This document provides an overview of English Biscuit Manufacturers (PVT) Ltd (EBM), including its history, corporate profile, supply chain management, business processes, departments, biscuit production process, and types of biscuits produced. EBM has 14 production lines across two factories in Karachi and Hattar. Key departments include material management, finance, production, marketing and sales, and quality assurance. The production process involves mixing, cutting, baking, chilling, and packaging biscuits from raw materials.
The document provides an overview of the supply chain management processes at English Biscuits Manufacturers (EBM). It describes the key departments involved including material management, finance, production, marketing and sales. It outlines the business processes from acquiring raw materials to manufacturing biscuits to distribution. It also provides details about how biscuits are made and the roles of different departments like managing suppliers, storing raw materials, production planning, quality control, warehousing finished goods and order fulfillment.
This report summarizes the marketing activities of English Biscuit Manufacturers (EBM), a leading biscuit manufacturing company in Pakistan. It discusses EBM's vision, mission, goals and organizational structure. EBM has over 2,500 employees across various departments like marketing, sales, supply chain etc. The report outlines EBM's product segmentation strategy, identifying 10 major brands that target different consumer segments. It also analyzes EBM's brand-wise targeting strategies, positioning, pricing, perception, competitors and provides recommendations to further improve performance.
english biscuits manufacturer supply chainSamreen Lodhi
The document discusses the supply chain management of English Biscuit Manufacturers Limited (EBM). [1] EBM was established in 1965 as a joint venture and has been manufacturing biscuits in Pakistan for over 40 years. [2] EBM's supply chain consists of procurement, warehousing, forecasting, planning, manufacturing, deployment, suppliers, distribution, and consumers. [3] Key aspects of EBM's supply chain management include sourcing raw materials domestically and through imports, storing materials and finished goods, production planning based on sales forecasts, and distributing products through over 350 distributors nationwide.
ENGLISH BISCUITS MANUFACTURERS -supply chain managementSamreen Lodhi
English Biscuit Manufacturers (Private) Limited was established as a joint
venture company in 1965 with the name of Peek Freans
Pakistan Limited
EBM provide Pakistani consumers with nutritious and
hygienically packed biscuits of the highest quality.
The brand name 'Peek Freans' is a household name, and
people trust and believe in the quality of the products produced
under this brand
EBM is also the first biscuit company in Pakistan to have achieved
ISO - 9001 Certification in correspondence with its institutional
slogan 'The Legend Leads'.
EBM is also the only food company to have been awarded
Environmental Excellence Award for seven successive years 2004 to 2010
Baskin Robbins is the world's largest chain of ice cream specialty shops, founded in 1953 in the US. It has over 6,000 locations in 35 countries. The document discusses a PEST analysis of the external business environment, a SWOT analysis of strengths, weaknesses, opportunities, and threats, Porter's Five Forces model, market segmentation, and recommendations to address customer needs. In conclusion, Baskin Robbins has been very successful due to its high quality products, fun atmosphere, ability to stay ahead of competitors, and variety of flavors.
An Induatrial visit report on the factory of Anmol Industry at Dankuni plant. The Total production procedure of anmol biscuits and cakes is described in the report. The report is exclusively prepared by me for my partial fulfillment of masters.
The document provides information about Pranab Mishra's internship project report on Anmol Biscuits Limited. It includes an introduction to the internship program and company, objectives of the internship, analysis of the company using the 3 C's framework, SWOT analysis, technology used, environmental factors, targets and tasks set, and strategies adopted to achieve the targets. The key highlights are generating sales of Rs. 1 lakh per month through promotional activities and increasing market coverage.
Britannia's Distribution & Supply Chain ManagementKaushik Maitra
Britannia sources raw materials like wheat flour, sugar, condensed milk, and oils from various domestic suppliers. Wheat flour comes from mills in states like Uttar Pradesh and sugar comes from refineries in Karnataka. The materials are used to make various biscuit products in plants equipped with machines like dough mixers, ovens, and packaging equipment. Britannia distributes products through a network of distribution centers to over 3.5 million retail outlets, including modern retailers and institutional customers. It has over 110 stock keeping units across its product portfolio.
The document provides an overview of the supply chain management processes at English Biscuits Manufacturers (EBM). It describes the key departments involved including material management, finance, production, marketing and sales. It outlines the business processes from acquiring raw materials to manufacturing biscuits to distribution. It also provides details about how biscuits are made and the roles of different departments like managing suppliers, storing raw materials, production planning, quality control, warehousing finished goods and order fulfillment.
This report summarizes the marketing activities of English Biscuit Manufacturers (EBM), a leading biscuit manufacturing company in Pakistan. It discusses EBM's vision, mission, goals and organizational structure. EBM has over 2,500 employees across various departments like marketing, sales, supply chain etc. The report outlines EBM's product segmentation strategy, identifying 10 major brands that target different consumer segments. It also analyzes EBM's brand-wise targeting strategies, positioning, pricing, perception, competitors and provides recommendations to further improve performance.
english biscuits manufacturer supply chainSamreen Lodhi
The document discusses the supply chain management of English Biscuit Manufacturers Limited (EBM). [1] EBM was established in 1965 as a joint venture and has been manufacturing biscuits in Pakistan for over 40 years. [2] EBM's supply chain consists of procurement, warehousing, forecasting, planning, manufacturing, deployment, suppliers, distribution, and consumers. [3] Key aspects of EBM's supply chain management include sourcing raw materials domestically and through imports, storing materials and finished goods, production planning based on sales forecasts, and distributing products through over 350 distributors nationwide.
ENGLISH BISCUITS MANUFACTURERS -supply chain managementSamreen Lodhi
English Biscuit Manufacturers (Private) Limited was established as a joint
venture company in 1965 with the name of Peek Freans
Pakistan Limited
EBM provide Pakistani consumers with nutritious and
hygienically packed biscuits of the highest quality.
The brand name 'Peek Freans' is a household name, and
people trust and believe in the quality of the products produced
under this brand
EBM is also the first biscuit company in Pakistan to have achieved
ISO - 9001 Certification in correspondence with its institutional
slogan 'The Legend Leads'.
EBM is also the only food company to have been awarded
Environmental Excellence Award for seven successive years 2004 to 2010
Baskin Robbins is the world's largest chain of ice cream specialty shops, founded in 1953 in the US. It has over 6,000 locations in 35 countries. The document discusses a PEST analysis of the external business environment, a SWOT analysis of strengths, weaknesses, opportunities, and threats, Porter's Five Forces model, market segmentation, and recommendations to address customer needs. In conclusion, Baskin Robbins has been very successful due to its high quality products, fun atmosphere, ability to stay ahead of competitors, and variety of flavors.
An Induatrial visit report on the factory of Anmol Industry at Dankuni plant. The Total production procedure of anmol biscuits and cakes is described in the report. The report is exclusively prepared by me for my partial fulfillment of masters.
The document provides information about Pranab Mishra's internship project report on Anmol Biscuits Limited. It includes an introduction to the internship program and company, objectives of the internship, analysis of the company using the 3 C's framework, SWOT analysis, technology used, environmental factors, targets and tasks set, and strategies adopted to achieve the targets. The key highlights are generating sales of Rs. 1 lakh per month through promotional activities and increasing market coverage.
Britannia's Distribution & Supply Chain ManagementKaushik Maitra
Britannia sources raw materials like wheat flour, sugar, condensed milk, and oils from various domestic suppliers. Wheat flour comes from mills in states like Uttar Pradesh and sugar comes from refineries in Karnataka. The materials are used to make various biscuit products in plants equipped with machines like dough mixers, ovens, and packaging equipment. Britannia distributes products through a network of distribution centers to over 3.5 million retail outlets, including modern retailers and institutional customers. It has over 110 stock keeping units across its product portfolio.
This document discusses PepsiCo India's sales management and distribution systems. It outlines PepsiCo's 16 brands in India and major competitors. It then describes PepsiCo's various beverage delivery channels and sales techniques. The document also discusses challenges, distribution operations through different systems like Direct Store Delivery and Broker Warehouse Distribution. It notes problems faced and provides recommendations around supply chain and logistics.
English Biscuit Manufacturers SCM ASSIGNMENT EBMFurqan Aslam
The document discusses the supply chain management of English Biscuit Manufacturers (EBM). It describes EBM's supply chain structure which includes procurement, sourcing, warehousing, and distribution. Procurement is divided into domestic procurement of direct materials like flour, sugar, and packaging materials, as well as imports. Warehousing includes separate stores for raw materials, packaging materials, and finished goods. The supply chain process involves forecasting demand, planning production, manufacturing biscuits, deploying finished goods to warehouses, marketing, suppliers, distribution to over 350 retailers nationwide, and consumers purchasing the products.
Britannia is India's largest biscuit manufacturer founded in 1892. It has annual net sales of 31,122 million Rs and manufacturing units across India. Some of its popular brands include Good Day, Marie Gold, Tiger, and Nutri Choice biscuits. It uses a contract manufacturing model with 40 units across India. The document discusses Britannia's key brands and competitors in different categories. It also outlines its supply chain network involving procurement of raw materials from local and international suppliers, manufacturing at central units, and distribution to retailers and customers through distributors.
ITC Limited is an Indian conglomerate established in 1910 as the Imperial Tobacco Company of India. It entered the biscuit market in 2003 by launching Sunfeast biscuits under the tagline "Spread the Smile". Sunfeast targeted mothers, children, and teenagers and noted happiness, contentment, and satisfaction. It later expanded into noodles and pasta. For marketing, Sunfeast used actor Shah Rukh Khan for promotions and offered competitive prices. While Yippee noodles targeted working individuals and mothers seeking healthy food for children. Sunfeast has been successful in gaining 7% market share in just three years by leveraging ITC's distribution network and filling gaps found through market research in India's saturated biscuit market
Formalized sales and operations planning (S&OP)Tristan Wiggill
Formalised Sales & Operations planning (S&OP) – KFC case study by ELIZBE ROHDE.
Presented during the 37th annual SAPICS conference and exhibition for supply chain professionals, held at Sun City, South Africa on 1 June 2015.
supply chain management for biscuits industrySupriya Pawar
This document discusses distribution and supply chain management for biscuit manufacturing. It provides an overview of the biscuit industry in India and the 4 P's of marketing for biscuits - product types, pricing ranges, widespread placement, and ground-level promotion. Key aspects of biscuit supply chains addressed include ensuring the right inventory levels are in the right places, using integrated logistics, intensive distribution strategies, factors for selecting one or two-level distribution channels, and technology like ERP software. Suggestions are provided for biscuit manufacturers to take a 360-degree approach to optimizing their supply chains.
Analysis of Productivity & Improvement at McDonald Fortress BranchFaizan Anjum
Rational of Project
Company Profile
Identification of System
MFY System in Pakistan
Working System
Productivity increasing factor
equipment used
Preparing the food
Productivity gain in Time
Equipments zone
Direct Grill System
Stations for DGS
Equipment
Layouts
DGS
MFY
Layout Comparison
Calculation
Finding
Conclusion
McDonald's is the world's largest fast food chain founded in 1955. It operates over 36,000 locations worldwide using an operations management model focused on quality, service, cleanliness, value, and efficiency. McDonald's succeeds through strategic decisions around product design, supply chain management, and standardized yet adaptable operations processes. It aims to provide affordable and consistent products while minimizing waste and environmental impact through initiatives like recycling cooking oil and "green" restaurant design.
Perdue Farms is a major chicken processing company founded in 1920 in Salisbury, Maryland with over $4.6 billion in annual sales. Problems identified include failing to achieve quality standards, overemphasis on production over innovation, issues with forecasting and overcapacity. Solutions proposed include creating a quality inspection department to improve standards, focusing on innovation to diversify products, and implementing a just-in-time production system to address forecasting and capacity issues. After analyzing the alternatives, Perdue Farms selected creating a quality inspection department, focusing on innovation, and adopting a just-in-time approach. The company's continued success is attributed to balancing tradition and innovation, maintaining high quality standards, and prioritizing customer satisfaction.
It's a fast food favourite that got off to a slow start, but India is finally flipping on burgers. Over the last few Years some companys like mcdonalds, dominos, KFC capture the markets rapidly in this presentation show the performance of this three company along with future market potential for new entry & expansion of present company. Before some day five of the top burger chains in the world, including Burger King, Fatburger, Johnny Rockets and Wendy's, have announced their entry into the country.
Fast food war begins in India
The document discusses Ceylon Biscuits Limited (CBL), a leading Sri Lankan conglomerate that manufactures biscuits, confectionery, and cereals. It focuses on CBL's new Karapincha Herbal Biscuit product. The biscuit targets older consumers with conditions like high blood pressure and diabetes by containing herbal ingredients. However, its specialist nature means it has a narrow target market. The recommendations are to broaden the market by changing the biscuit's taste, color, and shape using ayurvedic agents and appealing more to children. It also suggests lower-cost sachet packaging, advertising with ayurvedic doctors, and attending trade shows.
Biscuit industry in india – an overviewDivya Malik
The document provides an overview of the biscuit industry in India. Some key points:
- The organized biscuit sector produces around 60% of total production, while the unorganized sector contributes 40%.
- Major biscuit brands in India include Britannia, Parle, Priya Gold, Elite, Cremica, Dukes, Anupam, and Horlicks.
- The biscuit market in India is worth Rs. 9,000-crore (Rs. 90 billion). The Indian biscuit industry is the 3rd largest globally after the USA and China.
This document provides a report on Britannia Industries Limited, an Indian food products company known for its biscuits. It discusses Britannia's history since being founded in 1892, portfolio of popular biscuit brands like Tiger, Good Day and 50-50, market segmentation, financial performance, and marketing strategies around price, promotion, and distribution. The SWOT analysis identifies Britannia's strengths in fulfilling a basic need and brand recognition, weaknesses in nutrition and costs, opportunities in economic growth, and threats from competition and quality issues. The conclusion emphasizes the importance of understanding retailers and consumer behavior to drive sales.
An Analysis Of How Mc Donalds Delivers Its Products And Servicesnicoledixon
McDonald's implements lean production principles to reduce costs and waste in their operations. They prepare food only after receiving orders to eliminate overproduction. Their assembly line layout keeps transport and motion waste low. McDonald's trains multi-skilled employees and involves suppliers in continuous improvement efforts to foster a lean culture throughout the business and supply chain. The report analyzes McDonald's use of lean principles and management of quality and supply chain operations to efficiently deliver products and services to customers.
The document provides an overview of Britannia, an Indian food company established in 1892. It details Britannia's vision to dominate the Indian food market with "Tasty Yet Healthy" products. The document outlines Britannia's history and major product launches. It also describes the company's manufacturing process, quality management, and goals to be a leading low-cost producer while maintaining quality.
FINAL PROJECT PPT SUBHASH KUMAR PATEL_ 131- PGDM-IIIsubhash patel
This document is a final project report on Britannia's Pure Magic biscuit brand submitted by Subhash Kumar Patel. It includes an analysis of the FMCG sector and Britannia company, along with details about Pure Magic biscuits such as varieties, marketing mix, competitors, and SWOT analysis. Financial information is presented on Britannia's gross and net profit ratios from 2015-2013. The report also covers Britannia's human resource management practices including organization structure, employment policies, and the need for training.
R.W. Dean & Associates is a consulting firm that helps small business owners achieve their vision more easily and affordably. Founded in 2003, it has over 90 successful engagements with a broad range of clients. The firm focuses on growth strategies, emphasizing developing a growth culture, effective communications, teamwork, planning, leadership, and overcoming fear. The ultimate goal is to help clients continuously improve their businesses and drive revenue.
This document provides an overview of supply chain management processes at English Biscuit Manufacturers (EBM). It describes EBM's history and vision, key production functions including material receiving, mixing, baking, packaging, and dispatch. It also outlines procedures for procurement, supplier evaluation, and import/export. Safety stock practices and application at EBM are discussed. The document contains details on EBM's products, revenue, market share, and pictorial representations of the supply chain.
This document discusses PepsiCo India's sales management and distribution systems. It outlines PepsiCo's 16 brands in India and major competitors. It then describes PepsiCo's various beverage delivery channels and sales techniques. The document also discusses challenges, distribution operations through different systems like Direct Store Delivery and Broker Warehouse Distribution. It notes problems faced and provides recommendations around supply chain and logistics.
English Biscuit Manufacturers SCM ASSIGNMENT EBMFurqan Aslam
The document discusses the supply chain management of English Biscuit Manufacturers (EBM). It describes EBM's supply chain structure which includes procurement, sourcing, warehousing, and distribution. Procurement is divided into domestic procurement of direct materials like flour, sugar, and packaging materials, as well as imports. Warehousing includes separate stores for raw materials, packaging materials, and finished goods. The supply chain process involves forecasting demand, planning production, manufacturing biscuits, deploying finished goods to warehouses, marketing, suppliers, distribution to over 350 retailers nationwide, and consumers purchasing the products.
Britannia is India's largest biscuit manufacturer founded in 1892. It has annual net sales of 31,122 million Rs and manufacturing units across India. Some of its popular brands include Good Day, Marie Gold, Tiger, and Nutri Choice biscuits. It uses a contract manufacturing model with 40 units across India. The document discusses Britannia's key brands and competitors in different categories. It also outlines its supply chain network involving procurement of raw materials from local and international suppliers, manufacturing at central units, and distribution to retailers and customers through distributors.
ITC Limited is an Indian conglomerate established in 1910 as the Imperial Tobacco Company of India. It entered the biscuit market in 2003 by launching Sunfeast biscuits under the tagline "Spread the Smile". Sunfeast targeted mothers, children, and teenagers and noted happiness, contentment, and satisfaction. It later expanded into noodles and pasta. For marketing, Sunfeast used actor Shah Rukh Khan for promotions and offered competitive prices. While Yippee noodles targeted working individuals and mothers seeking healthy food for children. Sunfeast has been successful in gaining 7% market share in just three years by leveraging ITC's distribution network and filling gaps found through market research in India's saturated biscuit market
Formalized sales and operations planning (S&OP)Tristan Wiggill
Formalised Sales & Operations planning (S&OP) – KFC case study by ELIZBE ROHDE.
Presented during the 37th annual SAPICS conference and exhibition for supply chain professionals, held at Sun City, South Africa on 1 June 2015.
supply chain management for biscuits industrySupriya Pawar
This document discusses distribution and supply chain management for biscuit manufacturing. It provides an overview of the biscuit industry in India and the 4 P's of marketing for biscuits - product types, pricing ranges, widespread placement, and ground-level promotion. Key aspects of biscuit supply chains addressed include ensuring the right inventory levels are in the right places, using integrated logistics, intensive distribution strategies, factors for selecting one or two-level distribution channels, and technology like ERP software. Suggestions are provided for biscuit manufacturers to take a 360-degree approach to optimizing their supply chains.
Analysis of Productivity & Improvement at McDonald Fortress BranchFaizan Anjum
Rational of Project
Company Profile
Identification of System
MFY System in Pakistan
Working System
Productivity increasing factor
equipment used
Preparing the food
Productivity gain in Time
Equipments zone
Direct Grill System
Stations for DGS
Equipment
Layouts
DGS
MFY
Layout Comparison
Calculation
Finding
Conclusion
McDonald's is the world's largest fast food chain founded in 1955. It operates over 36,000 locations worldwide using an operations management model focused on quality, service, cleanliness, value, and efficiency. McDonald's succeeds through strategic decisions around product design, supply chain management, and standardized yet adaptable operations processes. It aims to provide affordable and consistent products while minimizing waste and environmental impact through initiatives like recycling cooking oil and "green" restaurant design.
Perdue Farms is a major chicken processing company founded in 1920 in Salisbury, Maryland with over $4.6 billion in annual sales. Problems identified include failing to achieve quality standards, overemphasis on production over innovation, issues with forecasting and overcapacity. Solutions proposed include creating a quality inspection department to improve standards, focusing on innovation to diversify products, and implementing a just-in-time production system to address forecasting and capacity issues. After analyzing the alternatives, Perdue Farms selected creating a quality inspection department, focusing on innovation, and adopting a just-in-time approach. The company's continued success is attributed to balancing tradition and innovation, maintaining high quality standards, and prioritizing customer satisfaction.
It's a fast food favourite that got off to a slow start, but India is finally flipping on burgers. Over the last few Years some companys like mcdonalds, dominos, KFC capture the markets rapidly in this presentation show the performance of this three company along with future market potential for new entry & expansion of present company. Before some day five of the top burger chains in the world, including Burger King, Fatburger, Johnny Rockets and Wendy's, have announced their entry into the country.
Fast food war begins in India
The document discusses Ceylon Biscuits Limited (CBL), a leading Sri Lankan conglomerate that manufactures biscuits, confectionery, and cereals. It focuses on CBL's new Karapincha Herbal Biscuit product. The biscuit targets older consumers with conditions like high blood pressure and diabetes by containing herbal ingredients. However, its specialist nature means it has a narrow target market. The recommendations are to broaden the market by changing the biscuit's taste, color, and shape using ayurvedic agents and appealing more to children. It also suggests lower-cost sachet packaging, advertising with ayurvedic doctors, and attending trade shows.
Biscuit industry in india – an overviewDivya Malik
The document provides an overview of the biscuit industry in India. Some key points:
- The organized biscuit sector produces around 60% of total production, while the unorganized sector contributes 40%.
- Major biscuit brands in India include Britannia, Parle, Priya Gold, Elite, Cremica, Dukes, Anupam, and Horlicks.
- The biscuit market in India is worth Rs. 9,000-crore (Rs. 90 billion). The Indian biscuit industry is the 3rd largest globally after the USA and China.
This document provides a report on Britannia Industries Limited, an Indian food products company known for its biscuits. It discusses Britannia's history since being founded in 1892, portfolio of popular biscuit brands like Tiger, Good Day and 50-50, market segmentation, financial performance, and marketing strategies around price, promotion, and distribution. The SWOT analysis identifies Britannia's strengths in fulfilling a basic need and brand recognition, weaknesses in nutrition and costs, opportunities in economic growth, and threats from competition and quality issues. The conclusion emphasizes the importance of understanding retailers and consumer behavior to drive sales.
An Analysis Of How Mc Donalds Delivers Its Products And Servicesnicoledixon
McDonald's implements lean production principles to reduce costs and waste in their operations. They prepare food only after receiving orders to eliminate overproduction. Their assembly line layout keeps transport and motion waste low. McDonald's trains multi-skilled employees and involves suppliers in continuous improvement efforts to foster a lean culture throughout the business and supply chain. The report analyzes McDonald's use of lean principles and management of quality and supply chain operations to efficiently deliver products and services to customers.
The document provides an overview of Britannia, an Indian food company established in 1892. It details Britannia's vision to dominate the Indian food market with "Tasty Yet Healthy" products. The document outlines Britannia's history and major product launches. It also describes the company's manufacturing process, quality management, and goals to be a leading low-cost producer while maintaining quality.
FINAL PROJECT PPT SUBHASH KUMAR PATEL_ 131- PGDM-IIIsubhash patel
This document is a final project report on Britannia's Pure Magic biscuit brand submitted by Subhash Kumar Patel. It includes an analysis of the FMCG sector and Britannia company, along with details about Pure Magic biscuits such as varieties, marketing mix, competitors, and SWOT analysis. Financial information is presented on Britannia's gross and net profit ratios from 2015-2013. The report also covers Britannia's human resource management practices including organization structure, employment policies, and the need for training.
R.W. Dean & Associates is a consulting firm that helps small business owners achieve their vision more easily and affordably. Founded in 2003, it has over 90 successful engagements with a broad range of clients. The firm focuses on growth strategies, emphasizing developing a growth culture, effective communications, teamwork, planning, leadership, and overcoming fear. The ultimate goal is to help clients continuously improve their businesses and drive revenue.
This document provides an overview of supply chain management processes at English Biscuit Manufacturers (EBM). It describes EBM's history and vision, key production functions including material receiving, mixing, baking, packaging, and dispatch. It also outlines procedures for procurement, supplier evaluation, and import/export. Safety stock practices and application at EBM are discussed. The document contains details on EBM's products, revenue, market share, and pictorial representations of the supply chain.
This document provides information about the biscuit distribution operations of a company in Multan, Pakistan. It includes details such as the product portfolio consisting of biscuits and snacks, segmentation of the market, facilities like warehouses, staffing details with associated costs, sales and profit figures. The distribution network involves wholesalers, retailers and bakeries that company sales representatives and rickshaws visit regularly. The company is earning a return on investment of 70% annually based on a net profit of Rs. 4.3 million on a total investment of Rs. 6.2 million in the distribution operations.
Peek Frean's was established in 1857 in London and began exporting biscuits internationally in 1861. Over the following decades it introduced several popular biscuit varieties, expanded production overseas, and merged with a rival biscuit maker in 1921 while retaining its own brands. The company discontinued production in 1989 after operating for over 130 years. In Pakistan, Peek Frean's biscuits have been produced since 1965 by English Biscuit Manufacturers, which has become the market leader and received several awards for its products, operations, and corporate social responsibility initiatives.
Sunil Kumar designed a document about different cake making methods and included videos demonstrating how to make a Black Forest cake, butter icing, and decorate cakes. The document introduces the beating method and creaming method for making cakes and provides Kumar's contact information as a food production faculty member and research scholar specializing in cake design.
This document provides an overview of Peek Freans Pakistan Ltd., which established a joint venture called English Biscuit Manufacturers (EBM) in Pakistan in 1965. EBM started manufacturing and marketing Peek Freans biscuits in Pakistan in 1967. The document discusses Peek Freans' history and introduction to various markets since 1857, its product range and popular icon, customers, competitors using PEST analysis, segmentation targeting and positioning, and marketing mix strategies used including product, price, placement, and promotion. It concludes with recommendations to focus on profitable brands, divest low-share brands, use value-based pricing, and create public relations in the promotion strategy.
English Biscuit Manufacturers (EBM) is Pakistan's leading biscuit manufacturer since 1967. EBM produces over 65,000 tons of biscuits annually with a turnover of over $1 million. EBM pioneered packaged biscuit manufacturing in Pakistan and was the first company to achieve ISO 9001 certification. Sooper is EBM's best-selling cookie brand, comprising 35% of the biscuit market share. EBM has established quality control and research facilities to produce biscuits meeting international food safety standards.
This document provides a training report from an internship at Parle biscuits Pvt. Ltd. It includes an acknowledgement, table of contents, and sections on the company profile, brands, production process, important temperatures and standards, findings and conclusions. The production process section describes raw material testing, mixing, moulding, baking, cooling, and packaging. It provides details on the ingredients, equipment, temperatures, and quality controls for each stage of biscuit production.
This document discusses English Biscuit Manufacturers (EBM), the leading biscuit company in Pakistan. It provides an overview of EBM's brands and how they segment and target different market segments. EBM has a variety of brands that cater to different segments based on biscuit type. They target segments by age, gender and income level. For example, Rio targets children while Farmhouse targets higher income consumers. The document also discusses some flaws in EBM's segmentation and opportunities to better target segments like cake rusks and chocolate sandwiches.
This document provides instructions for making an orange chiffon cake and royal icing. It lists the ingredients and 14 step-by-step procedures for making the orange chiffon cake, including sifting dry ingredients, whisking wet ingredients, beating egg whites into a meringue, folding the meringue into the batter, and baking. It then lists the ingredients and 9 steps for making royal icing from powdered sugar, lemon juice, and egg whites for decorating cakes.
English Biscuits Manufacturer (EBM) produces biscuits and aims to satisfy consumers with healthy, hygienic products. EBM has the largest market share in Pakistan at 55% and was the first biscuit company to achieve ISO-9001 certification. Its major competitor is Continental Biscuits, which has fewer brands. EBM positions its products through quality, variety, innovation, and food safety. It segments the market by age and focuses on kids. EBM uses promotions, distribution networks, and pricing strategies to compete effectively.
The document discusses biscuits and cookies, including their definitions, types, ingredients, and manufacturing processes. Some key points:
- Biscuits are cereal-based products with less than 5% moisture that have a crisp crust and tender layers.
- India's annual bakery production in 2004-2005 was 50 lakh tones worth Rs. 69 billion, with organized players having 45% market share. Major biscuit brands include Britannia, Parle, and Bakeman.
- Biscuits can be classified by dough (hard, semi-hard, soft) and shaping method (embossing, rotary cutting). The manufacturing process involves ingredient preparation, mixing, molding, baking, cooling
This document provides an overview of the manufacturing process for Parle-G biscuits. It describes the raw materials, production flow including mixing, baking, cooling and packaging. Key aspects of quality control like inventory management, HACCP, GMP are also summarized. The production unit has strict protocols to ensure safety and consistency in manufacturing India's most popular biscuit.
The document provides instructions for baking a basic cake, including preheating the oven to 375 degrees Fahrenheit, mixing together common ingredients like eggs, flour, milk and sugar, and baking the cake for an unspecified amount of time. It also lists broccoli as a strange ingredient and cites a YouTube video about making chocolate cake as its source.
Haldiram's is a leading Indian snack food company established in 1941 in Bikaner, Rajasthan. It offers a wide range of Indian snacks, sweets, and other food products. Namkeens contribute close to 60% of Haldiram's total revenues and are its main product focus. The company sources high quality raw materials from across India and customizes its products to suit different regional tastes. Haldiram's holds various quality certifications and has received several awards for its food products.
Principle of marketing presentation by khurram wasim khan mba -1- hukhurram wasim khan
This document provides an overview of English Biscuit Manufacturers (Private) Limited (EBM). It discusses that EBM was established in 1965 as a joint venture to manufacture Peek Freans biscuits in Pakistan. Over the past 30+ years, EBM has become a leader in the Pakistani biscuit industry through quality products and innovation. However, it now faces stiff competition from other brands. The document analyzes EBM's marketing environment, brand portfolio, target demographics and strategies to strengthen its position in the market.
This document provides a market analysis for Britannia biscuits in India. It includes an overview of the company history and products. SWOT, Porter's 5 Forces, and BCG matrix analyses are presented. The major competitors are identified along with Britannia's market share. Segmentation, targeting, positioning, and the marketing mix are described. Retailer and consumer survey results are summarized. Recommendations include associating with government initiatives, improving packaging and margins for retailers, and introducing new flavors.
Manufacturing industries are important for modernizing agriculture, reducing unemployment and poverty, and expanding trade and commerce through exports. Manufacturing requires consideration of factors like raw materials, labor, capital, power and markets in determining industrial locations. Industries can be classified based on raw materials (agro-based, mineral-based), role (basic, consumer), ownership, and other factors. While industries contribute to economic growth, they also cause environmental pollution of air, water, land, and noise, requiring treatment and control of industrial effluents.
Manufacturing industries convert raw materials into finished goods using machines. They are important for a country's economic strength by providing jobs, reducing dependence on agriculture, and earning foreign exchange through exports. Key manufacturing industries in India include cotton textiles, jute, wool, silk, synthetic fibers, sugar, and iron and steel. Factors like availability of raw materials, power, water, labor, transportation and markets influence the location of these industries. The cotton textile industry is the largest, with mills located mainly in Maharashtra, Gujarat and West Bengal. The iron and steel industry began in 1830 in Tamil Nadu and large-scale production started in Jamshedpur in 1907.
- Mayank is responsible for the healthy biscuits production line at Topeka's Ahmedabad facility and must present his unit's performance review on Monday.
- Last year, the company implemented a cost-cutting initiative to reduce batch sizes by 30% to lower costs and free up working capital. However, Mayank is now unsure if this helped as costs increased and production struggled to keep up with demand.
- He needs to analyze key metrics like cost per unit, material costs, scrap costs, and labor costs from the previous year to understand the impact of the smaller batches and plan improvements for the coming year.
Project Scope&Project Resources, Schedule, and Cost(.docxwoodruffeloisa
Project Scope
&
Project Resources, Schedule, and Cost
(Cooperative Milk Collecting Center)
Table of Contents
Up Dated Project Scope (Cooperative Milk Collecting Center)
Project Outcome……………………….…………………………………………….…….….……………..8
Requirements Traceability Matrix…..…..…….………………………………………………….….9
Project Scope Statement ……….……….………………………………………………………………12
Work Breakdown Structure……….…………………………………………………………………….13
Work Breakdown Dictionary………….……………………………..………………………...……...14
Project Resource Management……………………………………………………………………..…18
Project Schedule…………………………………………………………………………………………..….22
Project Cost………………………………………………………………………………………………………26
Project Outcome
This project is development of new business suggested and established from American Farmers Association as a partnership with one of the largest food organization in the middle East named Carrefour, Mr. Gorge Stuard the Head of Investment and development Sector in the organization , the one who will be responsible for following up funding provided by his organization required to execute the project. The Product will be directly under supervision from USFDA, to be sure for the safety of the Milk product before doing any sale to the consumer in the local market. The main idea of the project is to buy the milk from farmers and collected and stored it large frediges tanks dedicated for this purpose to maintain the validity of the milk for long as possible around four weeks. The milk before storage will go through a process to purified from any impurities after filtering and treatment of any harmful bacteria. Next step is to be packaged and sold in the local market under a trade name called Golden Milk. This profitable project distributes profits as follows:
1- 70% to the investor Carrefour Organization which is fully given the funds to execute the project.
2- 30% of the profits to the American Farmers Association in return providing the land on an area of 5,000 M2, they will responsible to do agreement with farmers to buy the milk from them on behalf of CMCC, in addition the Administration and full management of the Milk Collection & Processing Center furthermore, providing technical expertise, manpower and specialized team in marketing for the product . Also, they have to follow up all the necessary procedures inquired to take approvals from government authorities to approve the project execution and the commercial name of the milk product.
The project aims to build milk processing machines that will process the milk collected from different farmers to add value and packages it before selling it to retail shops and supermarket. Through processing, which adds value, the shelf life and prices of milk increases, and this help in profit maximization. The project will be particularly helpful and significant to the smallholder dairy producers because it will be collecting milk from them before processing. Payments that dairy farmers will be getting will help them increase ...
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This document discusses the implementation of a Balanced Scorecard at Monsanto, an agriculture company in Pakistan. The Balanced Scorecard translates Monsanto's mission and strategy into key performance measures across four perspectives: financial, customer, internal processes, and learning and growth. For each perspective, the document outlines strategic objectives and metrics that Monsanto would track. It provides examples of objectives for customers, internal processes, and learning and growth. Overall, the Balanced Scorecard helped Monsanto measure performance, identify areas for improvement, and align the organization with its strategy.
This document discusses the implementation of a Balanced Scorecard (BSC) framework at Monsanto, an agriculture company in Pakistan. The BSC translated Monsanto's mission and strategy into key performance measures across four perspectives: financial, customer, internal processes, and learning and growth. For each perspective, the document outlines strategic objectives and metrics that Monsanto would track. Implementing the BSC helped Monsanto measure performance, identify areas for improvement, and align all levels of the organization behind the company's strategy.
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This document summarizes a case study of a local textile company in Botswana called Glam Collections. The company manufactures a wide range of textile products in-house and supplies the local market. Researchers used lean manufacturing tools and Muther's Systematic Layout Planning technique to analyze and optimize the company's production processes and facility layout. They created current and future state value stream maps to identify waste. They also analyzed product flows, developed departmental relationships, and proposed a new facility layout to improve material flow and productivity as the company scales up operations.
This document discusses key concepts in production and manufacturing including:
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3. It describes the three main types of manufacturing systems as flow manufacturing, intermittent manufacturing, and project manufacturing.
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Arsalan Foods uses several methods to estimate project costs, but could improve its cost management practices. Currently, cost estimates are made through analogous estimation based on previous projects, bids from vendors, and expert judgement. However, the existing process lacks formal documentation and clear roles. The report recommends Arsalan Foods implement a more standardized cost management process with defined responsibilities and templates to estimate, budget, and control costs. This would help deliver projects on budget by accurately planning expenses upfront and monitoring costs throughout the project lifecycle.
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Operations involves transforming inputs through production processes to create outputs for consumers. Production managers make key decisions about what to produce, how to produce it, and where to produce it. They also manage relationships with suppliers and control stock levels to meet demand while minimizing costs. Businesses use various techniques like quality control, quality circles, and total quality management to ensure high quality outputs.
The document provides details about Tayo Rolls Ltd, including its production planning process. It discusses [1] the company's various departments involved in production planning, [2] factors that affect machine shop production planning such as product mix and cycle times, and [3] the objectives and key elements of an effective production planning and control system.
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The document discusses integrated business planning (IBP), including defining IBP, why it is important, tips for succeeding with IBP, and benefits. IBP takes a holistic approach to planning that incorporates financial and operational data across an organization. It aims to create alignment between strategy, planning, and execution. Companies that adopt IBP can realize benefits like reduced costs, improved customer service, and faster product development.
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Project pom 2
1. SUPPLY CHAIN & PRODUCTION
MANAGEMENT
ENGLISH BISCUITS
MANUFACTURERS (PVT) LTD
CONTENTS
2. 2 | P a g e
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
3. 3 | P a g e
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.
4. 4 | P a g e
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.
5. 5 | P a g e
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.
6. 6 | P a g e
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.
7. 7 | P a g e
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
8. 8 | P a g e
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.
9. 9 | P a g e
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
10. 10 | P a g e
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.
11. 11 | P a g e
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.
12. 12 | P a g e
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.
13. 13 | P a g e
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.
14. 14 | P a g e
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.
15. 15 | P a g e
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.
16. 16 | P a g e
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
17. 17 | P a g e
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.
18. 18 | P a g e
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.
19. 19 | P a g e
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.
20. 20 | P a g e
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.
21. 21 | P a g e
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
25. 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. 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. 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. 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
RIO CHOCOLATE 0 PACKETS 0.000 0
RIO CHOCOLATE 0 H-ROLLS 0.000 0
RIO CHOCOLATE 0 T-PACKS 0.000 0
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
RIO STRAWBERRY VANILLA 0 H-ROLLS 0.000 0
RIO STRAWBERRY VANILLA 0 T-PACKS 0.000 0
06-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 0 H-ROLLS 0.000 0
29. 29 | P a g e
RIO STRAWBERRY VANILLA 0 T-PACKS 0.000 0
07-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 0 H-ROLLS 0.000 0
RIO STRAWBERRY VANILLA 0 T-PACKS 0.000 0
08-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
09-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
10-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
11-Jan-
15
Sunday Off
12-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
13-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
30. 30 | P a g e
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
14-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
15-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
16-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
17-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
18-Jan-
15
Sunday Off
19-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
20-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
31. 31 | P a g e
21-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
22-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
23-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
24-Jan-
15
RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0
RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544
RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463
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
MARIE 0 PACKETS 0.000 0
MARIE 0 H-ROLLS 0.000 0
32. 32 | P a g e
MARIE 0 T-PACKS 0.000 0
MARIE 0 S-PACKS 0.000 0
28-Jan-
15
MARIE 0 PACKETS 0.000 0
MARIE 0 H-ROLLS 0.000 0
MARIE 0 T-PACKS 0.000 0
29-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
30-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
31-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
*** TOTAL *** 228.852 24080
33. 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
02-Jan-15 SOOPER 8 PACKETS 4.963 434
SOOPER 61 H-ROLLS 36.478 3725
SOOPER 12 T-PACKS 7.176 814
03-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
05-Jan-15 SOOPER 8 PACKETS 4.963 434
SOOPER 65 H-ROLLS 38.870 3970
SOOPER 13 T-PACKS 7.774 882
06-Jan-15 SOOPER 9 PACKETS 5.382 471
SOOPER 64 H-ROLLS 38.272 3908
SOOPER 13 T-PACKS 7.774 882
07-Jan-15 SOOPER 9 PACKETS 5.382 471
SOOPER 64 H-ROLLS 38.272 3908
SOOPER 13 T-PACKS 7.774 882
08-Jan-15 SOOPER 9 PACKETS 5.382 471
SOOPER 64 H-ROLLS 38.272 3908
SOOPER 13 T-PACKS 7.774 882