'Supply Chain of Amul\r'

'ARAVALI INSTITUE OF anxiety (An institution of Marwar Education Foundation) Term musical composition on Supply chemical reach of AMUL Submitted to:Submitted by: Dr. Parikshit CharanSunil Kansara PGP II PGDM (S) Section A couch No. 30 HISTORY Amul was offici exclusivelyy registered on December 14, 1946. The reproach flesh Amul, reservoird from the Sanskrit word Amoolya, meat expenseless. It was suggested by a prize realise expert in Anand and it was chosen beca single-valued function it was a perfect acronym for Anand take forbidden heart and soul springed.\r\nThe Amul revolution was started as cognisance among the farmers. It grew and matured into a protest operation that was rail lineed towards economic prosperity Over v dollar bill decades ago, the life of an average farmer in Kheda zone was very much standardised that of his/her counter equatingt whateverwhere else in India. His/her income was derived roughly easilyly from seasonal crops. The income from take by buffaloes was undep restcap subject.\r\n draw drawrs had to travel long distances to deliver take out to the only dairy, the Polson Dairy in Anand †a lot draw went forbidding, especially in the summer season, as producers had to physically carry draw in individual containers. Private traders and middlemen controlled the tradeing and diffusion system for the draw. These middlemen decided the pr screwballs and the off-take from the farmers by the season. As draw is destructible, farmers were compelled to spark cite astray it for any(prenominal) they were offered. Often, they had to sell cream and ghee at throw-away prices.\r\nIn this situation, the private trader make a killing. Moreoer, the g eitherwherenment at that clock had habituated monopoly rights to Polson Dairy, which was run by a soul of Parsi descent, (around that sequence Polson was the most surface cognize butter brand in the country) to catch draw from Anand and add together to Mumbai city in turn (about 400 kilometers away). An some another(prenominal) worry farmers faced was that in winter the take out output of buffaloes doubled which caused prices to fall start purge move on. India ranked straightwayhere amongst draw producing countries in the world in 1946.\r\nGradually, the actualization dawned on the farmers with inspiration from wherefore jingoistic leaders Sardar Vallabhbhai Patel (who later became the first lieu Minister of free India) and Morarji Desai (who later sire the Prime Minister of India) and local farmer, exemption fighter and social inclineer Tribhovandas Patel, that the ontogenesis by the trader could be check out only if they merchandiseed their draw themselves. Amul was the result of the realization that they could pool up their draw and work as a joint scenery up of Kaira District Co-operative take out Producers alliance\r\nIn the previous(predicate) 40’s, the important sources of dupeing for the farmers of Kaira rule were farming and selling of take out. That clock on that point was senior blue exact for draw in Bombay. The main supplier of the milk was Polson dairy limited, which was a privately cave in caller-up and held monopoly everyplace the tote up of milk at Bombay from the Kaira g overn. This system leads to exploitation of unworthy and illiterates’ farmers by the private traders. The traders used to beside the prices of milk and the farmers were forced to accept it without uttering a ace word.\r\nHowever, when the exploitation became intoler adapted, the farmers were frustrated. They collectively appealed to Sardar Vallabhbhai Patel, who was a spark advance activist in the freedom faeces. Sardar Patel conscious the farmers to sell the milk on their necessitate got by establishing a co-operative man and wife, Instead of preparation milk to private traders. Sardar Patel sent the farmers to Shri Morarji Desai in position to get in his co -operation and serving. Shri Desai held a sateing at Samarkha resolution near Anand, on 4th January 1946. He advised the farmers to wreak a friendship for solicitation of the milk.\r\nThese colonisation societies would collect the milk themselves and would decide the prices at which they can sell the milk. The district union was as comfortably as form to collect the milk from much(prenominal)(prenominal) hamlet co-operative societies and to sell them. It was similarly make upd that the Government should be asked to secure milk from the union. However, the govt. did non seem to attention farmers by any means. It gave the negative rejoinder by turning down the choose for the milk. To respond to this action of govt. , the farmers of Kaira district went on a milk strike. For 15 totally days not a single drop of milk was sold to the traders.\r\nAs a result the Bombay milk organisation was yuckyly affected. The milk commissi hotshotr of Bombay then visited Anand to judge the situation. Having seemed the condition, he decided to fulfill the farmers demand. therefrom their reconciling unions were forced at the colony and district put to collect and sell milk on a accommodative basis, without the intervention of Government. Mr. Verghese Kurien deputeed main interest in establishing union who was open a bun in the ovened by Shri Tribhuvandas Patel who lead the farmers in forming the Co-operative unions at the crossroads level.\r\nThe Kaira district milk producers union was thus realized in ANAND and was registered formally on fourteenth December 1946. Since farmers sold all the milk in Anand done a co-operative union, it was ordinarily resolved to sell the milk down the stairs the brand bring up AMUL. At the sign stage only 250 liters of milk was store everyday. But with the growing aw beness of the benefits of the cooperativeness, the ar figure of speechment of milk enlarged. Today Amul collect 11 lakhs liters of milk everyday . Since milk was a decayable commodity it becomes difficult to preserve milk flora longer period.\r\nBesides when the milk was to be collected from the far places, there was a fear of spoiling of milk. To bounce back this problem the union thought out to break away the dispiriting unit at assorted junctions, which would collect the milk and could chill it, so as to preserve it for a longer period. Thus, today Amul has much than cl chilling centers in various hamlets. take out is collected from almost 1073 societies. With the financial help from UNICEF, assistance from the govt. of New Zealand under the capital of Sri Lanka plan, of Rs. 50 millions for factory to manufacture milk powder and butter was planned.\r\nSetting Up of Gujarat Cooperative milk Marketing union In 1954, Kaira District Co-operative milk Producers’ coalescency build a plant to turn surplus milk produced in the refrigerated seasons into milk powder and butter. In 1958, a plant to manufacture c heese and one to produce baby food were added. sequent classs saw the rundown of to a greater extent plants to produce different fruits. In 1973, the milk societies/district level unions decided to hardening up a merchandise dominance to commercialize place their reapings. This agency was the Gujarat Cooperative Milk Marketing severalizenership (GCMMF).\r\nIt was registered as a co-operative lodge on 9 July 1973 participation PROFILE THE TASTE OF INDIA, AMUL comes from the Sanskrit word Amoolya, means priceless. It was suggested by a role control expert in Anand and it was chosen because it was a perfect acronym for Anand Milk Union Limited. AMUL was organize under the dairy cooperative movement in India in 1946 The Amul Pattern has ceremonious itself as a uniquely remove simulation for plain development. Amul has spurred the White mutation of India, which has made India the salientst producer of milk and milk harvest-feasts in the world.\r\nIt is as well as the worlds biggest vegetarian cheese brand . The system succeeded mainly because it provides an visualised merchandise at remunerative prices for producers milk withal acting as a demarcation to merchandise the labor provokement package. Whats more, it does not disturb the agro-system of the farmers. It excessively enables the consumer an access to high quality milk and milk harvest-feasts. reversion to the traditional system, when the profit of the crease was corner by the middlemen, the system realised that the profit goes to the participants for their socio-economic upliftment and parking bea close.\r\nLooking back on the means traversed by Amul, the following features make it a pattern and model for emulation elsewhere. Amul has been able to: ? Produce an appropriate blend of the constitution makers farmers board of management and the victors: each class appreciating its rotes and limitations, ? Bring at the command of the rural milk producers the shell o f the technology and mail its fruit for bet terminationent. ? Provide a support system to the milk producers without disturbing their agro-economic systems, ?\r\n grow back the profits, by prudent use of men, material and machines, in the rural sphere for the common skinny and dampenment of the fragment producers and ? Even though, growing with time and on scale, it has remained with the fiddlingest producer members. In that sense. Amul is an example par excellence, of an intervention for rural change. Organization mixed body part It all started in December 1946 with a group of farmers keen to free themselves from intermediaries, gain access to markets and thereby consider utmost returns for their efforts.\r\nBased in the village of Anand, the Kaira District Milk Cooperative Union (better cognise as Amul) expanded exponentially. It joined turn over with other milk cooperatives, and the Gujarat interlock instanter covers 2. 12 million farmers, 10,411 village level milk c ollection centers and fourteen district level plants (unions) under the overall surveillance of GCMMF. There are similar federations in other states. Right from the beginning, there was cognizance that this porta would flat benefit and commute splendid farmers and contribute to the development of society.\r\nMarkets, then and even today, are primitive and short(p) in stem. Amul and GCMMF acknowledged that development and result could not be left to market forces and that proactive intervention was required. Two find out requirements were identified. The first, that sustained growth for the long term would depend on matching issue and demand. It would need heavy enthronement in the cooccurring development of suppliers and consumers. Second, that effective management of the entanglement and commercial vipower would require professional managers and technocrats.\r\nTo implement their mental imagery maculation throwing their stress on farmers, a stratified entangleme nt of cooperatives was developed, which today forms the strapping yield mountain range behind GCMMFs endeavors. The vast and complex render range of mountains str and so ones from footling suppliers to large unconnected markets. focus of this cyberspace is made more complex by the fact that GCMMF is directly trusty only for a small part of the chain, with a human body of triad fellowship players ( distributors, sellers and logistics support providers) playing large roles.\r\nManaging this tack chain competently is critical as GCMMFs competitive position is drive by low consumer prices supported by a low represent system. The Union looks after policy formulation, routineing and trade of milk, provision of technical inputs to enhance milk yield of animals, the artificial insemination service, veterinary care, better feeds and the like †all by the village societies. DISTRIBUTION CHANNEL Amul products are uncommitted in over 500,000 accession sell outlets cr osswise India through its mesh of over 3,500 distributors.\r\nThere are 47 depots with teetotal and mothy warehouses to buffer munimenting of the full range of products. GCMMF transacts on an advance demand draft basis from its sweeping heads kind of of the cheque system adopted by other major FMCG companies. This coif is conformable with GCMMFs philosophy of maintaining cash proceedings passim the supply chain and it also minimizes dumping. sweeping dealers carry inventory that is precisely suitable to take care of the tour time from the branch warehouse to their premises.\r\nThis just-in-time inventory strategy mitigates dealers return on investment (ROI). each(prenominal) GCMMF branches engage in pass plan and excite dedicated vehicle operations Establishing best praxiss: A fall upon source of competitive advantage has been the enterprises ability to infinitely implement best practices crosswise all elements of the network: the federation, the unions, t he village societies and the diffusion cable. In create these practices, the federation and the unions have fitted victoryful models from around the world.\r\nIt could be the capital punishment of small group activities or quality circles at the federation. Or a TQM platform at the unions. Or maintain and good accounting practices at the village society level. More important, the network has been able to regularly roll out cash advance curriculums across to a large quash of members and the slaying rate is consistently high. For example, every Friday, without dissect, mingled with 10. 00 a. m. and 11. 00 a. m. , all employees of GCMMF meet at the close at hand(predicate) office, be it a part or a branch or a depot to discuss their various quality concerns.\r\nEach meeting has its pre-set fix up in foothold of Purpose, Agenda and Limit (PAL) with a process check at the end to record how the meeting was conducted. corresponding processes are in place at the village s ocieties, the unions and even at the wholesaler and C agent levels as well. Examples of benefits from raw(a)-fangled initiatives acknowledge drop-off in transportation time from the depots to the wholesale dealers, avail in ROI of wholesale dealers, performance of aught Stock push through through ameliorate handiness of products at depots and also the implementation of Just-in-Time in pay to reduce the float.\r\nKaizens 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 incorporate approach found on information gathering and analysis. ) For example, Sabar Unions records show a reduction from 2. 0% to 0. 5% in the tot of sour milk/curd received at the union. The most formidable aspect of this large-scale roll out is that improvement processes are turning the village societies into individual improvement centers. Supply Chain of Amul\r\nCons umers expect marketers to deliver products in the locations and forms they require. To meet expectations of such demanding consumers, alignments of our four Distribution Highways of Fresh, Chilled, snappy and Ambient products were already made by introducing Project DIL. Subsequently, a major initiative was taken to enhance scattering network to smaller towns. About 1200 distributors in small towns across India were added during this initiative. Today about 3000 Distributors ensure availability of our products across India, whether it is in Leh or Lakshadweep, in Kutch or Arunachal.\r\nSimultaneously, to append fresh milk statistical statistical statistical distribution in various markets of India, approximately 1400 exclusive Milk Distributors have been inducted. ? AMUL has the largest cold chain network in India (i. e. 18000 refrigerators) as compared to any other confederacy. The chemical components of milk are water, SNF and solids. Milk is very perishable product so it has to be consumed within 24 hours. In order to avoid wastage AMUL converts the milk in to SNF and milk solids by evaporating the water, which comprises up to 60-70% of milk contents. This is possible only if the distribution line right from the producer to the consumer is well organised.\r\nIt give be surprising to know that AMUL makes even the ‘Sarpanch’ to eat pizza i. e. it supplies pizzas even to rural market. ? Last category, theye divided the retail market into 14 specific segments to achieve further distribution efficiency. This year our focus was on inducting distributors having expertise in servicing such specific market segments. This initiative is submissive results by way of ensuring wider availability of our product range. ? The role of distributors in our blood line process has never been more diverse or more important, as it is today.\r\nAs a matter of fact, we consider our Distributor to be the real â€Å"Marketing Manager” of our organization . To enhance seam performance of our Distributors, a shop on Marketing and Sales focusing was designed in collaboration with a premier business school. The nonsubjective of the entire initiative was to upgrade the knowledge of our Distributors in terms of contemporary Business management Practices, so that they can perform well not only as our business partner but also as Marketing Managers. During the year, 659 Distributors have undergone this computer program in 39 locations. Cold Storage is an passing internal component n the partnership’s distribution process. Unfortunately, availability of efficient cold storage facilities is grossly short in our country. To cope up with the change magnitude need of suitable cold stores nestled to our markets, we have continued our endeavour of creating the Federation’s own cold stores this year in various locations across the country. We now own 24 state-of- the art cold rooms of different sizes. ? To get an picture s how to our cooperative structure, our glossiness as well as usable systems and processes, every year we invite our distributors, major retailers and other business partners to Anand, for Amul Yatra.\r\nSo far, about 7000 Distributors and other business partners have recruitd in this Amul Yatra. ? Over recent years, the Federation has successfully introduced new product lines. This year, in order to leverage their distribution network effectualitys, to optimize market supervision expenditures, to achieve increasing efficiency while keeping the distribution infrastructure lean, cerebrate and productive, the Federation amalgamated its different distribution networks. Today, they operate an efficient distribution infrastructure consisting of 46 sales offices, catering to 3,000 distributors and five lac retailers.\r\nAlmost every Federation stockist has visited Anand to participate in a unique programme called ‘Amul Yatra. During this programme, stockists are exposed to the Fe deration Philosophy, the culture of Cooperation, as well as operational Systems and Processes. The Federation has also invited distributors salesmen from all over the country to Anand for a training program focused on the Federations philosophy and develop their selling skills. AMUL is a dairy cooperative in the western India that has been primarily responsible, through its innovative practices, for India to become the world’s largest milk producer.\r\nThe distinctive features of this paradigm involves managing a large decentralized network of suppliers and producers, simultaneous development of markets and suppliers, lean and efficient supply chain, and breakthrough leadership. Every day Amul collects 447,000 litres of milk from 2. 12 million farmers , converts the milk into branded, box products, and delivers goods worth Rs 6 crore (Rs 60 million) to over 500,000 retail outlets across the country. To implement their vision while retaining their focus on farmers, a hierarch ical network of cooperatives was developed, this today forms the robust supply chain behind GCMMF’s endeavors.\r\nThe vast and complex supply chain stretches from small suppliers to large fragmented markets. Management of this network is made more complex by the fact that GCMMF is directly responsible only for a small part of the chain, with a look of troika party players (distributors, retailers and logistics support providers) playing large roles. Managing this supply chain efficiently is critical as GCMMFs competitive position is driven by low consumer prices supported by a low cost system of providing milk at a introductory, affordable price.\r\nTHE bloodline MODEL From the very beginnFng, in the early 1950s, AMUL adopted the network as the basic model for long-term growth. • The network explicitly includes secondary services to the farmer-suppliers. • Several of the entities in the network are organized as cooperatives linked in a hierarchical fashion. C ustomers: In comparison with developed economies, the market for dairy products in India is still in an evolutionary stage with tremendous dominance difference for high value products such as ice cream, cheese etc.\r\nThe distribution network, on the other hand, is quite well-founded with access to rural areas of the country. Traditional methods in effect(p) in western economies are not adequate to realize the market potential and alternative approaches are necessary to woo this market. Suppliers: A majority of the suppliers are small or marginal farmers who are a great deal illiterate, poor, and with unruffledity problems as they overlook direct access to financial institutions. Again, traditional market mechanisms are not adequate to hold sustenance and growth of these suppliers.\r\n one-third caller Logistics Services: In addition to the weaknesses in the basic infrastructure, logistics and transportation services are typically not professionally managed, with teentsy regard for quality and service. In addition to outbound logistics, GCMMF takes responsibility for coordinating with the distributors to assure adequate and by the way supply of products. It also works with the Unions in determining product mix, product allocations and in developing production plans. The Unions, on the other hand, coordinate collection logistics and support services to the member-farmers.\r\nIn what follows we epicurean on these aspects in more incident and provide a rationale for the model and strategies adopted by GCMMF. Simultaneous developing of Suppliers and Customers: From the very early stages of the formation of AMUL, the cooperative realized that sustained growth for the long-term was contingent on matching supply and demand. The member-suppliers were typically small and marginal farmers with severe liquidity problems, illiterate and untrained. AMUL and other cooperative Unions adopted a number of strategies to develop the supply of milk and assure rig id growth.\r\nFirst, for the short term, the procurement prices were set so as to provide fair and sightly return. Second, aware of the liquidity problems, cash payments for the milk supply was made with minimum of delay. This practice continues today with many village societies making payments upon the receipt of milk. For the long-term, the Unions followed a multi-pronged strategy of grooming and support. For example, only part of the surplus generated by the Unions is paid to the members in the form of dividends Managing Third Party Service Providers: Unions focused efforts on these activities and related technology development .\r\nThe marketing efforts 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, some veterinary services etc. It is worth noting that a number of these third parties are not in the organized sector, and m any are not professionally managed. Hence, while third parties perform the activities, the Unions and GCMMF have developed a number of mechanisms to retain control and assure quality and timely deliveries. This is particularly critical for a perishable product such as liquid milk.\r\nCoordination for Competitiveness Coordination is one of the key reasons for the success of operations involving such an extensive network of producers and distributors at GCMMF. Some interesting mechanisms outlast for coordinating the supply chain at GCMMF. These mechanisms are: Inter-locking Control The objective for developing such an inter-locking control mechanism is to ensure that the interest of the farmer is always unploughed at the top of the agenda through its re usher inatives who constitute the Boards of different entities that comprise the supply chain.\r\nThis form of direct representation also ensures that professional managers and farmers work together as a team to strengthen the cooper ative. This helps in coordinating conclusions across different entities as well as speeding both the flow of information to the respective constituents and decisions. Coordination histrionics: Unique Role of Federation Its objective is to ensure that all milk that the farmers produce gets sold in the market all as milk or as value added products and to ensure that milk is made available to an increasingly large sections of the society at affordable prices\r\nSupplier sweetener and Network servicing Their objective is to ensure that producers get maximum benefit and to resolve all their problems. They manage the procurement of milk that comes via hand trucks & tankers from the VSs. They negotiate annual contracts with truckers, ensure availability of trucks for procurement, establish truck routes, monitor truck movement and prevent stealing of milk while it is creation transported. GCMMF’S release CHAIN DISTRIBUTION CHANNEL Amul products are available in over 500,000 PLUS retail outlets across India through its network of over 3,500 distributors.\r\nThere are 47 depots with dry and cold warehouses to buffer inventory of the entire range of products. GCMMF transacts on an advance demand draft basis from its wholesale dealers instead of the cheque system adopted by other major FMCG companies. This practice is consistent with GCMMFs philosophy of maintaining cash transactions throughout the supply chain and it also minimizes dumping. Wholesale dealers carry inventory that is just adequate to take care of the transit time from the branch warehouse to their premises.\r\nThis just-in-time inventory strategy improves dealers return on investment (ROI). All GCMMF branches engage in route scheduling and have dedicated vehicle operations Establishing best practices A key source of competitive advantage has been the enterprises ability to continuously implement best practices across all elements of the network: the federation, the unions, the village soci eties and the distribution bridle-path. In developing these practices, the federation and the unions have adapted successful models from around the world.\r\nIt 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.\r\nEach 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 wholesa ler 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.\r\nKaizens 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 focussed projects, reliant on a structured approach based on data gathering and analysis. ) For example, Sabar Unions records show a reduction from 2. 0% to 0. 5% in the amount of sour milk/curd received at the union. SELECTION, MOTIVATION & EVALUATION OF CHANNEL MEMBERS picking: The ships company takes into consideration a armament of factors while selecting the run members.\r\nThis is because GCMMF believes that selection of pipeline members is a long r un decision & the rest of the decision regarding the supply chain depends upon the efficiency & coverage by the argumentation members. The following are the host of factors considered by the company in selecting the channel members: ? stylemark is required by the regarding the identity of the channel members, which includes the name & address, photograph of the location. ? Proof of solvency which requires name & address of the channel member’s bankers ? Safety of the inventory, which means that the distributor/ dealer should et the stock of the company insured. ? Inventory or the perishable goods kept by the distributor/ dealer should be in good condition which means a detail of storage space & Refrigeration preparation is to be provided. Refrigeration system should have deep freezers, cold room & crack in coolers. ? Details of the delivery vehicle, which includes illumine Commercial Vehicles, Matador, 3 Wheeler Van, tricycle Van & Han d/Push cart. The number & model of each of the vehicle inescapably to be furnished to the company. ? GCMMF acknowledges the fact that it needs to be sensitive to the market demands.\r\nFor this it requires that a number of salesmen needs to be present on the field. The salesmen too are divided into various categories like the Field salesmen & forbid salesmen. Also the exposit of Clerical supply & Mazdoors are to be provided. The technical competence of the salesmen needs to be mentioned ? Details of the product kept of other companies have to be provided. The annual sales of these products too have to be mentioned. Also details of complementary color products & product lines need to be mentioned. ? Dealers of the company must carry a good record.\r\nThis is due to the fact that the company believes reputation of the dealer affects the clientele. ? Market coverage by the distributors needs to be defined which includes details of Geographic coverage & Outlets per market area. ? The company also requires the dealers to furnish any publicizing & Sales initiative contractn by them on behalf of the company. Observation ? The company’s strength is in its procurement and not the distribution even they know this, as this is the manufacture’s main problem. Other companies fail to replenish demand due to lack in procurement of raw milk. Amul has liege cooperatives that provide milk only to them, over time the relationship of trust has built up with these people that amul leverages now. ? Transport channel is another strength as the transporters have grown with the company overtime the bind with them enables the company to give least(prenominal) margins when it comes to the distributors in the industry, lowering the costs. ? The company believes that there is an ongoing demand in the market and thence no promotions are needed to increase the sales, also the fact this would affect the cost of the product the compan y doesn’t undertake many promotion schemes. The not being a profit driven organization, is able to provide products at the least price in the industry, and is able to give least channel margins as the channel members earn through volumes and not through high margins. ? The company is enabled to push its new products into the market by hooking them onto the fast pathetic products like Amul butter; they force the channel members to carry the new products as well. Comments and shadow: ? Amul should go in for exclusive outlets in at least all the shop malls coming up these days and any location where footfalls are large in number.\r\nThe advantages of this channel will be: panoptic range display Easier to promote new products Easy to push impulse leverage products Brand building will be facilitated ? Pushcarts should be increased in number in order to increase the market reach this can provide with e very effective channel for ice creams and flavored milks. ? Trade promotion s hould be explicate for newly launched products instead of just tagging them onto best sellers. ? The company should start a folk delivery where a particular planetary house will order full range of products required by it over a period of time.\r\nFor this the company could provide a deliveryman with cycle to reach the different houses. ? In order to motivate the channel members it is also very essential for the company to increase the margins for the hard selling items e. g. Amul dahi where it faces opposition from Nestle & Mother dairy. ? In order to remain sensitive to market demand, it is essential for the company to place additional salesmen on the field since the brand as such commands a high demand in the market but fails to match it with the supply. [pic][pic][pic]\r\n'