public-private partnerships in rural development.
The document discusses agricultural value chains. A value chain describes the range of activities and actors involved in bringing an agricultural product from production to final consumption, with value added at each stage. It analyzes the factors that influence performance at each stage, from input suppliers to final buyers. Value chain analysis is a useful tool to understand trends, identify problems and opportunities for improvement, and inform policy interventions.
Amazon operates a large global supply chain network to support its e-commerce business. It has around 50 warehouses globally, including 20 in the US, to store and fulfill customer orders. Amazon uses a mix of in-house inventory and third-party suppliers to stock products. It aims to deliver most items within one day of ordering to stay competitive. Amazon's supply chain is designed for cost-effectiveness and responsiveness to meet high customer service levels and the wide range of customer demand.
The document discusses supply chain management. It defines a supply chain as the system involved in moving products from suppliers to customers, including organizations, activities, and resources. Supply chain management involves planning, implementing, and controlling supply chain operations to efficiently meet customer demands. It encompasses sourcing, procurement, production, and logistics management as well as coordination with supply chain partners. The goals of efficient supply chain management are revenue growth, better asset utilization, and cost reduction.
E-governance refers to the use of information technologies by government agencies to provide services to citizens. It aims to make governance more transparent, increase citizen participation, and provide efficient public services. Key components of e-governance include technological, social, cultural, political, and service aspects. Some examples of e-governance initiatives in India include programs implemented by the customs and excise department, Indian railways, and state governments like Andhra Pradesh and Himachal Pradesh. Challenges to e-governance in India include a lack of integrated services, key personnel, and differences in languages across populations. Successful implementation of e-governance can provide better access to information, accountability, and more
The document discusses supply chain management (SCM). It defines SCM as the active management of supply chain activities to maximize customer value and achieve a competitive advantage. It describes key aspects of SCM including integrating suppliers, distributors and customers; using information systems to automate information flow; and setting objectives at strategic, tactical and operational levels to manage resources, scheduling and production planning. The document also outlines challenges in SCM like demand uncertainties and the bullwhip effect, and how information systems and software can help address these challenges by facilitating information flow, tracking orders and inventory, and enabling collaborative planning across the supply chain.
Case study on amazon.com's supply chain management practices | MBAtiousaneesh p
The case study provides an overview of Amazon.com's inventory management. Jeffrey Preston Bezos the founder of Amazon.com launched the company when he realized that Internet provided immense scope for online trading. Although the site was originally launched as an online bookstore it eventually offered several other products to keep abreast of the competition. The case study takes a look at the different products and features offered on the site. The case also discusses Amazon's value propositions and its criteria for choosing strategic partners.
Precision agriculture in relation to nutrient management by Dr. Tarik MitranDr. Tarik Mitran
Precision agriculture techniques can help optimize nutrient management by accounting for spatial variability within fields. Soil sampling is done on a grid to produce fertility maps showing nutrient levels in different areas. GPS and GIS combine to map yield and collect data that identifies low-yielding zones. Remote sensing uses imagery to detect differences such as no-till fields. Yield monitors coupled with GPS measure harvest yields in various locations. Variable rate technology then applies nutrients precisely based on need. This precision nutrient management improves efficiency and protects the environment.
This document summarizes a study of the organic food value chain from the perspectives of a company called Morarka Organic Foods Pvt. Ltd., consumers, and farmers in Jaipur, India. The study examined Morarka's business processes, marketing strategies, and sales channels. It also assessed consumer awareness and preferences for organic food. Key findings included the need for improved training of field officers, better supply and demand analysis, and a focus on pricing and promotion. The document provided recommendations like expanding distribution networks, strengthening communication strategies, and developing promotional activities to increase organic food awareness.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
This document proposes a framework for an agricultural information dissemination system using information technology to improve crop productivity for farmers in India. It suggests creating a crop database and information services system to provide expert advice and disseminate knowledge on crop varieties, production techniques, and market demands. While IT is still growing in Indian agriculture, the document argues it could play an important role in agricultural development by allowing remote monitoring of storage facilities, precise application of inputs using GPS, and weather forecasting to benefit farmers.
The document discusses eFarm, an ICT-enabled agri supply chain network that aims to empower small farmers and connect them directly to consumers. It outlines the current issues with the fragmented agricultural supply chain in India, including a lack of demand/supply data, inefficient logistics and high wastage. eFarm uses various ICT tools across the supply chain to collect data, manage customer relationships and operations, provide market insights to farmers, and enable an efficient distribution network connecting farmers directly to consumers. The founder's vision is to organize the large unorganized agri sector in India through a sustainable, entrepreneurial social enterprise model.
eFarm is an agri supply chain platform that aims to:
1) Procure vegetables and fruits from farmers and supply to bulk customers in cities.
2) Create an efficient end-to-end supply chain infrastructure to reduce post-harvest losses through better planning and management.
3) Link farmers to consumers through a transparent platform using information technology.
eFarm aims to create an end-to-end agricultural supply chain platform linking farmers and consumers. The platform will procure fruits and vegetables from farmers and supply them to bulk customers in cities. This will help create a more efficient perishable produce distribution system by reducing middlemen, wastage, and uncertainty around availability and pricing. The platform will use technology, industry best practices, and social entrepreneurship to benefit both farmers and customers.
The document discusses the challenges in agricultural entrepreneurship in India. It describes how the current agricultural supply chain is inefficient, with too many middlemen resulting in high costs and food wastage. It then introduces eFarm, an agri supply chain platform that aims to connect farmers directly to consumers using technology. eFarm's model aggregates produce from farmers, grades and transports it to distribution centers near cities for local delivery to retailers and customers. The platform provides services like demand forecasting, quality checks and payments to improve the supply chain.
A presentation made to IFAD (International Fund For Agriculture Development) country office on creating market linkages for rural poor farmers as a means to increase their livelihood and sustainability.
This document presents a framework called GAAVC (Gender Analysis of Agricultural Value Chains) for conducting a gender analysis of agricultural value chains. The framework involves selecting a commodity chain, mapping the chain and nodes by gender, and then analyzing each node using issues like activities and access to inputs, markets, economic empowerment, and risks. It provides an example analysis of a hypothetical mango value chain in which women are involved in production but face challenges around input access, market linkages, and economic empowerment due to time poverty, lack of ownership, and male control over resources. The document seeks feedback on further developing the analytical framework.
Horticulture Producers Cooperative Marketing & Processing Society (HOPCOMS) was formed in 1959 to provide fair prices to farmers for their produce. It has over 37,000 farmer members and operates over 600 retail outlets in Karnataka. HOPCOMS provides benefits like on-spot cash payments, storage facilities, canteen subsidies, and a place for farmers to sell directly. It also supplies consumers at correct weights while supporting local functions and marriages. HOPCOMS sources directly from farmers and has minimal infrastructure needs, relying on grants and loans for funding. It has reduced wastage to 1.08% of procurement through wholesale packing and processing spoiled vegetables into biogas.
Mobile Apps in Small Scale Agriculture - Matthew de GaleSAFIPA
The document discusses several mobile apps being developed and used in small scale agriculture in Africa to address issues like lack of access to market information, poor livestock recording, and inefficient agro-dealers. It provides details on apps being implemented by partners in Kenya and Zambia to provide services like peer-to-peer market data, community livestock records, and agro-input management that have led to benefits like increased farmer incomes and reduced costs. Critical factors for the success and scaling of these mobile agriculture solutions are also examined.
Rural Retailing In India By Alok SharmaAlok Sharma
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eFarm is an agri supply chain platform that aims to link farmers directly to consumers. It addresses the current problems of the fragmented agri supply chain such as multiple middlemen, lack of quality control and price transparency. eFarm's key innovations are using weighing machines to standardize transactions by weight instead of volume, simple grading systems to match quality to the right customers, and using mobile phones and SMS to provide technology solutions with wide reach. The platform aims to unlock revenue potential across the supply chain by developing an online marketplace while utilizing offline distribution mechanisms.
The document outlines a proposed mobile agriculture (mAgri) platform called Farmdream that would connect farmers, buyers, and sellers. It would provide (1) agricultural information and advisory services, (2) a marketplace for produce transactions, (3) access to financing and insurance products. The team has over 100 years of experience in mobile services and agriculture. Their strategy involves user research, localized content, prototyping, and partnerships to realize the mAgri opportunity.
The document discusses distribution channels for farm implements in India. It outlines the existing framework which typically involves manufacturers, wholesalers, retailers and consumers/farmers with one or two intermediary levels. It notes there is scope for new channel dynamics and a path ahead could involve establishing more localized service centers to improve information flow, customer satisfaction and value addition at the village level.
This document discusses Venkata Subramanian's presentation on insights into the Indian food market. It covers topics such as the problems facing Indian farmers including scarce land and water resources, expensive and unpredictable markets. It also discusses solutions like organic farming, improving supply chain efficiency from farm to consumer to reduce waste, and using technology solutions and composting agricultural waste. The presentation aims to analyze whether the food crisis in India is a major problem or an opportunity for growth.
Vegetables are transported through a multi-step supply chain from farms to consumers. Vegetables first move from farms to agents, then from agents to wholesalers, and from wholesalers to retailers or domestic customers. There are several types of markets involved including rural primary markets where small farmers sell directly to villagers, assembly markets where larger quantities are aggregated, and wholesale markets located in major cities that supply retailers. Effective management of this supply chain requires coordination between producers, agents, wholesalers, retailers, and other members to move vegetables efficiently from farms to tables.
DrumNet is a project that aims to help smallholder farmers in Western Kenya by providing integrated business support services for marketing, finance, and information using mobile and database technology. This helps improve farmers' productivity, market access, and efficiency. The services include transparent pricing information, farming advice, credit access, market analysis, product aggregation, contract negotiation, and cashless transactions. Initial results show farmers retaining over 72% of the wholesale value of their produce, increased productivity, less price fluctuation, and higher household incomes. Challenges include technological adoption issues and ensuring a sustainable business model.
The document discusses setting up rural business hubs in northeast India to improve agricultural value chains. It analyzes the potential for hubs focused on ginger, turmeric, passion fruit and pineapple based on production levels. Key constraints include lack of infrastructure, financing, training and market linkages. The report recommends a resource agency to coordinate stakeholders, organizing producers, developing business plans, and attracting private investments to set up processing facilities and establish sustainable markets. Rural business hubs could boost incomes, employment and environmental sustainability for farmers in the northeast.
This document advertises one-on-one mentoring services called Startup Shrink for entrepreneurs and startups. It provides concise advice and answers to questions about capital, marketing, competition, operations, and people. Entrepreneurs can schedule an appointment, ask questions, get answers and solutions, review progress, and get ongoing support via in-person meetings, Skype chats, or phone calls to help address challenges through the mentoring process.
Agricultural Price Rise – Addressing the Supply Side ConstraintsVenkata Subramanian
Panel discussion on “Agricultural Price Rise – Addressing the Supply Side Constraints” held on 26th August 2011 at TAFE’s MDCC [Management Development Consultancy Centre], 105, Dr Radhakrishnan Salai, Mylapore, Chennai between 1500 hrs and 1730 hrs. This programme is being organised to obtain the views of the stakeholders.
Presentation by
In this regard, we will be happy if you could confirm your presence as a panelist, during the panel discussion and provide your inputs on the topic. Your valuable inputs will be helpful in recommending solutions on the issue, to the Government.
This document summarizes the story of Annapoorani, a successful food processing venture started by women in Thandalam Village. It describes how the women formed a self-help group and received training to start making papad and rava dosa mix, which became very popular. Their product line has grown and now includes over 30 products made using authentic recipes. The women work hard starting at 3 AM daily. Their turnover has increased from 1 lakh to 33 lakhs annually. They seek advice on expanding into pickles, snacks, exports and online ordering. Students are welcome to volunteer or intern with the organization.
This document summarizes a presentation given by Venkat and Srivalli, founders of eFarm, at an entrepreneurship conference in Chennai. eFarm addresses inefficiencies in the Indian agricultural supply chain by procuring vegetables and fruits from farmers and supplying them to bulk customers in cities. They create an end-to-end supply chain infrastructure using processes and technologies to make perishable goods distribution more efficient. The presentation covers strategies for scaling a growing company, including building an effective team, using technology and outsourcing appropriately, understanding finances, forecasting growth, seeking investment, and adapting to changes. The ideal entrepreneur is described as disciplined yet enjoys doing the impossible.
The document discusses India's potential as a supplier of horticultural products globally. It notes that while India is a large producer, its share in global trade is minuscule due to high delivery costs, weak quality standards and assessment mechanisms within India. It suggests that India can become a significant exporter if it reduces delivery costs, improves standards and quality assessments. Key steps identified are creating integrated supply chains, reforming transport/storage infrastructure, engaging in trade negotiations, and long-term promotions and trade show participation planning.
ZerOx is a non-toxic fumigation method that uses extremely low oxygen levels to eradicate insects in stored products. It works by circulating air and scrubbing oxygen levels down to less than 0.5% within an airtight chamber. This causes 100% mortality of insects in all life stages. ZerOx equipment includes an oxygen scrubber, microprocessor, heating sensors and can control multiple rooms/bags individually. It provides a flexible and effective solution for fumigation of grains, nuts, spices and other stored products in treatment rooms, flexible bags, during transport or at other locations.
This document discusses strategies for horticulture development in India. It notes that India is a major global producer of many fruits and vegetables. Horticulture crops contribute significantly to Indian agriculture and exports. The National Horticulture Mission aims to promote horticulture crop production and support farmers. Key interventions include developing planting material, infrastructure like pack houses and cold storage, clusters of crops, organic farming, and linking farmers to markets. Focusing on high-value crops, developing post-harvest facilities, and adopting new technologies and management practices can help overcome constraints and further develop horticulture in India.
This document provides an overview of the development of eFarm, a farmer to consumer agri supply chain network. It discusses how eFarm studied existing supply chain issues, developed their business model, created a focus group, launched a pilot program, and has since expanded their network. The document shares photos and videos from different stages of eFarm's operations and highlights how they have received press coverage and awards for their innovative agri retailing model.
The document provides an investor presentation for eFarm, an agri supply chain network connecting farmers to consumers. It outlines eFarm's financial projections showing increasing revenue and profit over six years as it expands operations. The company plans controlled, sustainable expansion by establishing fully functional units and replicating successful models. Social impacts include increased farmer income and rural employment. The presentation provides details on eFarm's funding needs, partnerships, and growth strategy to scale operations across India while maintaining financial viability.
The document provides an investor presentation for eFarm, an agri supply chain network connecting farmers to consumers. It outlines eFarm's financial projections showing increasing revenue and profit over three years as it expands operations. The presentation also discusses eFarm's growth strategy of controlled, sustainable expansion through replication of successful business models. It highlights eFarm's potential for both business growth and social impact such as increased farmer incomes and rural employment.
The document discusses setting up an online marketplace ("eFarm") to connect farmers directly with buyers, reducing inefficiencies in the current agricultural supply chain. It notes issues like a lack of reliable demand and supply data, multiple middlemen that drive up costs, and underutilized storage infrastructure. The proposed eFarm system would use ICT tools, cooperatives, warehouses, and other elements to collect and share farm data, enable online bidding, and help farmers, transporters, processors, retailers and buyers transact more efficiently. The document advertises an internship opportunity to work on projects implementing this eFarm concept.
Dissecting A Startup : EFarm - Innovations in the Farm-to-Home Supply Chain Venkata Subramanian
A presentation made by eFarm's founders at IFMR/ICAAP Chennai, India on Feb 24th 2009. The talk centred on 2 themes - a behind the scenes look of a operational startup and typical journey taken . Secondly it was centred on agri supply chain issues in India and how eFarm is specifically filling the gaps.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
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See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
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Fueling AI with Great Data with Airbyte WebinarZilliz
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Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
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- Verstehen des DLAU-Tools und wie man es am besten nutzt
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E Farm Presentation Part1 Intro
1. eFarm : A Farmer To Consumer Agri Supply Chain Network
Part 1 : Introduction
Presented By : Venkat and Valli
Founders , eFarm
2. The Agri-Supply Chain Crisis : Background
The eFarm Solution
Operations Overview
USP and Key differentiators
Technology Strategy
Current Status
FAQ
3. Harvesting of • Unorganized, unregulated, unprofessional Terminal markets to
Vegetables
• Lack of demand/supply data neighborhood wholesalers
• Poor logistics and storage
• No reliable sales , distribution , marketing channels
1 • Black marketing, adulteration, wastage
• Prices fixed by agents , crude and unscientific methods
of determining operating margin
• It is neither a „buyer‟ nor a „seller‟s market !
5
Middlemen‟s strong hold is predominant
•No IT usage , No transactional data
Regional mandi to Wholesalers to Retailers
4 Terminal markets near
A local mandi large cities
auctioning
2
Local to Regional mandis
for Auction
6
Loss in transit
40%
Retailers to Dining Table
Price hike
3
End to end
> 4 times 7
4. Contract farming : Pepsico , HLL etc.,
One stop solutions – Mahindra Shubhlabh, Tata KK
Third party logistics & sourcing – Radhakrishna foodlands/Sodekho
Retail chains – Reliance fresh, More, Subhiksha
ICT kiosks– e-Chaupal
Regulated markets- Government mandis, Commodity exchanges
Unorganized Rural markets (mandis) and agents
Issues / Gaps
Most organised players focused only on ‘top of pyramid’ markets and hence very low
volumes (less than 1%)
Non-payment of bills, not keeping up commitments . Farmers unable to fight the
giants
Heavy initial investments required, with very long gestation period for results
Retail shops no longer focussed only on veggies- diversifying into other higher margin
items/FMCG goods
ICTs have failed owing to illiteracy, lack of proper business model . Also Mobile usage
more than PC usage
5. The Farmer :
Need professional, reliable sales /marketing /distribution channels . No
alternative to the ‘mandi’ system
Need advanced demand/supply data to plan cultivation . Currenty,
very adhoc and whimsical.
The Seller :
The ‘sabjeewallah’ (vegetable vendor) is the missing link and unsung
hero of the supply chain.
No proper benefits / finance / support to run his shop.
Pressure in urban areas from branded retailers undercutting on rates
But they represent over 90% of volume sales!!
RESULT : Both farmers and sellers of agri produce
are quitting trade.
6. 1. Perishable produce demand and supply data is
not available/accurate/reliable , leading to over
production and wrong crop selection.
2. Agri Sales primarily through unorganised sector
– high fluctuations in price, availability and
quality
3. No efficient marketing and distribution
alternative to current ‘mandi’ system . Too
many middlemen, too little value addition
4. Poor post harvest management results in high
wastage (~50%)
5. There is little or no IT usage/MIS/Technology
7. eFarm : The Big Picture
A shared platform connecting all stakeholders
Value added resellers
Sorting , Grading , Processing, Packing
Storage
Warehouses
Bulk buyers
Exporters
Farmers eFarm
Cooperatives
Collection centers
Kiranas
Self Help
Groups
Hawkers
Village ICT kiosks
Phone booths Logistics Fleet Small Independent transporters
Mobile operators operators Intra-city small tempos
8. Create a network of farmers, intermediaries, logistics providers, distributors and retailers
‘Organize’ the ‘un-organized’ rural to urban supply chain to create sustainable prices for
the rural members of the chain
Create a shared and streamlined sourcing/marketing/distribution /retailing platform
which is :
A IT based B2B order matching/fulfillment system (e.g. Amazon, eBay)
+
A low cost-efficient, ‘Indianised’ logistics & delivery mechanism (e.g. AMUL,Dubbawallahs)
+
A people driven Direct To Consumer Marketing/Retailing channel (e.g. HLL’s Shakti,Amway)
+
Bottom Up Entrepreneur driven model to reach all customer segments (Self help groups, Micro
finance)
Our goal
• To build a nationwide agri-supply chain network platform , and enable fair, efficient, reliable business
across the community.
• Make agriculture self sustaining and Curtail erratic fluctuations in perishables & commodities
• Generate job opportunities in BOP socio-economic strata in rural and urban areas
9. eFarm Registers the farmers,
1
transporters and other intermediaries
with basic details such as produce
type, volume, expected price range
etc., Advance amounts are collected from buyers
4 .Payments are made to farmers and
-
2 eFarm Retail co-coordinators (ie.,NGO intermediaries upon delivery.
/small retailers) consolidate the Orders
from buyers received through phone,
email and walk-in to make one
consolidated demand list 5 The vegetables are sorted and graded at the
eFarm Distribution centers across the city by
members of women‟s self help groups of the
area..
-
3 eFarm sourcing managers track prices
across different areas and feed in the
data. The central order matching
system determines best
source, location and logistics channel The orders are delivered immediately through
6 delivery vans,push carts etc to end
for fulfillment.
customers
Lessons learnt, feed back and data analysis conducted on the order received is shared with
7 the members in the chain. This helps to optimize the operation continuously and increase the
value creation across the chain.
10. BOP Self help groups, Highly price conscious
segment Neighborhood markets , segment Low
High Street vendors Low margins/High Volume
Middle Mom and Pop stores, Price + Quality conscious
segment hotels , Canteens , High volume / Good margins
Caterers
Margins
Volume
High End Branded stores, High end Highly quality conscious
segment restaurants , Hospitals , Timeliness , professionalism
Organic stores, Food Low volume/High margins
processors
Premium Export Very high quality , customer
segment specifications
Low
High volume / Very High High
premium
High investments
11. Catering/Hotels
Cooperatives
Hub and Spoke Model
Exporters
Rural Urban
Collection Logistics Distribution
Centres Centers
Food Processors
Bulk buyers
Small & mid sized farmers
Retailers /
Mom & Pop stores
… organic growth and
expansion
12. Order quantity ‘Aggegating’ the demand from multiple buyers , ‘wholesale’ volumes broken down
into retail lots.
Better Demand and supply prediction , more realistic, long term pricing avoids erratic daily
Predictability
swings.
Price Multiple buyers AND sellers ,hence better price discovery ,transparent and
competitive. Users can set their own price , rather than being driven by market
conditions.
Location A ‘click and mortar operation. 24 x 7 access to system , day time deliveries
Decentralized, organic growth of system
Freshness As the buyer can set his own schedule and routes , fresh goods can be shipped with
minimal halts or delays.
Availability Multiple choice of sources, wide variety of choice
Delivery Hub and spoke delivery model (much like how dubbawallahs operate)
Low cost transport (push carts, cycles) in combination with vehicles for widest reach
Branding A common brand called ‘efarm’, which adds value and quality to seller . new to agri
field
Job creation Agri-sector employs over 70% of our population directly. Several more are involved
indirectly through the supply chain. Through SHG women, we hope to create new jobs
at various nodes of the chain.
Social change ‘Organise the unorganised’ , Create sustainable ventures across the chain ,Job creation
, Promote underprivileged
14. •Collaboration and B2B trading
platform
•Content : Daily pricelists,
Schedules, Trends , Buyers
guides
•Order management
•Search / Track items
•Delivery tracking
•Customer relationship
management
•Supply chain management
•Mobile/SMS gateway interface
•Voice based interface
•Agri specific social networking
•MIS & Data mart
15. eFarm won’t ‘OWN’ any of the assets / independent
elements of the chain – we would „CONNECT‟ existing
elements which would all be independently owned and
operated – Low cost of ownership
eFarm doesn’t threaten the livelihood of existing
people in this trade. We help to ‘re-train’, ‘re-group’
and ‘re-vitalize’ them to become more professional and
successful in their CURRENT activities
Technologies and processes are built to be simple, low
cost and with widest reach across customer base
Entrepreneur driven model , riding on top of existing
networks
16. Growth through innovation and research
Standardised weights , counts, bagging/packaging units
Simple tagging/tracking system for traceability
0% wastage target
Daily produce waste converted to manure which can be
sold back
Separate focused unit for Organic produce
Assistance in certification & cultivation, separate logistics
,creating awareness to promote demand etc.,
17. Market Size
Quick calculation : (Taking Chennai metro as an example)
Chennai population : 8 million
Avg. consumption : 250 gms
Volume : 2000 tonnes (400 lorries inflow Koyambedu)
Value : 3 crores per day
Even a 1% penetration
= 3 lakhs Turnover per day = 9 crores per annum
18. Revenue Stream
Income from sale of produce (~15%
Income Distribution
of turnover) 10%
Website registrations
1% 16%
User Registration fees and database Income from produce
sale
Advertisements
listing in portal 19%
44% Franchisee fees
Franchisee fees for retailers (Based Consulting
7%
3%
on typical daily order volume) , Contest wins
Training
Systems integration /consulting
Advertisements in retail vans/push
carts/web portal
19. May’08- Jun’08 : Website launched, Initial prototype system
June 07 – May 08 : Information gathering , discussions, solution proposals to focus groups
development
Aug’08- Oct’08 : Concept pitching to pilot customer base/SHGs. Pilot launched with weekly deliveries. Different retailing options such as push carts, stores, mobile trucks
tried out. User feedback has been positive from all strata. Avg. weekly delivery = 2 tonnes
Oct’08 – till date : Distribution centre and retail outlets. established . Daily operations launched to cater to wider customer base . Promotional events, publicity drive. Core
Concept and processes constantly being upgraded and evolved based on trial run results.
20. Current Status : Summary
Pilot completed . Growth mode
Farmers in network : Direct 25 , Indirect 1500 (through associations)
Truckers : 10
Vehicle capacity : (all individually owned but operating for efarm)
Push carts : 2
Mobile trucks : 2
Long haul trucks : 2
Organizations who are liasioning with eFarm for marketing support:
NGOs : 3 , Agri Food parks : 3
Distribution centre setup and functioning in Chennai. Capacity : 4
tonnes per day
Customers (Pilot phase)
Restaurants : 3 , Canteens : 2 , SHGs : 25 , Hospitals : 2, Shops : 4
Walkin individuals / door deliveries : 150
Current run rate : 4 tonnes per week , Rs 2 lakhs per month
10 member core team , 10+ advisors
21. Growth Plan
Phase I : Pilot Thiruvanmiyur, Valmiki Nagar (Chennai)
(Status – Volume : 2 tonnes per week , Turnover = Rs 30000/week
Completed) Goal : Road test of the concept in immediate vicinity, capture
Aug 15 to Oct 15 detailed lessons learnt and feedback, achieve break even
Phase II : Across 5 sample neighbourhoods
Stabilisation Volume target : 4 tonnes per day , per locality
(Status – In Turnover target : Rs 75000 per day, per locality
progress) Goal : Regularise operations, Identify and fix gaps,
Oct 15 2008 to May Demonstration-cum-training centre in base of all
15 2009 wholesale/retail activities, Data analysis and systems
enhancements.
Phase III : Growth– Goal : Metro wide growth (Chennai), Deeper sourcing
May 15 channels, hub and spoke operation in Tier II cities
2009 to Dec 15 2010
Phase IV : Expansion Goal : Expand to other metros/regions , Cross region
(2011 – 2013) sourcing & delivery
22. Our Vision
•Bring people together through creative use of technology platforms ('connecting the dots' ) to form socio-economic-webs
•Create successful entrepreneurial, social enterprises which are profitable and sustainable
•Make corporate social responsibility our core business model and differentiator
•Measure success not just in financial growth , but also in the social growth in the areas we serve
Management
• Venkata Subramanian Founder & Managing Director:
MS (Computer Science), University at Albany, NY , B.Arch , IIT Kharagpur (1995) , India
12 years of experience in IT industry , lead key accounts in BFSI for Wipro, Satyam in USA. Very strong expertise in
analysis & design of complex systems , portal development , back office operations.
Responsible for overall strategy , technology and public relations
• Srivalli , Co-Founder, CEO
MBA , B.Com Taxation
8 years experience in Sales, Marketing, & Operations. Has run two start-ups and organised fund raising for NGOs as
part of CSR programs.
Responsible for operations, business development, finance, administration
• Yamuna , Manager , Customer Relations
M.Phil , M.A , B.Ed, B.Sc
Retired head from Doordarshan Kendra, Chennai
Over 35 years experience in media , public relations, heading public sector organization
• Consultants and advisors from leading agricultural universities, management schools, government and industry
Combination of different background ,skills and experience to provide creative perspectives to solving key
problems in the supply chain area
23.
24. Why the government or Private sector
not been able to solve this problem ?
Farmer‟s Market : A utopian concept but impractical
Farmers selling direct to buyers through special markets has failed as
„Selling‟ is a separate specialized activity which requires time , energy
and additional investment
Loan waivers and subsidies come with caveats and vested interests
Corruption, bureacracy and vested interest to push certain schemes
have added insult to injury to farmers
Frequent changes in administrators & bureacrats derail most
projects
25. Why the government or Private sector
not been able to solve this ? - Continued
There is no „single‟ entity owning responsibility of entire chain
The systems are usually closed, vendor specific or too complex
that predominantly it‟s reach and volume is limited
They cater only to the top 5% of the income/social bracket , and that
too in metros. Hence the effects aren‟t felt at the „bottom of the
pyramid‟.
In some cases, it has resulted in a David v/s Goliath fight where the
large retailers are trying to completely by-pass existing traders and
small time vendors, leading to stiff resistance and negativity
Big investments made . But Recession has hit retail
26. Prices are arrived at based on fair negotiations and in advance
All grades (High/Medium/Low) produce is picked at different rates and
matched with suitable end customer preferences
By reducing wastage across the chain , farmer gets price from more
quantity sold
Pick-up is done from farm or from local collection centers , reducing
transportation costs to farmer
Payments are made in full upon delivery , through transparent means with
proper paper bills
Data about current demand, price levels, buyer preferences, projected
volumes available for aiding in planning phase
27. Frequently Asked Questions
Your biggest customers are branded retail chains like Reliance ?
NO . Organised retail penetration less than 2%. Food processing and exports players are also very low
(less than 1% each)
Unorganised sector does over 95% of volume in Agri perishables business. They are our biggest end
target segment
How does eFarm benefit end customers ?
For bulk buyers :
▪ Collapsing multiple middlemen improves efficiency and accountability
▪ Assured availability, quality, less price fluctuations
▪ Less wastage owing to pre-sorting
For retail buyers :
▪ Farm fresh quality at reasonable prices (about 20% cheaper on avg)
▪ A trust worthy, safe , honest place to shop
So you are also a middleman ?
▪ YES ! But with BIG PLUS points
▪ Examples of “System” as a middleman
▪ Marriage market : broker v/s Bharathmatrimony
▪ Travel booking : Agents v/s Yatra.com,IRCTC
28. Frequently Asked Questions
So what happens to current middle men ?
Value added resellers
Intermediaries – Sorting, Grading, Packing, Transporting
Storage – Dry / Cold
Processing – juices, extracts, powders
Distributors
Retailers – many formats
Doesn’t eFarm face any resistance from people/mafia ?
“Gabbar singh kehkar gaya , Jo dar gayaa , Who Mar Gayaa” –(From a
Hindi movie – One who is Afraid, is already Dead “
Only brokers/agents make money
Highly unceratin trade across entire chain , hence even brokers
impacted as commissions fluctuate
Value addition and predictability brings stable revenue and assuarnce
for everyone
29. Frequently Asked Questions
So how is eFarm different from a typical trader or agent ?
Agent eFarm
Operates on commision basis on volume transacted. Rates Has worked out long term price plans with farmers /suppliers
vary daily as sourcing is from auction mandis and wholesale /transporters based on ‘cost price’ model. Prices are more stable
markets.
Has a few sources , usually from a certain radius of his eFarm is a network of networks. Sourcing is across regions. We
operation. Handles only a few items . Hence need to have offer wider variety in items, grade. This provides alternatives and
different agents to map out entire order requirement. choices to manage any scale and any risks.
Predominantly limited education , professional background eFarm is founded by an IIT alumni with over 12 years of experience
and trust worthiness. in serving Fortune 500 customers worldwide. It is a collaboration of
professionals across various industries/disciplines – agriculture,
technology, SCM , Sales & Marketing, Finance, Government and
Non-profit organizations.
Agents being mostly individuals, have limited exposure. eFarm is backed by social investors and leading banks and is
Cannot handle financial risks and uncertainties in market. financially in better position to handle the scale of growth.
30. Frequently Asked Questions
But how can someone buy vegetables online ? Thats impossible !
Its not mandatory to use our web ordering feature. What we advocate is
„advanced planning and ordering‟ reduces wastage and ensures availability.
Customers can order through phone .
All Orders get collated at our backoffice each day.
Demand Supply prediction – Use statistical tools to „predict‟ demand from
walkin and adhoc customers
Current examples – Train, bus, movie tickets
Gradual change in mindset – From walkin , to phone-in, to paper, to email
to online forms
Why a social enterprise and not a regular corporate firm ?
• Pure corporates – Failing on greed and personal egos
• Pure govt. initiatives – Failing on corruption & bureaCRAZY
• Pure NGO/NPO – Driven by passion, but lack sustainability and governance
• Working for a social cause DOES NOT MEAN we need to be making LOSS
The middle path : Social + Business goals
31. Frequently Asked Questions
What are the risk factors ?
People issues :
Agri industry has been on a slow/negative growth .
Both farmers and end retailers want to quit
Initial adoption and understanding amongst the buyer community
may be slow
Finance issues :
Payments and Collections.
Environmental issues :
• Weather, calamities affect sourcing