This document discusses Gopaljee, an Indian dairy company that transformed traditional milk supply chains. It began in 1989 with a single plant and has since expanded to include 4 processing plants, 4,500 village societies, and processing 1 million litres of milk per day by directly procuring from milk producers. The company is known for high quality dairy products and has become a household name in Northern India. It processes milk into products like bread spreads, milk drinks, powdered milk, fresh milk, cheese, and chocolate. The document examines how Gopaljee's supply chain model could be extended to other agro-industries in India and strategies for transforming existing distribution channels and integrating indigenous supply chain models into global networks.

1. GOPALJEE: TRANSFORMING
TRADITIONAL SUPPLY CHAINS
JIJI RAJU
No. : 21
S3 MBA
CETSOM

2. ABOUTTHE COMPANY
• Inspired from Pioneer efforts of GCMMF known for Amul.
1989
• First plant in siyana, UP
• Name- Milan Diary Foods Pvt ltd.
1994
• 500 village-level societies & 2 chilling centres.
• 2 lakh litres of milk per day
1998
• 4 milk processing plants
• 4,500 village-level societies & 1 million litres
of milk per day

3. Contd…
• The company is known for the quality of its products
• Become a household name in the Northern India.
• Direct procurement from the milk producers.
• Meets both international and national standards to delight the
customers.
• Run by Gopaljee family and made a powerful brand image.
• Extend business to food retail through food outlets.

4. Contd.
Simple processing in Gopaljee
Products
 Bread spreads
 Milk Drinks
 Powder Milk
 Fresh Milk
 Cheese
 Chocolate

5. Contd…

6. AJourney of Gopaljee Milk from Farmer to Consumer

7. Solo Taxonomy
• Pre structural
Benchmark, remote locations, indigenous root, diary products,
Fragmentation.
• Uni structural
Quality products, meeting standards, facilities, on time delivery.
• Multi structural
Training, customer delight, fund flow, responsive, direct
procurement, supply chain surplus.
• Relational
Brand image, line extension, supply chain strategy, sustainable
supply chain, competitive strategy, collaborative partnership,
village level centres.
• Out of box
Reduction in cost, unite we stand divide we fall.

8. VALUEADDITION
 TQM implementation gives better quality products.

9. Questions
1. How can Gopaljee supply and distribution model be
extended to other business lines in the Indian and South
Asian context?
 Indian and south Asian context – micro level operations are
done mostly in agri & agro based industries.
 Gopaljee – small scale distribution and supply model.
 Milk- base product so distribution and supply starts with
farmers.
 No middle man

11. Contd.
 This supply and distribution channel can be used in agro
and agri based industries.
 Industries using milk related products, Fisheries,
industries which uses by products of farming.

12. 2. Which socioeconomic features of South Asian societies
can be identified as the foundations for building sustainable
supply chains?
 Family Unity : Examples are TATA, Ambani, Kalyan, Alukkas
group etc.
 Systematic supply chain linking family members.
 Culture : certain group to do only specific set of jobs.
(Blacksmith, gold workers etc.)
 Economic factors : difficult to change the following SC,
Strategic alliance between companies.
 Strategic Alliance- agreement among firms to share resources
to achieve a mutually beneficial objective.

13. 3. How can the existing distribution channels in the South
Asian region be transformed to maximize the value
delivered to the customer?
 Customer Supplier Relationship Management
 Treating suppliers as partners
 Stronger CSRM More efficient SC
 Reduced number of intermediaries
 Quality products
 International benchmarking
 International standards

14. 4. How can such indigenously developed SCM models
integrate with and expand into global supply chain ?
 Efficient SC Competitive advantage
 For transforming into global SC the current SC should be
flawless and efficient.
 Intermediaries = reduced / zero
 International benchmarking.