Cocola Food Company Ltd. is a growing private food company in Bangladesh that was established in 1975. The report provides details about Cocola, including its mission, history, products, factory, organizational structure, functional departments, and SWOT analysis. It also analyzes the production efficiency of various Cocola products over time, noting seasonal impacts and identifying reasons for production gaps. Overall, the report finds that Cocola is meeting consumer demand through a wide range of quality food products and playing an important role in the Bangladeshi economy.

1. INTERNSHIP REPORT
On
‘Production Efficiency Analysis’:
An Empirical Study

2. REPORT ON
‘PRODUCTION EFFICIENCY
ANALYSIS: AN EMPIRICAL
STUDY’
COCOLA FOOD COMPANY LTD.
Prepared for:
Mirza Mohammad Didarul Alam
Assistant Professor
School of Business& Economics
United International University
Prepared by:
Ishaq Ahmed
111 081 136
United International University
Date of submission: 30th August 2012
11
i

3. LETTER OF TRANSMITTAL
30th August, 2012
Mirza Mohammad Didarul Alam
Assistant Professor
School of Business & Economics
United International University
Submission of Internship Report on „Production Efficiency Analysis‟
Dear Sir:
Here is the internship report on „Production Efficiency Analysis‟, which you
assigned me for completing my BBA degree.
As you will see, my report pointed out details about Cocola Food Company Ltd. Their
mission, goals, strategy and other functions of the company, SWOT analysis,
production efficiency, trend analysis, seasonal impact etc. I have gathered valuable
information and personal experience in the process of preparing this report.
As students of School of Business, I am very pleased for having this report. I have
learnt a lot while preparing this report which will help me in my practical life.
I will be obliged, if you kindly accept this report. If you need any assistance in
interpreting this report please contact me at any time.
Sincerely yours,
------------------------------Ishaq Ahmed
ID: 111 081 136
School of Business & Economics
United International University
ii

4. CERTIFICATION
This is to certify that Ishaq Ahmed, a student of BBA, ID - 111 081 136, under School
of Business, United International University (UIU) has completed the internship
report titled “Production Efficiency Analysis of Cocola Food Company Ltd.” as a
part of requirement for obtaining BBA degree. I have gone through the report and
found in to be a well written report. He has completed the report by himself
successfully under my supervision.
I wish him every success in his future endeavor.
Supervisor
_________________________________________
Mirza Mohammad Didarul Alam
Assistant Professor
School of Business & Economics
United International University
iii

5. LETTER OF CAUTION
All rights reserved. So, photocopying, rearranging, reproducing, or transmitting in any
form or by any means is strongly prohibited. No one is allowed to use this report
without permission of the copyright owner.
Copy Right-
Ishaq Ahmed
United International University
School of Business & Economics
BBA
(ishaqahmed007@yahoo.com)
iv

6. ACKNOWLEDGEMENT
All praise to Almighty Allah, who gives me strength to complete this report. In the
process of doing this research paper I would like to pay my gratitude and respect to
some person for their kind cooperation.
First and foremost, I owe a debt of gratitude to my course instructor (supervisor)
Mirza Mohammad Didarul Alam, Assistant Professor, School of Business &
Economics, United International University (UIU) for his benefiting guidance and
encouragement, astute advice and endless endurance throughout the semester without
which this paper have not been flourishing.
I am also thankful to my coworkers and supervisor whose useful suggestions and cooperation made my work easier.
v

7. EXECUTIVE SUMMARY
Cocola Food Company is a growing private food company in Bangladesh. The
strategic strengths of Cocola Food Company are its brand recognition and highly
skilled work force. Mr. Sukkur Miah, the present Managing Director and the
proprietor of the company used to make the lozenge by himself. He and his brother
Mr. Tomiz Miah, the present Managing Director of Baby Food Product and Candy
Pvt. Ltd. sold the lozenge by themselves using a van.
In 1975, they have first launched the Candy (lozenge). It was not only their first
launching but also for the Bangladeshi packaged lozenge was introduced. That is, they
were the first pioneer in introducing the packaged lozenge in Bangladesh. They have
faced problem in naming their company. When they keep the company name Cocola,
two most popular companies Coca-Cola sued against their name of the company and
Pepsi sued against their logo. Both companies complained that they have copied their
name and logo. Within the six month of the legal procedure, they had won and finally
keep the name of the company “Cocola Food Company Ltd.”
SWOT analysis shows Cocola Food Company Ltd.'s Strengths, Weaknesses,
Opportunities and Threats. The SWOT analysis will give you a clear picture of the
business environment Cocola Food Company Ltd. is operating in at the present time.
From the trend of production we can conclude that CFC produces the maximum in
January and December, and minimum in June and July. From their production graphs
we can see a line starts from January 2011 and ends in July 2012. Maximum product
produces in January and December and minimum in June and July of the year 2011 to
2012.
CFC has a seasonal impact on their production, and that impact lower their
production. Before the month of Ramadan and during the Ramadan month they
produce fewer products compare with other months because on that time the market
demand falls down.
The company has a good future. It is successfully meeting the consumer demand by
providing a wide range of food products. It is playing an important role in our
economy too by the production of quality food product which may be imported from
foreign countries. It also creates huge employment for the people of our country. The
company has many scopes to expand its operation, and it has a future plan for
expansion.
vi

8. TABLE OF CONTENTS
CHAPTER 1
1.0 INTRODUCTION
12
1.1 Background of the Study
12
1.2 Objectives of the Study
12
1.2.1 Broad objective
12
1.2.2 Specific objective
13
1.3 Methodology of the Study
13
1.3.1 Primary Sources
13
1.3.2 Secondary Sources
13
1.4 Limitations of the Study
14
CHAPTER 2
2.0 BRIEF DESCRIPTION ABOUT COCOLA FOOD COMPANY LTD. 15
2.1 Mission of the Company
15
2.2 Historical Background of the Company
15
2.3 List of Products
16
2.4 Factory Description
17
2.5 Cocola Food Company at a Glance
18
2.6 Organogram of Cocola Food Company Ltd.
19
2.6.1 Office Organogram of Cocola Food Company Ltd
19
2.6.2 Factory Organogram of Cocola Food Company Ltd
20
2.7 Role of Functional Departments
21
2.7.1 Human Resource
21
2.7.2 Research & Development
21
2.7.3 Finance and Accounting
21
2.7.4 Marketing Department & Strategies
22
2.7.4.1 Selling and Marketing Strategies
22
2.7.4.2 Advertising
22
2.7.4.3 Gift for Distributor and Consumer
23
2.7.4.4 Participating in Fair
23
vii

9. 2.7.4.5 Packaging Material
23
CHAPTER 3
3.0
SWOT ANALYSIS OF COCOLA FOOD COMPANY LTD.
24
3.1 Strengths of Cocola Food Company Ltd.
26
3.2 Weaknesses of Cocola Food Company Ltd.
27
3.3 Opportunities of Cocola Food Company Ltd.
28
3.4 Threats of Cocola Food Company Ltd.
29
CHAPTER 4
4.0 MAJOR COMPETITORS OF COCOLA FOOD COMPANY LTD30
CHAPTER 5
5.0 PRODUCTION EFFICIENCY ANALYSIS OF COCOLA FOOD
COMPANY LTD.
31
5.1 Production of Noodles
31
5.1.1 Cocola Egg Stick Noodles
5.1.1.1 Information about Egg Stick Noodles
32
32
5.1.1.2 Raw material and Production of Egg Stick Noodles32
5.1.2 Cocola Egg Instant Noodles
5.1.2.1 Information about Egg Instant Noodles
34
34
5.1.2.2 Raw material and Other Info: of Egg Stick Noodles34
5.1.3 Cocola Instant Noodles
36
5.1.3.1 Information about Instant Noodles
36
5.1.3.2 Raw material and Other Info: of InstantNoodles
36
5.1.4 Cocola Cook Noodles
5.1.4.1 Information about Instant Noodles
38
38
5.1.4.2 Raw material and Other Info: of Instant Noodles38
5.2 Production of Biscuit
40
5.2.1 Cocola Champion Chocolate Cream Biscuit
41
5.2.2 Cocola Vita Plus Biscuit
42
5.2.3 Cocola Milk Biscuit
43
5.2.4 Cocola Marry Biscuit
44
viii

10. 5.3 Production of Chips
45
5.3.1 5.31 Cocola Potato Chips
46
5.3.2 Cocola Twister Chips
47
5.3.3 Caramel Corn Chips
48
5.3.4 Cocola Fish Chips
49
5.3.5 Racing Car Chips
50
5.4 Production of Chocolate, Wafer & Games
51
5.4.1 Chocolate
52
5.4.2 Games
53
5.4.3 Wafer
54
5.5 Production of Energy Pie
55
5.5.1 Production Chocolate Pie
55
5.5.2 Production Strawberry Pie
56
5.5.3 Production Vanilla Pie
57
5.6 Production of Fruit Drinks
58
5.6.1 Production Orange Drink
58
5.6.2 Production Mix Flavour Drink
59
5.7 Trend Analysis
60
5.8 Seasonal Impact on Production
64
5.9 Reasons Behind the Production Gap
65
CHAPTER 6
6.0 RECOMMENDATION & CONCLUSION
6.1 Recommendation
66
66
6.1.1 Recommendation for improving production and minimize
production gap
66
6.1.2 Overall recommendation for Cocola Food Company Ltd.
6.2 Conclusion
67
68
REFERENCES
69
ix

11. LIST OF GRAPHS & TABLES
No.
Items
Page No.
Figure 1
Target and Actual Production of ‘Egg Stick Noodles’
33
Figure 2
Target and Actual Production of ‘Egg Instant Noodles’
35
Figure 3
Target and Actual Production of ‘Instant Noodles’
37
Figure 4
Target and Actual Production of ‘Cook Noodles’
39
Figure 5
Target and Actual Production of ‘Chocolate Cream Biscuit’
41
Figure 6
Target and Actual Production of ‘Vita Plus Biscuit’
42
Figure 7
Target and Actual Production of ‘Milk Biscuit’
43
Figure 8
Target and Actual Production of ‘Marry Biscuit’
44
Figure 9
Target and Actual Production of ‘Cocola Potato Chips’
46
Figure 10
Target and Actual Production of ‘Cocola Twister Chips’
47
Figure 11
Target and Actual Production of ‘Caramel Corn Chips’
48
Figure 12
Target and Actual Production of ‘Cocola Fish Chips’
49
Figure 13
Target and Actual Production of ‘Racing Car Chips’
50
Figure 14
Target and Actual Production of ‘Chocolate’
52
Figure 15
Target and Actual Production of ‘Games’
53
Figure 16
Target and Actual Production of ‘Wafers’
54
Figure 17
Target and Actual Production of ‘Chocolate Pie’
55
Figure 18
Target and Actual Production of ‘Strawberry Pie’
56
Figure 19
Target and Actual Production of ‘Vanilla Pie’
57
Figure 20
Target and Actual Production of ‘Orange’
58
Figure 21
Target and Actual Production of ‘Mix Flavor’
59
Figure 22
Production trend of ‘Cocola Egg Stick Noodles’
60
Figure 23
Production trend of ‘Cocola Egg Instant Noodles’
60
Figure 24
Production trend of ‘Cocola Instant Noodles’
60
Figure 25
Production trend of ‘Cocola Cook Noodles’
60
Figure 26
Production trend of ‘Cocola Champion Chocolate Biscuit’
61
Figure 27
Production trend of ‘Cocola Vita Plus Biscuit’
61
Figure 28
Production trend of ‘Cocola Milk Biscuit’
61
Figure 29
Target and Actual Production of ‘Cocola Marry Biscuit’
61
Figure 30
Production trend of ‘Cocola Potato Chips’
61
Figure 31
Production trend of ‘Cocola Twister Chips’
61
x

12. Figure 32
Production trend of ‘Caramel Corn Chips’
62
Figure 33
Production trend of ‘Cocola Fish Chips’
62
Figure 34
Production trend of ‘Racing Car Chips’
62
Figure 35
Production trend of ‘Chocolate’
62
Figure 36
Production trend of ‘Games’
62
Figure 37
Production trend of ‘Wafers’
62
Figure 38
Production trend of ‘Chocolate Energy Pie’
62
Figure 39
Production trend of ‘ChocolateStrawberry Pie’
63
Figure 40
Production trend of ‘ChocolateVanilla Pie’
63
Figure 41
Production trend of ‘Orange Fruit Drink’
63
Figure 42
Production trend of ‘Mix Flavor Fruit Drink’
63
Table 1
Target and Actual Production of ‘Egg Stick Noodles’
33
Table 2
Target and Actual Production of ‘Egg Instant Noodles’
35
Table 3
Target and Actual Production of ‘Instant Noodles’
37
Table 4
Target and Actual Production of ‘Cook Noodles’
39
Table 5
Target and Actual Production of ‘Chocolate Cream Biscuit’
41
Table 6
Target and Actual Production of ‘Vita Plus Biscuit’
42
Table 7
Target and Actual Production of ‘Milk Biscuit’
43
Table 8
Target and Actual Production of ‘Marry Biscuit’
44
Table 9
Target and Actual Production of ‘Cocola Potato Chips’
46
Table 10
Target and Actual Production of ‘Cocola Twister Chips’
47
Table 11
Target and Actual Production of ‘Caramel Corn Chips’
48
Table 12
Target and Actual Production of ‘Cocola Fish Chips’
49
Table 13
Target and Actual Production of ‘Racing Car Chips’
50
Table 14
Target and Actual Production of ‘Chocolate’
52
Table 15
Target and Actual Production of ‘Games’
53
Table 16
Target and Actual Production of ‘Wafers’
54
Table 17
Target and Actual Production of ‘Chocolate Pie’
55
Table 18
Target and Actual Production of ‘Strawberry Pie’
56
Table 19
Target and Actual Production of ‘Vanilla Pie’
57
Table 20
Target and Actual Production of ‘Orange’
58
Table 21
Target and Actual Production of ‘Mix Flavor’
59
xi

13. 1.0 INTRODUCTION:
Cocola Food Company is a growing private food company in Bangladesh. The
strategic strengths of the Cocola Food Company are its brand recognition and highly
skilled work force. The first started their operation at 1975 with only one product that
is lozenge. In that, time the name of the company was not in existence. Mr. Sukkur
Miah, the present Managing Director and the proprietor of the company used to make
the lozenge by himself. He and his brother Mr. Tomiz Miah, the present Managing
Director of Baby Food Product and Candy Pvt. Ltd. sold the lozenge by themselves
using a van.
1.1 Background of the Study:
UIU is one of well-known university private in Bangladesh. It provides many
programs. Bachelor of Business Administration (BBA) is one of the important
programs of this university. The internship program is compulsory for BBA student
under the faculty of Business Administration. The duration of the program is twelve
weeks. However, I have chosen Cocola Food Company Ltd. to complete the program,
during this period I worked in this company. After completing the practical work, I
have prepared the report.
Cocola Food Company Ltd. is one of the growing private food companies, which
recruit me as an intern in their company and help me to prepare this report. Under the
supervision of experience executive and staff, this report has been prepared. I have
prepared the report focusing all the aspect of this company by counseling with my
honorable course supervisor and the staffs of CFC.
1.2 Objectives of the Study:
1.2.1 Broad objective:
The main objective of this report is to serve my academic purpose as the part of BBA
course and that is based on my internship experience. After completing the report a
student can complete his/her BBA program. My main focus in the report is the
production efficiency of Cocola Food Company Ltd.
12

14. 1.2.2 Specific objective:
i.
To find out the advertisement and promotion strategy of Cocola food company
ltd.
ii.
Analyze the strengths, weakness, opportunity & threats (SWOT) of Cocola
Food Company Ltd.
iii.
To find out the target production of Cocola Food Company Ltd.
iv.
To find out the actual production of Cocola Food Company Ltd.
v.
Calculating production gap of Cocola Food Company Ltd.
vi.
To find out the production efficiency of Cocola Food Company Ltd.
vii.
Observing the trend of production of Cocola Food Company Ltd.
viii.
To find out the seasonal impact on production of Cocola Food Company Ltd.
ix.
Analyze the reason behind the production gap of Cocola Food Company Ltd.
x.
To find out the internal & external factors that influences production of Cocola
Food Company Ltd.
1.3 Methodology of the Study:
Every article or reports are prepared by following a concrete methodology. The
success of the report depends on the followed methodology in major portion. Without
following a clear methodology the report fails to serve the purpose accurately.
Sources of Data:
To complete this study both primary and secondary sources of data are used.
1.3.1
Primary Sources:
a. Directly conversation with the executives and staff of the company.
b. Direct Communication with the factory employees of the company.
1.3.2 Secondary Information:
a) The Printed packaging of the company products.
b) Relevant published information on food companies in Bangladesh.
c) Official record of the company.
I have always tried to collect the fresh and relevant information and data to complete
this report.
13

15. 1.4 Limitations of the Study:
i.
Due to time constrains I couldn’t able to collect sufficient data.
ii.
As CFC is not a public company. It does not publish its operational
information to the public.
iii.
Data are not easily available on website or in other published papers.
iv.
I did not get sufficient information of the technology the company using.
v.
They have provided an approximate figure.
vi.
Most of the data are from primary sources since secondary sources of data are
not available as much to serve my purpose.
14

16. 2.0 Brief Description About Cocola Food Company Ltd.
2.1 Mission of the Company:
Each of Cocola Food Company’s activities must benefit and add value to the common
wealth of our society. They firmly believe that, in the final analysis they are
accountable to each of the constituents with whom they interact, namely: their
employees, customers, business associates and their fellow citizens. Their aim is to be
the largest food product company in Bangladesh with best quality products. Their
motto is to serve the customer need with best quality of product at cheapest price.
2.2 Historical Background of the Company:
Mr. Sukkur Miah, the present Managing Director and the proprietor of the company
used to make the lozenge by himself. He and his brother Mr. Tomiz Miah, the present
Managing Director of Baby Food Product and Candy Pvt. Ltd. sold the lozenge by
themselves using a van.
In 1975, they have first launched the Candy (lozenge). It was not only their first
launching but also for the Bangladeshi packaged lozenge was introduced. That is, they
were the first pioneer in introducing the packaged lozenge in Bangladesh. They have
established their factory at 5/1 Nazimuddin Road, in old Dhaka 1100 Bangladesh.
They have faced problem in naming their company. When they keep the company
name Cocola, two most popular companies Coca-Cola sued against their name of the
company and Pepsi sued against their logo. Both companies complained that they
have copied their name and logo. Within the six month of the legal procedure, they
had win and finally keep the name of the company “Cocola Food Company Ltd.”
From that time they do not need to see behind. Their Company Started to develop.
They have operated their factory at 5/1 Nazimuddin Road Dhaka Bangladesh for two
years. After that, they have shifted their factory from Nazimuddin Road to 300
Quddus Khalid Road Tongi Morkun Gazipur with new products. The premises of the
factory situated on Sixty Katha land. In this new factory they had started to produce
new types of products such as: handmade Semai and stick noodles with the help of
hand operated machine. Then they started to produce Chocolate wafer and Biscuit.
Their approximate investment was Taka twenty five lakhs with 110 staff members.
15

17. In 1990, their business enhanced and they establish another factory in Kaliakor,
Gazipur on about twenty five Bigha of land. Now they operate their entire product
here and stop the old factory of Tongi. The investment was then about Taka 10 corers
without any bank loan. The total staff member increase to approximately 500 with
new machines and new food items such as instant noodles, Chips, different flavored
biscuits etc. In 2005 they have received ISO 90010-2000 Certificate and in that year
they have started another company Sun-Star Beverage Pvt. Ltd. As the sister concern
of Cocola Food Products Pvt. Ltd. The investment in this company was Taka 13
corers. Now in 2008, they have established a factory on sixty Bigha of land with more
new products and machines and also increasing staff member. Their current
investment is approximately Taka 130 to 120 corers. The total number of staff
members is now 1700 approximately.
2.3 List of Products:
The Company produces the following lists of products:
1. Noodles
2. Biscuit
3. Chocolate
4. Chips
5. Sun-Star Beverage
6. Energy Pie
16

18. 2.4 Factory Description:
The Current factory of the Cocola Food Products Pvt. Ltd. is established on 60 Bigha
of land at Mouchak, Kaliakor in Gazipur and Kuddus Khalid Road Tongi Morkun .
They have different buildings for different types of product. One building for each
type of products, one for Noodles, one for Biscuit, one for Chocolate, one for Chips
and One for Beverage.
There a four storied administrative building. In that building there are offices of
Managing Director, Directors, Factory Manager, General Manager, and Vat Officer.
The building has a board meeting room and guest room for foreign engineers who are
invited to setup the machines. It also has hall room, prayer room, store room, and
kitchen. They have a separate large room for their power generator where the operator
has his own room.
Picture: Cocola Egg Noodles
17

19. 2.5 Cocola Food Company at a Glance:
Head Office:
5/1, Nazimuddin Road
Lalbagh, Dhaka,
Bangladesh.
Factory:
942, Mouchak, Kaliakor
Gazipur, Bangladesh.
Year of Establishment :
1997
Commercial Production :
1977
Export Markets:
India, Sri Lanka & Pakistan with
limited quality.
Total Investment :
130,00,000,000/- (approximately)
Number of Employees:
1700 (approximately)
Website:
www.cocola.net
18

20. 2.6 Organogram of Cocola Food Company Ltd.
Managing Director (1)
Director (3)
General Manager (1)
Deputy General Manager (1)
Factory Manager (1)
Manager Marketing & Sales
Area Manager (40)
(3)
Purchase Manager (2)
Area Supervisor (60)
Accountant (4)
Sales Representative (200)
Office Clerk (8)
Security (4)
2.6.1 Office Organogram of Cocola Food Company Ltd
19

21. Factory Manager (1)
Assistant Factory Manager
Engineer
Head Security
(1)
(5)
(1)
VAT Officer (1)
Assistant
Security (20)
Engineer (5)
Production Manager &
Chemist (10)
Production Supervisor (11)
Operator (70)
Labor
Contractor
(1174)
(2)
Temporary
Labor
2.6.2 Factory Organogram of Cocola Food Company Ltd
20

22. 2.7 Role of Functional Departments:
2.7.1 Human Resource:
At Cocola Food Company, they always believe that people is the most valuable asset.
Cocola Food Company makes considerable investments in developing competent
professional human resources. They encourage their human resource to transform
their innovation and creativity into new products to satisfy their valuable customer.
They always try to provide their human resource with best working environment.
Their Human Resource includes people from different discipline such as Chemistry,
Engineering, Accounting, Administration, Finance and Food experts. The talent,
expertise and hard work of their employees drive CFC towards achieving their goals
and objectives.
2.7.2 Research & Development:
One of the driving forces of Cocola Food Company is its highly skilled human
resources. Cocola Foods are continuously striving to explore the core competencies of
the employees to face the challenges of the competitive environment. The company
needs to research a product before launching it to the market. They need to study the
ingredients of a product necessary to made it. They need to study the chemicals used
in products very carefully. For these purpose they have chemistry and food expertise
to do so. They have the plan to expand their research department for more innovative
and quality products to introduce in the market.
2.7.3 Finance and Accounting:
CFC Ltd. has finance and accounting department. They cover day to day activities of
monetary related transactions. They help the purchase department and for short or
long term investment. They have to do cross function with vat officer of the factory.
21

23. 2.7.4 Marketing Department & Strategies:
2.7.4.1 Selling and Marketing Strategies:
Cocola Food Company marketing strategies are very ancient, they have 6 agents from
the company, and have 64 dealers or whole sellers all over the country and 100 sub
dealers. There distributor divided by district wise in some places each dealer have
sub-dealers. Where dealer received the goods they sell the goods and received
commission from company, and whole sellers received the goods they sell it and
received the commission from the company. No dealer or whole sellers have not any
rights to increase or stroke goods without company’s permission. They work as only
get the commission. If any case company increases the price they inform their dealers
and whole sellers. There are 600 Sales Representative works all over the country
under the dealers and whole sellers. They take order from retail shop venders and
inform the dealers and whole sellers. Many time wholesalers sell the goods from
fewer prices from company rate by reducing their commission rate.
Each dealer and wholesaler has to deposit at least taka 300,000 to 2500,000 get
dealership. Less deposit amount 300,000 Taka depend on the transaction and good
will.
Each dealer or whole seller has specific target of sell within given time. If many times
fail to achieve the target company may cancel dealership or reduce supply of goods
and that amount sent to dealer. They have direct selling policy in factory gate where
company cancels dealership.
Each dealer can take that amount that he deposit but some time they can get double
amount of goods from their deposit depend on good will and amount of transaction.
2.7.4.2 Advertising:
For advertising company invest 20 to 30 Lacs or more monthly in verities way.
Because it is private company major decision takes by only Managing Director and
Director they not invest much amount for its advertising to attract new customers.
And also they haven’t any specific add camping. However they made almost 10 TV
Ads and broadcast 8 Ads. Their per Ad budget is not more than 500,000 Taka, this
22

24. very small amount make a good TV ad. Their first TV Ad was Cocola stick noodles,
they have visual Gems Ad, and Fruity drinks Ad on year. They also made Cocola
candy, wafers, cock noodles add. Their Ad mainly broadcast in BTV, BTV World,
Boishaki, ATN bangle. They also sponsor some TV serial. Monthly they spend
approximately 15 to 20 Lacs on TV ad. Others amount spent on magazine ads, BillBoard rent, shop Shine rent etc. For shop shine ad they contact with retail shop for at
least 1 year. They give the rent and electric bill as advance. But shop venders have to
return the board after contact has been expired.
2.7.4.3 Gift for Distributor and Consumer:
Company gives gift to his whole seller and distributor every year. Normally gift
provided for who sells highest amount of goods or achieve yearly target. Company
give motorcycle, color TV, Black and white TV, umbrella, calculator, torch light etc.
Every year they give 3 motor cycles, 20 color TV, 100 Black and white TV, 2000
pieces umbrella, 2000 pieces of calculator etc. They also give gifts for their final
consumer, such as candy, toy with chips.
2.7.4.4 Participating in Fair:
Cocola Food Products company always participating in International Trade Fair in
Dhaka, and also International Trade fair in Kolkata, and others fair. In international
trade fair they are participating from 10 years. They always take 40 by 40 size
pavilions in rent, last year they invest 400,000 Lacs taka without utilities and vat bill.
Their monthly sell in fair per day highest 500,000 Lac and Lowest sell 20,000 Taka.
In fair they offer customer 10% to 20% less and also gift bag 140 taka bag only for
100 taka. They also participate in Kolkata Fair arrange by EPZ for advertising their
food items there sell was low. They also participate in Sri Lanka, Pakistan, Nepal,
Bhutan, and UK Bangladeshi Fair.
2.7.4.5 Packaging Material:
They purchase approximately Tk. 2 corer of packaging mat material, among them
more than 1 corer taka they purchase packaging Foil, company always purchase
printed foil from them for (chips, biscuits, gems, wafers, etc.). Only BIO PP for egg
instant noodles. They have their own packaging machine. For biscuit Tray, Pet bottle,
straw etc. make they purchase Plastic powder name (Supreme, Moplin 800, Basel
23

25. etc.) brand plastic powder. This products price range is 3000 to 4000 Taka. Its price
always up down with oil price, company need 100 bags of plastic powder monthly.
They purchase also PP bag HDP from US plastic Molovibazar factory Devidasghat.
Generallly they purchase HDP bag 29” 49” and 20” 40” size from US plastic. There
monthly need of HDP bag approximately 7 to 10 Ton. Per pound price ‘A’ grade 85
Taka, B grade 75 Taka, and milky white with calcium mix Taka 62 to 65 per pound.
Generally they purchase Taka 10 to 14 Lacs monthly. There plastic Jar for chocolate
purchase from Chwkbazar at taka 20 to 55 and pouch purchase from as roll from Foil
company. They make box their own factory.
Picture: Cocola Champion Chocolate Cream Biscuit
24

26. 3.0 SWOT Analysis of Cocola Food Company Ltd.
SWOT analysis (alternately SLOT analysis) is a strategic planning method used to
evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved
in a project or in a business venture. It involves specifying the objective of the
business venture or project and identifying the internal and external factors that are
favorable and unfavorable to achieve that objective. The technique is credited to
Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI
International) in the 1960s and 1970s using data from Fortune 500 companies.
Setting the objective should be done after the SWOT analysis has been performed.
This would allow achievable goals or objectives to be set for the organization.

Strengths: characteristics of the business, or project team that give it an
advantage over others

Weaknesses (or Limitations): are characteristics that place the team at
a disadvantage relative to others

Opportunities: external chances to improve performance (e.g. make
greater profits) in the environment

Threats: external elements in the environment that could cause trouble
for the business or project
Identification of SWOTs is essential because subsequent steps in the process of
planning for achievement of the selected objective may be derived from the SWOTs.
First, the decision makers have to determine whether the objective is attainable, given
the SWOTs. If the objective is NOT attainable a different objective must be selected
and the process repeated.
SWOT stands for Strengths, Weaknesses, Opportunities and Threats, and is an
important tool often used to highlight where a business or organization is, and where
it could be in the future. It looks at internal factors, the strengths and weaknesses of a
business, and external factors, the opportunities and threats facing the business. The
25

27. process can give us an overview of where the business, and the environment it
operates in, is strategically. This is an important, yet to simple to understand, tool
used by many students, businesses and organizations for analysis.
The following SWOT analysis looks at Cocola Food Company Ltd. which is
operating in Food and beverages industry. The analysis shows Cocola Food Company
Ltd.'s Strengths, Weaknesses, Opportunities and Threats. The SWOT analysis will
give you a clear picture of the business environment Cocola Food Company Ltd. is
operating in at the present time.
3.1 Strengths of Cocola Food Company Ltd.:
The strengths of a business or organization are positive elements, something they do
well and are under their control. The strengths of a company or group and value to it,
and can be what gives it the edge in some areas over the competitors. The following
section will outline main strengths of Cocola Food Company Ltd.
.

Competitive pricing is a vital element of Cocola Food Company Ltd.’s overall
success, as this keeps them in line with their rivals, if not above them.

Keeping costs lower than their competitors and keeping the cost advantages
helps Cocola Food Company Ltd. pass on some of the benefits to consumers.

Cocola Food Company Ltd.’s marketing strategy has proved to be effective,
helping to raise profiles and profits and standing out as a major strength.

Experienced employees are key to the success of Cocola Food Company Ltd.
helping to drive them forward with expertise and knowledge.

Cocola Food Company Ltd. has an extensive customer base, which is a major
strength regarding sales and profit.

Cocola Food Company Ltd.’s reputation is strong and popular, meaning
people view it with respect and believe in it.

Being financially strong helps Cocola Food Company Ltd. deal with any
problems, ride any dip in profits and out perform their rivals.

A strong brand is an essential strength of Cocola Food Company Ltd. as it is
recognized and respected.
26

28. 
Cocola Food Company Ltd. has a high percentage of the market share,
meaning it is ahead of many competitors.

Cocola Food Company Ltd.’s distribution chain can be listed as one of their
strengths and links to success.

Cocola Food Company Ltd.’s position in the market is high and strong, a
major strength in this industry as they are ahead of many rivals.

Supplier relationships are strong at Cocola Food Company Ltd., which can
only be seen as strength in their overall performance.
3.2 Weaknesses of Cocola Food Company Ltd.:
Weaknesses of a company or organization are things that need to be improved or
perform better, which are under their control. Weaknesses are also things that place
you behind competitors, or stop you being able to meet objectives. This section will
present main weaknesses of Cocola Food Company Ltd.

Cocola Food Company Ltd.’s R&D work is low and insignificant, which is a
major weakness in Food and beverages as it is constantly creating new
products.

Old and outdated technologies hold Cocola Food Company Ltd. back and
limits success, as other firms are making use of better and more reliable
technologies.

The lack of business alliances is a major weakness for Cocola Food Company
Ltd., as they will struggle to get deals, favors and partnerships.

Cocola Food Company Ltd.’s lack of innovation limits its success, as there is
no forward thinking.

Cocola Food Company Ltd. does not function internationally, which has an
effect on success, as they do not reach consumers in overseas markets.

Online presence is vital for success these days, and lack of one is a limitation
for Cocola Food Company Ltd.

Cocola Food Company Ltd.’s limited product line is a major weakness.
27

29. 3.3 Opportunities of Cocola Food Company Ltd.:
Opportunities are external changes, trends or needs that could enhance the business or
organization’s strategic position, or which could be of a benefit to them. This section
will outline opportunities that Cocola Food Company Ltd. is currently facing.

Cocola Food Company Ltd. could benefit from Governmental support, in the
form of grants, allowances, training etc.

Looking at export opportunities is a way for Cocola Food Company Ltd. to
raise profits.

Changes in technology could give Cocola Food Company Ltd. an opportunity
to bolster future success.

Cocola Food Company Ltd. could benefit from expanding their online
presence and making more money from online shoppers/internet users.

Cocola Food Company Ltd. is in good financial position, which is an
opportunity for them to explore in terms of investment in new projects.

The growth of the Food and beverages industry is an opportunity for Cocola
Food Company Ltd. to grasp.

New market opportunities could be a way to push Cocola Food Company Ltd.
forward.

Cocola Food Company Ltd. has the opportunity to enter a niche market, gain
leading position and therefore boost financial performance.

Grasping the opportunity to expand the customer base is something Cocola
Food Company Ltd. can aim for, either geographically or through new
products.

Expanding the product/service lines by Cocola Food Company Ltd. could help
them raise sales and increase their product portfolio.

Expanding into other markets could be a possibility for Cocola Food Company
Ltd.

Cocola Food Company Ltd. has a number of highly skilled staff, which is an
opportunity for them to explore as expertise of their staff can help Cocola
Food Company Ltd. to bring the business forward.

Structural changes in the industry open other doors and opportunities for
Cocola Food Company Ltd.
28

30. 3.4 Threats of Cocola Food Company Ltd.:
Threats are factors which may restrict damage or put areas of the business or
organization at risk. They are factors which are outside of the company's control.
Being aware of the threats and being able to prepare for them makes this section
valuable when considering contingency plans and strategies. This section will outline
main threats Cocola Food Company Ltd. is currently facing.

Changes in the way consumers shop and spend and other changing consumer
patterns could be a threat to Cocola Food Company Ltd.'s performance.

Being undercut by low-cost imports is a major threat for Cocola Food
Company Ltd.

Not keeping up with changes in technology could be detrimental to the future
of Cocola Food Company Ltd. as they could slip behind their rivals.

The actions of a competitor could be a major threat against Cocola Food
Company Ltd., for instance, if they bring in new technology or increase their
workforce to meet demand.

Price wars between competitors, price cuts and so on could damage profits for
Cocola Food Company Ltd.

A decline in demand for Cocola Food Company Ltd. products, with no
likelihood of resurgence could pose a threat.

The rise and/or fall of the foreign exchange rate could threaten Cocola Food
Company Ltd. with regard to importing and exporting.

Rising costs could be a major downfall for Cocola Food Company Ltd. as it
would eat into profit.

Cocola Food Company Ltd. could be threatened by the growing power
customers have to set the price of their products/services.

Structural changes in the industry could be a threat for Cocola Food Company
Ltd.

Cocola Food Company Ltd. could be threatened by the growing power their
suppliers have to set their prices.

Substitute products available on the market present a major threat to Cocola
Food Company Ltd.
29

31. 4.0 Major Competitors of Cocola Food Company Ltd.
Major market competitors of CFC are given below:
BD Foods Limited
Ali Bhaban (3rd Floor) 9, Rajuk Avenue, Motijheel C/A Dhaka-1000
Phone: 7175006-7
Elson Foods
27, Dilkusha C/A, 6th Floor Suite # 701 Dhaka-1000
Phone: 9561597, 9564582, 0189216369
Aftab Foods Ltd.
Uttara Bank Bhaban, Motijheel C/A Dhaka-1000
Phone: 9554236, 9567183, 01926667216
Shuvo Food Processing Industries Ltd.
House # B/107 (2nd Flr), Road # 8, New DOHS, Mohakhali Dhaka-1206
Phone: Tel : 8753692
Dipjal Food Industries Ltd.
74, Kakrail, Bhuiyan Mansion (4th Floor) Dhaka
Phone: 9347575, 9352520
Dandy Food Products
BSEC Bhaban, (9th Floor), 102, Kazi Nazrul Islam Avenue, Kawran Bazar Dhaka
Phone: 8117774, 8112978, 8118748
Super Shad Food Products
46, Khan-A-Sabur Road. Khulna
Phone: 1914090964
NORTHERN BEVERAGE LTD.
Bogra, Phone: 6667, 6281
30

32. 5.0 PRODUCTION EFFICIENCY ANALYSIS OF COCOLA FOOD
COMPANY LTD.
5.1 Production of Noodles:
Cocola Noodles is one of best noodles in this country. It is their prime production. It
has demand all over the country it tastes and quality make a brand image in mind of
the people of the country; and its demand increasing day by day, approximately 600
hundred workers working here. They have different types of size and flavored noodles
at different types of rate.
 Main Ingredients:
Main ingredients for noodles are wheat flour, vegetable oil, tapioca starch, salt,
mineral salt, arrowroot etc. Their main raw materials for noodles are flour daily need
for flour is approximately 13 ton and Arrowroot approximately 2 to 2.5 ton and salt
250kg depend on their production capacity.
 Collection of Raw material:
They collect their raw material from different sources. They collect flour from
directly flour mills mainly from Narayangongh, Savar, Gazipur, Saidpur etc flour
mills. They purchase arrowroot from Molovi Bagar some time they purchase flour
also from here. Salt and oil purchase collect from local market who offer low price.
And other chemical and flavor collect from Mid Ford chemical market one of the
well-known chemical market in the city. Sometimes some material like food color,
chemical, flavor the directly import from different countries like India, Thailand,
China.
They produce four types of noodles# Cocola egg stick noodles, each packet contains 180 Gram.
# Cocola egg instant noodles, each pack contain 4x50 = 200 Gram.
# Cocola instant noodles each packet contains 80 Gram.
# Cocola cook noodles each packet contains 400gm and 8pices of noodles.
31

33. 5.1.1 Cocola Egg Stick Noodles:
5.1.1.1 Information about Egg Stick Noodles:
Egg Stick noodles produce by fully automatic machine. Machine made by Taiwan and
its price was $125000 and it is start its operation from 1992. Machine daily
production capacity is approximately 7 Ton per day they produce generally 5 to 6 Ton
depend on their market demand of noodles. 10 operators, 35 labors, 1 chemist, 1
production manager always present at the time of production. Generally machine run
9am to 9pm but sometimes they do produce in 2 shifts 9am to 9pm one shift and 9pm
to 9am another shift use the maximum production capacity of the machine.
5.1.1.2 Raw material and Production of Egg Stick Noodles:
Main ingredients for noodles are wheat flour, vegetable oil, tapioca starch, salt,
mineral salt, arrowroot etc. Before beck they mix arrowroot and wheat flour in a big
drum container then they mix other ingredients. This mix go through pipe to another
machine called rolling machine that roll the mix and after that it taken by tray to dryer
machine and in oven then take to cutting and packaging machine. Then it packed in a
carton. Per 200gm noodles containsEnergy
696.00kj
Pulp
0.6gm
Vegetable fat 0.18gm
Calcium
26mg
Protein
22gm
Fat
.65gm
Carbohydrate 147.8gm
Sodium
5.5gm
Potassium
15g
Vitamin B1
.24 mg
Vitamin B2
.14 mg
Vitamin C
.10mg
32

34. Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production
(KG)
124000
112000
124000
120000
124000
120000
70000
110000
120000
124000
120000
124000
124000
112000
124000
120000
124000
120000
65000
Actual Production
(KG)
124000
112000
124000
120000
124000
120000
70000
110000
120000
124000
120000
124000
124000
112000
124000
120000
124000
120000
65000
Production
GAP
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 1: Target and Actual Production of ‘Egg Stick Noodles‟
Figure 1: Target and Actual Production of ‘Egg Stick Noodles‟
As we can see in the table and figure 1 that CFC target and actual production of ‘Egg
Stick Noodles‟ is equal, that means they have no production gap in producing ‘Egg
Stick Noodles‟. It is the main product of CFC and that’s why they give their best
effort and efficiency in noodles production. So, we can say that they are efficient in
producing ‘Egg Stick Noodles‟.
33

35. 5.1.2 Cocola Egg Instant Noodles:
5.1.2.1 Information about Egg Instant Noodles:
Cocola Egg Instant noodles also produce by fully automatic machine. Machine made
by Taiwan and its price was $65,000 and it is start its operation from 1995. Machine
daily production capacity is approximately 4.5 Ton per day they produce generally 3.5
to 4 Ton depend on their market demand of noodles. 9 operators, 30 labors, 1 chemist,
1 production manager always present at the time of production. Generally machine
run 9am to 9pm but sometimes they do produce in 2 shifts 9am to 9pm one shift and
9pm to 9am another shift to use the maximum production capacity of the machine.
5.1.2.2 Raw material and Other Information of Egg Stick Noodles:
Main ingredients for noodles are wheat flour, vegetable oil, tapioca starch, salt,
mineral salt, arrowroot etc. Important thing this noodles properly fried by oil. And
mix other spices like testy salt, corn starch, sugar spices, souses, caramel powder, etc.
Before beck they mix arrowroot and wheat flour in a big drum container then they
mix other ingredients. This mix go through pipe to another machine called rolling
machine that roll the mix and after that it taken by tray to dryer machine and in oven
then take to cutting and packaging machine. Then it packs in a carton. Per 100gm
noodles contains:
Energy
440kk
Vegetable fat 0.18gm
Calcium
148mg
Protein
8.23kk
Fat
16.9kk
Carbohydrate 163.7kk
Minerals
3.87gm
Vitamin B2
.14 mg
34

36. Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
124000
112000
124000
120000
124000
120000
100000
110000
120000
124000
120000
124000
124000
112000
124000
120000
124000
120000
70000
Actual Production (KG)
124000
112000
124000
120000
124000
120000
100000
110000
120000
124000
120000
124000
124000
112000
124000
120000
124000
120000
70000
Production GAP
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 2: Target and Actual Production of „Egg Instant Noodles‟
Figure 2: Target and Actual Production of „Egg Instant Noodles‟
As we can see in the table and figure 2 that CFC target and actual production of ‘Egg
Instant Noodles‟ is equal, that means they have no production gap in producing ‘Egg
Instant Noodles‟. It is the main product of CFC and that’s why they give their best
effort and efficiency in noodles production. So, we can say that they are efficient in
producing ‘Egg Instant Noodles.
35

37. 5.1.3 Cocola Instant Noodles:
5.1.3.1 Information about Instant Noodles:
Cocola Instant noodles also produce by fully automatic machine. Machine mad e by
Taiwan and its price was $1, 35,000 and it is start its operation from 1999. Machine daily
production capacity is approximately 6.5 Ton per day they produce generally 3 Ton
depend on their operator, 40 labors, 2 chemists, 2 production managers always present
at the time of production. Generally machine run 9 am to 9pm, there is same machine
for cook noodles and instant noodles.
5.1.3.2 Raw material and Other Information of Instant Noodles:
Main ingredients for noodles are wheat flour, vegetable oil, tapioca starch, salt,
mineral salt, arrowroot etc. Important thing this noodles properly fried by oil. And mix
other spices like testy salt, corn starch, sugar spices, souses, caramel powder, etc.
Before beck they mix arrowroot and wheat flour in a big drum container then they mix
other ingredients. This mix go through pipe to another machine called rolling machine
that roll the mix and after that it taken by tray to dryer machine and in oven then take
to cutting and packaging machine. Then it packs in a carton. Per 50gm noodles
contains
Energy
.5962kg
Vegetable fat 0.18gm
Potassium
Protein
15gm
8.23kk
Carbohydrate 163.7kk
Sodium
5.5gm
Vitamin B2
.14 mg
36

38. Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
Actual Production (KG) Production GAP
105000
105000
0
100000
100000
0
100000
100000
0
100000
100000
0
100500
100500
0
112000
112000
0
90000
90000
0
100000
100000
0
120000
120000
0
110000
110000
0
105000
105000
0
123000
123000
0
124000
124000
0
112000
112000
0
124000
124000
0
120000
120000
0
124000
124000
0
70500
70500
0
55000
55000
0
Table 3: Target and Actual Production of „Instant Noodles‟
Figure 3: Target and Actual Production of „Instant Noodles‟
As we can see in the table and figure 3 that CFC target and actual production of
‘Instant Noodles‟ is equal, that means they have no production gap in producing
‘Instant Noodles‟. It is the main product of CFC and that’s why they give their best
effort and efficiency in noodles production. So, we can say that they are efficient in
producing ‘Instant Noodles.
37

39. 5.1.4 Cocola Cook Noodles:
5.1.4.1 Information about Instant Noodles:
Cocola Cook noodles also produce by fully automatic machine. Machine mad e by
Taiwan and its price was $1, 35,000 and it is start its operation from 1999. Machine daily
production capacity is approximately 6.5 Ton per day they produce generally 3 Ton
depend on their operator, 40 labors, 2 chemists, 2 production managers always present
at the time of production. Generally machine run 9 am to 9pm, there is same machine
for cook noodles and instant noodles.
5.1.4.2 Raw material and Other Information of Instant Noodles:
Main ingredients for noodles are wheat flour, vegetable oil, tapioca starch, salt,
mineral salt, arrowroot etc. Important thing these noodles properly fried by oil and mix
other spices like testy salt, corn starch, sugar spices, souses, caramel powder, etc.
Before beck they mix arrowroot and wheat flour in a big drum container then they mix
other ingredients. This mix go through pipe to another machine called rolling machine
that roll the mix and after that it taken by tray to dryer machine and in oven then take
to cutting and packaging machine. Then it packs in a carton. Per 50gm noodles
contains
Energy
.5962kg
Vegetable fat 0.18gm
Potassium
Protein
15gm
8.23kk
Carbohydrate 163.7kk
Sodium
5.5gm
Vitamin B2
.14 mg
38

40. Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
75000
80000
72000
77000
75000
75000
62000
65000
80000
78000
75000
77000
82000
74000
72000
77000
75000
68000
60000
Actual Production (KG)
75000
80000
72000
77000
75000
75000
62000
65000
80000
78000
75000
77000
82000
74000
72000
77000
75000
68000
60000
Production GAP
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 4: Target and Actual Production of „Cook Noodles‟
Figure 4: Target and Actual Production of „Cook Noodles‟
As we can see in the table and figure 4 that CFC target and actual production of
‘Cook Noodles‟ is equal, that means they have no production gap in producing ‘Cook
Noodles‟. It is the main product of CFC and that’s why they give their best effort and
efficiency in noodles production. So, we can say that they are efficient in producing
‘Cook Noodles.
39

41. 5.2 Production of Biscuit
 Types of Biscuits
Cocola Biscuits is one of best biscuits in this country. It is their second large production
item. It has demand all over the country it tastes and quality make a brand image in
mind of the people of the country and its demand increasing day by day. Daily production
capacity is 4 Ton to 5 Ton. They have one machine, made by India. Machine price was
$2, 50,000.They different dices to make different types of biscuits. Approximately
300 hundred workers working are here. They have different types of size and flavored
noodles at different types of rate. They are
# Cocola Champion Chocolate Cream.
Each Packet of 85Gm
# Cocola Vita Plus.
Each Packet of 80Gm
# Cocola Mary Biscuit.
Each Packet of 80Gm
# Cocola Milk Biscuit.
Each Packet of 90Gm
 Main Ingredients:
Main ingredients for Biscuit are wheat flour, baking powder, milk solids, lecithin,
flavoring, cocoa, tapioca corn flower, vegetable oil, tapioca starch, salt, mineral salt,
Ararat etc.
 Collection of Raw material:
They collect their raw material from different sources. They collect flour from
directly flour mills mainly from Narayangongh, Savar, Gazipur, Saidpur etc flour
mills. They purchase arrowroot from Molovi Bagar some time they purchase flour
also from here. Salt and oil purchase from local market who offer low price. And
other chemical and flavor collect from Mid Ford chemical market one of the well-known
chemical market in the city. Sometimes some material like food color, chemical, flavor
the directly import from different countries like India, Thailand, China.
40

42. 5.2.1 Cocola Champion Chocolate Cream Biscuit:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
45000
45000
45000
40000
47000
45000
30000
45000
48000
45000
47000
45000
40000
47000
48000
47000
45000
40000
35000
Actual Production (KG)
40000
38000
42000
38000
44000
40000
30000
45000
48000
45000
47000
45000
40000
47000
48000
45000
45000
40000
35000
Production GAP
5000
7000
3000
2000
3000
5000
0
0
0
0
0
0
0
0
0
2000
0
0
0
Table 5: Target and Actual Production of „Chocolate Cream Biscuit‟
Figure 5: Target and Actual Production of „Chocolate Cream Biscuit‟
We can see in the graph and table no. 5 that in January 2011 to June 2011 CFC has
production gap in every month and after that they improve their production and
remaining month’s production has no gap except April 2012. So we can say that at the
beginning of 2011 CFC faced problems in production and later they improve their
situation of producing „Chocolate Cream Biscuit‟.
41

43. 5.2.2 Cocola Vita Plus Biscuit:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
30000
26000
30000
30000
28000
25000
20000
22000
35000
30000
25000
27000
26000
30000
25000
27000
25500
27500
30000
Actual Production (KG)
30000
24000
30000
30000
28000
25000
20000
22000
28000
30000
25000
27000
26000
28000
25000
25500
25500
27500
29000
Production GAP
0
2000
0
0
0
0
0
0
7000
0
0
0
0
2000
0
1500
0
0
1000
Table 6: Target and Actual Production of „Vita Plus Biscuit‟
Figure 6: Target and Actual Production of „Vita Plus Biscuit‟
We can see in figure and table no. 6 that CFC has the highest production gap in
September 2011, and later they improve their production. In recent month they faced
production gap of 1000kg. So we can conclude that they are doing well in „Vita Plus
Biscuit‟ production.
42

44. 5.2.3 Cocola Milk Biscuit:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
15000
15000
15000
16000
14000
17000
10000
17000
15000
12000
13000
15000
16000
15000
17000
14000
12500
13000
8500
Actual Production (KG)
15000
14750
15000
16000
14000
15500
10000
17000
13000
12000
13000
15000
15700
15000
16500
14000
12500
13000
8500
Production GAP
0
250
0
0
0
1500
0
0
2000
0
0
0
300
0
500
0
0
0
0
Table 7: Target and Actual Production of „Milk Biscuit‟
Figure 7: Target and Actual Production of „Milk Biscuit‟
We can see in the figure and table no. 6 that CFC faced production gap in 4 mounts
out of 19 months and the gap is less compare with other productions of biscuits. So
we can say that they are doing well in producing Milk Biscuit.
43

45. 5.2.4 Cocola Marry Biscuit:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
17000
15000
15000
17000
14000
17000
10000
17000
12000
12000
13000
15000
17000
15000
18000
16000
12500
13500
9000
Actual Production (KG)
16500
15000
15000
16000
14000
15500
10000
17000
12000
12000
13000
15000
15700
15000
17500
16000
12500
13500
8200
Production GAP
500
0
0
1000
0
1500
0
0
0
0
0
0
1300
0
500
0
0
0
800
Table 8: Target and Actual Production of „Marry Biscuit‟
Figure 8: Target and Actual Production of „Marry Biscuit‟
We can see in the table and figure no. 8 that CFC has less production gap in recent
months than previous months and the percentage of gap is also lesser compare with
other biscuit production. So we can say that CFC doing well in producing Marry
Biscuit.
44

46. 5.3 Production of Chips:
 Description of Chips:
Cocola Chips is one of the well-known chips in this country. This chip is made by
automatic and semi-automatic machine. Approximately 500 hundreds of workers are
working here. Daily chips production approximately 4 to 5 Ton. They have 12
packaging machine, 10 Dryer machine, 3 Frying machine, 5 Mixer drum machine. For
chips there is three stored building. They have five different types of Chips:
Cocola Potato Chips
Cocola Twister Chips
Caramel Corn Chips
Cocola Fish Chips
Racing Car Chips
 Main Ingredients:
Main ingredients for Chips are wheat flour, vegetable oil, tapioca starch, potato
starch, salt, sugar mineral salt, calcium carbonate, tomato seasoning, Ararat etc.
 Collection of Raw material:
They collect their raw material from different sources. They collect flour from
directly flour mills mainly from Narayangongh, Savar, Gazipur, Saidpur etc flour
mills. They purchase arrowroot from Molovi Bagar some time they purchase flour also
from here. Salt and oil purchase collect from local market who offer low price. And
other chemical and flavor collect from Mid Ford chemical market one of the well-known
chemical market in the city. Sometimes some material like food color, chemical, flavor
the directly import from different countries like India, Thailand, China.
45

47. 5.3.1 Cocola Potato Chips:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
105000
100000
100000
98000
100500
112000
90000
100000
123000
110000
105000
125000
124000
112000
125000
120000
124000
70500
55500
Actual Production (KG)
105000
100000
100000
98000
100500
112000
90000
100000
120000
110000
105000
123000
124000
112000
124000
120000
124000
70500
55000
Production GAP
0
0
0
0
0
0
0
0
3000
0
0
2000
0
0
1000
0
0
0
500
Table 9: Target and Actual Production of „Cocola Potato Chips‟
Figure 9: Target and Actual Production of „Cocola Potato Chips‟
We can see in figure and table 9 that CFC doing well in the production of Cocola
Potato Chips, because they failed to reach the target only for four times, and the rate
of gap is very low.
46

48. 5.3.2 Cocola Twister Chips:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
80000
80000
72000
77000
75000
80000
62000
65000
80000
78000
75000
78000
82000
75000
72000
77000
75000
68000
50000
Actual Production (KG)
78000
80000
72000
77000
75000
79000
62000
65000
80000
78000
75000
77000
82000
74000
72000
77000
75000
68000
50000
Production GAP
2000
0
0
0
0
1000
0
0
0
0
0
1000
0
1000
0
0
0
0
0
Table 10: Target and Actual Production of „Cocola Twister Chips‟
Figure 10: Target and Actual Production of „Cocola Twister Chips‟
We can see in figure and table 10 that CFC doing well in the production of Cocola
Twister Chips, because they failed to reach the target only for four times, and the
rate of gap is very low. They have no production gap for recent five months.
47

49. 5.3.3 Caramel Corn Chips:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
16000
15000
15000
16000
14000
16000
10000
17000
13200
12000
13000
15000
16800
15000
17000
14000
12500
14000
8500
Actual Production (KG)
15000
14750
15000
16000
14000
15500
10000
17000
13000
12000
13000
15000
15700
15000
16500
14000
12500
14000
8500
Production GAP
1000
250
0
0
0
500
0
0
200
0
0
0
1100
0
500
0
0
0
0
Table 11: Target and Actual Production of „Caramel Corn Chips‟
Figure 11: Target and Actual Production of „Caramel Corn Chips‟
We can see in figure and table 11 that CFC doing well in the production of Cocola
Twister Chips, because they failed to reach the target only for four times, and the
rate of gap is very low. They have no production gap for recent four months.
48

50. 5.3.4 Cocola Fish Chips:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
17000
15000
15000
17000
14000
17000
10000
17000
12000
12000
13000
15000
17000
15000
18000
16000
12500
13500
9000
Actual Production (KG)
16500
15000
15000
16000
14000
15500
10000
17000
12000
12000
13000
15000
15700
15000
17500
16000
12500
13500
8200
Production GAP
500
0
0
1000
0
1500
0
0
0
0
0
0
1300
0
500
0
0
0
800
Table 12: Target and Actual Production of „Cocola Fish Chips‟
Figure 12: Target and Actual Production of „Cocola Fish Chips‟
We can see in figure and table 12 that CFC not doing well in the production of
Cocola Fish Chips, because they failed to reach the target for six times, and the rate
of gap is large. So we can say that they are not efficient in the production of Cocola
Fish Chips.
49

51. 5.3.5 Racing Car Chips:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
17000
15000
15000
17000
14000
17000
10000
17000
12000
12000
13000
15000
17000
15000
18000
16000
12500
14000
8500
Actual Production (KG)
16500
15000
15000
16000
14000
15500
10000
17000
12000
12000
13000
15000
15700
15000
17500
16000
12500
13500
8200
Production GAP
500
0
0
1000
0
1500
0
0
0
0
0
0
1300
0
500
0
0
500
300
Table 13: Target and Actual Production of „Racing Car Chips‟
Figure 13: Target and Actual Production of „Racing Car Chips‟
We can see in figure and table 13 that CFC not doing well in the production of
Cocola Fish Chips, because they failed to reach the target for seven times, and the
rate of gap is large. So we can say that they are not efficient in the production of
Cocola Fish Chips.
50

52. 5.4 Production of Chocolate, Wafer & Games:
 Types of Candy and Wafers:
Cocola Candy is one of best in this country. It has demand all over the country it
tastes and quality make a brand image in mind of the people of the country. There
candy section divided by two segments, one for Candy and second for Wafers. Daily
production capacity is 1 to Ton 2 Ton. They have 4 machines, for chocolate made by
Taiwan and 2 machines for wafers, made by also Taiwan, and have an automatic
packaging machine. They have different dices to make different types of wafers.
Approximately 100 hundred workers working are here. They have different types of
size and flavored candy and wafers at different types of rate. They are
Chocolate:
(i) Candy:
a) Milk
b) Strawberry
c) Orange
d) Mango
e) Litchi
f) Games
(ii) Wafers:
a) Milk Wafers
b) Chocolate Wafers
c) Banana Wafers
d) Wafers Roll
 Main Ingredients:
Main ingredients for candy and wafers, are wheat flour, baking powder, milk solids,
coated milk, lecithin, flavoring, cocoa, tapioca corn flower, vegetable oil, tapioca
starch, salt, mineral salt, food color and variety flavor.
51

53. 5.4.1 Chocolate:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
15000
14800
15000
16000
14000
16500
10000
17000
14000
12000
13000
15000
16000
15000
16500
14000
12500
13000
8500
Actual Production (KG)
15000
14750
15000
16000
14000
15500
10000
17000
13000
12000
13000
15000
15700
15000
16500
14000
12000
13000
8500
Production GAP
0
50
0
0
0
1000
0
0
1000
0
0
0
300
0
0
0
500
0
0
Table 14: Target and Actual Production of „Chocolate‟
Figure 14: Target and Actual Production of „Chocolate‟
We can see in figure and table 14 that CFC doing well in the production of
Chocolate, because they failed to reach the target only for five times and the rate of
gap is low. So we can say that they are efficient in the production of Chocolate.
52

54. 5.4.2 Games:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
30000
26000
30000
30000
28000
25000
20000
22000
35000
30000
25000
27000
30000
30000
25000
26000
25500
27500
29500
Actual Production (KG)
30000
25500
30000
30000
27500
25000
20000
22000
34500
30000
25000
27000
29000
28000
25000
25500
25500
27500
29000
Production GAP
0
500
0
0
500
0
0
0
500
0
0
0
1000
2000
0
500
0
0
500
Table 15: Target and Actual Production of „Games‟
Figure 15: Target and Actual Production of „Games‟
We can see in figure and table 13 that CFC not doing well in the production of
Games, because they failed to reach the target for seven times, and the rate of gap is
large. So we can say that they are not efficient in the production of Games.
53

55. 5.4.3 Wafer:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
17000
15000
15000
17000
14000
17000
10000
17000
12000
12000
13000
15000
17000
15000
18000
16000
12500
13500
9000
Actual Production (KG)
16500
15000
15000
16000
14000
15500
10000
17000
12000
12000
13000
15000
15700
15000
17500
16000
12500
13500
8200
Production GAP
500
0
0
1000
0
1500
0
0
0
0
0
0
1300
0
500
0
0
0
800
Table 16: Target and Actual Production of „Wafers‟
Table 16: Target and Actual Production of „Wafers‟
We can see in figure and table 16 that CFC not doing well in the production of
Wafers, because they failed to reach the target for seven times, and the rate of gap is
large. So we can say that they are not efficient in the production of Wafers.
54

56. 5.5 Production of Energy Pie:
5.5.1 Production Chocolate Pie:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
16000
15000
15000
16000
14000
16000
10000
17000
13200
12000
13000
15000
16800
15000
17000
14000
12500
14000
8500
Actual Production (KG)
16000
15000
15000
16000
14000
16000
10000
17000
13200
12000
13000
15000
16800
15000
17000
14000
12500
14000
8500
Production GAP
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 17: Target and Actual Production of „Chocolate Pie‟
Table 17: Target and Actual Production of „Chocolate Pie‟
Energy pie is the latest food product of CFC. As we can see in the table and figure 17
that CFC target and actual production of ‘Chocolate Pie‟ is equal, that means they
have no production gap in producing ‘Chocolate Pie‟. CFC gives their best effort and
efficiency in noodles production. So, we can say that they are efficient in producing
‘Chocolate Pie‟.
55

57. 5.5.2 Production Strawberry Pie:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
17000
15000
15000
17000
14000
17000
10000
17000
12000
12000
13000
15000
17000
15000
18000
16000
12500
14000
8500
Actual Production (KG)
17000
15000
15000
17000
14000
17000
10000
17000
12000
12000
13000
15000
17000
15000
18000
16000
12500
14000
8500
Production GAP
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 18: Target and Actual Production of „Strawberry Pie‟
Figure 18: Target and Actual Production of „Strawberry Pie‟
Energy pie is the latest food product of CFC. As we can see in the table and figure 18
that CFC target and actual production of ‘Strawberry Pie‟ is equal, that means they
have no production gap in producing ‘Strawberry Pie‟. CFC gives their best effort
and efficiency in noodles production. So, we can say that they are efficient in
producing ‘Strawberry Pie‟.
56

58. 5.5.3 Production Vanilla Pie:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production (KG)
15000
15000
15000
16000
14000
17000
10000
17000
15000
12000
13000
15000
16000
15000
17000
14000
12500
13000
8500
Actual Production (KG)
15000
15000
15000
16000
14000
17000
10000
17000
15000
12000
13000
15000
16000
15000
17000
14000
12500
13000
8500
Production GAP
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 19: Target and Actual Production of „Vanilla Pie‟
Figure 19: Target and Actual Production of „Vanilla Pie‟
Energy pie is the latest food product of CFC. As we can see in the table and figure 19
that CFC target and actual production of ‘Vanilla Pie‟ is equal, that means they have
no production gap in producing ‘Vanilla Pie‟. CFC gives their best effort and
efficiency in noodles production. So, we can say that they are efficient in producing
‘Vanilla Pie‟. They reached the optimum level of production.
57

59. 5.6 Production of Fruit Drinks:
5.6.1 Production Orange Drink:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production
(Carton)
2500
2000
2200
1850
2200
2500
1000
1500
2200
2300
2400
2500
2500
2200
2200
2300
2500
2200
1200
Actual Production
(Carton)
2500
2000
2200
1850
2200
2500
1000
1500
2200
2300
2400
2500
2500
2200
2200
2300
2500
2200
1200
Production GAP
(Carton)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 20: Target and Actual Production of „Orange‟
Figure 20: Target and Actual Production of „Orange‟
CFC starts producing fruit drink in 2005. As we can see in the table and figure 20 that
CFC target and actual production of ‘Orange Drink‟ is equal, that means they have
no production gap in producing „Orange Drink‟. CFC gives their best effort and
efficiency in noodles production. So, we can say that they are efficient in producing
„Orange Drink‟. They reached the optimum level of production.
58

60. 5.6.2 Production Mix Flavor Drink:
Month
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Target Production
(Carton)
2600
2200
2200
1850
2300
2600
1000
1600
2300
2300
2500
2400
2500
2200
2200
2300
2500
2300
1100
Actual Production
(Carton)
2600
2200
2200
1850
2300
2600
1000
1600
2300
2300
2500
2400
2500
2200
2200
2300
2500
2300
1100
Production GAP
(Carton)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 21: Target and Actual Production of „Mix Flavor‟
Figure 21: Target and Actual Production of „Mix Flavor‟
CFC starts producing fruit drink in 2005. As we can see in the table and figure 21 that
CFC target and actual production of ‘Mix Flavor Drink‟ is equal, that means they
have no production gap in producing „Mix Flavor Drink‟. CFC gives their best effort
and efficiency in noodles production. So, we can say that they are efficient in
producing „Mix Flavor Drink‟. They reached the optimum level of production.
59

61. 5.7 Trend Analysis:
From the trend of production we can conclude that CFC produces the maximum in
January and December, and minimum in June and July. Their production trend graph
of all products given below, in the graphs we can see a line starts from January 2011
and ends in July 2012. Maximum product produces in January and December and
minimum in June and July of the year 2011 to 2012.
Figure 22: Production trend of „Cocola Egg Stick Noodles‟
Figure 23: Production trend of „Cocola Egg Instant Noodles‟
Figure 24: Production trend of „Cocola Instant Noodles‟
Figure 25: Production trend of „Cocola Cook Noodles‟
60

62. Figure 26: Production trend of „Cocola Champion Chocolate Biscuit‟
Figure 27: Production trend of „Cocola Vita Plus Biscuit‟
Figure 28: Production trend of „Cocola Milk Biscuit‟
Figure 29: Target and Actual Production of „Cocola Marry Biscuit‟
Figure 30: Production trend of „Cocola Potato Chips‟
Figure 31: Production trend of „Cocola Twister Chips‟
61

63. Figure 32: Production trend of „Caramel Corn Chips‟
Figure 33: Production trend of „Cocola Fish Chips‟
Figure 34: Production trend of „Racing Car Chips‟
Figure 35: Production trend of „Chocolate‟
Figure 36: Production trend of „Games‟
Figure 37: Production trend of „Wafers‟
Figure 38: Production trend of „Chocolate Energy Pie‟
62

64. Figure 39: Production trend of „Chocolate Strawberry Pie‟
Figure 40: Production trend of „Chocolate Vanilla Pie‟
Figure 41: Production trend of „Orange Fruit Drink‟
Figure 42: Production trend of „Mix Flavor Fruit Drink‟
From the above graphs no. 22 to 42, we can see a line starts from January 2011 and
ends in July 2012. Maximum product produces in January and December and
minimum in June and July of the year 2011 to 2012.
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65. 5.8 Seasonal Impact on Production:
CFC has a seasonal impact on their production, and that impact lower their
production. Before the month of Ramadan and during the Ramadan month they
produce fewer products compare with other months because on that time the market
demand falls down. If we focus on the trend analysis (5.7 page-60) we can see the
figure 22 to 42, that CFC produces fall down in June and July 2011 & 2012 because
of Ramadan month. On the other hand they produce the maximum product in
December and January month. From the graphs no. 22 to 39, we can see a line starts
from January 2011 and ends in July 2012. Maximum product produces in January and
December and minimum in June and July of the year 2011 to 2012.
Figure 22 to 25 shows the Noodles production line from January 2011 to July 2012.
From the figure we can easily see that the production of noodles falls down in June &
July and reach the maximum production in the month of January & December.
Figure 26 to 29 shows the Biscuit production line from January 2011 to July 2012.
From the figure we can easily see that the production of biscuit falls down in June &
July and reach the maximum production in the month of January & December.
Figure 30 to 34 shows the chips production line from January 2011 to July 2012.
From the figure we can easily see that the production of chips falls down in June &
July and reach the maximum production in the month of January & December.
Figure 35, 36 and 37 shows the chocolate, games & wafer production line from
January 2011 to July 2012. From the figure we can easily see that the production of
chocolate, games & wafer falls down in June & July and reach the maximum
production in the month of January & December.
Figure 38 to 40 shows the energy pie production line from January 2011 to July 2012.
From the figure we can easily see that the production of energy pie falls down in June
& July and reach the maximum production in the month of January & December.
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66. 5.9 Reasons Behind the Production Gap:
i.
Raw materials unavailable for production, so CFC can’t reach their target
production.
ii.
Chemicals unavailable for production, so CFC can’t reach their target
production.
iii.
Less productive employees produce fewer products.
iv.
Old machines produce fewer products, sometimes machines stop working,
thus CFC failed to reach their target production.
v.
vi.
Poor use of technology in production occurs fewer productions of products.
Power failure (Load Shading) hampered the flow of production and thus they
produce fewer products.
vii.
Power generator failure during load shading hampered the flow of production
and thus they produce fewer products.
viii.
Sometimes CFC failed to reach target production for poor bureaucratic
management system.
ix.
x.
Sometimes part time labor shortage occurs production gap.
Sometimes package material and printing problem occurs production gap.
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67. 6.0 RECOMMENDATION & CONCLUSION
6.1 Recommendation:
6.11 Recommendation for improving production and minimize
production gap:
i.
CFC should ensure sufficient raw materials for production, so that they
machines can continue the production process.
ii.
Ensure sufficient chemicals for production, so that they machines can continue
the production process.
iii.
Need more productive employees in production line to ensure the optimum
level of production.
iv.
v.
vi.
Repair & check machines regularly for smoother production.
CFC Should use the latest technology for fast & maximum production.
Check the power generators and need backup generators, to ensure that
machines doesn’t stop working during production of products.
vii.
viii.
ix.
Need to improve the management system to minimize the production gap.
Need to manage labor shortage to reach the target production.
Should ensure packaging material on time, so they products can be ready for
supply.
x.
Need more training program on production related field for minimizing the
production gap.
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68. 6.12 Overall recommendation for Cocola Food Company Ltd.:
i.
Need to change the organization structure, they should follow decentralize
structure, to boost the chain of command.
ii.
Need more employees training on management and production so that the
company can run quicker.
iii.
CFC needs more productive employees for their company for the maximum
production of products.
iv.
They should offer better compensation package for the employees in order to
motivate them.
v.
Need to apply better methods for employee performance appraisal to increase
the employee satisfaction.
vi.
They need to focus more on R&D (Research and Development), to introduce
new products to the market.
vii.
They should go for brand and line extension because they have opportunities
to expand their business.
viii.
Need to improve marketing strategy, currently they are using old marketing
approaches, they need to change it frequently and should invest more on
advertisement and promotion campaign.
ix.
CFC should buy new machines for production and should use new technology
for the maximum level of production.
x.
xi.
xii.
xiii.
Need to improve the supply chain of the company for quick distribution.
Need more communication with their customer and consumer.
Need more advertising for their product.
They should focus on urban people and markets; currently they are focusing
more on rural people and markets.
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69. 6.2 Conclusion:
From the report we can know about various things about the company. SWOT
analysis shows Cocola Food Company Ltd.'s Strengths, Weaknesses, Opportunities
and Threats. The SWOT analysis shows a clear picture of the business environment
Cocola Food Company Ltd. is operating in at the present time. From the trend of
production we can conclude that CFC produces the maximum in January and
December, and minimum in June and July. From their production graphs we can see a
line starts from January 2011 and ends in July 2012. Maximum product produces in
January and December and minimum in June and July of the year 2011 to 2012. CFC
has a seasonal impact on their production, and that impact lower their production.
Before the month of Ramadan and during the Ramadan month they produce fewer
products compare with other months because on that time the market demand falls
down. I have learned a lot of things while doing my internship here. The company has
a good future. It is successfully meeting the consumer demand by providing a wide
range of food products. It is playing an important role in our economy too by the
production of quality food product which may be imported from foreign countries. It
also creates huge employment for the people of our country. The company has many
scopes to expand its operation, and it has a future plan for expansion. Currently the
company’s exporting is on limited basis but it has a future plan to export widely. I
hope the company can obtain its target goal. At last I am expressing my humble
gratitude to all the people who helped me for learning properly during me internship
report. I wish the company and its bright future.
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70. References:
http://en.wikipedia.org/wiki/SWOT_analysis
http://www.bangladeshyellowpages.com/details/206775
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