This presentation deals with Marico's inbound and outbound supply chain. We discuss here the supply chain problems that Marico faced and the remedial steps it took to solve the problems. Use of IT (ERP/SAP solution) and disintermediation in supply chain appear as notable steps Marico undertook to solve its Supply Chain problems.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
Hindusthan Lever had a challenge with the competitors in Rural India. They devised a strategy to enter the market at the grass root level and utilize the entrepreneurial woman. Based on perceptions, there are some ethical questions. This case looks at the strategies on how to capture the emerging markets and work at the grass root level with the consumer behaviors. Not only understand the consumer behavior, but introduce the need and also the products to the consumers who NEVER used any product in that area.
This a Case Study Analysis of the Case BigBasket.
This analysis is done as a part of the class activity and if anyone referring it can use it for educational purpose.
Hindusthan Lever had a challenge with the competitors in Rural India. They devised a strategy to enter the market at the grass root level and utilize the entrepreneurial woman. Based on perceptions, there are some ethical questions. This case looks at the strategies on how to capture the emerging markets and work at the grass root level with the consumer behaviors. Not only understand the consumer behavior, but introduce the need and also the products to the consumers who NEVER used any product in that area.
This a Case Study Analysis of the Case BigBasket.
This analysis is done as a part of the class activity and if anyone referring it can use it for educational purpose.
Last mile distribution- Learnings from MFIs in indiaSanjay Bharti
Statistical evidence suggests that Rural India is aspiring. Indian Corporates and social impact organization have recognized this and there is enthusiasm all around to exploit the opportunity. But there is a mismatch between 'Quantum of rural aspiration' and 'Pace of Change' in rural India. This points towards some structural barrier in rural distribution. MFIs have shown the way but there is a need to go above and beyond that, Ecosystem is conducive to replace strategy leading to incremental growth to a transformational change. New perspective around rural distribution requires thinking around technological enablement and proactive customer engagement.
This document deals with the Corporate Governance standards in Germany. The evolution of corporate governance norms, development of the German Code of Corporate Governance, Effectiveness of internal controls, issues like Self Dealing, external controls and financial reporting standards are the topics discussed here.
This presentation discusses the Lead User Strategy that systematizes and formalizes the process of innovation. 3M is an ever innovating company and Lead User method helped it come up with many breakthrough innovations. The Lead User Methodology was proposed by Eric von Hippel. Many companies have used the method to their benefit. While innovation is always a much sought after virtue, there is no definitive and sure-shot way to continuous innovation. Lead User Method is one way to make systematic the process of innovation. it significantly increases the chances of success. Lead Users are often those who use an improvised arrangement (Indian 'Jugaad') as there are no commercial dedicated solutions available, using existing products or technologies to solve their purpose in a way that was perhaps not initially intended of the product/technology. So lead users can be potential source of new product ideas.
Analysis of outsourcing at Levi's- Manufacturers without factories.
Apparel industry in the US is one of the largest in the world with more than 97% of manufacturing outsourced. Outsourcing of apparel manufacturing is therefore an industry wide phenomenon. With around 600 suppliers spread in 50 countries, Levi's is " manufacturer without factories". In this presentation we analyze- 1. Factors that led to outsourcing, 2. Outsourcing of manufacturing as it panned out. 3. Challenges faced. 4. Benefits reaped by Levi's. 5. Outsourcing of recruitment process to Accenture. 6. Recommendations
The presentation takes an academic view on genocide- definition, concepts of nation, state, nation-state & citizenship and their relation to justification/perpetration of violence. We touch upon concepts proposed by such eminent figures & researches as- Mark Levene (concept of Nation), T.H. Marshall (Citizenship), Nira Davis Yuval (Global Citizenship), Anderson (Nation), Linda Woolf & Michael Hulsizer (Psychosocial model) along with others. Passing references are made of major genocides- Khmer Rouge, Holocaust, Hutu-Tutsi (Rwanda), and the genocide of Hindus by Pakistan military in Bangladesh, to understand various points raised in the presentation. Points discussed under following major heads-
1. Reference to Darfur
2. Concept of nation, nation state, citizenship, community
3. Genocide: Why they begin, how the progress, why they end
4. What drives people to such violence?
5. 1971 Bangladesh Genocide
6. Prevention & Intervention- psychosocial model
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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➢ WOW K-Music Festival 2023
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
2. FMCG company providing
consumer products and services in
the areas of Health and Beauty
based in Mumbai.
Sales revenue:2012: INR 4596 Cr
Net Profit: INR 396 Cr
Leadership positions in most
categories-Coconut Oil, Hair
Oils, Post wash hair care,Anti-lice
Treatment, Premium Refined
Edible Oils, niche Fabric Care etc
Brand portfolio:
Parachute, Saffola, Hair &
Care, Nihar, Mediker, Revive.
Marico also owns popular brands
like SetWet, Livon, Zatak , and
other personal care brands
3. Little sales seasonality
Strategy: Expand
continuously into even
smaller locales through
even more brands.
Every month, over 70
Million consumer packs
from Marico reach
approximately 130 Million
consumers in about 23
Million households
Widespread distribution
network of more than 2.5
Million outlets in India and
overseas.
4. 1995 – Focus on Brand
Development
This was in response to
the growing
International
competition from rivals
–Unilever and ConAgra
For survival -Increased
efforts to develop new
brands
Reduced reliance on 3
market leader brands -
Parachute coconut Oil
,Saffola and Sweekar
Introduction of more
products and more
brands – incur cost
Extensive advertising
,Innovative promotion
schemes – Advertising
expenditure increased
steadily
Expansion strategy –
introduced more brands
and tried to increase
reach – created Supply
Chain problems
6. NatureoftheMarket
• Fragmented nature
of Indian supply
chain
• Supply chain can
provide competitive
advantage
BullwhipEffect
• Only 2% -
represents
organized retail
stores(tiny grocery
stores)
• 95% : Kirana stores
• Point of sale
information – Not
readily, directly
available from
retailers
• Sales data –
collected from field
test, customer focus
group, well financed
advertising program KeyStrengths
• Relatively low
commodity Raw
material such as
Vegetable
oil, safflower seeds
• Strong control on
sourcing of RM
• Less variation in
sales seasonality
• No major
manufacturing
constraints
ManagingSupplyChain
• Slow moving SKUs
– shipped directly
from factories to
depots
• Fast moving SKUs –
shipped to re
distribution centre
and subsequently to
depots
• Distribution
Alliances
7. Supply chain not scalable with Expansion
Plan
• Strategy:
• Expand continuously to reach most
Indian households
• Growth through new brands and
product lines
• Penetrate more into rural areas -
represents 70% of Indian population
• Entails more sales and market to
track –more forecast to make ,more
product to plan, more SKUs to track-
more truckloads to configure
• To cater to the new areas with existing
supply chain – logistic challenge
Forecasting Errors
• Low cost products – leading to
impulsive buying decisions
• Product availability – Key to impulse
buying
• Forecast accuracy was 70%
• Distribution – suffered stock outs
leading to loss of sales 30%
• On one hand – low level of service level
due to product availability
• Other hand, excess inventory lying at
Marico and in the channel
• Cost of errors in shipments to remote
depots increased
8. Un-integrated Application systems
• Lack of integration among transaction
systems
• Result
• Poor visibility into internal operations
• Did not scale with increased logistics
requirements
• Inaccurate forecasts, long planning
cycles, no transparency of warehouse
stock, delayed response to customer
needs.
Problems with distribution
• Shipped only full trucks
• Obstacles to good distribution:
• Random decisions due to
• Poor visibility into the depot stocks of
growing number of SKUs
• No prioritisation rules for configuring
optimal truckloads
• Monthly distribution levels
• First 20 days: 16-32%
• Last 10 days: 53%
• Result
• Needed to hire extra space when shipment
exceeded depot facility
• Excess inventory for some SKUs, stock-out
in others
• Higher deliver costs
• Erosion of sales, distributor confidence
and customer satisfaction
9. Planning issues
• Planning cycle: 30 days
• Different bucketed time horizons
for manufacturing and distribution
• Manufacturing: 2 weeks
• Distribution: 1 week
• Only one qualified planner
• Spread sheet based planning
• Result:
• Inventory problems
• Eroded distributor confidence
• Expired products
• Unresponsive to market
changes
Business impact
• Supply chain not in tune with the
marketing strategy
• Losing competitive advantage
• Losing image among supply chain
components
• Poor performance affected cash
flows
• Supply chain hindered expansion
strategy of growth through more
brands
• Affected consumer’s image of
company
10. Poor data
visibility
Low forecast
accuracy
Long planning
cycle
Unreliable
unresponsive
production data
Poor response
to market
changes
Skewing of sales
High inventory and stock outs
High delivery costs
Low attention to smaller brands
Excess inventory and
stock outs
Outbound Supply chain problems
11. Solution: mySAP business Intelligence
Big bang approach for SAP implementation
At Company factories, warehouses, business
offices, contract manufacturers
SAP APO implemented for: Not implemented for:
Demand forecasting Sourcing
Supply chain network planning Sales
Manufacturing
12. Stage
1:
Lower inventory
and supply chain
costs
Revamp processes Technological support through
highly integrated applications
systems
ERP Big bang rollout in 2001
Stage
2:
Resolve forecasting
problems, eliminate
inventory and stock-
out problems
Partner
relationship with
distributors
Timely sales and inventory
information
VMI Manage distributor inventory
by replenishing stocks on the
basis of distributor’s input of
sales to retailers.
13. Operational improvements
• Reduced planning cycle
• From 30 days to 10 days
• Improved forecasting accuracy
• Improved delivery reliability
Improved forecasting
• Both primary and secondary sales figures were available
Improved distribution
• VMI implemented for C&FA
• SAP heuristics ensured shipments are sent in full truckloads and that depot inventories
simultaneously remain within prescribed inventory norms
Improved distributor relationship: reduced bullwhip effect
• Partnership relation with distributors
• Monitor and manage distributor inventory by replenishing stock on the basis of secondary sales
• C&FA supposed to replenish distributors within specified period or face penalty
14. Distributor
stock-outs
30% of SKUs 20% 15%
Marico stock-
outs
21% of SKUs 13% 9%
Excess inventory
at distributors
29days 26 days 22 days
Excess inventory
at distributors
43m Rs 29m Rs 22m Rs
Annual supply
chain costs
13.5m Rs 8.1m Rs 4.8m Rs
BEFORE
IMPLEMENTATION
ENDOF FIRSTYEAR
ENDOF SECOND
YEAR
15. Marico
Mumbai based
Brokers
Terminal
Market Brokers
in Kerala
Supplier Network
inTerminal
Market
Prior to 1991, Copra purchase unit was in Mumbai
Marico contracted brokers in Mumbai who in turn contracted brokers in Kerala.
Brokers in Kerala had their own trail of intermediaries (local
brokers, vandikkaran,Copra Converters, farmers)
Copra buying is approximately 50% of Marico’s purchase portfolio
16. Increased cost of
procurement due to
presence of many
intermediaries
Quality of the copra
bought from market
significantly different
from one that reached
Marico factories
Quantity discrepancies
Price and Payment
terms were dictated by
brokers
Frequent supply
disruptions
18. Disintermediation- reducing
intermediaries in supply channel.
BuyingOffice set up in Kozhikode in
1991, bypassing 2 layers of primary
brokers at Mumbai & Kerala
Factory set up in
Kanjikode, Puduchery and Goa.
Mumbai factory shut down.
New factories closer to sourcing
locations and markets
Terminal markets had strong labour unions
•Ability to dictate terms of payments
High labour charges
•Consequence of unionized terminal markets in
Kerala
Separate unions for
handling, loading, unloading, drying, stacking
etc.
•Increased overheads and cost
Initial Problems with the initiative:
19. To reduce dependency on terminal markets, Marico
started sourcing from InteriorTraders- small
aggregators who sourced Copra from interior villages
20. Sourcing from terminal markets
discontinued completely by 1998
This eliminated
transaction fee at
Exchange
Unnecessary
loading/unloading
avoided
Vendor Development
Initiatives:
TenVendors identified
in N. Kerala and given
Copra dryers along
with some training
Starting
1994, attempts to
develop vendor base in
Tamil Nadu, other
states
21. • Big bang ERP implementation in
2001-02
• Marico’s Copra suppliers connected
through web portal- Marico Connect
• Institutionalize e-buying in Copra
purchase (dealt later)
The IT push:
• To further eliminate traders, Marico
started with own collection centers
• This brought more stability to the
supplies: Small farmers could sell
directly to Marico’s CCs unlike large
traders who generally would wait for
the right quantity and price
Further Disintermediation:
Share of sourcing through Copra Collection
Centers
22. Process Improvement:
• Daily negotiations with Copra traders was done
away with
• Reverse Auction: Buying team would accept quotes
from copra traders only during three one-hour
auction slots in a day and the lowest bidder would
be selected.
• The initial resistance to Reverse Auction died down
in a few months and traders accepted the process.
23.
24. Process Improvement: Institutionalize
e-buying
• Web Based Auctions:This was the 2nd
phase of process improvement after
ReverseAuction.
• Most suppliers were computer
illiterate; this challenge was met by:
• Opening Rediff email ids for each
vendors
• Training on e-mail usage & tie-up
between vendors and cyber cafes
• FastTrack Payment (FTP): allowed
vendors to rotate their money faster
• 3° Phase: Copra e- Portal “e-
marico.com” launched in 2005
• Enabled placing of bids through SMS
25. • Forecasting and distribution errors impacted
company’s cash flows and hindered expansion
• By effective implementation of SAP,
forecasting and distributor relationship
improved, costs and inventory levels went
down
Marico’s Outbound
Supply Chain
• Marico faced increased costs of procurement
and frequent supply disruptions due to many
levels in supply channel
• Disintermediation and IT assisted process
improvement led to reduced costs,
procurement lead time and efficient
operations
Marico’s Inbound
Supply Chain
Editor's Notes
Quotes were accepted only in the auction window. No purchase was made at other times even if the price offered were attractive. Marico did not ever renege on high priced contracts- a strategy traders adopted initially to break Marico’s auction system. Eventually unable to break Marico’s auction process, Kerala traders first striked for few months but later accepted the process when they saw no let-up in Marico’s policy