An Introduction An FMCG Company having 57 warehouses is managed by 50 service providers in India, thereby increasing operational complexities & communication issues. The company believes in “Performance with Purpose” – a goal to deliver top-tier financial performance while creating sustainable growth and shareholder value. Their products are enjoyed by consumers one billion times a day in more than 200 countries and territories around the world. Generating in 2015 more than US $63 billion in net revenue, they are also driven by a complementary food and beverage portfolio, including 22 brands that generate more than US $1 billion each in estimated annual retail sales. The Challenge The FMCG Company had recently found itself under a lot of pressure to achieve the desired growth and profitability in India by maintaining such a large organization structure for ensuring standardization of its processes and to improve efficiency across its supply chain ecosystem. The Solution By implementing the technology tool at their units, the FMCG Company can now: Success Factor The technology tool was implemented at the FMCG Company unit through a structured ten weeks engagement program to ensure adoption of the ‘Planet Way of Working’ at the unit. The engagement ensured that everyone was aligned to the common goal of making this implementation a success. Reduction in the risk generated by 36% after just three months of implementation of the tool.Increased the probability of task getting completed on time by more than 60%.Unit Managers with a complete toolkit can manage the unit and all the other touch points within the Unit’s ecosystem.Real-time feedback and suggestions improved the overall efficiency of the unit.Peace of mind that helps each employee concentrate on their job instead of fire-fighting all the time.
Introduction The Dodsal Group, headquartered in Mumbai, India is into diversified business like Pharma, Real estate and QSR. At present, the Group conducts its QSR activities through Dodsal Corporation, a franchisee of Yum Restaurants International. Yum in India is the principal Franchisee of brands like Pizza Hut, Dallas, Texas and has over 54 outlets spread across 11 cities in India. Dodsal Corporation had aggressive plans to expand to 150 outlets by 2010. Challenges Prior to Association with RK Foodland. Erratic Supply of temperature sensitive raw material in part-load resulted in material shortage at stores and high transportation cost. Service Requirements. Dodsal corporation moves products like cheese, butter, meat , sweet corn and other raw material from various suppliers to its stores situated across 11 cities in the country. The volume to one city or store is not sufficient to hire the full truck, hence Dodsal takes the ‘Fresh Rush’ services from RK Foodland. Synchronized Solutions. Commencing of ‘Fresh Rush’ schedule every 5th day from each location where major vendors are located really proved to be the bulls-eye for their requirement. RK Foodland introduced some effective ways for facilitating various steps for adherence to the schedule: Outcome
Situation Stores were delivered Frozen, Chilled and Dry goods in separate vehicles. This resulted in higher transportation cost, more manpower in loading/ unloading/ delivery, and inconvenience to McDonald’s stores which were receiving multiple deliveries and multiple documents. There was a need for a supply chain solutions system through which all the three types of goods i.e. Frozen / Chilled / Dry could be delivered together at a time, without compromising on the integrity of the food product. Solutions Strategy Against the conventional single temperature trucks, need of a truck carrying multiple temperature products was felt. To make it happen, the following was done: Results
Situation Assistant Sales Managers (ASM) and the Distributors placed order with the CFA as and when required. Once the order is placed, the status is available on the order w.r.t. the date and time when the delivery will reach and the fill rate / quantity received, was known only when the delivery reached the customer. This affected further commitments from Distributors to the retailers and impacted subsequent orders. Since the retail purchase of the products, is driven by impulse, absence of product in the shelf means loss of sales. They needed a system wherein the status of order with respect to delivery and SKU level quantity is tracked. Solutions Strategy The need was felt for information travel, faster than the product travel. Though the whole system worked on SAP, manual intervention was required with respect to information recorded outside SAP. Following steps were taken to keep complete visibility with Sales Team w.r.t. to the order placement to dispatch and delivery status: Results
Situation There are multiple warehouses (Distribution Centers) located in India and there exist common suppliers for each product. Also, these suppliers are located across the country. Warehouses order as per their requirement. Since the per trip loads are not enough to send a dedicated truck from supplier to each warehouse, receiving on-time deliveries and food safety of the products was a challenge. This had affected inventory holding in warehouses leading to higher inventory carrying cost, high inventory days, threat of stock-out situation and in-transit damages, safety of food items in transit and higher inbound cost. The need to transport products in a cost effective manner and ensure on-time availability without compromising on the integrity of the food products, was identified. Solutions Strategy Ensure consolidation of stock at the nearest warehouse and move full truck-loads. To make it happen following steps were taken: Results