Optimization of Supply of ITC Prawns from Nellore to Domestic Market

OPTIMIZATION OF SUPPLY OF ITC PRAWNS FROM NELLORE TO
DOMESTIC MARKET
Submitted in partial fulfillment of the requirements for the Post Graduate Diploma in
Management (PGDM)
Agri Business and Plantation Management (ABPM)
Submitted by,
Mr. SHEKHAR JYOTI DAS
17-PGDM-ABPM-35
Under the Guidance of,
Mr. SIRAJ AHMED
BUSINESS MANAGER-AQUA
ITC – ABD, GUNTUR
Submitted to,
Dr. S JOHN MANO RAJ
CHAIR PERSON (ABPM)
INDIAN INSTITUTE OF PLANTATION MANAGEMENT
INDIAN INSTITUTE OF PLANTATION MANAGEMENT, BANGALORE
(An Autonomous Organization Promoted by the Ministry of Commerce and Industry – Govt. of India)
Jnana Bharathi Campus Malathalli Post
Bangalore 560 056
July 2018

Indian Institute of Plantation Management,
Bangalore
CERTIFICATE
This is to certify that the CTS report titled “Optimization of Distribution Network for
Supply of ITC Prawns from Nellore to Domestic Market” by Mr. Shekhar Jyoti Das,
Enrollment No. 17-PGDM-ABPM-35, submitted in partial fulfillment of PGDM 2017-19
is an original work and no part has been submitted or published for the award of any
degree or diploma.
Comments by the Examiner :
Signature of the Examiner : Dr. S John Mano Raj
Date : July, 2018 IIPM, Bengaluru

CERTIFICATE FROM THE ORGANIZATION

DECLARATION
I hereby declare that the CTS report entitled “Optimization of Distribution Network for
Supply of ITC Prawns from Nellore to Domestic Market” submitted for the partial
fulfillment of the requirements of Post Graduate Diploma in Management (Agri-Business
and Plantation Management) of Indian Institute of Plantation Management (IIPM),
Bangalore is my original work and not submitted in partial or full for award of any other
degree, diploma, fellowship or similar titles.
Date : July, 2018 Shekhar Jyoti Das
Place : Bengaluru 17-PGDM-ABPM-35

ACKNOWLEDGEMENT
First and for most, I wish to thank ITC ABD Ltd. for giving me this opportunity to study
and present the report on “Optimization of Supply of ITC Prawns from Nellore to
Domestic Market”. It has been my first exposure to practical work life and the experience
which I have got here while working on this project in ITC ABD Ltd. will indeed be one
of my most cherished ones.
I am heartily thankful to my external project guide Mr. Siraj Ahmed (Business Manager,
Aqua) who gave me opportunity to work on such a new concept. It is his inspiration that
has kept me motivated all along my project and the discipline and integrity he expected
from a summer trainee that made me learn the real lessons of life.
I owe a lot to IIPM for laying the building blocks of logic and pragmatism and
developing an insatiable thirst for knowledge in me.
Let me also thank Dr. S John Mano Raj (Chairperson PGDM-ABPM and my internal
project guide) in IIPM, who is my source of inspiration in all the endeavors.
I express my heartfelt gratitude to all the respondents who have given their valuable time,
views and authentic information for this project. The report is the result of contributions
of numerous people –too many to mention individually.
I owe everything to my parents and all my PGDM classmates and friends for their
constant support that has encouraged me to give my best.
Last but not the least; I thank each and everybody who has contributed directly or
indirectly to the successful completion of this project.
Shekhar Jyoti Das
(IIPM, Bengaluru)

TABLE OF CONTENTS
Chapter Particulars Page
Number
1 INTRODUCTION 1-4
1.1 Background of the Study 1
1.2 Objectives 2
1.3 Study Approach 2
1.4 Assumption 2
1.5 Research Methodology 3
1.6 Research Design 3
1.7 Research Instruments 4
2 ITC ABD LTD – AN OVERVIEW 5-7
2.1 Company Profile 5
2.2 Products of the Company 6
2.3 Competitors 7
3 REVIEW OF LITERATURE 8-13
3.1 HoReCa (Hotels, Restaurants & Cafes) 8-10
3.2 Market Size of HoReCa 10-11
3.3 Challenges in HoReCa 11-12
3.4 Super Stockists 12
3.5 Distributor 13
3.6 Comparison between CWLP (Cold Warehousing &
Logistics Partner), Super Stockists & Distributor
13
4 DATA PRESENTATION & ANALYSIS 14-52
4.1 Quantity of Prawns sold by a Distributor in a Year 14

4.2 Margin received by a distributor for distribution 15-16
4.3 Credit Policy followed by a distributor 16
4.4 Quantity of prawns handled by a Super Stockists in a
Year
17
4.5 Margin received by the Super Stockists for distribution 18
4.6 Credit Policy followed by a Super Stockists 19
4.7 Quantity of prawns handled by various cold chain
companies
20
4.8 Quantity of prawns consumed in a hotel or cafe 21
4.9 Distribution Model for other companies having frozen
prawns
22-35
4.10 Distribution Models for HoReCa Channel 36-40
4.11 Operational Variables & Selection Guide of the model 41-48
4.12 Study & Analysis of different modes of supply to ITC
Hotels
49-52
5 RESULTS, SUGGESTIONS & CONCLUSION 53-58
5.1 Results 53-55
5.2 Suggestions 56-57
5.3 Limitations 58
5.2 Conclusion 58
ANNEXURE i-iv
BIBLIOGRAPHY v-vi

EXECUTIVE SUMMARY
Overview
The main motto of this internship is to know about the distribution models being
followed by various frozen food companies and examining the suitability of those
distribution channels for ITC ABD. Proper and effective justification has been provided
for selecting the appropriate distribution model for ITC ABD
This has been done by interviewing various people associated with the frozen foods
distribution such as Distributors, Cold chain logistics companies such as Radha Krishna
Foodland Pvt Ltd, Gubba, Snowman Logistics, Cold Care etc and Personnel associated
with various frozen food companies such as Vista Foods, Godrej, Gadre Marine, Al-
Kabeer etc. Then the study of various literature material available in various company
journals, Supply Chain books and internet was done to find out about the parameters used
for selecting any distribution model
So the operational models that are currently being used in the frozen foods domestic
market for physical distribution for the HORECA channel was described and a selection
guide proposed that will allow ITC ABD to select the distribution model that best fits
their system according to a set of operational variables.
The Process of the approach was
 description of the present situation of the HORECA channel in India was given
 a complete outline about the distribution models identified for this channel
 Operational variables are defined that helps a company identify which distribution
model is more appropriate according to their needs and a selection guide is
proposed (main contribution of this study).
Finally, the conclusions of the study are presented and future developments in this area
are outlined.
Keywords: logistics systems, distribution, HORECA channel

LIST OF FIGURES
Figure
Number
Particulars Page
Number
1 ITC Product Portfolio 6
2 City Wise Market Size 11
3 IFB Overall Distribution Model 23
4 IFB Distribution Model, Hyderabad 24
5 IFB Distribution Model, Bangalore 25
6 IFB Distribution Model, Kolkata & NE 26
7 IFB Distribution Model, Delhi 27
8 IFB Distribution Model, Mumbai 28
9 Sumeru Overall Distribution Model 29
10 Sumeru Distribution Model, Hyderabad 30
11 Sumeru Distribution Model, Bangalore 31
12 Sumeru Distribution Model, Kolkata 32
13 Sumeru Distribution Model, Delhi 33
14 Sumeru Distribution Model, Mumbai 34
15 Distribution Models Outlined 36
16 CWLP-Super Stockists-Distributor Model 37
17 CWLP-Distributor Model 38
18 Super Stockists-Distributor Model 39

LIST OF TABLES
Table
Number
Particulars Page
Number
1 Comparison of CWLP-Super Stockists-Distributor 13
2 Responses regarding Qty of prawns sold by a distributor 14
3 Responses received Margin Received by a distributor 15
4 Responses regarding credit policy followed by a
distributor
16
5 Responses regarding Qty of Prawns handled by a Super
Stockists
17
6 Responses regarding margin received by a Super
Stockists
18
7 Responses regarding credit policy followed by a Super
Stockists
19
8 Responses regarding Qty of prawns handled by Cold
Chain Companies
20
9 Responses regarding Qty of prawns consumed in Hotels 21
10 IFB Cold Chain Costs, Hyderabad 24
11 IFB Cold Chain Costs, Bangalore 25
12 IFB Cold Chain Costs, Kolkata & NE 26
13 IFB Cold Chain Costs, Delhi 27
14 IFB Cold Chain Costs, Mumbai 28
15 Sumeru Cold Chain Costs, Hyderabad 30
16 Sumeru Cold Chain Costs, Bangalore 31
17 Sumeru Cold Chain Costs, Kolkata 32
18 Sumeru Cold Chain Costs, Delhi 33
19 Sumeru Cold Chain Costs, Mumbai 34
20 Comparison of IFB & Sumeru Distribution model 35

21 Comparison of different distribution models 40
22 Responses regarding Order Frequency/Month for various
distribution models
42
23 Order Frequency/Month for different distribution models 43
24 Responses regarding order size/month for various
distribution models
43
25 Order Size for different distribution models 44
26 Responses regarding deadline for deliveries for various
distribution models
44
27 Deadline for Deliveries for different distribution models 45
28 Responses regarding Service Quality for various
distribution models
45
29 Service Quality for different distribution models 46
30 Responses regarding delivery requirements for various
distribution models
46
31 Delivery Requirements for different distribution models 47
32 Responses Regarding Order Capture for various
distribution models
47
33 Order Capture for different distribution models 48
34 Qty of Prawns consumed in ITC Hotels/Month 49
35 Replenishment Stock Ordered & Frequency of Order 50
36 Comparison of different modes of transportation 52
37 Decision Matrix 53
38 Most effective mode of transportation to ITC Hotels 55

LIST OF GRAPHS
Graph
Number
Particulars
Page
Number
1 Qty of prawns sold by distributors annually 14
2 Margin Received by a distributor 15
3 Credit Policy followed by a distributor 16
4 Qty of prawns handled by Super Stockists 17
5 Margin received by a Super Stockists 18
6 Credit Policy followed by Super Stockists 19
7 Qty handled by CWLP 20
8 Qty of prawns consumed in Hotels & Cafes 21
9 Comparison of the distribution models 22

1
CHAPTER 1
INTRODUCTION
1.1 Background of the Study :
This project will accomplish to provide better plans and strategies to optimize the distribution
network of the prawns in the domestic market. To gain a better percentage share in terms of volume
and also controlling the pricing of the product is prime concern being a company with huge
potential and emphasis on quality. With the lack of Cold Chain Infrastructure in the Country and
with a mammoth geographical area it becomes a challenge for a homogenous development of the
distribution network of the ITC Prawns in the nook & corners of the country. At the same time
IFB & Sumeru have gained a very strong foot hold in various tier 2 & tier 3 markets.
This scenario in which the competitors had a better distribution network in the various tier 2 & tier
3 cities of India than ITC in the same business brought into consideration for a detailed study on
the level of business in which these competitors operate in.
Also to understand the potential to grow further ahead in the industry by taking leverage of
different backward and forward integration from which ITC can evolve as a better player in the
industry.
The learnings and findings from this project might help ITC in implementing new ideas &
customizing their distribution network according to their strengths & weaknesses, and identify the
weak points in the distribution network from which ITC shall scale up to a dominant player in the
frozen prawns market.

2
1.2 Objectives:
Objective 1: To detail out the existing distribution model of other competitors
 A detailed summary about the logistics, warehousing & terms of business of the companies
having frozen prawns in their product category
Objective 2: To study & optimize the existing distribution model for supply to ITC Hotels
 Evaluation of all modes of transport (bus, train, reefer vehicle) used for supply to ITC
Hotels
Objective 3: To devise a strategy for ITC
 Analysis of the operational models being used by frozen food companies for distribution
in the country
 Suggesting the appropriate model to be followed by ITC ABD by giving proper
justification
1.3 Study Approach:
The survey is done as per the following guidelines:
Interview schedule is used as an instrument for collecting information, which is having open ended
& close ended questions. After collecting the information and depending upon analysis and
interpretation of facts and figures, a report is prepared.
1.4 Assumption:
 Various distributors, retailers, logistics operators, warehousing operators & business
managers were selected randomly based on different locations
 Potential locations like Hyderabad, Bangalore, Kolkata, and Chennai & Delhi have been
selected for study.

3
1.5 Research Methodology:
The methodology followed to reach these objectives consisted of two main stages:
 Literature review: Scientific journals, magazines, company studies, etc. were reviewed.
As a result of this stage, it became clear that there are very few studies centered on the
problems associated with the HORECA distribution channel.
 Meetings with all the stakeholders involved in this business: The study is approached
from the point of view of the manufacturers, distributors, and logistics company operators,
Hotel Operators, Warehousing Operators who were the main participants in the group and
who have contributed their complete view of the problems related with this distribution
channel. The meetings took place with the randomly selected distributors, logistic company
operators, hotel operators, business managers & logistics experts of the five metro cities of
India. (Hyderabad, Bangalore, Kolkata, Delhi and Mumbai). This people were selected
according to their own area of expertise that they had the experience of serving.
In the following paragraphs the results stemming from the study will be presented and a selection
guide proposed that will allow ITC ABD to choose the distribution model most adequate for their
system.
1.6 Research Design:
A multistage sampling will be done to survey the intermediaries
 Stage 1: Segmentation Sampling under which distributors, retailers, warehouse operators,
logistics operators & business managers were interviewed
 Stage2: From each location the intermediaries are selected based on snowball sampling &
random sampling
Source of Information
Primary Source:
 Distributors
 Super Stockists
 Cold Warehousing Logistics Partner (CWLP)

4
 Hoteliers
Secondary Source:
Secondary information was collected from the following sources for references and to strengthen
the findings.
 Website, internet, and literatures.
1.7 Research Instruments:
Questionnaire – Structured with both open ended and close ended questions were prepared for all
the market intermediaries. The questions were open and closed in nature. The questions were
framed in simple language with orderly arrangement, so that initially a good rapport can be
developed between the interviewer and the respondent.
Research Technique - Qualitative research techniques was taken up. Regular follow-up of the
intermediaries was done so as to get the feedback regarding different distribution practices,
margins, problems & possible solutions to counter those problems.
Sampling Technique - Segmentation Sampling Technique as well as Random sampling technique
was taken as to ensure most accessible intermediaries and to select respondents from each
intermediary segment i.e. from distributors, super stockists, cold warehousing logistics partner &
Hoteliers. Snowball Sampling Technique was used to find out and connect with different
intermediaries through a reliable reference
Location of Research – Hyderabad, Bangalore, Kolkata, Delhi & Mumbai
Period of Study: - 3rd May– 12th July
Sample Units - Intermediaries located in Hyderabad, Bangalore, Kolkata, Delhi & Mumbai
Sample Size - 100
Tools for Analysis-
The following tools have been used for the analysis of the Data.
1. Microsoft Excel. 2. Industry Analysis 3. Diagrams, Tables & Bar Charts

5
CHAPTER 2
ITC ABD LTD: AN OVERVIEW
The Introduction to the Company ITC ABD Limited is given under the following heads:
1. Company Profile.
2. Products of the Company.
3. Competitors.
2.1 Company Profile:
ITC ABD is currently in the business of procuring and processing shrimps for exports and domestic
market.
ITC intend to leverage the significant growth potential in the Indian seafood market and cater to
the growing demand for shrimp. The Indian seafood market is currently predominantly served by
wet or fresh supply. ITC intend to target the out-of-home consumption segment, in particular
premium food service companies.
ITC Agri Business has processing units located in Andhra Pradesh and West Bengal, which are
major catchment areas.
Only Last Year ITC launched ITC Master Chef Prawns in 6 markets of India. The distributors in
these markets are currently being serviced directly from Nellore. Also, for other domestic
customers, current distribution set up is available only in major cities like Delhi, Bangalore,
Mumbai, etc.
Shrimp is a very perishable product which needs to be stored and transported at a temperature of -
18°C to -25°C. In its entire stage starting from production to consumption there must be an efficient
cold chain management system that can maintain the freshness and quality of the Prawn.
The HoReCa & Retail markets in India are very Price Sensitive & Service Dependent so high
distribution costs & late delivery in the distribution network cannot be acceptable because
ultimately it will lead to the increase of final cost of the product and also effect the brand reputation
in the market. So as a preventive measure an optimized & customized distribution network

6
modelled according to the company’s areas of operations & volume needs to be designed which
can be sustainable for the company in the long run
2.2 Products of the company:
The diverse product portfolio ITC Aqua offers for Retail, HoReCa & ITC Hotels are:
Figure 1: ITC Product Portfolio Source: Primary data
All these products are individually quick frozen or Block frozen at -35°C for 90 minutes. The
temperature and freezing time depends on the capacity of the freezer, grade of the product and
required glazing.
ITC operate three processing facilities located along the coastal belt of Andhra Pradesh and one
processing facility in Kolkata. Andhra Pradesh is India’s leading farmed shrimp producer by far,
accounting for more than two-thirds of Indian farmed shrimp production in 2016 - 2017 (Source:
CRISIL Report). These processing facilities have been accredited by leading global certification
bodies including Best Aquaculture Practices (“BAP”), Aquaculture Stewardship Council (“ASC”),
and British Retail Consortium (“BRC”). The processing facilities are also approved by the
customers who source their shrimp products, and certified by various regulatory bodies, including
the HACCP & FSSAI.
The Maximum Shelf Life of the Product is up to 2 Years.

7
2.3 Competitors:
In the packaged frozen prawn's category, less than 2% of the revenues come from domestic market.
However with the rising consumption of frozen prawns in India, the domestic market is expected
to grow robustly in the coming three years. India frozen prawns market consists of players like
West Coast Fine Foods (Cambay tiger), Al Kabeer, Apex Frozen Food, Avanti Frozen Food,
Forstar, Gadre Marine Export, IFB Agro, Innovative Foods and ITC Limited.

8
CHAPTER 3
REVIEW OF LITERATURE
3.1 HoReCa (Hotels, Restaurants & Cafes):
The term HORECA refers to the distribution channel in the food service industry. It is the acronym
formed by linking the words HOtel, REstaurant and CAtering.
Eva Ponce-Cueto (2009) reported that the HORECA channel in India is very fragmented, with
more than 330,000 total points of sale. Likewise, a tendency toward professionalization and
concentration of the sector through organized chains has also been seen.
The majority of manufacturers distinguish between the “organized” HORECA channel and the
“non-organized” channel.
Himanshu Lunawat (2014) reported that Food Services Industry is classified in two segments:
organized and unorganized based on following three key parameters: (i) accounting transparency,
(ii) organized operations with quality control and sourcing norms, and (iii) outlet penetration.
The Food Services outlets that do not conform to the above three key parameters would be
categorized under the ‘unorganized’ segments. This segment primarily comprises of dhabas,
roadside small eateries, hawkers and street stalls.
The organized segment conforms to above three parameters and is further classified in Chained
and Standalone formats. Chained formats are domestic and international formats with more than
three outlets present across the country.
The Chained formats are further classified in six sub segments based on price (avg. price per
person), service quality and speed, and product offering. The sub-segments are: Fine Dining,
Casual Dining, Pub Bar Club & Lounge (PBCL), Quick Service Restaurants (QSR), Cafes and
Frozen Desserts.
The definition of these sub segments and average price points are given below:

9
Structure of Indian Food Services Market
Unorganized Segment –
It includes roadside eateries and dhabas which have been the most common eating out option.
3.1.1 Organized Segment:
Consists of:
a) Standalone restaurants across all formats with less than 3 outlets.
b) Chain format which has 3 or more outlets across all formats.
Chain Segment-
Café Coffee & chai bars as well as parlors and bakeries.
High focus on beverages supported by food items.
Eg: Starbucks, Café Coffee Day etc.
Quick Service Restaurants (QSRs)-
Focused on speed of service, affordability and convenience. Strong focus on takeaway & delivery
with minimal table service.
Eg: Haldiram’s, McDonald’s
Frozen Desserts/ Ice-Cream (FD/IC)-
Comprises small kiosk formats of ice-cream brands and has now extended the dine-in concept to
frozen yogurt brands.
Eg: Baskin-Robbins, Red Mango etc.
Affordable Casual Dining Restaurants (ACDRs):
A restaurant serving moderately priced food in an ambience oriented towards providing an
affordable dining experience, with table service. The offerings bridge the gap between QSRs and
premium casual dining restaurants. Eg: Pind Balluchi, Sagar Ratna etc.

10
Premium Casual Dining Restaurants (PCDRs):
Restaurants bridging the gap between ACDRs and fine dining restaurants. Full service restaurants
with eclectic high quality interiors and high standards of service.
Eg: Farzi Café, Oh! Calcutta etc.
Fine Dining Restaurants (FDRs):
A full service restaurant with premium interiors, specific cuisine specialty and high standard of
service. They offer a unique ambience and an upscale service with the help of highly trained staff.
Eg: Copper Chimney, Olive Bar etc.
Pubs, Bar Café & Lounges (PBCL):
This format mainly serves alcohol and related beverages and includes night clubs and sports bars.
Eg: Beer Café, Xtreme Sports Bar etc.
3.2 Market Size of HoReCa:
Suman Dabas (2014) reported that the top eight cities in India have been the center of development,
especially for the organized Food Services. Due to increased economic activity, rising disposable
incomes, a greater need for convenience and an increasing women workforce, the chain Food
Service brands have done well in these cities. The two mega metros, Delhi & Mumbai, contribute
a total of 22% (11% each) to the Food Services market.
The 6 Mini-Metros constitute ~20% of the Food Services market, while the rest of the contribution
comes from the Tier I & II cities along with the rest of India.

11
Figure 2: City wise Market Size
Source: NRAI Technopak India Food Services Report 2016, Technopak Analysis
Mega metro cities: Delhi-NCR and Mumbai.
Mini Metro Cities: Ahmedabad, Pune, Chennai, Kolkata, Bangalore, Hyderabad.
21 Cities: Jaipur, Lucknow, Surat, Nagpur, Kanpur, Indore, Patna, Chandigarh, Kochi,
Coimbatore, Vadodara, Ludhiana, Nashik, Varanasi, Madurai, Visakhapatnam, Bhopal,
Amritsar, Rajkot, Trivandrum, Goa.
3.3 Challenges in HoReCa:
For some manufacturers the HORECA channel represents around 30% of their total distribution,
while for others it is less than 10%.
The people interviewed in this study coincide in that one of the main problems in this sector is the
high logistics costs (a consequence of the size of orders, generally very small, and of the deliveries,
which are very frequent).
Ruth Carrasco-Gallego (2009) reported that the distributors dealing with HORECA & Retail
customers have identified two structural problems in this channel which will constitute the starting
point of this study. On the one hand, there is the impossibility of offering a homogeneous level of
services throughout the country.
This problem is especially relevant in the case of customers belonging to the “organized”
HORECA, since hotel chains, restaurant chains, etc. usually require a certain level of service in
contracts, which the manufacturer should be able to provide in a homogeneous manner in the entire
country. Nevertheless, the elevated requirements from a logistics point of view of this type of

12
distribution (urban last-mile, many small deliveries, perishable products, frequent problems in the
billing process…) and the great volume of resources that are involved, mean that few companies
can offer a uniform level of services in all geographical zones, independently of whether physical
distribution is incorporated into their internal processes or if it is outsourced through Third Part
Logistics (3PLs) operators.
To this effect, the manufacturers participating in this study have underscored the difficulty of
finding a single logistic operator who can provide an adequate level of service in all the needed
areas. The 3PLs have different capacities and availability of resources according to the
geographical area in question, which forces manufacturers who supply the HORECA & Retail
channel to establish agreements with different subcontractors (3PLs, distributors) to guarantee the
homogeneous level of services in the entire country required by their customers.
On the other hand, the other structural problem identified in this type of distribution is the
elevated costs associated with the order-delivery-payment cycle.
It is estimated that these costs in the HORECA channel are four times greater than in large-scale
retail. These high costs in comparison with other logistics systems are due to multiple factors
(very small orders, very frequent deliveries…).
Finally, a review of the existing literature has made it evident that there is scarcity of scientific
literature written specifically on logistics processes in the HORECA channel.
3.4 Super Stockists:
Munesh Meena (2007) reported that Super Stockist is the person who keeps the stock on behalf of
the company. Gets fix margin for keeping it. It’s like a warehouse for company. Its job is to bill
the product as per the money received from the distributor, supply it to to distributor using a
transporter. The other characteristics of a CWLP & Super Stockists are same such as both of them
supply the product to the distributor & both of them have their own customer network.

13
3.5 Distributor:
A person who on behalf of the company distribute the products in market to retail outlet in the
designate area for him. He provides schemes to retailers, consumer promotions to retailers on
behalf of company. He hires sales man who goes to market, take orders, supply is done next day
on specific routes.
3.6 Comparison between CWLP (Cold Warehousing & Logistics Partner), Super Stockists
& Distributors
CWLP Super Stockists Distributors
Huge warehouses and reefer
vehicles in multiple locations
May or may not have warehouses/reefer
vehicles in only particular city or town
Has freezers,
rented/built small cold
rooms
Caters to many states and
Union Territories
Caters to multiple cities or towns
Caters to only a
town/village
The Relation between a CWLP
& Company is that of a
Business relationship
While the relation between Super
Stockists & Company is that of a Buyer
Seller Relationship
Must make advance
payment
No Advance Payment takes
place
But Super Stockists must make advance
payments to procure the product from
supplier
Contract system Receives fixed margin Receives fixed margin
No distribution agents under it
Has team of distribution
agents/distributors under itself
Has a team of one to
four delivery boys
Table 1: Difference between CWLP, Super Stockists & Distributor

14
CHAPTER 4
DATA PRESENTATION & ANALYSIS
4.1 Quantity of Prawns sold by a distributor in a year
A Survey regarding the Qty of Prawns sold in a year was carried out in each city. The aim of this
survey was to determine the Qty of prawns that a distributor is capable of handling and also to find
out the threshold limit of the distributors. Distributors purchase larger quantities than individual
consumers.
Quantity of Prawns sold
on an annual basis
Hyderabad Bangalore Kolkata Delhi Mumbai
30-35Ton 3 3 4 4 4
25-30Ton 1 1 1 0 1
20-25Ton 1 1 0 1 0
Table 2: Responses regarding Qty of prawns sold by a distributor
Source: Primary Data (Responses Received)
Inference: Most distributors dealing with frozen prawns sold around 30-35Tons on an annual
basis because most distributors cater to only a particular city or a locality due to which their
quantity is less compared to other intermediaries in the distribution channel
0
1
2
3
4
5
Graph 1: Quantity of Prawns sold by Distributors
30-35Ton 25-30Ton 20-25Ton

15
4.2 Margin received by a distributor for distribution from manufacturer
The aim of this survey is to find out the margin which is provided to the distributor in the frozen
food business. Margin (on sales) is the difference between selling price and cost. This difference
is typically expressed either as a percentage of selling price or on a per-unit basis. Manufacturers
need to know margins for almost all marketing decisions. Margins represent a key factor in pricing,
return on marketing spending, earnings forecasts, and analyses of customer profitability. Knowing
the margin is necessary for the manufacturer because allocating sufficient margin is necessary for
healthy distributor engagement in the distribution process and also to support the distributor to
cover their costs.
Expected Margin Hyderabad Bangalore Kolkata Mumbai Delhi
5-10% 4 3 2 2 4
10-15% 1 2 3 3 1
Table 3: Responses regarding margin received by a distributor
Inference: Most distributors dealing with frozen prawns received a margin of 5-10% which is the
most common margin given by various companies, because distributors also need to pay for
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Hyderabad Bangalore Kolkata Mumbai Delhi
Graph 2: Margin Received by Distributor
5-10% 10-15%

16
storage, Staff Keeping, electricity, delivery & various other utility costs so accordingly this margin
helps them in covering up all the incurred expenses and also receive a fair slice of profit.
4.3 Credit Policy followed by a distributor while buying from Manufacturer
The aim of this survey was to find out the general credit policy followed by the distributors while
buying from the manufacturer in the frozen food business and to know the exact reasons behind it.
Almost all the companies follow the same credit policy for the distributors.
Credit Policy Followed by
Distributors
On Credit 1 0 0 0 1
Advance 4 5 5 5 4
Table 4: Responses regarding Credit Policy followed by distributors
Inference: Most Distributors buy the products from manufacturer by paying in advance.
0
1
2
3
4
5
6
Graph 3: Credit Policy incase of Distributors
On Credit Advance

17
4.4 Quantity of prawns handled by a Super Stockists in a year
The aim of this survey is to find out the quantity handled by a Super Stockists and also to get a
brief idea regarding the threshold limit of a Super Stockists so that allocation of super stockists
can be done according to the quantity that is being consumed in a particular location.
Quantity of Prawns Handled
on an annual basis
300-350Ton 4 4 5 4 5
250-300Ton 0 1 0 1 0
200-250Ton 1 0 0 0 0
Table 5: Responses regarding quantity of prawns handled by a Super Stockists in a Year
Inference: Most Super Stockists handle around 300-350Tons of prawns on an annual basis
because Super Stockists generally cater to large number of customers not only on a particular city
but also to various other cities and also to distributors which are their own distributors so the
quantity handled by the Super Stockists is relatively higher compared to distributors
0
1
2
3
4
5
6
Graph 4: Qty of Prawns handled by Super Stockists
300-350Ton 250-300Ton 200-250Ton

18
4.5 Margin received by the Super Stockists for distribution from manufacturer
The aim of the survey was to find out the margin provided to Super Stockists. Generally the margin
provided to the Super Stockists is relatively high compared to distributors because a Super
Stockists Providing Proper margin to the Super Stockists is necessary to support healthy
engagement of Super Stockists in the distribution process and to also support the Super Stockists
to cover up their costs.
Margin Hyderabad Bangalore Kolkata Mumbai Delhi
20-25% 5 4 5 4 5
25-30% 1 1
Table 6: Responses regarding margin received by Super Stockists for distribution
Inference: Most Super Stockists receive a margin of 20-25% because Super Stockists cater to a
larger locality, such as an entire city or town. They also need to provide margins to distributors
which are appointed by the Super Stockists for distribution in various localities of a city or a town
and also pay various utility costs related to storage, transportation, staffing etc. so the margin given
to the Super Stockists is High Compared to Distributors
0
1
2
3
4
5
6
Graph 5: Expected Margin by Super Stockists
20-25% 25-30%

19
4.6 Credit Policy followed by a Super Stockists while procuring prawns from Manufacturer
The aim of this survey was to find out the credit policy followed by the Super Stockists. The Credit
Policy followed by the Super Stockists varies for some companies. While some companies provide
products or supplies on credit some provide supplies only after payment.
Credit Policy Followed by
Super Stockists
On Credit 2 1 0 0 2
Advance 3 4 5 5 3
Table 7: Responses regarding Credit Policy followed by Super Stockists while procuring from
manufacturer
Inference: Most of the Super Stockists procure prawns from Manufacturer by advance payment
and super stockists of various other companies buy prawns by paying in advance. This type of
credit policy has two major advantages. One is that the manufacturer instantly recovers its costs
while the other benefit is that the responsibility comes upon the distributor to sell the products as
soon as possible to get the return on investment back. This also ensures that the distributors also
put effort on making the sales possible rather than making them lazy and idle.
0
1
2
3
4
5
6
Graph 6: Credit Policy Followed in case of Super Stockists
On Credit Advance

20
4.7 Quantity of prawns handled by various Cold Chain Companies
This Survey included finding out the quantity of prawns handled by Cold Chain Companies. Some
example of various widely known Cold Chain Companies are Snow Man Logistics, Cold Care,
and Gubba. The Cold Chain Companies generally have very huge infrastructure of Cold Storages
and Reefer Vehicles around the length and breadth of the country which enables them to handle
huge quantities.
Quantity of Prawns
Handled on an annual
basis
Hyderabad Delhi Mumbai Kolkata Bangalore
2000Ton 4 4 4 5 5
1500Ton 1 1 0 0 0
1000Ton 0 0 1 0 0
Table 8: Responses regarding quantity of prawns handled by various cold chain companies.
Inference: Many Cold Chain Companies handle around 2000Tons of prawns in a year for various
manufacturers. Since this companies store, transport and supply prawns for various manufacturers
to the distributors and end customers so the quantity is quite high compared to super stockists and
distributor
0
1
2
3
4
5
6
Hyderabad Delhi Mumbai Kolkata Bangalore
Graph 7: Qty Handled by CWLP
2000Ton 1500Ton 1000Ton

21
4.8 Quantity of prawns consumed in a Hotel or Café
The aim of this survey was to find out the market potential of frozen prawns in various cities in
India. Generally various Hotel & Cafes have prawn recipes in their menu as Prawn dishes are one
of the most widely consumed dishes in India. Most Hotels and cafes procure both frozen and fresh
prawns. The data given below indicates the frozen prawn’s consumption in different cities of India.
Quantity of Prawns Consumed in
Hotels & Cafes on an monthly
basis
800-1600Kgs 1 1 1 1 1
400-800Kgs 3 3 4 4 3
200-400Kgs 1 1 0 0 1
Table 9: Responses of Qty of Prawns consumed in Hotel & Cafés on a monthly basis
Inference: In various Hotels & Cafes around 400-800Kgs of prawns are being consumed in a
month. This Qty only reflects the frozen prawn’s .Generally the proportion of frozen prawns to the
total quantity of prawns consumed is around 50%. Because most hotels and cafes also procure
fresh prawns
0
1
2
3
4
5
Graph 8: Qty of Prawns consumed in Hotels & Cafes
800-1600Kgs 400-800Kgs 200-400Kgs

22
4.9 Distribution Model for other companies having frozen prawns in their product
portfolio:
In the HoReCa Sector there are only two companies that have the highest market share in the
supply of prawns and those are IFB & Sumeru
Both this companies are old companies and have been in this business for a long time and also
both this companies are having a diversified product portfolio unlike ITC thus maximizing its
reach to different types of customers having different preferences.
The second factor is their Geographical Location. While Sumeru is having its Manufacturing
Facility in Cochin, IFB is having its manufacturing facility in Kolkata thus having different
conditions in comparison to ITC.
This analysis is done to have some understanding about the distribution model followed by some
successful brands in this business and so that this models can be implicated or used in the long run
by the company to gain success in the market.
There will be five scenarios for Sumeru & IFB starting from Hyderabad, Bangalore, Kolkata, Delhi
and Mumbai.

23
4.9.1 IFB:
Figure 3: IFB overall distribution model
Source: Primary Data
Inference: IFB it is having its Warehouses in each Geographical Region in the form of North,
South, East & West and has partnered with Snowman as its CWLP (Cold Logistics and
Warehousing Partner) for Delhi, Mumbai & Bangalore. In Kolkata IFB is having its own
processing plant from which the company directly supplies its product to its customers in the City
while for other East Indian cities IFB has appointed a Super Stockists that has a good infrastructure
setup of Warehouses & Reefer Vehicles in other cities of West Bengal, North-East, Delhi &
Hyderabad
From Bangalore, Kolkata, Delhi & Mumbai they directly cater to their clients located in other
cities through a network of Super Stockist and Distributors, in this way they minimize their
Warehousing Cost but since IFB always looks for pushing more volumes so their logistics cost
increases as from only one Central Warehouse they need to do delivery to clients situated very far.

24
4.9.1.1 Hyderabad:
Figure 4: IFB distribution model, Hyderabad
Inference: For Hyderabad, IFB’s CWLP is located on Bangalore so IFB has appointed a well-
known Super Stockists, Padmaja Marketing in Hyderabad to cater to the customers in
Hyderabad. Padmaja Marketing also caters to distributors located in Vizag & Vijayawada which
are the self-appointed distributors of Padmaja.
Total cold chain
costs as a % of SP
Super Stockists margins as % of SP
Cold Chain Logistics
as % of SP
Hyderabad 30 25 5
Table 10: IFB cold chain costs, Hyderabad
Inference: Cold Chain Logistics Cost Percentage to that of selling price is high as almost as 5%
because of the cost of transportation from Bangalore Warehouse of Snowman Logistics Limited,
to the Super Stockists in Hyderabad.
IFB Kolkata Snowman (Bangalore)
Padmaja Marketing
(Hyderabad)
Distributor
(Vizag, Vijayawada)

25
4.9.1.2 Bangalore:
Figure 5: IFB distribution model, Bangalore
Inference: The Snowman’s warehouse of IFB is located in Bangalore. For Bangalore, Mysore &
other cities in Karnataka there are company appointed distributors for supply. Since the markets
in Mysore & other tier 2 cities in Karnataka are not so huge so distributors are sufficient enough
to cater to those markets.
Total cold chain
costs as a % of SP
Distributors margins as % of SP
as % of SP
Bangalore 17 15 2
Table 11: IFB Cold chain Costs, Bangalore
Inference: The Cold Chain Logistics Cost Percentage to that of selling price is around 2% which
is less. This is because of the presence of Snowman Warehouse in Bangalore in which IFB Stock
their Prawns for supplying to distributors and customers in different cities of South India.
IFB Kolkata Snowman Warehouse
Distributors
(Bangalore)
Distributors
(Mysore, Mangalore)

26
4.9.1.3 Kolkata:
Figure 6: IFB distribution model, Kolkata & NE
Inference: The Factory of IFB is located in Kolkata so the company caters to its customers in
Kolkata directly from the factory itself. While for other East Indian cities having a huge population
& potential market such as Guwahati, Siliguri, Dimapur & Shillong, IFB has appointed Attrayee
Enterprises (Rajabazzar) as its Super Stockist which is a well-known Super Stockists in Kolkata
who also have their warehouses & reefer vehicles plying to the Northeast. Attrayee Enterprises is
also Super Stockists for other frozen prawn companies such as Al-Kabeer, Sumeru, Gadre Marine,
and Amalgamated Frozen Foods & West Coast.
Total cold chain costs as
a % of SP
Distributors & Super Stockists
margins as % of SP
as % of SP
Kolkata 16 15 (Distributors) 1
NE 26 25 (Super Stockists) 1
Table 12: IFB Cold Chain Costs, Kolkata & NE
Inference: The Cold chain logistics cost Percentage in case of Kolkata is almost negligible as 1%
to that of selling price as because for distribution in Kolkata, IFB is using their own company
vehicles rather than outsourcing while for distribution in North East Super Stockists Attrayee
Enterprises it is having its central warehouse in Kolkata itself so there is almost a negligible cost
of transporting the prawns from IFB Factory to the warehouse of Attrayee Enterprise.
IFB Plant Kolkata
Attrayee Enterprises
(Super Stockists)
Guwahati
Dimapur
Shillong
Siliguri
Distributors
(Kolkata)

27
4.9.1.4 Delhi:
Figure 7: IFB distribution model, Delhi
Inference: In the case of Delhi IFB is having its warehousing in Noida. From the Snowman’s
warehouses in Noida IFB supplies its products to company appointed distributors in Delhi & NCR.
While for other North Indian Cities with Huge Population and market such as Chandigarh & Jaipur
it has Puri & Sons which is a well-known Super Stockists in Delhi and who is also well known for
their services and good infrastructural setup of warehouses & reefer vehicles in the cities of Punjab,
Haryana & Uttar Pradesh. Puri & Sons are also the super Stockists for Sumeru which is a big rival
company of IFB.
Total cold chain costs as a
% of SP
Distributors & Super Stockists
margins as % of SP
as % of SP
Delhi 17 15 (Distributors) 2
Tier 2
Cities
27 25 (Super Stockists) 2
Table 13: IFB Cold chain costs, Delhi
Source-Primary Data
Inference: The Cold Chain Logistics cost percentage to that of selling price is low as almost as
2% because the Snowman warehouse is located in Delhi where IFB stock their material for
supplying to cities in North India while for the Super Stockists which is Puri & Sons is having its
Central Warehouse in Delhi so there is almost a negligible cost of transporting the prawns from
Snowman.
IFB
(Kolkata)
Snowman
(Delhi)
Distributors
(Delhi)
Puri & Sons
(Super Stockists)
(Chandigarh, Jaipur)

28
4.9.1.5 Mumbai:
Figure 8: IFB distribution model, Mumbai
Inference: In case of Mumbai IFB is having its Snowman Warehouse in Navi Mumbai. From
there it supplies the product to the IFB appointed distributors located all over the Mumbai City.
Whereas for catering to Pune, Aurangabad & Nagpur which are potential markets in Maharashtra,
IFB has appointed distributors.
Total cold chain costs
as a % of SP
Distributors margins as % of SP
as % of SP
Mumbai 17 15 2
Table 14: IFB Cold Chain Costs, Mumbai
Inference: The Cold Chain Logistics Cost percentage to that of selling price is almost as low as
2% because the Snowman Warehouse is located in Mumbai where IFB stock their material for
supplying to cities in West India.
IFB Plant
(Kolkata)
Snowman
Taloja
Distributors
(Mumbai)
Distributors
(Pune, Aurangabad, Nagpur)

29
4.9.2 Sumeru:
Figure 9: Sumeru Overall Distribution Model
Inference: Sumeru is having its factory in Cochin. For Delhi, Mumbai & Bengaluru Sumeru has
tied up with Schedulers Logistics since it has got very strong infrastructure for operations in this
locations. While for Hyderabad, & other tier 2 Cities the company has appointed various Super
Stockists to supply to its customers
Sumeru Plant
(Cochin)
Schedulers
Logistics
Mumbai
Bengaluru
Super Stockists
Kolkata
Delhi
Hyderabad
Other Tier 2
Cities

30
4.9.2.1 Hyderabad:
Figure 10: Sumeru Distribution Model, Hyderabad
Inference: In the case of Hyderabad Sumeru has tied up with Schedulers for warehousing and
logistics which is having a good networking of warehouses in Hyderabad. While for Upcountry
Distribution in other cities located in Telangana & Andhra Pradesh Region the company has tied
up with Shriram Distributors.
Table 15: Sumeru Cold Chain Costs, Hyderabad
Inference: The Cold chain logistics cost to the percentage of MRP is high as almost as 3% because
of cost of transportation from Schedulers Warehouse in Tumkur to Super Stockists in Hyderabad
Total Cold Chain
Costs as % of SP
Super Stockists Margin as % of
MRP
Cold Chain Logistics as
% of MRP
Hyderabad 29.9 27.1 2.9
Sumeru(Cochin)
Schedulers Warehouse
(Tumkur)
Shriram Distributors
Super Stockists
(Hyderabad)
Distributors
(Warrangal, Karim
Nagar)

31
4.9.2.2 Bangalore:
Figure 11: Sumeru Distribution Model, Bangalore
Inference: For Bangalore Sumeru directly supplies its stocks from the Schedulers Warehouse
which caters to the distributors in both Bangalore & Mysore. While for supplying to tier 2 cities
such as Mysore, Mangalore and Coimbatore it has appointed Linganand Enterprises as its Super
Stockists
Table 16: Sumeru Cold Chain Costs, Bangalore
Inference: The Cold Chain Logistics cost as percentage of MRP is low because the Schedulers
Warehouse is located in Tumkur where Sumeru stock its prawns for supplying to various
customers
Total Cold
Chain
Costs as %
of SP
Super Stockists + Distributors Margin as % of MRP
Cold Chain
Logistics as
% of MRP
Bangalore 25.8
13-Distributors (Bangalore) | 20-Super Stockists
(Linganand)
1.87
Sumeru
(Cochin)
Schedulers
(Tumkur)
Linganand Enterprises
(Super Stockists)
Distributors
(Mysore, Mangalore,
Coimbatore)
Distributors
(Bangalore)

32
4.9.2.3 Kolkata:
Figure 12: Sumeru Distribution Model, Kolkata
Inference: For Kolkata Sumeru has appointed Attrayee Enterprises as its Super Stockists for
distribution in cities in North Bengal and North East. It is the same Super Stockists appointed by
many major Frozen Food Companies for up country distribution to North East & North Bengal.
Total Cold Chain
Costs as % of SP
Super Stockists + Distributors
Margin as % of MRP
% of MRP
Kolkata 27.5 22.8 4.7
Table 17: Sumeru Cold Chain Costs, Kolkata | Source: Primary Data
Inference: The Cold Chain Logistics Cost % of MRP as high as almost 5% because Sumeru has
to transport the Prawns from Cochin to the Super Stockists, Attrayee Enterprises Central
Warehouse in Kolkata which is a very long distance
Sumeru
(Cochin)
Attrayee Enterprises
(Super Stockists)
Distributors
(Kolkata
Distributors
(Guwahati, Shillong,
Dimapur)

33
4.9.2.4 Delhi:
Figure 13: Sumeru Distribution Model, Delhi
Inference: In case of Delhi Sumeru has partnered with Puri & Sons which is also the Super
Stockists for IFB. Puri & Sons has got a strong infrastructure & network of warehouses and reefer
vehicles in major cities in North India.
Table 18: Sumeru Cold Chain Costs, Delhi
Inference: The Cold Chain Logistics cost % to that of MRP is as high as 6% because Sumeru
directly supplies the prawns from Cochin to Puri & Sons Central Warehouse in Delhi which is the
Super Stockists appointed for supplying in North India thus the distance factor leads to increase in
logistics cost.
Total Cold Chain Costs
as % of SP
Margin as % of MRP
% of MRP
Delhi 30.12 23.9 6.16
Sumeru
(Cochin)
Puri & Sons
(Delhi)
Distributors
Distributors
(Delhi)

34
4.9.2.5 Mumbai:
Figure 14: Sumeru Distribution Model, Mumbai
Source-Primary Data
Inference: In case of Mumbai also Sumeru is having Schedulers as its cold logistics Partner for
distribution within Mumbai to Sumeru Distributors. While for upcountry distribution it has
appointed Gen-Next Marketing as its Super Stockist to supply to distributors to other tier 2 cities
in Maharashtra such as Pune, Aurangabad and Nagpur.
Table 19: Sumeru Cold Chain Costs, Mumbai
Inference: The Cold Chain Logistics cost in case of Mumbai is low because the prawns are
supplied from Schedulers Warehouse located in Mumbai to the Gen Next Marketing Central
Warehouse along with Sumeru Distributors which are located in Mumbai thus the distance is very
less.
Total Cold Chain Costs
as % of SP
Margin as % of MRP
% of MRP
Mumbai 27.7 23.6 2
Sumeru
(Cochin)
Schedulers
(Mumbai)
Gen Next Marketing
(Super Stockists)
Distributors
(Pune, Aurangabad,
Nagpur)
Distributors
(Mumbai)

35
4.9.3 Comparison of IFB & Sumeru Distribution Models across India
Table 20: Comparison of IFB & Sumeru Distribution Model
IFB
Models
Followed
Sumeru
Models
Followed
Total Cold
Chain
Costs as %
of SP
Super Stockists +
Distributors Margin
as % of MRP
Cold Chain
Logistics as
% of MRP
Total Cold
Chain
Costs as %
of SP
Super
Stockists +
Distributors
Margin as %
of MRP
Cold
Chain
Logistics
as % of
MRP
Hyderabad 30 25 5
Super
Stockists-
Distributor
30 27 3
Super
Stockists-
Distributor
Bangalore 25 23 2
CWLP-
Super
Stockists -
Distributor
24 23 1.
CWLP-
Super
Stockists-
Distributor
Kolkata 24 23 1
CWLP-
Super
Stockists-
Distributor
30.12 23.9 6.16
Super
Stockists-
Distributor
Delhi 25 23 2
CWLP –
Super
Stockists-
Distributor
29.7 25 4.7
Super
Stockists-
Distributor
Mumbai 25 23 2
CWLP-
Super
Stockists-
Distributor
24 23 1
CWLP-
Super
Stockists-
Distributor
Inference: In the above given table it can be seen that the Super Stockists-Distributor Model has
higher Cold Chain Logistics Cost because in this model the manufacturer has to deliver the product
from manufacturers factory to the Super Stockists Warehouse through company vehicle or
outsourced reefer trucks unlike in the CWLP-Super Stockists-Distributor Model in which the Cold
Chain Company is involved in the delivery of the product from the manufacturers factory to the
Super Stockists or Distributor. It is to be noted that partnering with Cold Chain Companies help
the manufacturer to minimize cost of transportation.

36
4.10 Distribution Models for HoReCa Channel
After the study and analysis of various models of distribution followed by IFB and Sumeru, three
distribution models have been outlined for ITC ABD which are feasible and can be implemented
for distribution before arriving at any conclusion the three distribution models for the HORECA
channel identified from study will be briefly described along with its benefits and drawbacks.
The three distribution models outlined are:
Figure 15: Distribution Models Outlined
CWLP cum Super Stockists
cum Distributor Model
CWLP cum Distributor Model
Super Stockists cum
Distributor Model

37
4.10.1 CWLP cum Super Stockist cum Distributor Model
Figure 16: CWLP-Super Stockists-Distributor Model
Inference: The Geographical Scenario of India can be divided into North, South, and East & West.
CWLPs can be appointed in Delhi, Bangalore, and Kolkata & Mumbai which cater to this cities
While Super Stockist should be appointed to provide stocks to the distributors in tier 2 and tier 3
cities It will help in easier distribution in tier 2 and tier 3 cities where market potential doesn’t
exists The selection of warehouses and super stockists must be such that distance from Warehouse
to Super Stockists should be negligible
CWLP = Cold Warehousing & Logistics Partner
ITC
(Nellore)
Cold Star
(Delhi)
Super Stockists
Distributor
(Delhi)
Cold Star
(Mumbai
Super Stockists
(Pune, Indore)
Distributor
(Mumbai)
Cold Star
(Bangalore)
Super Stockists
(Hyderabad, Mysore)
Distributor
(Bangalore)
Cold Star
(Kolkata)
Super Stockists
(Guwahati, Siliguri)
Distributor
(Kolkata)

38
4.10.2 CWLP cum Distributor Model
Figure 17: CWLP-Distributor Model
Inference: This model will have lower logistics cost but higher warehousing costs as CWLP will
be located in each city. CWLPs are not allocated on a geographical basis but on the basis of market
size and market potential. This model involves appointing CWLPs and distributors in all the tier 1
cities. The Tier 2 cities are catered by distributors rather than Super Stockists which results in
appointing multiple distributors thus limiting market reach since distributor infrastructure is
limited and there are limits to the distributor’s expansion in terms of distribution in different cities
or towns which are emerging markets
ITC ABD
(Nellore)
Cold Care
Delhi
Distributor
(Delhi, Chandigarh, Jaipur)
Cold Care
(Mumbai)
Distributor
(Mumbai, Pune, Indore)
Cold Care
Hyderabad
Distributor
(Vizag, Vijayawada,
Hyderabad)
Cold Care
Bangalore
Distributor
(Bangalore, Mysore,
Mangalore)
Cold Care
Kolkata
Distributor
(Kolkata, Guwahati)

39
4.10.3 Super Stockists cum Distributors Model
Figure18: Super Stockists cum Distributors Model
Inference: In this model the costs of logistics is high and also the customer establishes business
relationship with only the Super Stockist. The manufacturer does not participate in the billing and
payment processes with customer. The Super Stockist delivers product to the customer or
customers come directly to the Super Stockist. The Super Stockist would receive the consignment
under a contract or agreement like high credit thus the manufacturer loses control over the end
customer. For billing and payment manufacturer carries out a monthly inventory of the Super
Stockists warehouse. This model reduces the visibility of the process for the manufacturer

40
4.10.4 Comparison of the models
Distribution Model
Lower Logistics
Cost
Greater Access to
Tier 2 & 3 Markets
High
Traceability
Contact with
end customer
CWLP - Super Stockists
- Distributors
50 60 60 50
CWLP - Distributor 47 20 30 40
Super Stockists-
Distributor
3 20 10 10
Table 21: Comparison of different distribution models
Inference: Most of the respondents gave preference to CWLP-Super Stockists-Distributors
model in terms of above given factors
Inference: Thus the CNF-Super Stockists-Distributors model is the most preferred and reliable
model in terms of contact with end customer, high traceability, greater access to tier 2 & 3
markets and lower logistics cost
0 10 20 30 40 50 60 70
Lower Logistics Cost
Greater Access to Tier 2 & 3 Markets
High Traceability
Contact with end customer
Graph 9: Comparison of the distribution models
Super Stockists- Distributor CNF - Distributor CNF - Super Stockists - Distributors Model

41
4.11 Operational Variables and Selection Guide of the Model
After outlining the distribution models for ITC ABD there is a need to provide proper justification
as well as logical reason to select the most proper distribution model with respect to various factors.
So at least seven operational variables have been selected as important in determining the
appropriate distribution model for HoReCa (Ponce Cueto, Eva María, and Ruth Carrasco Gallego,
2009).
Those variables are:
 Order and supply frequency
 Order size
 Product shelf life (Product Shelf Life, Sell-by date)
 Defined service quality
 Delivery requirements
 Order Capture
While the distribution models are:
 CWLP cum Super Stockists cum Distributor Model
 CWLP cum Distributors Model
 Super Stockists cum Distributors Model
The above given variables will be compared with the different distribution models that have been
identified before in the study thus giving an explanation about the possible scenario for the
respective distribution models against those variables

42
4.11.1 Order Frequency
The term Order Frequency is defined as the average period of time that elapses between the orders
of a particular customer.
So in terms of order frequency the comparison shows that:
CWLP cum Super Stockist cum Distributor: The order frequency is predetermined and the
customer takes the initiative in placing the order thus a stable order frequency helps to minimize
the logistics cost of the manufacturer.
CWLP cum Distributor: Similar in the matter of order frequency & logistics cost
Super Stockist cum Distributor: The Order Frequency varies between daily orders to weekly or
monthly so it can be seen that there is no stability in the order frequency thus leads to the increase
of logistics cost for the manufacturer.
Some factors that may influence the frequency with which customers place orders are the
HORECA customer’s storage facility capacity or obsolescence (sell-by dates, perishability,
durability) of the product concerned.
Order Frequency/Month Weekly According to Customer Needs
CWLP-Super Stockists-Distributor 50 10
CWLP-Distributor 40 30
Super Stockists 10 70
Table 22: Responses Regarding Order Frequency/Month for various distribution models
Inference: In terms of weekly order frequency, most respondents preferred CWLP-Super
Stockists-Distributor model while for order frequency according to customer needs most
respondents selected the Super Stockists distributor model

43
CWLP -SUPER
STOCKIST -
DISTRIBUTOR
CWLP-
DISTRIBUTOR
SUPER
STOCKIST -
DISTRIBUTOR
Order Frequency/Month Weekly Weekly
According to
Customer Needs
Table 23: Order Frequency/ Month for different distribution models
Inference: Thus from the above comparison, it can be said that the CWLP-Super Stockists-
Distributor & CWLP-Distributor has stabilized order frequencies which ultimately lowers its
logistics cost.
4.11.2 Order Size
In terms of order size the comparison shows that:
CWLP cum Super Stockist cum Distributor: The Order Size is high because of presence of two
levels of intermediaries’ i.e Super Stockists & Distributors
CWLP cum Distributor: The order size in this model is same as that of the first case.
Super Stockist cum Distributor: The Order Size in this model is not huge because as discussed
in the previous variable the order frequency varies along with size. So there is great uncertainty in
case of order size.
Order Size/Month 4 Pallets 2 Pallets
CWLP-Super Stockists 70 10
CWLP-Distributor 30 40
Super Stockists – Distributor Nil 50
Table 24: Responses Regarding Order Size/Month for various distribution models
Inference: Most of the Respondents preferred CWLP-Super Stockists Model in terms of the
high order size of 4 Pallets while for that of low order size of 2 Pallets most respondents
preferred Super Stockists-Distributor Model

44
CWLP - SUPER
STOCKIST -
DISTRIBUTOR
CWLP -
DISTRIBUTOR
SUPER
STOCKIST-
DISTRIBUTOR
(Case 3)
Order Size
(Pallets)/Month
4 Pallets (High) 2Pallets (Low) 2Pallets (High)
Table 25: Order Size for Different Distribution Models
Inference: Order Size is high in case of CWLP-Super Stockists-Distributor compared to the
other models because of the presence of higher number of intermediaries compared to the other
models
4.11.3 Deadline for Deliveries (Product Shelf life, Sell by Date)
Deadline for Deliveries is defined as the remaining product shelf life when the product has been
received by the customer or HORECA distributor.
In terms of Deadline for Deliveries the comparison shows that:
CWLP cum Super Stockist cum Distributor: The deadline for delivery in this model increases
as it moves through a multiple number of intermediaries but nonetheless the product gets sold
before it attains the deadline because it moves through multiple channels.
CWLP cum Distributor: The deadline for deliveries increases since the stock is sometimes
stuck at the distributors end.
Super Stockist cum Distributor: The deadline for deliveries can increase or decrease it depends
upon the customers ordering frequencies.
Deadline for Deliveries Low High
CWLP - Super Stockists-Distributor 55 30
CWLP - Distributor 40 30
Super Stockists - Distributor 5 40
Table 26: Responses Regarding Deadline for Deliveries for various distribution models

45
Inference: Most respondents preferred CWLP-Super Stockists model in terms of low possibility
of products reaching deadline before getting sold while in the case of Super Stockists-Distributor
most respondents agreed that there is a little bit of high possibility of products reaching deadline
for deliveries.
CWLP-SUPER
STOCKIST-
DISTRIBUTOR
CWLP -
DISTRIBUTOR
SUPER
STOCKIST-
DISTRIBUTOR
Deadline for Deliveries
Low Possibility
Medium
Possibility
Medium Possibility
Table 27: Deadline for Deliveries for different distribution models
Inference: In CWLP-Super Stockists-Distributor Model the instances of products reaching their
expiry date for delivery to the end customer is extremely low. There is a very less possibility of
the product to be not getting sold if proper FIFO is maintained by all the intermediaries.
4.11.4 Service Quality
The Service Quality is defined as the measure of the degree of fulfillment of the level of service
agreed to with each HORECA customer using the percentage of references/lines of orders
delivered on time. The importance of this variable reflects not only the service quality offered to
the customer, but also if this service quality is directly controllable by the manufacturer. Generally,
HORECA customers demand a high degree of service quality.
Service Quality Timely Delivery Late delivery
Table 28: Responses Regarding Service Quality for various distribution models

46
Inference: Most of the respondents agreed that the CWLP-Super Stockists-Distributor model
has more timely delivery possibility while in case of Super Stockists-Distributor model most
respondents agreed that late delivery is more.
CWLP cum SUPER
STOCKIST cum
DISTRIBUTOR
CWLP cum
DISTRIBUTOR
SUPER
STOCKIST cum
DISTRIBUTOR
Service Quality High Medium Low
Table 29: Service quality for different distribution models
Inference: Here timely delivery is more on the CWLP-Super Stockists-Distributors Model
because CWLP & Super Stockists have a huge infrastructure of reefer vehicles and warehouses
that ensures a good service quality whereas the other models lack that advantage where only either
the CWLP or Super Stockists is having huge infrastructure.
4.11.5 Delivery Requirements
In many instances HORECA customer may agree to a set of requirements or restrictions that
should be fulfilled at the time of delivery, such as set receiving times, unloading by the
manufacturer (need for maintenance) or refrigeration.
Delivery Requirements Fulfilled Not Fulfilled
Table 30: Responses Regarding Delivery Requirements for various distribution models
Inference: Most respondents agreed that delivery requirements are mostly fulfilled by the CWLP-
Super Stockists-Distributor Model while in case of Super Stockists-Distributor model in most
instances the delivery requirements are not fulfilled.

47
CWLP - SUPER
STOCKIST -
DISTRIBUTOR
CWLP-
DISTRIBUTOR
SUPER
STOCKIST -
DISTRIBUTOR
Delivery Requirements Yes No No
Table 31: Delivery Requirements for Different Distribution Models
Inference: In many instances CWLP-Super Stockists-Distributor Model is able to fulfill the
Delivery Requirements of the customer because CWLP and Super Stockists have a huge
infrastructure of reefer vehicles and warehouses that the delivery requirements are fulfilled
whereas the other models lack that advantage where only either the CWLP or Super Stockists is
having huge infrastructure.
4.11.6 Order Capture
In terms of Order Capture the comparison shows that:
CWLP cum Super Stockists cum Distributors: Two levels of order capture are present in
CWLP-Super Stockists-Distributors model which are Super Stockists and distributor
CWLP cum Distributors: In this case there is only one level of order capture that takes place
starting from CWLP to Distributors.
Super Stockist cum Distributors: In this case also there are two levels of order capture that takes
place which happens at the Super Stockist level & distributor level.
Order Capture High Low
CWLP – Distributor 40 30
Super Stockists – Distributor 20 40
Table 32: Responses Regarding Order Capture for various distribution models
Inference: Most Respondents agreed that the CWLP-Super Stockists-Distributor Model has
higher order capture while Super Stockists-Distributor Model has lower level of order capture

48
CWLP cum SUPER
STOCKIST cum
DISTRIBUTOR
CWLP cum
DISTRIBUTOR
SUPER
STOCKIST cum
DISTRIBUTOR
Order Capture
(Number of levels)
3 2 2
Table 33: Order Capture for different Distribution Models
Inference: The CWLP-Super Stockists-Distributor Model & Super Stockists-Distributor
Model has higher level of order capture because there are two levels of order capture that takes
place which happens at the Super Stockist level & distributor level.

49
4.12 Study and Analysis of different modes of supply to ITC Hotels
ITC ABD prefers to deliver the prawns to ITC Hotels directly rather than outsourcing to any
external person. The Company relies on direct delivery from Anjaneya Sea Foods, Nellore to ITC
Hotels via bus, train or reefer vehicle. SKUs for ITC Hotels are also different along with product
requirement and also the hotels only procure when required for thus delivery orders can arrive any
time. Quantity is also very minimum in a one time delivery which may happen just once or twice
in a week.
4.12.1 Quantity of Prawns consumed in ITC Hotels in a month
Cities Hyderabad Bangalore Kolkata
Gurgaon
Delhi
Mumbai
ITC Hotels Kakatiya Kohenur Windsor Galleria Sonar
Grand
Bharat
Maurya
Grand
Central
Maratha
Quantity of Prawns
Consumed in ITC
Hotels
Per Month
(In Kgs)
100 80 150 100 800 48 735 86 100
Total 180 250 800 783 186
Table 34: Qty of prawns consumed in ITC Hotels
Inference: The above given table shows the quantity of prawns consumed in ITC Hotels in
different locations in a month. The quantities are stable in the entire part of the year except during
festive seasons when the quantity increases or decreases.

50
4.12.2 Replenishment Stock Ordered & Frequency of Order
Cities Bangalore Hyderabad Kolkata Gurgaon & Delhi Mumbai
ITC Hotels Windsor Gardenia Kohenur Kakatiya Sonar
Grand
Bharat
Maurya
Maratha
Grand
Central
Replenishment
Stock Ordered
Every Month (In
Kgs)
200 300 200 300 900 400 900 200 200
Frequency of Order Once in a Week Once in a Week
Once in a
Week
Once in
a Week
Once in
a Week
Once in a Week
Table 35: Replenishment Stock Order Qty & Frequency of Order
Inference: The above given table shows the replenishment stock along with the frequency of
order. The product is transported by packing it with dry ice in thermocol boxes which has almost
weight of around 4o Kgs. A C&F Agent appointed by the hotels picks up the boxes from the
railway station or bus stand and transports it to the premises of the hotel
4.12.3 Nellore – Hyderabad ( ITC Kakatiya & Kohenur) | Bangalore (ITC Windsor
Galleria)
Bus or by road is the most easiest and efficient of transportation and since frequent buses available
there is a less possibility of any mishandling of the product as there is sufficient time for loading
& unloading of boxes. Journey by trains take around more time and punctuality or timely delivery
is a major concern .There is a bit of loading & unloading problem regarding the boxes because the
trains have a stoppage time of only 5 minutes which is a short time period for loading around 5-8

51
boxes in a time in between a huge rush. Unlike in the bus where there is enough time for loading
and unloading of boxes. Care must be taken while transporting the boxes through bus so that they
are not exposed to Sunlight, Wind or Rain.
4.12.4 Nellore-Kolkata (ITC Sonar)
From Nellore to Kolkata bus transportation is not available but frequent express high speed trains
from Nellore to Kolkata are available which are having a journey duration of at least 24 hrs. ITC-
ABD is having its own factory in Kolkata i.e. Calcutta Sea Foods which is having its own Cold
Rooms in the factory itself. So a safety stock can be stored in Calcutta Sea Foods to replenish the
stock in ITC Sonar during emergency or delay in delivery.
4.12.5 Nellore – Delhi (ITC Maurya & Grand Bharat) | Mumbai (ITC Maratha & Grand)
The distance between Nellore to Delhi is even more than that of Kolkata and the duration of the
journey is also high. There are neither trains nor buses plying between this Nellore to Delhi &
Mumbai. Reefer vehicle with part load service is a feasible option with duration of 8 days. As an
alternative safety stock stored in Calcutta Sea foods can be sent to Delhi in case of emergency,
duration of journey is 18 hrs by trains from Kolkata. Reefer vehicle is the only option for Mumbai

52
4.12.6 Comparison of different modes of transportation (bus, train & reefer vehicle)
Quantity
Considered
(1 Box = 40 Kg)
Nellore to
Hyderabad
Nellore to
Bangalore
Nellore to Kolkata Nellore to Delhi Nellore to Mumbai
Preferred Mode
of Transport
Duration
(In Hrs)
Costs
Incurred
(In Rs)
Duration
(In Hrs)
Costs
Incurred
(In Rs)
Duration
(In Hrs)
Costs
Incurred
(In Rs)
Duration
(In Hrs)
Costs
Incurred
(In Rs)
Duration
(In Hrs)
Costs
Incurred
(In Rs)
Bus 8 150 8 150
Not
Available
Not
Available
Not
Available
Not
Available
Not
Available
Not
Available
Train 10 70 10 70 25 194 33 238
Not
Available
Not
Available
Reefer Vehicle
(Part Load)
Min Charges
for 750Kgs
48
(2 Days)
840
96
(4 Days)
880
192
(8 Days)
1120
192
(8 Days)
1200
96
(4 Days)
1000
Table 36: Comparison of different modes of transportation | Source: Primary Data
Inference: The above given table shows the comparison of the different modes of transport from
Nellore to different locations alongside featuring the charges, duration of transportation and
availability.

53
CHAPTER 5
RESULTS, SUGGESTIONS & CONCLUSIONS
5.1 Results
After the operational variables are defined that helps a company identify which distribution model
is more appropriate according to their needs, a selection guide is proposed (main contribution of
this study). The selection guide is actually a decision matrix that will help ITC ABD in comparing
all the six variables discussed in chapter 4.11 with the distribution models that have been discussed
in chapter 4.10. It will help in providing the proper justification for selecting the appropriate
distribution model. The Decision Matrix summarizes the aspects that have been analyzed
previously. It is meant to serve as a selection guide for ITC ABD which operates in the HORECA
channel The operational variables defined in the study and the assessment of each of them have
been given. Thus, manufacturer can choose which of the three models best suits their needs,
compilation of all the tables has been made in to one single table to make it easier to do the
comparison.
CWLP cum SUPER
STOCKIST cum
DISTRIBUTOR
CWLP cum
DISTRIBUTOR
SUPER
STOCKIST cum
DISTRIBUTOR
Order Frequency Weekly Weekly
According to
Customer Needs
Order Size (Pallets) 4 Pallets (High) 2 Pallets (Low) 2 Pallets (Low)
Deadline for Deliveries
Low Possibility
Medium
Possibility
Medium
Possibility
Service Quality High Medium Low
Delivery Requirements Yes No No
Order Capture
(Number of levels)
2 1 2
Table 37: Decision Matrix

54
The analysis of the selected operational variables leads us to conclude that the CWLP cum SUPER
STOCKIST cum DISTRIBUTOR will be the most appropriate model for ITC ABD to follow after
the analysis of all the variables
The advantages of the CWLP cum SUPER STOCKIST cum DISTRIBUTOR Model outweigh its
disadvantages which makes it the most appropriate and feasible distribution model to be followed
in case of ITC ABD
Less Quantity and Easier Market Penetration along with lower Logistics & Warehousing costs are
the three most basic conditions that can be achieved if CWLP cum SUPER STOCKIST cum
DISTRIBUTOR MODEL is being used .CWLP cum SUPER STOCKIST cum DISTRIBUTOR
MODEL is also applicable for frequent and small orders, whereas other models usually implies
larger volume orders. The CWLP cum SUPER STOCKIST cum DISTRIBUTOR MODEL will
also provide greater market reach and accessibility to various new markets emerging in tier 2 and
tier 3 cities in India. The CWLP cum SUPER STOCKISTS cum DISTRIBUTOR MODEL is the
most appropriate model in terms of high contact with end customer, high traceability, greater
access to tier 2 & 3 markets and lower logistics cost.
Manufacture sales through a Super Stockist are the most appropriate when the manufacturer has
difficulties in reaching the end customer, whether this is due to low frequency of orders or because
of the high logistics costs involved in reaching the customer. If the manufacturer wishes to directly
control the level of the logistics services offered to the customer it is necessary to turn to the CWLP
cum Distributors but if the fulfillment of delivery requirements imposed by the customer
(schedule, accessibility, maintenance, etc.) is its main agenda then it is better to go distribution via
SUPER STOCKIST.
The Super Stockist sales model implies a high hidden cost: loss of visibility and the manufacturer’s
loss of control over the HORECA market. The high logistics costs in this channel cause many
manufacturers to contract logistics operators or to use Super Stockists for the physical distribution
of their products. The latter can attain economies of scale, by, for example, grouping orders.

55
5.1.1 Most Effective mode of transportation for supply to ITC Hotels
Quantity
Considered
is 40Kg
Effective mode of
transportation
Duration
Costs
Incurred
Alternatives Considered
Nellore to
Hyderabad
Bus 8 Hrs Rs 150 Nil
Nellore to
Bangalore
Bus 8 Hrs Rs 150 Nil
Nellore to
Kolkata
Train 24Hrs Rs 194 Safety Stock in Calcutta Sea Foods
Nellore to
Delhi
Reefer Vehicle
(Part Load)
8 Days Rs 1200
Safety Stock in Calcutta Sea Foods to be
utilized for delivery in case of urgency,
duration will take 18hrs through trains
Nellore to
Mumbai
Reefer Vehicle +
Hiring a
Warehouse
(Part Load)
4 Days
Rs 1000 +
Rs
1720/Month
Hiring a warehouse for storage of safety
stock at Mumbai for
1 pallet = 650Kgs
Table 38: Most effective mode of transportation to ITC Hotels
Inference: The above given table shows the most effective transportation for different routes along
with the duration of journey, charges and alternatives or options that have been considered. In case
of Hyderabad & Bangalore no alternatives have been considered because the duration of journey
from Nellore to this cities is very minimum whereas with respect to Kolkata, Delhi & Mumbai
considering the distance factor some alternatives has been given.

56
5.2 Suggestions
While implementation of any model it is necessary to critically analyze all the factors. In this case
there are two major factors in CWLP& Super Stockist While we all know, what CWLP& Super
Stockist is but what we don’t know is their selection criteria.
There are many CWLP that are available in major cities of India that have the capability to offer
faster & efficient services. But there are some Selection Parameters that can be used while selecting
a perfect CWLP & Super Stockist.
The Parameters to be followed are:
Appointing a single CWLP with National Infrastructure Setup:
Before selecting any CWLP subsequent research must be done regarding the CWLP such as its
present client base, feedback from the present clients regarding their service and analysis of their
infrastructure across the length and breadth of the country i.e. whether the CWLP is having desired
number of reefer vehicles and warehouses in all the locations in India.
Reach to Nook and corners of the country:
The CWLP must have a nationwide presence with the reach to nook & corners of the Country.
Now this criteria is the most important to follow because the longer the reach of the CWLP the
more easier for it is to reach the Super Stockist thus minimizing the problems of the Super Stockist
Appointing a Single CWLP for all locations:
Having a Single CWLP for all locations not only helps to re-negotiate the Costing but also reduces
the problems of multiple handling which arises if the logistic or the warehousing agent is different.
Also when there is a single CWLP then communication through one person in the company does
the job thus also saving the time & energy of communicating with multiple persons when any
problem arises related to the COLD CHAIN COMPANIES.
Advanced Infrastructure Facilities:
The presence of infrastructure of International Standards such as Docking Area, Ante Cold Room,
Automated Pallet handling Machines & Online Temperature & Inventory Checking. Thus not only

57
Infrastructure but also this kind updated technology must be present which helps to maintain the
transparency about the stock thus helping the Manufacturer to do the traceability of the stock
whenever & wherever they want without wasting any time on phone calls and log reports thus
saving time & energy for the manufacturer.
It has to be noted that the same criteria applies for the Super Stockist as well but on the lesser part
of the Super Stockist because the main job of the Super Stockist is to make sales and the Super
Stockist is selected on the basis of the volume of the trade it can do but the infrastructure mentioned
in the above paragraph can be taken as a Primary Criteria.

58
5.5 Limitations
 Some intermediaries were reluctant to share information.
 Many intermediaries were out of station and were busy so appointment was not available
 Due to time constraint many intermediaries could not be contacted
5.6 Conclusion
The overall experience of internship in ITC ABD Ltd. was very good. ITC ABD Ltd. provided me
a great opportunity to look outside the close world and feel the enjoyment of fresh air. In internship,
I went to Hyderabad, Mumbai and Delhi which were, an unknown place to me where nobody knew
me. I went to many cold rooms, distributors and offices to collect information regarding my
project. Most of the people were very supportive. After interacting with different stakeholders in
the industry, I was able to get an overall understanding about how things operate. A lot of valuable
insights from experienced and on field personnel helped me analyze the findings critically. The
ideas which I felt will be beneficial for ITC in the near future have been suggested in the report.
Hence to summarize, the HoReCa market of in India is growing day by day with the entry of
International Hotel, Restaurant & Café Chain and also with the birth of Local & Regional Hotels,
Restaurants & Cafes. The HoReCa Segment is considered to be a very different market than other
domestic channels because of its low quantity & Superior Service demand which further makes it
more challenging but the HoReCa Market also has a great amount of sales potential and in a
Country Like India where the income of the people is growing day by the day the volume of the
HoReCa market is expected to grow and to sustain in this market a innovative & customized
distribution network is required to meet the low quantity & good service conditions.
ITC has a plenty of potential to business to move ahead in the HoReCa market provided that there
needs to be some revisions and amendments in operation and infrastructure available.

i
ANNEXURE & BIBILIOGRAPHY
ANNEXURE 1
QUESTIONNAIRE
1. Name :
2. Address :
3. Contact No :
4. Nature of Distributorship : General trade Modern Trade Retail
5. How long you are into this business:
6. How much amount per year you spent on (Rs.)
a) License fees .............................
Cost of Ice
Cost of Transport
b) Office Rent ............................
c) Electricity charges ............................
d) Labour charges .............................
e) Packing and Grading charges .............................
f) Storage charges .............................
g) Wastage .............................
h) Others, Please Specify ............................
Total ............................
7. What is your total volume of business for last three years?
Year 2014-2015 2015-2016 2016-2017
Total Volume of Business
8. Which type of frozen food products do you sell?
Fruits
Meat Products
Marine Products
Vegetables
Value added products
Others Pls. Specifics

ii
9. Do you think that the distributors are being neglected from todays?
Market structure of business? Yes No
If Yes, Specify Reasons for the same:
1. 3PL’s
2. Competition
3. Less profit margin
4. Direct sale from manufacturers to retailers
5. Others if any Pls Specify__________________________________
10. Are you a dealer of any company? Yes No
If Yes:
(a) In which year did you obtain the dealership:
(b) Name of the company for which you are a dealer:
(c) Do you sell other company’s products as well: Yes No
(d) If yes, Please name them:
(e) From which year did you start selling other company’s products & Why:
11. Do you have storage facility? Yes/ No
12. If not, how do you arrange storage:
13. Do you encounter any problems related to Storage? Yes No
If Yes:
a) High storage charges
b) Lack of sufficient storage space
c) Lack of scientifically maintained godown
d) Frequent power failure
e) Any others:
14. What problems do you normally face in distribution of frozen products?
a) Lack of continuous supply
b) Inadequate quantity
c) Lack of good quality
d) Lack of storage
e) Lack of transportation

iii
h) Grading and packing
i) Hygiene & quality Standards
15. How do you purchase your products?
% of Purchase
In Cash In Credit
16. Do you allow credit facility to your customers? Yes/No
If Yes’ what is the period of credit allowed and the rate of interest charged if any:
17. Whom do you sell your product to? Answer in %
Retail Chains
Standalone
Stores
HoReCa End Customers
(a) Do you do retail business in your shop? Yes No
If Yes, When did you start retailing? and why:
18. Proportion of sale in Retail
Types Percentage Types Percentage
Veg Items Chicken items
Non Veg Items Prawn items

iv
19. Proportion of sells in HoReCa
Types Percentage Types Percentage
Veg Items Chicken Items
Non Veg Items Prawn Items
20. How do you sell your products?
% of Sale
In Cash In Credit
21. What is your actual recovery period?
22. In your opinion what are the problems faced by distributors in the business? {Please
tick your answer}
1. Low rate of return on investment [ ]
2. Cut-throat Competition [ ]
3. Heavy duties and taxation [ ]
4. Local Companies [ ]
5. Ignorance from manufacturers by avoiding middlemen [ ]
6. Increasing number of Shopping malls [ ]
7. Non availability of labor [ ]
8. Others, pls specify _____________________________________
Please fill the above table for Retail
Brand Godrej McCain IFB Sumeru
Species Bla
ck
Tig
er
Vanna
mei
Scamp
i’s
Bla
ck
Tig
er
Vanna
mei
Scampi
’s
Bla
ck
Tig
er
Vanna
mei
Scampi
’s
Bla
ck
Tig
er
Vannam
ei
Scam
pi’s
Rate/Kg
Most
Preferred
Grade

v
BIBLIOGRAPHY
(1)HoReCa
 Accenture-AECOC. Report “Challenges and opportunities of the HORECA Canal supply
chain”. October, 2004.
 Aman, Asad, and Gillian Hopkinson. "The changing structure of distribution channels in
Pakistan." International Journal of Retail & Distribution Management 38.5 (2010): 341-
359.
 Cooper, M., Douglas, L., J.D. Pagh, “Supply Chain Management: More than a New Name
for Logistics”, the International Journal of Logistics Management, Vol. 8, No. 1, pp. 1-14,
1997.
 IBM Global Business Services. “Models of distribution in the HORECA channel ".
Presentation CEL Working Group-The future of the Canal HORECA in Spain. November
2006.
 Lee, H.L., S. Whang, “Winning the last mile of e-commerce”. MIT Sloan Management
Review, Vol. 42, No. 4, pp. 54-62, 2001
 LogiRest (Logistics services for HORECA channel) URL (Consulted in March 2008):
http://www.logista.es/LogistaWeb_v2/interior1.asp?I D_Pagina=154
 Ongkunaruk, Pornthipa, and Ajchara Kessuvan. "A study of large scale food services best
practices in Thailand: A case study of HORECAs." Service Systems and Service
Management (ICSSSM), 2013 10th International Conference on. IEEE, 2013.
 Ponce Cueto, Eva María, and Mohammad Mahdi Zarei. "Analyzing the Impact of
Consumer Tendency in HORECA Distribution Models." (2014): 388-395.
 Ponce Cueto, Eva María, and Ruth Carrasco Gallego. "Distribution models for logistics in
HORECA channel." (2009).
 Renko, Sanda. "How new consumers’ consumption patterns caused changes in food
distribution channels in Croatia." Journal of Food Products Marketing 20.5 (2014): 533-
547.

vi
(2) Super Stockists
 Ahmed, Salma. "SUPPLY CHAIN LESSONS FOR THE NEW MILLENIUM: A CASE
OF MICROMAX INFORMATICS." Integral Review: A Journal of Management 5.2
(2012).
 Jha, Ashish K., et al. "Transforming."
 Sathyanarayana, S., and R. Ganesh. "Rural retail management." Journal of Contemporary
Research in Management 3.3 (2012): 81-99.
(3) Distributor
 Hamilton, Shane. "The economies and conveniences of modern-day living: Frozen foods
and mass marketing, 1945–1965." Business History Review 77.1 (2003): 33-60.
 Heil, Oliver, Paul Geroski, and Tassos Vlassopoulos. "The rise and fall of a market leader:
Frozen foods in the UK." Strategic Management Journal 12.6 (1991): 467-478.
 Kennedy, Christopher J., ed. managing frozen foods. Elsevier, 2000.

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