PREFACE

A business practice that aims to improve the way a business sources its raw

materials, and delivers it to end users. For any product or service offered by

any business, there are usually a number of different business entities

involved in the various stages of the supply chain, including manufacturers,

wholesalers, distributors and retailers; the last is important for

modern businesses because it coordinates and synchronizes activities of

partner businesses, giving efficiency..

ACKNOWLEDGEMENT

Innovation & Research is always a cloud in the air until it green the

earth and guidance is a lentil of strong building. Hence I take this

opportunity to express my profound sense of gratitude to & for providing me

the opportunity to work for such an interesting & knowledgeable project &

providing every possible help and guidance. I am immensely grateful to my

project guide Mr.S.N.SAMANT (WORKS MANAGER)for this

meticulous guidance, constructive criticism and valuable suggestions during

the entire duration of the project.

I would also like to thank to all those who could not find a separate

mention but have helped me directly/indirectly.

DECLARATION

I KAMBLE APPA BABAN as a student of M.B.A – FIRST YEAR

DR.B.A.M.U.SUB-CAMPUS OSMANABD want to state that work

conducted on project was performed under the supervision of MR

S.N.SAMANT sincerely prepared the project and reported in the study are

genuine and authentic.

COMPANY PROFILE

A quality control expert in Anand suggested the brand languages. Amul products have been in use in millions of homes since 1946. Amul Butter, Amul Milk Powder, Amul Ghee, Amul spray, Amul Cheese, Amul Chocolates, Amul Shrikhand, Amul Ice cream, Nutramul, Amul Milk and Amulya have made Amul a leadingname “Amul,” from the Sanskrit “Amoolya,” Variants, all meaning "priceless", are found in several Indian food brand in India. (Turnover: Rs. 25 billion in 2002). Today Amul is a symbol of many things. Of high-quality products sold at reasonable prices, of the genesis of a vast co-operative network, of the triumph of indigenous technology, of the marketing savvy of a farmers' organization and have a proven model for dairy development. Valsad dist union made all thease products under brand name Amul.

Vasudhara Dairy, India Fresh Milk

Vasudhara Dairy benefits from reduced operating costs, more consistent product quality, and flexible expansion capabilities thanks to a process control solution with Simatic PCS 7.

Increasing production capacityIn 2005, Vasudhara Dairy planned to set up a new milk processing plant with a capacity of 200,000 l per day at Boisar, Maharashtra, to increase production capacity and to meet the growing market demand. Initially, the Boisar Dairy plant was envisaged with manual

operation. After extensive considerations, Vasudhara Dairy decided to go for plantwide automation to reduce operating cost, and to provide consistent product quality. The complete scope of the automation contract was awarded to GEA Process Engineering (India) Pvt. Ltd., Vadodara, Gujarat. After reviewing a number of automation solution providers, GEA appointed Siemens to work on the Boisar contract, largely because of the Totally Integrated Automation product portfolio. The plant was commissioned in October 2006, and Vasudhara Dairy was completely satisfied with the system performance and its integrated functions.Advanced process functionsThe Simatic PCS 7 process control system provides advanced engineering tools for dairies and cheese makers with the Advanced Process Functions (APF) engineering tool and the Dairy Functional Toolset tailored specifically to dairy operations. The main steps controlled by the PCS 7 system are safe material transfer, reliable tank management, traceable material movements, and consistent product specifications. Online instrumentation and powerful pump drives ensure that the correct quantity and quality of material are provided at each process, be it cleaning and separating skimmed milk and cream, setting the fat content, pasteurization, homogenization, sterilization, or cooling.A totally integrated architecture   Dairy Functional Toolset, the proven and tested industry-specific process management toolset Central monitoring and calibration of all field devices via Profibus Seamless integration of existing third-party devices All electrical HV and LV and VFDs integrated with plantwide PCS 7 system Integrated power factor control system to optimize electricity consumption Main control system integrated to APC and MIS reporting systems and diagnostic functions with central monitoring stationsPlant expansion projectShortly after the successful completion of the initial automation project at Boisar, Vasudhara Dairy decided to double the plant capacity to 400,000 l per day. As the company was satisfied with the results of the first automation project, it decided to work again with the same partners. So in 2009, Vasudhara awarded the expansion project again to GEA and Siemens. As part of the expansion, Vasudhara Dairy also decided to upgrade the existing system to incorporate the Dairy Functional Toolset.Moreover, Siemens was also selected to provide the plant automation solution for Motaponda Dairy Plant at Vapi,

Gujarat, another dairy in the same group. For this project the OEM contractor was IDMC Ltd., an Indian company specializing in turnkey projects for the dairy, brewing, and beverage industries.Building on trust and performanceWith these projects, Siemens has built an impressive track record in the Indian dairy industry. The Dairy Functional Toolset is clearly a differentiating factor for Siemens, and more projects for India’s dairy industry are sure to follow. Vasudhara Dairy is satisfied with Siemens’ expertise and product portfolio, and has recently specified Siemens as its preferred automation solution provider.info: www.siemens.com/dairycontact: ruediger.selig@siemens.com

AMUL IN ABROAD

/

Besides India, Amul has entered overseas markets such as Mauritius, UAE, USA, Bangladesh, Australia, China, Singapore, Hong Kong and a few South African countries. Its bid to enter Japanese market in 1994 did not succeed, but now it has fresh plans entering the Japanese markets [6]. Other potential markets being considered include Sri Lanka.

GCMMF

The Gujarat Cooperative Milk Marketing Federation Ltd, Anand (GCMMF) is the largest food products marketing organization of India. It is the apex organization of the Dairy Cooperatives of Gujarat. This State has been a pioneer in organizing dairy cooperatives and our success has not only been emulated in India but serves as a model for rest of the World. Over the last five and a half decades, Dairy Cooperatives in Gujarat have created an economic network that links more than 2.8 million village milk producers with millions of consumers in India and abroad through a cooperative system that includes 13,141 Village Dairy Cooperative Societies (VDCS) at the village level, affiliated to 13 District Cooperative Milk Producers’ Unions at the District level and GCMMF at the State level. These cooperatives collect on an average 7.5 million litres of milk per day from their producer members, more than 70% of whom are small, marginal farmers and landless labourers and include a sizeable population of tribal folk and people belonging to the scheduled castes. The turnover of GCMMF (AMUL) during 2008-09 was Rs. 67.11 billion. It markets the products, produced by the district milk unions in 30 dairy plants, under the renowned AMUL brand name. The combined processing capacity of these plants is 11.6 million litres per day, with four dairy plants having processing capacity in excess of 1 million Litres per day. The farmers of Gujarat own the largest state of the art dairy plant in Asia – Mother Dairy, Gandhinagar, Gujarat – which can handle 2.5 million litres of milk per day and process 100 MTs of milk powder daily. During the last year, 3.1 billion litres of milk was collected by Member Unions of GCMMF. Huge capacities for milk drying, product manufacture and cattle feed. Ever since the movement was launched fifty-five years ago, Gujarat’s Dairy Cooperatives have brought about a significant social and economic change to our rural people. The Dairy Cooperatives have helped in ending the exploitation of farmers and demonstrated that when our rural producers benefit, the community and nation benefits as well.

BIRTH OF Vasudhara

The birth of Amul at Anand provided the impetus to the cooperative dairy movement in the country. The vasudhara District Cooperative Milk Producers’ Union Limited was registered on December 14, 1978 as a response to exploitation of marginal milk producers by traders or agents of existing dairies in the small town named navsari (in valsad District of Gujarat). Milk Producers had to travel long distances to deliver milk to the only dairy, the. Angered by the unfair and manipulative trade practices, the farmers of Valsad District approached Sardar Vallabhbhai Patel (who later became the first Deputy Prime Minister and Home Minister of free India) under the leadership of the local farmer leader Tribhuvandas Patel. Sardar Patel advised the farmers to form a Cooperative and supply milk directly to the Bombay Milk Scheme instead of selling it to Polson (who did the same but gave low prices to the producers). In 1978, the farmers of the area went on a milk strike refusing to be further oppressed. Thus the Valsad District Cooperative was established to collect and process milk in the District of Valsad and Navsari in 1978. Milk collection was also decentralized, as most producers . were marginal farmers who were in a position to deliver 1-2 litres of milk per day. Village level cooperatives were established to organize the marginal milk producers in each of these villages. The Cooperative was further developed & managed by Dr. V Kurien along with Shri B.M.Vashi . in 1979, the Gujarat Co-operative Milk Marketing Federation was established. The Valsad District Co-operative Milk Producers’ Union Ltd. which had join the brand name AMUL in 2005 decided to hand over the brand name to GCMMF (AMUL). With the creation of GCMMF (AMUL), we[who?] managed to eliminate competition between Gujarat’s cooperatives while competing with the private sector as a combined stronger f?orce. GCMMF (AMUL) has ensured remunerative returns to the farmers while providing consumers with products under the brand name AMUL.

BOARD OF DIRECTORS

1. Chairman – Mr . Mogabhai Desai2. Vice-chairman- Mr Ajit mehata3. Director – Mr . Rajiv choradia4. Director- Mr. Rajubhai Mehata.5. Director-Mr.Amit Patel6. Managing Director- Mr B.M. Vashi7. Project Manager – Mr Darshan Mehata8. Works manager – Mr .S.N.SAMANT

VASUDHARA PLANTS

1. First plant is at ALIPUR which engaged in the manufacturing of milk, butter, ghee, milk powder, flavored milk and buttermilk.

2. Second plant is at BOISAR M-12, which engaged in manufacturing ICE-CREAM nutramul, Amul Ganthia and Amul lite.

3. Third plant is at NAGPUR, which produces ICECREAM , MILK & MILK PRODUCTS

4. Fourth plant is at BOISAR E-23, which engaged in producing MILK AND CURD

Fresh Milk: Amul Taaza Toned Milk 3% fat Amul Gold Full Cream Milk 6% fat Amul Shakti Standardised Milk 3% fat Amul Smart Double Toned Milk 1.5% fat

Curd Products:

Amul Masti Dahi (fresh curd) Amul Butter Milk

RAW MATERIAL & PRODUCTION PROCESS

Introduction :

This section receives milk from tankers only and is located in the new dairy premises. Here milk is tested and processed further automatically as per requirements of the other departments. The milk is also received from other states but only in tankers.

Process flow chart :

Raw chilled milk reception↓

Sample↓

Grading and analysis → Not O.K ↓

OK↓

COB negative↓

Empty tankers ← Raw milk released ↓

↓

CIP bay for cleaning Online filter ↓

Chiller ↓

Raw milk buffer tank

↓

Milk clarifier↓

Raw milk silo↓

Balance tank of the pasteurizer↓

1st regeneration section of the pasteurizer↓

← → Separator Surplus cream

↓ ↓

Skim milk Balance tank

↓ ↓

Online standardization Cream pasteurization ↓

Pasteurize↓

Pasteurized standardized ↓

Pasteurized milk silo

↓

a. milk pouchingb. milk product manufacturingc. ROAD TANKERd RAIL TANKER

↓

Packaging machine↓

Pouches↓

Manual placing in crates-each 10 lits↓

Storage in the cold store atTemperature less than 5 degress cent.

↓

Dispatch in the trucks.

Parts of this section :

a. Receptionb. Milk standardization and processingc. Cream processingd. Dispatch

For successful operation of these activities, a control room has been provided. All the operations in the Dairy are Programmable Logic Controller controlled. A set of logical programmes through a programmer is prepared on the PC and stored in the memory of the CPU of the PLC.

This is possible due to the microprocessor technology. Whenever the operator performs the operation these programmes are recalled and executes accordingly the commands and signals for activating or deactivating the solenoid valves and start and stop of the pumps are affected. There is one PLC in the control room. All the parts of the PLC are run on 24 V DC supply which is converted from 220 v AC supply by the transformer in each unit of PLC. Incase of power breakdown the PLC continues to get the power supply from the UPS system.

The control room has also information system for updation of production data of milk, cream, raw milk intake, centerwise milk reception and dispatch record, inventories, CIP programming and its timing, trend charts, consumption of steam, electricity, water and compressed air, etc.

Raw milk is received only in tankers at the 3 bays of reception dock of Amul-3 process section. Each reception line has:1] Centrifugal pumps of 30,000 LPH2] Deaerator to remove air from the milk3] Autosampler to take the uniform sample4] Pasilac Continous Mass Meter to measure the milk unloaded in

Kilograms. It has 5 modules such as

* Vortex generator for uniform flow.* Density transmitter that has Americium (Y-RAYS). * Flow transmitter* Non-return valve* Display unit* Duplex filters one for each line* PHE for each filter* Raw milk silos All the incoming milk is tested by the lab in the control room for % fat, % snf, % acidity as lactic acid, temperature, MBRT and organoleptic evaluation. If the temperature of the milk is less than 10 deg. Centi. And its acidity is less than 0.136% L.A., and the fat and SNF percent matches with the delivery challan sent by the center then only the milk is unloaded.

Recently, Amul has been receiving milk from the outside states in order to fully utilize its capacity of the powder plants. The milk comes from Rajasthan (Udaipur, Bhilwada, Bhanswada, Raniwara) and Madhya Pradesh (Ujjain). Milk is received from the following centres in tankers:- 1] Khatraj 2] Balasinor 3] Khambhat 4] Kapadvanj 5] Anand

List of equipments :

Type

Make Capacity Description

1] Raw milk buffer Tank

L & T,GEA

50000 lit Nos.-2

2] Cream buffer Tank

L & T,GEA

15000 lit Nos.-2

3] Balance tank for Pasteurizer

L & T,GEA

350 lits Nos.-3

4] Cream pasteurizer (PHE)

L & T,GEA

20000 lits No. Of plates-222Nos.-3

5] Milk Pasteurizer (PHE)

L & T,GEA ALFALAVAL

30000 LPH No. Of plates-412Nos.-2

6] Cream separator (Automatic self Desludging)

L & T,GEA

20000LPH No. Of discs- 265No.-2

7] Milk clarifier (Automatic self Desludging)

L & T,GEA

20000LPH No. Of discs-156Nos.-3

8] Raw milk silos L & T,GEA

1 LAKH LITS

Nos.-2Insulation2 cms thick thermocol

9] Pasteurized milk Silos

ALFA LAVAL

1 LAKHLITS

Nos.-2Insulation is 2 cms thick thermocol

10] Silo Agitator Each silo has 2 horizontal inclined angled aditators

11] Raw milk chiller L & T,GEA

30000LPH Nos.-2

12] CIP tanks *Water tank-8000 lits*Acid tank-10000lits*Lye tank-10000lits

Nos. – Each 1 tank and their corresponding pumps

13] CIP tanks for Tanker cleaning

Water tank-8000 lits

lye tank-8000 lits

Nos.- Each 1 tank and their corresponding pumps

MARKET SEGMENTATION

Manufactured Products at Vasudhara dairy are saled under brand AMUL

importance in the context of intense competition market is bombarded with. A market consists of buyers, and buyers differ in one or more ways. They may differ in their wants, resources, locations, products requirements. These variables have to be considered in the process of segmentation.

There are different levels of market segmentation. They are mass marketing, segment marketing, niche marketing and micro marketing. Markets can be segmented on the geographical basis, demographical basis, psychological basis, behavioral basis and loyalty status.

AMUL segments its market on the following basis:

1. GEOGRAPHICAL BASIS:

This segmentation is done on the basis of the lifestyle of people in different regions and their tastes and consumption patterns which are distinct according to their geographical situation. AMUL has segmented India geographically into 5 zones.2. DEMOGRAPHICAL BASIS:

They have segmented its market on the basis of the socio-economic status of the customers. i.e. on the basis of their purchasing power and income level as follows:GROUP’A’:Consumers falling in this group are from higher social and economic class.GROUP’B’:Consumers falling in this group are from middle socio-economic class.GROUP’C’:Consumers falling in this group are from the lower middle class.

MARKET TARGETING

After segmenting the market, company evaluate the various segments and decides how many and which ones to target.Generally the market is targeted in three ways:-

UNDIFFERENTIATED MARKETING

DIFFERENTIATED MARKETING

CONCENTRATED MARKETINGAMUL uses undifferentiated marketing strategy for targeting its customers as far as its milk and milk product line is concerned. While the company implements differentiated marketing strategy for targeting its customers for the other product lines that are ice creams and chocolates, wet products and dry products. Differentiated marketing means market coverage strategy in which a firm decides to target several market segments and designs separate offers for each. AMUL targets its customers according to the segments like geographic and demographic.

PACKAGING

Packing includes the activities of designing and producing the container for the product. Packaging has become the potent marketing tool. Well designed packages can create convenience and promotional value. Various factors contribute to packaging growing use as a marketing tool:

SELF SERVICE CONSUMER AFFLUENCE COMPANY AND BRAND IMAGE INNOVATION OPPORTUNITY

Packaging of the products of AMUL varies according to the nature of the product. As most of the products are perishable in nature special care is taken in packing them. MILK AND MILK PRODUCTS are packed in plastic bags or

LABELING

Labeling printed information that appears on or with the package, is also a part of packaging. Labels may range from simples tags attached to products to complex graphics that are part of the package. Label identifies describes and promotes the product through attractive graphics. The label might carry only the brand name or great deal of information or pictures. Even if the seller prefers a simple label the law may require additional information.

The labels of the products of AMUL are attractively designed. It contains all the information as per statutory requirements. Information like name of product, brand name, logo, date of packing & manufacturing, expiry date, price, code number, ingredients, storage and usage instructions, weight, manufacturer’s and marketer’s name, logo showing “ PURE VEG ” etc appears on the label of the products.

BRANDING

A brand is a name, term, sign, symbol or design or a combination of these used to identify a product or company. A trademark is a legally recognized brand. Branding has become so strong that today hardly anything goes unbranded. Today customers view a brand as an important part of the product and branding adds value to a product.

Brand names help customers identify products that might benefit them and also tells the buyer something about the product quality. To the sellers brand name and trademark provides legal protection for unique product features that otherwise might be copied by the competitors and it also helps them to segment markets. A brand name is selected keeping in view the product and its benefits, the target market and proposed marketing strategies.

Decisions about branding are taken at the Head Office at Anand. AMUL means “priceless” in Sanskrit. The brand name “AMUL” from the Sanskrit “Amoolya” was suggested by a quality control expert in Anand. Variants, all meaning “priceless”, are found in several languages of India. AMUL manufactures and markets its products under two brand names AMUL and SAGAR Information Technology (IT) has played a significant role in developing the Amul brand. The installation of 3000 Automatic Milk Collection System Units (AMCUS) at Village Societies to capture member information, milk fat content, the volume collected and amount payable to each member has proved invaluable in ensuring fairness and transparency throughout the whole Amul organization.

BRAND EQUITY

Brand equity refers to the value of a brand, based on the extent to which it

has brand loyalty, brand name awareness, perceived quality, strong brand

associations, and the other assets such as patents, trademarks and channel

relationship.

It is evaluated on the basis of brand assets which are:

1. BRAND AWARENESS: Awareness ultimately enhances brand equity. AMUL enjoys very high brand awareness among its customers. According to the survey done by the company, brand awareness is as high as almost 90%.

2. BRAND LOYALTY: Brand loyalty means the ability to retain the existing customers. AMUL is blessed with high brand loyalty among its customers. As it is one of the biggest market players it has proportionately larger group of loyal customer, who are in turn a medium of marketing/ advertising.

3. BRAND ASSOCIATIONS: Consumers associate the brand with certain tangible and intangible attributes. Most of these associations are derived from brand identity and brand image. Customers associate AMUL’s brand with high quality standards and reasonable price.

4. BRAND IMAGE: Brand image is the meaning consumers give to a product based on the perceived values it delivers. AMUL has created brand image by offering excellent quality products at reasonable price. Perfect distribution channel; continuous & effective advertising; use of different promotional tools; wide loyal market share, has contributed to create an excellent image in its trade operations.

MANAGING THE SUPPLY CHAIN Amul distribution channel MANUFACTURED UNIT

↓

PACKING AND LABELLING

↓

DISTRIBUTOR

↓

DEALERS

↓

RETAILERS

↓

CUSTOMERS

Even though the cooperative was formed to bring together farmers, it was recognized that professional managers and technocrats would be required to manage the network effectively and make it commercially viable.

Coordination

Given the large number of organizations and entities in the supply chain and decentralized responsibility for various activities, effective coordination is critical for efficiency and cost control. GCMMF and the unions play a major role in this process and jointly achieve the desired degree of control.

Buy-in from the unions is assured as the plans are approved by GCMMF's board. The board is drawn from the heads of all the unions, and the boards of the unions comprise of farmers elected through village societies, thereby creating a situation of interlocking control.

The federation handles the distribution of end products and coordination with retailers and the dealers. The unions coordinate the supply side activities.

These include monitoring milk collection contractors, the supply of animal feed and other supplies, provision of veterinary services, and educational activities.

Managing third party service providers

From the beginning, it was recognized that the unions' core activity lay in milk processing and the production of dairy products. Accordingly, marketing efforts (including brand development) were assumed by GCMMF. All other activities were entrusted to third parties. These include logistics of milk collection, distribution of dairy products, sale of products through dealers and retail stores, provision of animal feed, and veterinary services.

It is worth noting that a number of these third parties are not in the organized sector, and many are not professionally managed with little regard for quality and service.

This is a particularly critical issue in the logistics and transport of a perishable commodity where there are already weaknesses in the basic infrastructure.

Establishing best practices

A key source of competitive advantage has been the enterprise's ability to continuously implement best practices across all elements of the network: the federation, the unions, the village societies and the distribution channel.

In developing these practices, the federation and the unions have adapted successful models from around the world. It could be the implementation of small group activities or quality circles at the federation. Or a TQM program at the unions. Or housekeeping and good accounting practices at the village society level.

More important, the network has been able to regularly roll out improvement programs across to a large number of members and the implementation rate is consistently high.

For example, every Friday, without fail, between 10.00 a.m. and 11.00 a.m., all employees of GCMMF meet at the closest office, be it a department or a branch or a depot to discuss their various quality concerns.

Each meeting has its pre-set format in terms of Purpose, Agenda and Limit (PAL) with a process check at the end to record how the meeting was conducted. Similar processes are in place at the village societies, the unions and even at the wholesaler and C&F agent levels as well.

Examples of benefits from recent initiatives include reduction in transportation time from the depots to the wholesale dealers, improvement in ROI of wholesale dealers, implementation of Zero Stock Out through improved availability of products at depots and also the implementation of Just-in-Time in finance to reduce the float.

Kaizens at the unions have helped improve the quality of milk in terms of acidity and sour milk. (Undertaken by multi-disciplined teams, Kaizens are highly focused projects, reliant on a structured approach based on data gathering and analysis.) For example, Sabar Union's records show a reduction from 2.0% to 0.5% in the amount of sour milk/curd received at the union.

The most impressive aspect of this large-scale roll out is that improvement processes are turning the village societies into individual improvement centers.

SALES FORCE MANAGEMENT

The organization of sales department is as under:

ZONAL INCHARGE

DEPOT INCHARGE

EXECUTIVES

F.S.R. (Field Sales Representative)

PSM (Pilot Sales man)

The total staff at AMUL is of nearly 750 people. The company conducts intensive training programme for its employees. The company sends any of its employees for training who will later train the other employees. It’s not necessary that the person sent for training must be someone from the top or middle management, he can be any employee. The company treats all its employees equally. Various training programmes like TQM, Self management Programmes, etc conducted so far. The turnover and absenteeism ratio is almost negligible at AMUL which is the proof of the well functioning of the Human Resource Management. All the agents and sales force is giving a percentage of sales as commission.

TOTAL QUALITY MANAGEMENT

In 1994 AMUL had embarked on the Total Quality Management and in

1999 received the Rajiv Gandhi National Quality Award for the year 1999,

India’s premier recognition for quality. Continuing to learn their employees

have consistently striven to maintain improved product and service quality at

each stage of the value chain.

More than 25000 Kaizens—small improvements in work areas-were made by employees in different areas like cost cutting, time saving and process improvement. To ensure minimum wastage and maximum productivity and quality, house keeping initiatives have been zealously pursued at the Federation offices, Warehouses and Distributor points.

Learning from employing Total Quality Management principles have been cascaded to both the member dairies as well as distribution channel members. Workshops on Statistical Quality Control have been conducted across the member dairies to achieve total quality in the production process.

On of AMUL’s most remarkable achievements has been creation of more than 225 Quality Circles across the length and breadth of the country. The federation’s wholesale dealers meet every month in these quality circles and discuss and resolve distribution problems and improve their distribution process.

Amul continues its commitment on improving the competency of its professional managers through its Competency Based Training Programmes which builds both generic and functional skills through in-house, customized training programmes.

Another unique feature of the TQM programmes at AMUL is the HOSHIN KANRI. The word Hoshin is made up of two Chinese characters “HO” and “SHIN” which means a methodology for strategic direction setting. In Hoshin Kanri, at the strategic level the company identifies certain strategic thrust areas and the entire organization, i.e. all employees focus their attention and energy to achieve the goals derived from these strategic thrust areas. At the same time, however, more routine and fundamental aspects of the business are also covered in Hoshin Kanri in addition to the strategic goals.

Fresh MilkAmul Tazza MilkThis is the most hygienic milk available in the market. Pasteurised in state-of-the-art processing plants and pouch-packed for convenience.

Min-3.0% fat Min- 8.5%snf

Amul Gold Milk

↓

Min-6.0% fat Min- 9.0%snf

Amul Double Toned MilkMin-1.5% fat Min- 9.0%snf

Amul Lite Slim and Trim MilkMin-1.5% fat Min- 9.0%snf

Amul Fresh CreamMin-25.0% fat Min- 9.0%snf

Amul Shakti Toned MilkMin-4.5% fat Min- 8.5%snf

Amul Calci+

CONCLUSION

This is the vision of the future which the company sees for itself:

‘‘VASUDHARA WITH AMUL will be an outstanding marketing

organization, with specialization in marketing of food and dairy products,

both fresh and long life with customer focus and information technology

integration.

The network would consist of over 10 offices, 750 stockists covering at least

every taluka head quarter town, servicing nearly 1 lakh outlets with a

turnover of Rs.2500 Crore, and serving several co-operatives.

AMUL shall also create a market for its products in the neighboring

countries