Project pom 2

SUPPLY CHAIN & PRODUCTION
MANAGEMENT
ENGLISH BISCUITS
MANUFACTURERS (PVT) LTD
CONTENTS

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Topic Page
History............................................................................................................................3
Corporate Profile............................................................................................................3
SCM at EBM.................................................................................................................4
Business Process ...........................................................................................................5
Business Process Stages................................................................................................6
Working Criteria............................................................................................................7
How Biscuits are made..................................................................................................8
Material Management (Supply Chain) Department.......................................................9
Finance Department.......................................................................................................10
Production Department ..................................................................................................11
Types of Biscuits............................................................................................................12
Production Process........................................................................................................12
MIS Department.............................................................................................................14
Quality Assurance & Development Department............................................................15
Marketing & Sales Department......................................................................................15
Engineering Department ................................................................................................17
Production Process at CLF............................................................................................17
Conclusion......................................................................................................................18
Suggestions/Recommendations......................................................................................19
Annexure 1 RSF............................................................................................................21
Annexure 2 Production Planning Report at CLF ..........................................................25

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ENGLISH BISCUITS MANUFACTURERS (PVT) LTD
HISTORY
English Biscuit Manufacturers (Private) Limited was established as a joint venture company in
1965 with the name of Peek Freans Pakistan Limited. In 1966, the UK sponsor company was
renamed Associated Biscuits International Limited (ABIL), while the venture was renamed
English Biscuit Manufacturers (Private) Limited (EBM), which stands to date.
CORPORATEPROFILE
EBM started manufacturing and marketing the world famous Peek Freans range in 1967 in order
to provide Pakistani consumers with nutritious and hygienically packed biscuits of the highest
quality.
True to its corporate claim, 'The Legend Leads', EBM has led the biscuit industry in Pakistan for
more than 48 years by playing a pioneering role in providing innovative and high quality biscuits
for every taste bud.
EBM is the only Company in the industry to have achieved recognized international
certifications pertaining to quality control, environmental management system and human
resources management, including ISO 9001:2000, ISO 14001:2004, HACCP certifications.
The sales of the company have been increasing with the passage of time. The company,
recognizing the increased demand of EBM’s biscuits, decided to give extension to the plant.
At start (1967), there was only one plant (line) and now 9 lines are working at Karachi. The
EBM has also installed 5 plants (lines) at HATTAR, named Coronet Food Ltd (CFL), a
subsidiary company of EBM. Total 14 lines are being used now for the production purpose.
In mid 90’s CONTINENTAL BISCUITS (LU) emerged as the biggest ever competitor in the
biscuit industry and achieved a big market share which they held for almost 7 to 8 years. But
EBM’s strong planning, management and rational decision making took back the market. Since
then, EBM has been growing fast and has left its competitor far behind.

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SUPPLY CHAIN MANAGEMENT AT EBM
EBM’s supply chain process is comprised of a series of interdependent steps and starts with the
collection of raw materials and ends with packaged brands on customer's shelves. The Supply
Chain Management at EBM ensures that appropriate quality standards are upheld and maintained
at each link in the chain.
The supply chain at EBM comprises the following areas:
 Forecasting
 Planning
 Manufacturing
 Deployment
 Distribution
 The consumer / shopper
Forecasting
Forecasting is a vital element of the business, and can be defined as an unconditional statement
of demand of biscuits. Simply put, a forecast predicts how much demand there will be in the
market for a specific product over a certain period. Major forecasting tool at EBM is RSF
(Rolling Sale Forecast).
Planning
The function of planning is to convert marketing forecasts into manufacturing plans. The
planning department works closely with the various operations to ensure that manufacturing
plans are accurately converted into monthly and weekly production plans and budgets. Planning
is also responsible for monitoring and controlling the amount of stock the company holds and for
ensuring that the correct stock holding levels are maintained to meet customer service
requirements.
Manufacturing
The manufacturing process at EBM involves the conversion of raw and packaging material into
finished product in the most cost effective manner possible. EBM manufactures all of its own
products, and production takes place at the two factories located in Karachi and Hattar.
Deployment
Deployment is the movement of finished goods (biscuits) to warehouses.

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Marketing & Sales
The function of marketing and sales is to market the product with the aim of maximizing the
profit of the firm. Effective policies and strategies are made for this purpose.
Distribution
Simply defined, distribution involves the execution (delivery) of sales orders to a customer.
EBM has more than 350 distributors all over Pakistan.
BUSINESS PROCESS
A Business Process is a collection of interrelated tasks, which solve a particular issue.
It is a set of linked activities that take an input and transform it to create an output. Ideally, the
transformation that occurs in the process should add value to the input and create an output that
is more useful and effective to the recipient. This definition also emphasizes the constitution of
links between activities and the transformation that takes place within the process.
EBM is a manufacturing firm and therefore its business process is also based on the same above
definition.
There are three types of business processes:
Management processes - the processes that govern the operation of a system. Typical
management processes include "Corporate Governance" and "Strategic Management".
Operational processes - these processes create the primary value stream, they are part of the
core business. Typical operational processes are Purchasing, Manufacturing, Marketing, and
Sales.
Supporting processes - these support the core processes. Examples include Accounting,
Recruitment, IT-support, and Engineering.
A business process includes different stages through which the business is performed. Each stage
covers a large area of its concern.

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MANUFACTURING
PROCESS
S
MARKETING
& SALES
S
PURCHASE OF
RAW MATERIAL
S
BUSINESS PROCESS STAGES
The
core stages in the business include acquisition of raw material, manufacturing of biscuits and
finally marketing & sales. Each step is performed by different departments at EBM.

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WORKING CRITERIA
Forecast (MKT)
Material Planning
Supplier Enquiry
QuotationMailing
Select
Supplier
Purchase Order
Raw/Packaging received
QA sampling
RejectedAccepted
Stored through MRN Sent back to supplier

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List of Departments
Material management (Supply Chain)
Finance
Production
Engineering
Marketing & Sales
MIS/IT (Management information system)
Quality Assurance & Development
HR & Administration
HOW BISCUITS ARE MADE
Manufacturing biscuits begins with a planning process. At first, the production demand is
analyzed. The EBM’s management then creates a factory production plan ensuring the people
working at the site, and the machines that are running, are best utilized so that time and energy is
not wasted. The necessary raw and packing materials, as required by the production plan, are
then purchased.
The purchased stock is then received from the various suppliers
at the factory store that is also called Raw Material Store (RMS). All incoming materials are
checked for quality in Quality Assurance Department.
The store is responsible for issuing materials for the production process according to the planned
requirements. It is only at this point that biscuits start to be made. Manufacturing biscuits
comprises a number of steps:
1. Flour and sugar is dispensed into large mixers. The ingredients that are used in smaller
quantities are hand weighed and added into the mixing bowl for each batch of dough to be
mixed.
2. The ingredients are then mixed to form dough in the mixing bowl according to a specific
mixing procedure.

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3. The dough is then tipped into a hopper and gravity-fed into the dough sheeting section of the
machine. In this process the dough is fed through various rollers to form a sheet of dough.
Depending on what type of biscuit is being produced, this process varies.
4. Different forming techniques are used to get the required shape and size of the piece of dough
which will form the biscuit.
5. The raw biscuits are transported through a gas-fired oven on a metal conveyor band where
they are baked to form fresh, warm and deliciously smelling biscuits.
Biscuits are baked rather than fried, so the oil merely assists the flavor particles to cling to the
biscuit surface. The flavored biscuits then travel along a cooling conveyor in order to cool off.
6. Once the biscuits have been cooled, they are packed into wrappers, cartons and cases, ready
for distribution to one of the warehouses.
7. Quality checks are conducted at key points in the process to ensure process control and
product quality is constantly maintained at a high standard.
8. The finished product is then transported to warehouses. Stock is loaded as per delivery orders
and sent to the various distributors. From distribution biscuits are forwarded to retailers and to
final consumer.
MATERIAL MANAGEMENT (SUPPLYCHAIN)DEPARTMENT
Material management department deals with the purchases of raw material, and supply of
finished goods (biscuits). This department receives all the CAPEX Orders (for capital items) and
Demand Notes (for general items) from other departments for quotation of items against
CAPEX. A quotation is a list of vendors in which all the offered prices are given. A CAPEX
number is automatically generated by the system. Material management department recommend
one supplier from which final purchase is to be made. As soon as the required material is
received from the concerned supplier, an MRN (Material Receiving Note) is made, the MRN
number is then written on to the invoice/bill. This bill is forwarded to the finance department
which approves the purchase and records the transaction into supplier bill register. A purchase
voucher is made for recording the liability and then a payment voucher is made that shows the
final payment to the supplier.
Another function of this department is to store all the raw material received, in proper form.
Different store rooms and proper shelves have been made for safe storage purpose in order to
sustain the quality of received raw material as per standards. A special RMS (Raw Material
Store) is built for the same

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Material Management department receives an intimation to issue a certain quantity of material to
Production Department, as required in the recipe of the biscuit. This raw material includes
ingredients of the biscuits which includes;
 Maida
 Sugar
 Flour
 Fats
 Eggs
 Salt
 Ammonia
 Cream
 Butter etc
 Cocoa powder
 Nuts
 Coconut oil
 Butter milk flavor
 Vanilla flavor
 Soda
 Vegetable fat
 Milk powder
Once biscuits are made and received from production department the cartons of these biscuits are
further stored into the FGS (Finished Goods Store). As the Sales Department asks Material
Management Department to supply these biscuits to the buyers i.e. distributors, this department
issues the same.
Furthermore, this department also deals with the suppliers of goods, raw material etc in order to
purchase goods and material in economical prices. This department compares local market prices
with international market prices and makes purchase from the market which is beneficial to the
company. This department very closely observes the government rules and policies which may
directly or indirectly effect the buying decisions.
FINANCE DEPARTMENT
Finance department deals with the day to day financial matters of the company. These include
recording of transactions into respective concerned module, making payments, sales tax matters
etc.
Finance department is divided into three sub-departments.
 Budgeting
 General Accounting
 Treasury
Budgeting department is given budget of every department as estimated by each department.
Departmental budget shows the requirements of overall financial year. Budgeting department’s
work is to estimate the next overall budget of EBM by observing past budgets. Actual
expenditure of current year is compared with the estimated budget of the current year and also
actual expenditure of current year is compared with the actual expenditure of preceding year.

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In general accounting department, all matters relating to recording of transactions like payables,
receivables, inventory, fixed assets, expenses and sales tax issues etc are dealt.
Treasury department deals with all the cash related matters. All the Cheques are made and signed
in this department.
PRODUCTION DEPARTMENT
As the name suggest, production department deals with the production of biscuits. EBM
currently has 14 lines (plants) for producing
biscuits.
IMAFORNI is Italian plant while MEINCK is Denish manufactured. Most of plants at EBM are
IMAFORNI. IMAFORNI has mash belt on which biscuits pass on from different zones while
MEINCK has plain belt. These different belts are due to the slightly different manufacturing
processes of biscuits.
EBM also has its subsidiary company with the name of CFL (Coronet Food Limited) at
HATTAR. CFL also operates 2 plants in which biscuits are manufactured, both the plants are
IMAFORNI.
On line 3, 4, 5 only SOOPER biscuits are being manufactured 24 hours, to meet the high demand
of SOOPER throughout the country. Other biscuits like RIO, PARTY, PEANUT PISTA,
PEANUT PIK etc are manufactured on line 1 and 2.

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TYPES OF BISCUITS
Crackers
 Butter Puff
 Marvell
 Saltish
Plain Sweet Biscuits
 Gluco
 Marie
 Sooper
 Whole Wheat Slice
Nuts
 Peanut Pik
 Peanut Pista
Cream Biscuits
 Choco Vanilla Sandwich
 Chocolate Sandwich
 Lemon Sandwich
 Rio Double Treat Chocolate/Vanilla
 Rio Double Treat Strawberry/Vanilla
 Rio Vanilla
PRODUCTION PROCESS
The whole production process consists of 5 different stages which are as follow.
 Mixing
 Cutting
 Baking
 Chilling
 Packaging
MIXING
The mixing stage is of great importance in biscuit-making technology, as a good process starts
from the head of the line. In the mixing stage, all ingredients must be uniformly and evenly
incorporated in a consistent mass and transformed into dough which can be processed by the next
set of machines.

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The mixing is done by two ways
1. Vertical way mixing
2. Horizontal way mixing
In vertical mixing, the mixture is blend in vertical direction through a machine while in
horizontal mixing the mixture is blend in horizontal direction, depending on the recipe of the
biscuit. The mixture (dough) is then forwarded to next step.
There are a variety of factors that are important when it comes to mixing the dough: the
temperature of the ingredients, the mixing time, and the order in which ingredients are added.
CUTTING
In this step, a long sheet of the dough is made which is then cut into different shapes of biscuits
through different dyes.
BAKING
The biscuits now come into the baking zone on moving belts. This step further divided into 5
zones.
In zone 1 and 2 the biscuits are baked on direct fire, these zones are called Direct Gas Zone and
after passing zone 1 and 2 these biscuits are moved towards zone 3 and 4 which are called
Thermo cycle zone. In these zones biscuits are baked through hot air. In zone 5, a final spray of
hot air is given to the biscuits which after passing through zone 4 change their color into brown.
In MEINCK plant, biscuits are baked through the spray of hot air in all 5 zones.
CHILLERS
In this step, baked biscuits are passed from the chillers. Chillers’ main function is to cool the
biscuits. Once cooling process is complete, the biscuits are forwarded to packaging department.

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PACKAGING
This is the final step in the production process. The biscuits are wrapped and packed into
different sizes of packets like;
 Ticky pack
 Half roll
 Family pack etc
These biscuits are further packed into master cartons which are then either dispatched or stored
into Finished Goods Store (FGS).
MIS (MANAGEMENT INFORMATION SYSTEM) DEPARTMENT
Manufacturers need information about inventory availability, machine uptime and down time,
product cycle times, yield, waste, WIP etc. They need real-time information management tools
for continuous improvement and decision support. Only a live link to the production floor can
provide the link to the critical information that can control the supply chain's actual ability to
perform.
An Advanced ERP Interface is available which enables the user to maintain the system's Job
Queue and Product Databases from transactions created by an ERP system. An Activity File and
a Real Time Status File are maintained to provide the ERP system with real time feedback on job
starts, completions and status. Users report electronically updating inventory records improves
inventory accuracy.
EBM is an ERP (Enterprise Resource Planning) based Organization. All the departments are
linked with each other through networking called INTRANET. EBM is also connected with CFL
with INTERNET as well. A central database has been maintained at EBM where the information
related to Payables, Receivables, Fixed Assets, and Inventory etc. are saved.
A module has been established for each (payables, receivables, fixed assets, inventory and so
on). Each module is integrated with each other. This integration has increased the efficiency of
each department, as maintaining and keeping record of data and information have become easier.
Overall effectiveness of the organization has also increased to a great extent. All the budgeting,
general accounting and treasury related works are being performed on this ERP software.
MIS department is responsible to make sure the safety of information. They are also responsible
to take corrective measures if any problem relating to ERP arises. Moreover, any issue relating to
networking, hardware, software etc are dealt by this department. Since ERP has been recently
developed and implemented at EBM, therefore it still has some areas to be improved. If any
department has any query relating to its concerned module, it may ask and instruct MIS
department to make desired alterations. Furthermore, new modules are also being constructed for
the complete implementation of ERP.

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QUALITY ASSURANCE & DEVELOPMENT DEPARTMENT
EBM is strictly following the policy of providing its customers, the best quality. EBM has never
compromised on this and therefore, it has been the main reason why the EBM is so successful
and famous amongst its customers.
EBM, for this purpose, has developed a Quality Assurance & Development Department. The
basic function of this department is to check and maintain the quality and standards of raw
material used. This includes testing of flour, eggs, Oil & fats etc. Four Labs are currently
working at EBM, for checking and testing purpose. Two more labs are under construction.
 Analytical Lab (Centre of Excellence C.O.E )
 Packaging Lab
 Microbiological Lab
 Process Lab
Under-constructed lab includes Research and Development where research work will be
performed and new product development work will be done.
Quality control begins with the ingredient assembly stage of production during the measuring,
weighing, and processing of the raw ingredients. Additionally, most large manufacturers have
quality control (QC) labs responsible for making sure the materials meet determined
specifications. Characteristics such as appearance, color, odor, and flavor are checked. QC
technicians also test for particle size, viscosity of oils, and pH of raw materials.
The finished product is also carefully monitored. Like the inspection of the raw material, the
finished products must be examined for appearance, flavor, texture, and odor. The product is
compared to a standard established during product development. Specially trained testers are
responsible for detecting subtle differences that deviate from the norm.
MARKETING & SALES DEPARTMENT
Marketing is a business discipline focused on the practical application of marketing techniques
and the management of a firm's marketing resources and activities. Marketing managers are often
responsible for influencing the level, timing, and composition of customer demand in a manner
that will achieve the company's objectives.
EBM is very much concerned about its marketing as it is the backbone of its sales. A good
marketing strategy has always been adopted by EBM which keeps on changing with the passage
of time. One of the biggest tools of marketing is advertising. EBM does advertising through
different media channels which include TV commercials, Radio, Magazines etc. Furthermore,
EBM also sponsors different events like cricket matches, concerts etc.

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Sales activity is also performs by the same department. This department sets the targets of sales
for the current year and for the upcoming years. Once the target is set, a strategy is developed for
achieving this target. They collect orders from the distributors and supply to them the same.
Their overall strategy is to maximize the sales by observing the market trend and consumer
demand. EBM has more than 350 distributors all around Pakistan. EBM has recently achieved a
sales target of Rs.7 billion, which is a great achievement.
Following is the supply chain of biscuits from producer to final consumer.
SUPPLYCHAIN
RAW
MATERIAL PRODUCTION
WARESHOUSEDISTRIBUTOR
WHOLESELLER SHOPKEEPER
CONSUMER

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ENGINEERING DEPARTMENT
All technical problems and issues in the machines are resolved by Engineering Department.
Technical staff at EBM consists of about 47 people including Chief Engineer.
A regular check of machines is performed by this department, whether or not the machines are
working properly. If any problem is found, an immediate action is taken to resolve it. Technical
staff remains present 24 hours at factory office.
EBM has its own POWER-HOUSE which provides electricity 24 hours. This is due to miserable
electricity condition at Karachi. This Power-House has the ability to generate 2 Mega Watts of
electricity. Currently 1300 to 1400 Kilo Watts are being utilized.
(Costly Source)
Production Department Working Criteria at CFL:
1. Marketing department Sale force provides monthly RSF Report to production unit at
CLF. See Annexure for RSF (rolling Sale Forecast).
2. The Plan for Production according to RSF report and investigate the available supplies
and calculate the variance for raw material require.
3. Than telephonically informed the suppliers about material require both raw material and
packing material.
4. Inform finance Department to issue purchase order against require material from selected
suppliers.
5. After arrival of material it is checked by QA, and then Production department issues
MRN. (Material Received Note).
6. Production department makes plan of division its monthly production on daily basis.
(Annexure 2)
7. Total Five Assembly Lines are installed at CFL and their capacity of monthly production
on line 1 & 2 are 65000 master cotton each, line 3 it is 153000, at line 4 capacity is about
140000 and on line five it 150000.
8. These Lines produce both Cream and Plain biscuits Categories.
9. As per CLF RSF for upcoming three months not a single plant will be use at its full
capacity.
10. Produced Biscuits are as per previous mention process is packed and store in factory
ware house which has capacity of 90000M/C storage. From where they are shipped to
distributors with maximum time period of 48 hours.
11. Distributors further transport them to retailers for end users.

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CONCLUSION
Supply chain management (SCM) is the oversight of materials, information, and finances as they
move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply
chain management involves coordinating and integrating these flows both within and among
companies. It is said that the ultimate goal of any effective supply chain management system is
to reduce inventory (with the assumption that products are available when needed).
Supply chain management flows can be divided into three main flows:
 The product flow
 The information flow
 The finances flow
The product flow includes the movement of goods from a supplier to a customer, as well as any
customer returns or service needs. The information flow involves transmitting orders and
updating the status of delivery. The financial flow consists of credit terms, payment schedules,
and consignment and title ownership arrangements.

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SUGGESTIONS / RECOMMENDATIONS
Following are some suggestions/recommendations which may be fruitful, if adopted by EBM.
All lines at EBM are being fully utilized and there is no more capacity to increase the production
in peak season. Therefore, new plants and machinery (new lines) should be installed in order to
meet the high demand without disturbing the production scheduling of both units. It also
increases the exports potential of organization.
New Plant Installation also counters the energy crises problem and enables them to produce
according to prescribed demand.
During winter company should increase its production of cream biscuits due to increase
durability (shelf life) in that period and use push strategy and market penetration efforts to
increase its sales.
Due to seasonal variation demand falls down and most of lines are not fully utilized so market
development should be best option for company to go globally and utilize maximum resources.
CLF Hattar can share the load of EBM Karachi by manufacturing at full capacity according with
planned activates in order avoid future uncertainties related to location and other crises.
Egg breaker machine should be used in Production Department instead of manual method for
breaking eggs, so as to increase the production efficiency.
Reduction in dual storage cost of flavors in cooling stores and process smoothening can be
achieved through delegating production responsibility of cream biscuits to single factory, instead
of producing at both places.

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Peek Freans Sooper is Pakistan's number-one-selling biscuit brand across the entire biscuit
industry. But at CLF only a single assembly line 04 is utilize for production of sooper biscuit.
While it is most demanding product with high turnover and its storage life is more than a year.
So it is of n danger to produce its quantity via other plants to meet the high demand period. (As
from daily production report it is noticed about half month rest of other lines are in position of
off and on).
Due to energy crises at Pakistan CLF Hattar (6pm-12pm Load shedding) and EBM Karachi both
companies are relying on electric generating plants which increases the manufacturing cost. So
they can utilize the option of Sunday On to reduce that cost.
Since EBM is an ERP based organization and all the departments are linked with each other
through ERP. It is highly recommended that its distributors should also be connected with the
organization through ERP.

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ANNEXURE 1
RSF (Jan 2015- March 2015)
Local Business Production Requirement Jan '15 & RSF Feb -Mar 15
Brands
PRODUCTION
REQUIREMENT
JANUARY
RSF Feb '15 RSF Mar '15
9-6=10
PF-MARIE PKT (96) 2,677 3,100 3,700
PF-MARIE HP (Rs. 20) 0 - -
PF-MARIE HR (24) 23,915 22,200 23,500
PF-MARIE S/P (18) 22,200 12,000 12,000
PF-MARIET/P (24) 7,606 4,500 4,500
MARIE-COMPOSITE 56,397 41,800 43,700
PEANUT PIK PKT 1,876 2,100 2,200
PEANUT PIK HP (Rs. 20) 0 - -
PEANUT PIK HR 40,573 41,500 41,500
PEANUT PIK S/P 12,635 9,000 9,000
PEANUT PIK TP 0 3,900 3,500
TOTAL 55,084 56,500 56,200
PEANUT PIK PISTA PKT 2,016 2,300 2,300
PEANUT PISTA HP (Rs. 20) 0 - -
PEANUT PIK PISTA HR 12,383 13,000 13,000
PEANUT PISTA S/P 3,313 - -
TOTAL 17,712 15,300 15,300
PEANUT & PISTA COMPOSITE 72,796 71,800 71,500
SOOPER PKT 6,532 12,000 12,000
SOOPER S/P 26,719 19,500 20,200
SOOPER HR 275,244 230,000 234,000
SOOPER TP 50,184 70,000 65,000
TOTAL 358,678 331,500 331,200
SOOPER ELAICHI PKT 2,180 3,500 3,500
SOOPER ELAICHI HR 22,519 23,000 25,000
SOOPER ELAICHI S/P 16,176 19,000 20,000
SOOPER ELAICHI TP 10,164 11,000 11,000
TOTAL 51,039 56,500 59,500
SOOPER COMPOSITE 409,717 388,000 390,700
GLUCO PKT 3,544 2,800 3,000

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GLUCOHP (Rs 20) 0 - -
GLUCO HR 20,190 21,000 23,000
GLUCO S/P 52,912 36,200 36,500
GLUCO TP 17,787 20,500 20,500
GLUCO SP 0
GLUCO COMPOSITE 94,432 80,500 83,000
PARTY PKT 1,876 2,500 2,500
PARTY HP (Rs. 20) 0 - -
PARTY HR 34,503 42,000 43,000
PARTY SP 0
PARTY S/P 12,302 11,000 9,500
PARTY COMPOSITE 48,680 55,500 55,000
SALTISH 367 500 500
SALTISH POUCH 13,903 12,000 12,500
SALTISH COMPOSITE 14,270 12,500 13,000
CLICK PKT 0 600 500
CLICK HP (Rs. 20) 0 - -
CLICK HR 7,382 6,500 6,500
CLICK TP 1,855 2,800 2,800
CLICK SP 0
CLICK S/P 5,127 4,200 4,500
CLICK COMPOSITE 14,364 14,100 14,300
WHOLE WHEAT SLICES 2,523 2,433 2,504
FHC-CHOCOLATE CHIP PKT 84 187 178
FHC-CHOCOLATE CHIP HR 305 234 248
FHC-SHORT BREAD PKT 103 195 174
FHC-SHORT BREAD HR 211 272 262
FHC-COCONUTCRUNCH PKT 0 134 122
FHC-COCONUTCRUNCH HR 97 178 187
TOTAL FHC 799 1,200 1,171
TOTAL- EBM 713,979 667,833 674,875
CFL==>SKU-BRAND
RIO VANILLA PKT 0 350 350
RIO VANILLA HP (Rs. 20) 0 - -
RIO VANILLA HR 3,982 4,500 4,500
RIO VANILLA TP 1,819 2,500 2,700

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RIO VANILLA SP 0 - -
VANILLA COMPOSITE 5,802 7,350 7,550
RIO CHOCOLATE PKT 190 300 300
RIO CHOCOLATE HP Rs 20 0 - -
RIO CHOCOLATE HR 8,930 7,500 8,000
RIO CHOCOLATE TP 3,054 3,700 3,700
RIO CHOCOLATE SP 9/= 0 - -
RIO CHOCOLATE SP 10/= 1,408 2,500 2,000
RIO CHOCOLATE COMPOSITE 13,582 14,000 14,000
RIO MANGO PKT 0 - -
RIO MANGOHP Rs 20 0 - -
RIO MANGO HR 0 - -
RIO MANGO TP 0 - -
RIO MANGO SP 0 - -
RIO MANGO COMPOSITE 0 0 0
RIO STRAWBERRY VANILLA PKT 3,691 4,500 4,500
RIO STRAWBERRY VANILLA HP Rs
20 0 - -
RIO STRAWBERRY VANILLA HR 93,141 84,000 87,000
RIO STRAWBERRY VANILLA TP 46,560 45,000 47,000
RIO STRAWBERRY VANILLA SP 9/= 0 - -
RIO STRAWBERRY VANILLA SP
10/= 356 8,000 5,800
RIO STW . VANILLA COMPOSITE 143,749 141,500 144,300
RIO CHOCOLATE VANILLA PKT 0 270 250
RIO CHOCOLATE VANILLA HP Rs
20 0 - -
RIO CHOCOLATE VANILLA HR 3,158 2,800 3,000
RIO CHOCOLATE VANILLA TP 263 1,500 1,400
RIO CHOCOLATE VANILLA SP 9/= 0
RIO CHO . VANILLA COMPOSITE 3,421 4,570 4,650
RIO 15- SKU 166,554 167,420 170,500
BUTTER PUFF PKT 713 900 1,000
BUTTER PUFFHP (Rs. 20) 0 - -
BUTTER PUFFH/R 7,229 7,900 8,000
BUTTER PUFF T/P 740 1,250 1,300
BUTTER PUFFSP 394 1,150 1,200
BUTTER PUFFCOMPOSITE 9,076 11,200 11,500
BUTTER PUFFVEGE PKT 0 180 180
BUTTER PUFFVEGE HR (Rs. 20) 0 - -

24 | P a g e
BUTTER PUFFVEGE H/R 2,054 2,800 3,500
BUTTER PUFFVEGE T/P 694 900 900
BUTTER PUFFVEGE S/P 303 1,250 1,255
BUTTER PUFFVEGE COMPOSITE 3,051 5,130 5,835
BUTTER PUFF 12,127 16,330 17,335
SOOPER PKT 11,674 8,700 9,600
SOOPER S/P 719 2,800 2,800
SOOPER HR 77,955 81,000 99,000
SOOPER TP 22,254 16,500 18,500
SOOPER SP 0
SOOPER COMPOSITE 112,601 109,000 129,900
PF-LEMONSANDWICH PKT 0
PF-LEMONSANDWICH HP (Rs. 20) 0
PF-LEMONSANDWICH S/P 744 8,500 8,100
PF - LEMON SANDWICH H/R 22,902 24,000 24,000
PF - LEMON SANDWICH MINI 0 - -
LEMON SANDWICHT/P 11,777 7,500 8,000
PF-CHOCOLATE SANDWICH PKT 0
CHOCOLATE SANDWICH HP (Rs. 20) 0
PF-CHOCOLATE SANDWICH S/P 2,129 5,500 5,000
PF-CHOCOLATE SANDWICH H/R 11,008 16,500 16,500
PF-CHOCOLATE SANDWICH MINI 0 - -
CHOCOLATE SANDWICH T/P 2,900 5,200 5,200
PF- SANDWICHES COMPOSITE 51,461 67,200 66,800
TOTAL- CFL HATTAR 342,742 359,950 384,535
TOTAL- EBML KARACHI 713,979 667,833 674,875
GROUP 1,056,722 1,027,783 1,059,410

25 | P a g e
ANNEXURE 2
Planned Production at CLF according to RSF for the month of Jan 2015
S.NO. PRODUCT
Planned Production
TOTAL
PKT H/R T/P SN/P
1 RIO VANILLA 765 3445 1735 0 5945
2 RIO CHOCOLATE 842 8611 2876 910 13238
3
RIO CHOCOLATE
VANILLA 1008 3033 628 0 4669
4
RIO
STRAWBERRY
VANILLA 4260 86563 41944 0 132767
5 BUTTER PUFF 825 7720 1096 1109 10750
6
BUTTER PUFF
(VEGI.) 57 2307 754 0 3118
7 MARIE 2817 25641 7234 22606 58297
8 SOOPER 9904 80124 19000 814 109842
9
CHOCOLATE
SANDWICH 88 11087 3391 2110 16676
10
LEMON
SANDWICH 125 24415 12421 795 37757
TOTAL
20691 252947 91077 28344
393059
393059

26 | P a g e
RSF for the month of Jan 2015
RSF ( Local + Export )
TOTAL
PKT H/R T/P SN/P
763 3177 1534 0 5474
838 8399 2653 908 12798
1008 2853 595 0 4456
4190 84313 39413 0 127916
753 7650 1086 1046 10535
38 1609 356 0 2003
2814 25157 7097 22200 57268
9874 77955 18954 719 107502
88 10790 3224 1701 15803
81 23483 11792 744 36100
20447 245386 86704 27318
379855
379855
S.NO. PRODUCT
1 RIO VANILLA
2 RIO CHOCOLATE
3
RIO CHOCOLATE
VANILLA
4
RIO STRAWBERRY
VANILLA
5 BUTTER PUFF
6 BUTTER PUFF (VEGI.)
7 MARIE
8 SOOPER
9
CHOCOLATE
SANDWICH
10 LEMON SANDWICH
TOTAL

27 | P a g e
S.NO. PRODUCT
1 RIO VANILLA
2 RIO CHOCOLATE
3
RIO CHOCOLATE
VANILLA
4
RIO STRAWBERRY
VANILLA
5 BUTTER PUFF
6 BUTTER PUFF (VEGI.)
7 MARIE
8 SOOPER
9
CHOCOLATE
SANDWICH
10 LEMON SANDWICH
TOTAL
Differences
TOTAL
PKT H/R T/P SN/P
2 268 201 0 471
4 212 223 2 440
0 180 33 0 213
70 2250 2531 0 4851
72 70 10 63 215
19 698 398 0 1115
3 484 137 406 1029
30 2169 46 95 2340
0 297 167 409 873
44 932 629 51 1657
244 7561 4373 1026
13204
13204

28 | P a g e
CORONET FOODS (PRIVATE) LIMITED
PLANNED PRODUCTION SCHEDULE - LINE NO. : 01
FOR THE PERIOD FROM 1ST JAN 2015 TO 31ST JAN 2015
DATE BRAND
# OF
BATCH
SKU
QTY IN
TONS.
QTY IN
M/C
01-Jan-
15
RIO CHOCOLATE 0 PACKETS 0.000 0
RIO CHOCOLATE 0 H-ROLLS 0.000 0
RIO CHOCOLATE 0 T-PACKS 0.000 0
RIO CHOCOLATE 0 S-PACKS 0.000 0
02-Jan-
15
03-Jan-
15
RIO STRAWBERRY VANILLA 0 H-ROLLS 0.000 0
RIO STRAWBERRY VANILLA 0 T-PACKS 0.000 0
04-Jan-
15
Sunday Off
05-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
06-Jan-
15

29 | P a g e
07-Jan-
15
08-Jan-
15
09-Jan-
15
10-Jan-
15
11-Jan-
15
Sunday Off
12-Jan-
15
13-Jan-
15

30 | P a g e
14-Jan-
15
15-Jan-
15
16-Jan-
15
17-Jan-
15
18-Jan-
15
Sunday Off
19-Jan-
15
20-Jan-
15

31 | P a g e
21-Jan-
15
22-Jan-
15
23-Jan-
15
24-Jan-
15
25-Jan-
15
Sunday Off
26-Jan-
15
MARIE 0 PACKETS 0.000 0
MARIE 0 H-ROLLS 0.000 0
MARIE 0 T-PACKS 0.000 0
MARIE 0 S-PACKS 0.000 0
27-Jan-
15

32 | P a g e
28-Jan-
15
29-Jan-
15
30-Jan-
15
31-Jan-
15
*** TOTAL *** 228.852 24080

33 | P a g e
CORONET FOODS (PRIVATE) LIMITED
PLANNED PRODUCTION SCHEDULE - LINE NO. : 04
FOR THE PERIOD FROM 1ST JAN 2015 TO 31ST JAN 2015
DATE BRAND # OF BATCH SKU
QTY IN
TONS.
QTY IN
M/C
01-Jan-15 SOOPER 8 PACKETS 4.963 434
SOOPER 61 H-ROLLS 36.478 3725
SOOPER 12 T-PACKS 7.176 814
04-Jan-15 SUNDAY OFF

34 | P a g e
SOOPER 8 S-PACKS 4.784 814

35 | P a g e

36 | P a g e
*** Total *** 1069.942 109842

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