INTRODUCTION 1.1 Overview of Indian economy and its sectors 1.2 Overview of Industry 1.2.1 1.2.

2 Company contribution in the industry Scope of improvement

1.3 Profile of the Organisation 1.3.1 1.3.2 1.3.3 1.3.4 1.4 History Nature of Busines Vision,Mission Organisational Structure

Key Competitors

1.1 OVERVIEW OF INDIAN ECONOMY & ITS SECTOR The Centre for Monitoring Indian Economy (CMIE) has estimated Indias gross domestic product (GDP) to expand at 9.2 per cent in 2010-11 as compared to the growth of 7.4 per cent in 2009-10. Overall growth in industrial output was 10.8 per cent year-on-year (y-o-y) in October 2010. The growth in the industrial sector is expected to increase at 9.4 per cent in 2010-11, as compared to 9.2 per cent in 2009-10.

services sector is projected to expand by 10 per cent as compared to 8.6 per cent last year, led by the trade and transport segment. The major turnaround is expected from the agriculture and allied sector, which is being projected to grow by 5.7 per cent in 2010-11. The Economic scenario The services sector comprising financial and non-financial services attracted 21 per cent of the total FDI equity inflow into India, with FDI worth US$ 2,163 million during April-October 2010, while telecommunications including radio paging, cellular mobile and basic telephone services attracted second largest amount of FDI worth US$ 1,062 million during the same period. Metallurgical industries were the third highest sector attracting FDI worth US$ 920 million followed by power sector which garnered US$ 729 million during the financial year AprilOctober 2010. As on December 17, 2010, India's foreign exchange reserves totalled US$ 294.60 billion, an increase of US$ 11.13 billion over the same period last year, according to the Reserve Bank of India's (RBI) Weekly Statistical Supplement. IT SECTORS

Industry and services India has one of the world's fastest growing automobile industries. Shown here is the Tata Motors' Nano , the world's cheapest car. Industry accounts for 28% of the GDP and employ 14% of the total workforce. In absolute terms, India is 12th in the world in terms of nominal factory output.

Textile manufacturing is the second largest source of employment after agriculture and accounts for 20% of manufacturing output, providing employment to over 20 million people. Ludhiana produces 90% of woollens in India and is known as the Manchester of India. India is 13th in services output. The services sector provides employment to 23% of the work force and is growing quickly, with a growth rate of 7.5% in 19912000, up from 4.5% in 1951 80. It has the largest share in the GDP, accounting for 55% in 2007, up from 15% in 1950. Information technology and business process outsourcing are among the fastest growing sectors, having a cumulative growth rate of revenue 33.6% between 199798 and 200203 and contributing to 25% of the country's total exports in 200708. Agriculture

Farmers work inside a rice field in Andhra Pradesh. India is the second largest producer of rice in the world after China,and Andhra Pradesh is the second largest rice producing state in India with West Bengal being the largest. India ranks second worldwide in farm output. Agriculture and allied sectors like forestry, logging and fishing accounted for 15.7% of the GDP in 200910, employed 52.1% of the total workforce, and despite a steady decline of its share in the GDP, is still the largest economic sector and a significant piece of the overall socio-economic development of India. India is the largest producer in the world of milk, jute and pulses, and also has the world's second largest cattle population with 175 million animals in 2008. It is the second largest producer of rice, wheat, sugarcane, cotton and groundnuts, as well as the second largest fruit and vegetable producer, accounting for 10.9% and 8.6% of the world fruit and vegetable production respectively. India is also the second largest producer and the largest consumer of silk in the world, producing 77,000 million tons in 2005. Banking and finance

The Indian money market is classified into the organised sector, comprising private, public and foreign owned commercial banks and cooperative banks, together known as scheduled banks, and the unorganised sector, which includes individual or family owned indigenous bankers or money lenders and non-banking financial companies. The unorganised sector and microcredit are still preferred over traditional banks in rural and sub-urban areas, especially for non-productive purposes, like ceremonies and short duration loans. Prime Minister Indira Gandhi nationalised 14 banks in 1969, followed by six others in 1980, and made it mandatory for banks to provide 40% of their net credit to priority sectors like agriculture, small-scale industry, retail trade, small businesses, etc. to ensure that the banks fulfill their social and developmental goals. India's gross domestic saving in 200607 as a percentage of GDP stood at a high 32.7%. More than half of personal savings are invested in physical assets such as land, houses, cattle, and gold. The public sector banks hold over 75% of total assets of the banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively. Energy and power

As of 2010, India imported about 70% of its crude oil requirements. Shown here is an ONGC platform at Mumbai High in the Arabian Sea, one of the few sites of domestic production.

India's oil reserves meet 25% of the country's domestic oil demand. As of 2009, India's total proven oil reserves stood at 775 million metric tonnes while gas reserves stood at 1074 billion cubic metres. India is the fourth largest consumer of oil in the world and imported $82.1 billion worth of oil in the first three quarters of 2010, which had an adverse effect on its current account deficit. The petroleum industry in India mostly consists of public sector companies such as Oil and Natural Gas Corporation (ONGC), Hindustan Petroleum Corporation Limited (HPCL) and Indian Oil Corporation Limited (IOCL). There are some major private Indian companies in the oil sector such as Reliance Industries Limited (RIL) which operates the world's largest oil refining complex. India has the world's fifth largest wind power industry, with an installed wind power capacity of 9,587 MW. Shown here is a wind farm in Muppandal, Tamil Nadu. As of 2010, India had an installed power generation capacity of 164,835 megawatts (MW), of which thermal power contributed 64.6%, hydroelectricity 24.7%, other sources of renewable energy 7.7%, and nuclear power 2.9%.

1.2 INDUSTRY OVERVIEW

FOOD INDUSTRY The food industry is the complex, global collective of diverse businesses that together supply much of the food energy consumed by the world population. Only subsistence farmers, those who survive on what they grow, can be considered outside of the scope of the modern food industry.

The food industry includes: Regulation: local, regional, national and international rules and regulations for food production and sale, including food quality and food safety, and industry lobbying activities. Financial services: insurance, credit Manufacturing: agrichemicals, seed, farm machinery and supplies, agricultural construction, etc. Agriculture: raising of crops and livestock, seafood Food processing: preparation of fresh products for market, manufacture of prepared food products Wholesale and distribution: warehousing, transportation, logistics Retail: supermarket chains and independent food stores, direct-to-consumer, restaurant, food services.

ADVANTAGE OF INDIA UNDER FOOD INDUSTRY: India is one of the largest food producers in the world India has diverse agro-climatic conditions and has a large and diverse raw material base suitable for food processing companies Investment requirement of around US$ 15 billion exists in the food processing sector India is looking for investment in infrastructure, packaging and marketing India has huge scientific and research talent pool A largely untapped domestic market of 1000 million consumers 300 million upper and middle class consume processed food 200 million more consumers expected to shift to processed food by 2010

Dairy Processing

India ranks first in the world in terms of milk production. Indian production stands at 91 million tones growing at a CAGR of 4 per cent. This is primarily due to the initiatives taken by the Operation flood programmes in organizing milk producers into cooperatives; building infrastructure for milk procurement, processing and marketing and providing financial, technical and management inputs by the Ministry of Agriculture and Ministry of Food Processing Industries to turn the dairy sector into viable self-sustaining organized sector. About 35% of milk produced in India is processed. The organized sector (large scale dairy plants) processes about 13 million tones annually,while the unorganized sector processes about 22 million tones per annum. In the organized sector, there are 676 dairy plants in the Cooperative, Private and Government sectors registered with the Government of India and the state Government.

Indian FMCG Sector The Indian FMCG sector is the fourth largest in the economy and has a market size of US$13.1 billion. Well-established distribution networks, as well as intense competition between the organized and unorganized segments are the characteristics of this sector. FMCG in India has a strong and competitive MNC presence across the entire value chain. It has been predicted that the FMCG market will reach to US$ 33.4 billion in 2015 from US $ billion 11.6 in 2003. The middle class and the rural segments of the Indian population are the most promising market for FMCG, and give brand makers the opportunity to convert them to branded products. Most of the product categories like jams, toothpaste, skin care, shampoos, etc, in India, have low per capita consumption as well as low penetration level, but the potential for growth is huge. The Indian Economy is surging ahead by leaps and bounds, keeping pace with rapid urbanization, increased literacy levels, and rising per capita income. The big firms are growing bigger and small-time companies are catching up as well. According to the study conducted by AC Nielsen, 62 of the top 100 brands are owned by MNCs, and the balance by Indian companies. Fifteen companies own these 62 brands, and 27 of these are owned by Hindustan Lever. Pepsi is at number three followed by Thums Up. Britannia takes the fifth place, followed by Colgate (6), Nirma (7), Coca-Cola (8) and Parle (9). These are figures the soft drink and cigarette companies have always shied away from revealing. Personal care, cigarettes, and soft drinks are the three biggest categories in FMCG. Between them, they account for 35 of the top 100 brands.

THE TOP 10 COMPANIES IN FMCG SECTOR S.NO. Companies 1. Hindustan Unilever Ltd. 2. ITC (Indian Tobacco Company) 3. Nestl India 4. GCMMF (AMUL) 5. Dabur India 6. Asian Paints (India) 7. Cadbury India 8. Britannia Industries 9. Procter & Gamble Hygiene and Health Care 10. Marico Industries 1.2.1 Companys contribution in the industry The following table describes the market share that Amul holds for each product line: Category Butter Milk Powder Cheese Ice- Cream Sweets Chochlate Drink Chochlate Market Share 85% 40% 50% 24.75% 50% 90% 10% Market position 1 1 1 2 1 1 3

1.2.2 SCOPE OF IMPROVEMENT

Amul goes global in spite of the above mentioned, Amul has been doing exceptionally well in abroad too. The following are some facts: U.S.A, Nepal, South Africa, Kenya, Bhutan, Bangladesh, Thailand, Australia, and Gulf countries etc Prospective markets- Russia, UAE, Japan, Sri Lanka Agreement with Wal-mart : Wal-mart agreed to sell Amul productson its shelves under brand Amul itself. Agreement with Glaxo : Glaxo and Amul will get together toproduce baby food Amuls growth rate in international market : ~34% Product improvisation -Amul basundi, gulab jamun, chocolatesetc., since they are not as popular as Amul butter or Amul icecream. There is a need to understand the cause through proper MR.

Amul horadings are successful. But there is a need to advertiseby Cable channels, newspapers etc. to reach the rural areas etc For a company where perishability of its products is very high,strengthening of liquidity and working capital is a must. Supply chain add-ons must be further strengthened Venture into processed fruits and vegetables, because the sameAnand pattern can be followed here, so strategizing wont takemuch of a time. And moreover, they give higher margins Try nullifying threats and weaknesses

1.4 PROFILE OF THE ORGANISATION

1.3.1 History The india District Co-operative Milk Producers' Union was registered on December 14, 1946 as a response to exploitation of marginal milk producers by traders or agents of existing dairies in the small town named Anand (in Kaira District of Gujarat).[7] Milk Producers had to travel long distances to deliver milk to the only dairy, the Polson Dairy in Anand. Often milk went sour as producers had to physically carry the milk in individual containers, especially in the summer season. These agents arbitrarily decided the prices depending on the production and the season. Milk is a commodity that has to be collected twice a day from each cow/buffalo. In winter, the producer was either left with surplus / unsold milk or had to sell it at very low prices. Moreover, the government at that time had given monopoly rights to Polson Dairy (around that time Polson

was the most well known butter brand in the country) to collect milk from Anand and supply it to Bombay city in turn. India ranked nowhere amongst milk producing countries in the world because of its limitations in 1946 British Raj.

Angered by the unfair and manipulative trade practices, the farmers of Kaira 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).[8] He sent Morarji Desai (who later became Prime Minister of India) to organize the farmers. In 1946, the farmers of the area went on a milk strike refusing to be further oppressed. Thus the Kaira District Cooperative was established to collect and process milk in the District of Kaira in 1946. 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 and managed by Dr. V Kurien along with Shri H M Dalaya. The first modern dairy of the Kaira Union was established at Anand. Indigenous reseach and development and technology development at the Cooperative had led to the successful production of skimmed milk powder from buffalo milk the first time on a commercial scale anywhere in the world. The success of the dairy co-operative movement spread rapidly in Gujarat. Within a short span five other district unions Mehsana, Banaskantha, Baroda, Sabarkantha and Surat were organized. In order to combine forces and expand the market while saving on advertising and avoid a situation where milk cooperatives would compete against each other it was decided to set up an apex marketing body of dairy cooperative unions in Gujarat. Thus, in 1973, the Gujarat Co-operative Milk Marketing Federation was established. The Kaira District Co-operative Milk Producers Union Ltd. which had established the brand name Amul in 1955 decided to hand over the brand name to GCMMF (AMUL).

Dr. Verghese Kurien, the World Food Prize and the Magsaysay Award winner, was the architect of Indias White Revolution, which helped India emerge as the largest milk producer in the world. Impressed with the development of dairy cooperatives in Kaira District and its success, Shri Lal Bahadur Shastri, the then Prime Minister of India during his visit to Anand in 1964, asked Dr. V Kurien to replicate the Anand type dairy cooperatives all over India. Thus, the National Dairy

Developed Board was formed and Operation Flood Programme was launched for replication of the Amul Model all over India

13.2 NATURE OF BUSINESS

Amul is not a food company; it is an IT company in the food business.It has recognized that amul opt the most efficient way of building links between milk producers and consumers so as to provide the best returns for the both is through IT innovation.

Thus is why Amul has embraced the ideas behind coop with such enthusiasm. Not only will the TLD enable consumers in India to recognize an established brand they can trust online, it will enable Amul to begin trading competitively throughout the world, reaching markets, which have hitherto been inaccessible. The CIO, Mr. Subbarao Hegde said, Information Technology is the most effective tool we have in communicating with our members and the millions of consumers who purchase Amul products throughout India every day. Coop not only reflects the cooperative values which shape our own organization democratically dynamic, it will also give us a vital business advantage as we seek to develop the Amul brand throughout the world. 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 Indian languages. Amul products have been in use in millions of home since 1946. Amul Butter, Amul Milk Powder, Amul Ghee, Amulspray, Amul Cheese, Amul Chocolates, Amul Shrikhand, Amul Ice cream, Nutramaul, Amul Milk and Amulya have made Amul a leading food brand in India. (Turnover: Rs. 29 billion in 2004). Today Amul is a symbol of many things. Of high-quality products sold at reasonable prices.

GCMMF

Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food products marketing organisation. It is a state level apex body of milk cooperatives in Gujarat which aims to provide remunerative returns to the farmers and also serve the interest of consumers by providing quality products which are good value for money. Amul's product range includes milk powders, milk, butter, ghee, cheese, curd, chocolate, ice cream, cream, shrikhand, paneer, gulab jamuns, basundi, Nutramul brand and others. In January 2006, Amul plans to launch India's first sports drink Stamina, which will be competing with Coca Cola's Powerade and PepsiCo's Gatorade . Amul is the largest food brand in India and world's Largest Pouched Milk Brand with an annual turnover of US $1050 million (2006-07). Currently Amul has 2.6 million producer members with milk collection average of 10.16 million litres per day. 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 had not succeeded, but now it has fresh plans of flooding the Japanese markets .Other potential markets being considered include

Sri Lanka. Dr Verghese Kurien, former chairman of the GCMMF, is recognised as the man behind the success of Amul. On 10 Aug 2006 Parthi Bhatol, chairman of the Banaskantha Union, was elected chairman of GCMMF.

ACHIEVEMENT: Amul : Asias largest dairy co-operative was created way back in1946 to make the milk producer self-reliant and conduct milk- business with pride. Amul has always been the trend setter in bringing and adapting the most modern technology to door steps to rural farmers. Amul created history in following areas: a)First self motivated and autonomous farmers organization comprising of more than 5000000 marginal milk producers of Kaira District. b) Created Dairy co-operatives at village level functioning with milk collection centres owned by them. c) Computerized milk collection system with electronic scale and computerized accounting system. d)The first and only organization in world to get ISO 9000 standard for its farmers co-operatives. e)First to produce milk from powder from surplus milk. Amul is the live example of how co-operation amongst the poor marginal farmers can provide means for the socio-economic development of the under privileged marginal farmers.

PEOPLE POWER: AMUL'S SECRET OF SUCCESS The system succeeded mainly because it provides an assured market at remunerative prices for producers' milk besides acting as a channel to market the production enhancement package. What's more, it does not disturb the agro-system of the farmers. It also enables the consumer an access to high quality milk and milk products. Contrary to the traditional system, when the profit of the business was cornered by the middlemen, the system ensured that the profit goes to the participants for their socio-economic upliftment and common good. Amul has been able to: Produce an appropriate blend of the policy makers farmers board of management and the professionals: each group appreciating its rotes and limitations,

Bring at the command of the rural milk producers the best of the technology and harness its fruit for betterment. Provide a support system to the milk producers without disturbing their agro-economic systems, Plough back the profits, by prudent use of men, material and machines, in the rural sector for the common good and betterment of the member producers and Even though, growing with time and on scale, it has remained with the smallest producer members. In that sense. Amul is an example par excellence, of an intervention for rural change.

The Union looks after policy formulation, processing and marketing of milk, provision of technical inputs to enhance milk yield of animals, the artificial insemination service, veterinary care, better feeds and the like - all through the village societies. Basically the union and cooperation of people brought Amul into fame i.e. AMUL (ANAND MILK UNION LIMITED), a name which suggest THE TASTE OF INDIA.

Members: 13 district cooperative milk producers Union No. of Producer Members: 2.6 million

No. of Village Societies: 12,792 Total Milk handling capacity: 10.16 million litres per day Milk collection (Total - 2006-07): 2.38 billion litres Milk collection (Daily Average 2006-07): 6.5 million litres Milk Drying Capacity: 594 Mts. per day Cattlefeed manufacturing Capacity: 2640 Mts per day

Rs Sales Turnover 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2005-06 2006-07 2007-08 2008-09 (million) 13790 15540 18840 22192 22185 22588 23365 27457 28941 37736 42778 52448 67113 US $ (in millions) 400 450 455 493 493 500 500 575 616 850 1050 1325 1504

2009-10

80053

1700

1.3.3 VISION ,MISSION Vision:

GCMMF will be an outstanding marketing organization, with specialization in marketing of food and dairy products both fresh and long life with customer focus and IT integrated. The network would consist of over 100 offices, 7500 stockiest covering at least every Taluka. Head quarter servicing nearly 10 lakh outlets with a turnover of Rs.10,000 Cr and serving several cooperatives.GCMMF shall also create markets for its products in neighboring countries.

Mission:

We at GCMMF endeavor to satisfy the taste and nutritional requirements of the customer of the world through excellence in the marketing by our committed team. Through co-operative networking, we are committed to offering quality product that provides best value for money. 1.3.4 Organization Structure: Organization Structure is divided into two parts:

External Organization Structure External Organization Structure is the organization structure that affects the organization from the out side.

State Level Marketing Federation

District Milk Product Union Ltd.

Village Milk Product Union Ltd.

Villagers

As we know, GCMMF is unit of Gujarat Milk Marketing Federation, which is a co-operative organization. The villagers of more than 10000 villages of Gujarat are the bases of this structure .They all make village milk producers union, district level milk producers union and then a state level marketing federation is established. The structure is line relationship, which provides easy way to operation. It also provides better communication between two stages.

Internal Organization Structure: The following is internal organisation chart of Amul:

Organization Structure Chart

Chairman

Managing Director

General Manager

Ass. General Manager

Finance

Production

Marketing

Sales & Purchase

Personnel

Dept.

Dept.

Dept.

Dept.

Dept.

Senior Manager

Senior Manager

Senior Manager

Senior Manager

Senior Manager

Finance Manager

Production Manager

Marketing Manager

Sales Manager

Personnel Manager

Accountant

Officer

Marketing Executive

Officer

P.R.F

Officers

Supervisor

F.S.R.

Salesmen

Executive

1.5 KEY COMPETITORS

Britannia BNZFL is a joint venture between Britannia Industries Ltd. and the Fonterra Cooperative Group, New Zealand, a dairy cooperative group. The company focuses entirely on the dairy business, with cheese being its flagship product. The other products it sells are dairy whiteners, butter, ghee (Indian clarified butter) and a malt drink- Anlene. All products are marketed under the 'Britannia MilkMan' brand. Its turnover in 2005-2006 is US$ 24 million with about 50% coming from processed cheese, 30% from the dairy whitener and the remaining 20% from butter and ghee.

Nestle Nestl India is a subsidiary of Nestle S.A., world's biggest food company and a leading Swiss giant. Nestle India's business can be broadly classified into four categories ---milk products and nutrition (infant mixes, yoghurt, milk), prepared dishes and cooking aids, beverages (coffee and malted drinks) and chocolate and confectionary. Company has a wide presence across India with its portfolio of strong brands Nescafe, Maggi, Milkybar,Milo,KitKat,Bar-one,Polo,Munch,Milkmade,Nestea,Nestle Milk, Nestle Fresh 'n' Natural Dahi and NESTLE Jeera Raita The company is focused on growing its market share through renovation and innovation of its existing brands in India.

Cadbury Cadbury Schweppes is the No.1 confectionery and third largest soft drinks company in the world. We manufacture, market and distribute branded chocolates, confectionery and beverages that bring smiles to millions of consumers across 180 countries Cadbury India began its operations as a trading concern in 1947. The company today employs nearly 2000 people across India.

Currently Cadbury India operates in three sectors viz. Chocolate Confectionery, Milk Food Drinks and in the Candy category.

In the Chocolate Confectionery business, Cadbury has maintained its undisputed leadership over the years and has market share of over 70% - the highest Cadbury brand share in the world!

Some of the key brands are Cadbury Dairy Milk, 5 Star, Perk, clairs,Temptations and Celebrations.

In the Milk Food drinks segment our main product is Bournvita - the leading Malted Food Drink (MFD) in the country.

Similarly in the medicated candy category Halls is the undisputed leader.

We recently entered the gums category with the launch of our worldwide dominant bubble gum brand Bubbaloo. Bubbaloo is sold in 25 countries worldwide.

HUL Unilever, the major shareholder in HLL, is the world's largest ice-cream company selling in more than 80 countries (could be more, by now), mainly under the brand name Walls. The Rs 1,200-crore branded ice creams sector is dominated by HLL with 37% market share followed by Amul with 27% market share. With a growth in sales of nearly 40 per cent in 2006 and with HLL making profits in the category for the second year in succession, the company is bullish.

The market potential is huge, with ice cream consumption in the country very niche, at around 500 ml per capita, compared with 2-4 litre in Singapore and an eye-popping 25 litre in the US.

2.4 SWOT Analysis

STRENGTH

1.

The company is having Indian origin thus creating feeling of oneness in the mind of the customers.

2.

It manufactures only milk and milk products,which is purely vegetarian thus providing quality confidence in the minds of the customers.

3.

It is aiming at rural segment,which covers a large area of customers, which other companies had failed to do.

4. 5.

People are quite confident for the quality products provided by Amul. Amul has its base in India with its butter and so can easily promote chocolates without fearing of loses.

6.

The prices of chocolates of Nestles are comparatively cheap as compared to other companies.

WEAKNESS

1.

There are various big players in the chocolate market, which acts as major competitors restricting their growth.

2. 3.

Lack of capital invested as compared to other companies. Improper channel distribution in India.

OPPORTUNITIES

1. There is a lot of potential for growth and development as hugepopulation stay in rural market where other companies are not targeting. 2. The chocolate market is at growth stage with very less competition so by introducing new brand and intensive advertising there can be a very good scope in future.

THREATS

1. The major threat is from other companies who hold the majority share of consumers in Indian market i.e. Cadbury and Nestle. 2. There exists no brand loyalty in the chocolate market and consumersfrequently shift their brands. 3. New companies entering in Indian market like Fantasie fine poses lot problems for Amul.

Chapter 2 2.1 CURRENT ISSUES

Amul: Utterly, leisurely!

The aggressive retail expansion drive by GCMMF has slowed down now Gujarat Co-operative Milk Marketing Federation (GCMMF), which owns and markets the Amul and Sagar brand of milk and milk products, has lost its fizz in rapidly expanding its retail division. In the financial year 2009-10, Amul could add only 700-800 retail outlets. This is viewed as a slowdown from the previous years addition of 2,000 outlets. Consequently, the total number of operational Amul Preferred Outlets (APO) is only 5,000 now. Though Amul officials state that the company is back in the growth mode this year and would have 10,000 outlets by the end of fiscal 2010-11. So far, we have approved 6,381 retail outlets, of which 5,000 are operational and the rest will soon start working, the official says.

Top Indian brands 2010 Amul, Kingfisher, ICICI Bank, SBI, Tata

Research agency TNS recently conducted a study to find the best brands in Asia Pacific region and The Top 1000 brands thus listed were almost same as last years with only few Indian brands making entry into the top segment. Random set of people were asked two questions in each of 12 major categories pertaining to the best and second best brand that would come to the respondents mind for a particular product/service category. The definition of best was one the respondent would trust the most or the one that had the best reputation in the product/service category. Brands ranked accordingly for India region shows only one home brand in the top 10 list and the rest all being MNCs. The Milk cooperative company Amul is the sole Indian brand and the most popular brand in the FMCG sector. Also, Amul is ranked the No.1 dairy brand not just in India but across the Asia Pacific region and competing with brands like Dumex, Walls, Anchor, Magnolia, Kraft, Dutch Lady, etc.,

Amul launches probiotic fruit yogurt

After probiotic ice-cream, the Gujarat Co-operative Milk Marketing Federation (GCMMF) governed Amul has now launched an all natural probiotic vitamins fortified flavoured yogurt under the brand name 'Flaavyo'. With the launch of Amul Flaavyo, the milk and milk products major is hoping to transform the consumption habits of Indian households to a tasty, healthy and nutritional option in form of a

probiotic yogurt, which can be consumed either at the breakfast table or as health dessert or on the go. Targeted at both health conscious consumers as well as kids, Amul Flaavyo yogurt is available in 100g cup at introductory price of Rs 15. The product is made from pure milk with the addition of all natural ingredients such as fruit pulp, natural flavour, live probiotic bacteria and essential vitamins. Initially, Amul Flaavyo yogurt is being introduced in five flavours namely Mango, Strawberry, Pineapple, Vanilla and Misti Doi. Amul to increase milk prices by Rs 1/litre in Maharashtra

Amul, the countrys major milk brand, has decided to increase the prices of its two top-selling brands, Amul Taza and Amul Slim and Trim , by Rs 1/litre from Thursday (February 17) across Maharashtra. Other dairies have decided to increase the price by Rs 3/litre.

Amul working on plan to raise milk productivity to control rising prices

DNA India RS Sodhi, the newly appointed managing director of Gujarat Co-operative Milk Marketing Federation (GCMMF), which markets Amul across the globe, and his team is working on a strategy to increase productivity that will help consumer as well as increase the earnings of farmers. Sodhi who became the fourth managing director of GCMMF, is with the federation for the past 29 years.

LITERATURE REVIEW Amul is one of the most successful Indian business firm. It provides various milk products in which its main brand product A m u l B u t t e r is also present. Amul beginsw i t h j u s t l i t t l e g r o u p o f m i l k p r o d u c i n g v i l l a g e r s a n d n o w b e c o m e l a r g e s t m i l k producing cooperative societ y in India. It had started with two village cooperativesw i t h 250 liters milk producing capacity and now it collects daily a 6.5 million(average) of milk from a very large no of Indian v i l l a g e s . I t h a s b e c o m e a h o p e f o r poor villagers who were exploiting by middlemen before the origin of Amul or Gujaratm i l k m a r k e t i n g f e d e r a t i o n o r K a i r a u n i o n . B y o r i g i n a t e d A m u l g o t i t s f i r s t c h a i r m a n Shri Tribhuvandas Patel who through his integrity had favor of villagers andu n d e r s t a n d s t h e n e e d s o f c o o p e r a t i v e s o c i e t y. T h r o u g h t h e i r i n t e r p e r s o n a l f a i t h a n d cooperation Amul got this success history besides facing various difficulties.G u j a r a t M i l k M a r k e t i n g F e d e r a t i o n i s a c o o p e r a t i v e s o c i e t y. I t done a very good job inmilk marketing, making way for poor villagers earnings. It not only provides effectivereturns to the farmers but also take cares of customers interests. It serves for customer o n t h e b a s i s o f Indian ethics. They provide milk of better nutrients, better q u a l i t y products regularl y and help in meeting the countrys need of daily m i l k r e q u i r e m e n t s . Some of the articles on Amul are as follows:India report part 5: AMUL, Indias number-one dairy brand Published: April 11, 2006 reference www.milk production.com On 14 December 1946 the predecessor of the Gujarat Milk Marketing Federation, better known as the AMUL dairy cooperative, was founded in Kaira (Gujarat state). The daily milk collection was 247 litres. Anno 2005 the 2.4 million members/ dairy farmers supplied AMUL daily with 5.9 millionlitres of milk. According to Mr Khanna, an AMUL director with special assignments as his business card says the milk supply to his co-operative is increasing all the time. In the 2003/04 financial year, them i l k c o l l e c t i o n w a s u p t o 5 . 1 m i l l i o n l i t r e s p e r d a y, a r i s e o f s o m e 1 5 . 2 % . B y c o n t r a s t , t h e c o - operatives turnover rose by just 1.4% in the financial year 2004/05, bringing it to INR 29.22 billionor EUR 584 million. This growth is lower than expected and due, believes Khanna, to the reducedmilk supply in the latter months of 2004 and the poor increase in the price of basic products in theearly months of 2005.From what Khanna is saying, it is evident that AMUL is a co-operative operation without equal. The2 . 4 m i l l i o n m e m b e r s / d a i r y f a r m e r s i n t h e s t a t e o f G u j a r a t a r e g r o u p e d i n t o 1 1 , 6 1 5 v i l l a g e c o - operatives equipped with both testing equipment and a milk cooling tank. Some of the unpasteurisedmilk is sold to the villagers. The rest is transported by milk tankers twice a day to the 12 districtMilk

Unions in the state. These Milk Unions process the milk by using the services of 24 processingcompanies. The output of dairy products reflects the order submitted by the states marketing body,the Gujarat Co-operative Milk Marketing Federation. These products are then sold throughout India18 under the AMUL and Sagar brand names.Indian consumers are increasingly showing a preference for packaged dairy products, due to foodsafety concerns. This explains in part why the revenues of AMULs consumer range of packageddairy products grew by 11.8% in the last financial year. The sales revenue of pasteurised drinkingmilk in plastic pouches under the AMUL brand rose in 2004/05 by no less than 36%. This rise wasattributable chiefly to the successful introduction of AMUL milk more than a year ago in the Indianc i t y o f K o l k a t a ( f o r m e r l y C a l c u t t a ) , h o m e t o m i l l i o n s o f p e o p l e . T h a n k s t o t h i s s u c c e s s , t h e pasteurise d milk pouches are the biggest contributor to AMULs total turnover. In the 2004/05financial year, this range brought in a turnover of INR 6.26 billion or EUR 125 million.The turnover of UHT milk grew 23% in the last financial year compared to preceding year. Theturnover of ice cream rose by 10%, consolidating AMULs position as market leader. And despitec u t - t h r o a t c o m p e t i t i o n , t h e s a l e s o f A M U L b r a n d b u t t e r r o s e b y 4 . 5 % . T h e s a l e s o f c h e e s e a n d cheese spreads rose by 21%. Cheese includes cheese for pizzas. And, says Kurien, other packagedproducts such as flavoured milk, fresh cream, paneer or cottage cheese also have the potential tobecome major products bearing the AMUL brand within a couple of years.As the countrys largest co-operative dairy, AMUL has developed a two-pronged strategy to addressthis issue and develop national presence. Firstly, last year AMUL expanded its distribution network to include some of Indias smaller cities. In so doing, the cooperative has responded quickly torapidly changing market conditions.Situated all over India, these smaller cities are now promising markets with great purchasing power a s t h e i n c o m e s o f I n d i a s m i d d l e c l a s s a r e r a p i d l y r i s i n g a n d t h e b e t t er-off rural families ar migrating to these developing cities. In the last financial year AMUL has introduced some 900 foodwholesalers in these smaller cities to its product range. This initiative has already started yieldingresults. AMUL products are increasingly available in smaller cities throughout India. This initiative,w h i c h w e l l b e c o n t i n u i n g f o r t h e t i m e b e i n g , i s g e n e r a t i n g a d d i t i o n a l t u r n o v e r , s a y s K u r i e n . Director Khanna describes the second prong of AMULs expansion plan. We expect that the milk production in our procurement area, the state of Gujarat, will increase by 5% or more per year in thecoming period. Thats the first source of growth. As not only the dairy market but also the market for farm milk has been liberalised, we are now collecting milk in six other places in India milk.What is new that we would like to talk to other co-operative dairy companies. Most of them are alsoo r g a n i s e d b y state following the Anand model. Our standpoint is clear. They know a b o u t m i l k processing and we know about marketing. They can continue to produce dairy products that we willsell under our strong AMUL and SAGAR brands. In this way, our partners will be able to piggy-back on the success of AMULs ever expanding distribution network. He foresees a future in whichthe players in Indias co-operative dairy world increasingly cooperate to offer the Indian consumer awide range of dairy products. It is

completely obvious to him that AMUL will be a driving force inshaping this new future. AMUL is Indias oldest dairy brand.But it is more than a brand. It is also a question of belief. Belief in the co-operative, in a dairy worldowned by the dairy farmers.That is important because they and the rest of the population in thevillages must be pulled up to a higher standard of living, says AMUL director Khanna, speakings t r a i g h t f r o m t h e h e a r t . Mithaee is an example of Indian sweets made with sweetened condensed milk. As AMUL delivers 20 this product in cans, it has a shelf life of nine months and can be stored outside the cooling chain.Article from India Dossier, ZuivelZicht - 14 december 2005 INDIAS TOP BRANDSAMULS ADVERTISING AND MARKETING SPEND HAS NEVER EXCEEDED 1% OFITS REVENUES By Rajeshwari Sharma Sat, Aug 25 2007. 3:30 AM IST SUMMARY: Media, brand consultancy Asian Integrated Media Ltdand market research company Synovate done this survey on the topbrand in Asia, among this Amul comes one of the most successfulIndian business firm.It is because Amuls strategy of usingumbrella branding has paid off.A c c o r d i n g t o R . S . S o d h i , c h i e f g e n e r a l m a n a g e r , G C M M F . O u r s trength comes from consistency, trust and relevance of ourp r o d u c t s . S o d h i c l a i m e d t h a t A m u l s a d v e r t i s i n g a n d m a r k e t i n g s p e n d h a s n e v e r e x c e e d e d 1 % o f i t s r e v e n u e s . M o s t o t h e r f o o d companies spend 6-7% of revenues on advertising and marketing,h e a d d e d . T h e y ( G C M M F ) a r e n o t b i g s p e n d e r s c o m p a r e d t o Britannia or Nestle. Despite a limited budget, Amuls the form of billboards or the Taste of India always managed to evoke a larger-than-life brand feel, consistency and 21 spirit of Indian culture in a contemporary way, said Shashi Sinha,executive director, FCB Ulka, GCMMFs advertising agency. We may end up touching a turnover of Rs20,000 cr by 2015 W e d , O c t 3 2 0 0 7 A M I S T b y Sunil Raghu

Bharat M. Vyas has been the managing director of GujaratCooperative Milk Marketing Federation Ltd (GCMMF), the owner of brand Amul, for more than 12 years. In an interview with Mint, BM,as Vyas is referred to by many, discusses the business strategy of Indias biggest cooperative firm, which finds itself under increasingpressure from nimbler private sector rivals.

RECRUITMENT AND SELECTION RECRUITMENT:

There are two types of Recruitment sources followed by Amul: EXTERNAL SOURCE INTERNAL SOURCES

INTERNAL SOURCES: Internal sources include personnel already on the payroll of the organization. Present Permanent Employees. Employee Referrals Former Employee

EXTERNAL SOURCES : These sources lie outside the organization In Amul they consider following sources for recruitment: Campus Interview Unsolicited Application Application Blank Placement Agencies

RECRUTMENT POLICY OF AMUL

Entry level qualification :Below officers cadres :1. S.S.C / H,S.C Attendant Operator Dairy (AOD) G Gr.Worker Taken as apprentice under trade apprentice Act 1961 2/3 yrs Apprenticeship, then based on their appraisal report, selected as tempory worker. After total 5 yrs of work ,may be selected as G-Grade Worker.]

2. Professional Qualification E/F Grade Worker (Boiler Attendant)

3. BA / B.COM / M.COM / M.A (general) MSW / MRM /MRS M.E_Biz of Gujarat Vidyapeeth and C Grade Worker similar non University Institutions.

4. B.Sc / M.Sc / Diploma Engineers B Grade Workers. Apprenticesship Labassistant for 1yr 3 months for B.SC & M.SC ;1yr for Diploma Engg. Then 2/3 yrs as trainee technician,than based on appraisal Appointed as Technician B Grade.

5.

BBA Management Trainee for 1yrs .Jr. Assistant

(a) M.SC ( Agriculture ) /MRS /MRM /MSW /MLW/ MBA/ B.Tech (DT ) / MCA / M.E Biz. 1 yr as a trainee then appointed as senior officer. ( From recognized University )

(b) Inter CA /Inter ICWA / BE 1 yr as training period, then appointed as Dy. Sup. Deputy Superintendent (c) CA/ICWA Superintendent

NO training period,direct appointment. However, in case of fresh recruitment of candidates with exceptional qulificational form reputed Institutions such as

IIM/IIT/IRMA o Central Institution, considerstion for appointment to Higher Grade be given due weightage, not withstanding the above minimal requirements. SELECTION: Selection procedure is concerned with securing relevant information about the applicant. The main objective of selection process is to determine whether an applicant meets the qualification for a specific job and choose the application that is most likely to perform well in the job. The Selection process in AMUL is as under Vacancy in any department

Approval from M.D Advertisement Collection of application Securitize the application Interview Medical checkups Selection

After selection, the employees generally have probation period. In AMUL probation period is different for different type of employees. Probation period for officers is 12 months, 6 months for clerical employees and 3 month for workers.

TRAINING AND DEVLOPMENT

Definition: is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. Training is the process where the work related knowledge, skills and attitude are given to new employees. By which they aware the policies rules and increase technical and manual efficiency and create of responsibility. AMUL has accepted three methods for the training . TRAINING PROCEDURE IN AMUL

Identification of need of Training

 Module Preparation Selection of Employee for the Training Training Feedback

AMUL HAS ACCEPTED THE 3 METODS OF TRAINING, 1. On the job method 2. Off the job method 3. In house training 4 out house training

PERFORMANCE APPRAISAL
Performance appraisal is the process of evaluating the performance and qualification of employees in terms of the requirement of the jobs for which they are employed. It is highly useful in making decision regarding the promotion, transfer, wage and salary administration etc. The AMUL adopts the

following appraisal system

Promotion Period
1 year

Appraisal For
Managers

3 year
1 year 1.5 year

Officers
Workers Temporary workers

Final confirmation with the recommendation by the divisional heads comes from the MD

on

annual basis. His work is evaluated by Check list Method of Performance Appraisal. These are a various method used to appraise the performance of an employee. In Amul the following methods are used

Self appraisal
If individuals understand the objectives they are expected to achieve the standards by which they are to be evaluated they are to a great extent in the best position to appraise their own performance .in this method employee himself.

Managers Appraisal
The general practice is superiors appraise the performance of their subordinate. Other supervisors ,who have close contact with employee s work may also appraise with a view to provide additional information. A higher level manager appraise the employees for their performance. In Amul various attributes consider for the appraisal of employee. Job knowledge Work output Quality of work Interest in work Initiatives Past records Seniority

This appraisal is also the rating scale. Method appraiser also appraised employee by following . Outstanding Good Satisfactory Poor

The overall assessment is done through above rating and also the comment of reviewing officer is included. Apart form this the performance in liked allowance is provided in relation with performance that is , 25% 50% 100% Not allowed This is provided by and under knowledge of under Managing Director Generally in Amul on base of performance appraisal employee of managerial level gets specials allowance. While for workers they get promotions

WAGES AND SALARY A common method is followed for the wage and salary administration according to Muster roll . Timekeeper sends that muster roll to the account department for attendance of each and every employee. This will analyze and entered in the computer. After this salary is calculated for each employee through computer according to that they prepare salary sleep of employees.

WAGE STRUCTURE (Approx)

POST Managing Director General Manager

GRADE Manager Manager

PAYSCALE 21000-28000 15000 -21000

Assistant General Manager

Manager

7000-15000

Assistant

Clerical

2500-7500

Senior clerk

Worker

2000-5000

STUDY ON HUMAN RESOURCE INFORMATION SYSTEM OF

STUDY OBJECTIVES :
To understand , how human resource being managed by the organization. To study the maintenance of the records of their employees. To study if organization is using ICT for HR functions and to maintain database.

To study the users perception about HRIS

Definition:
A Human Resources Information System, is a system that lets you keep track of all your employees and information about them. It is usually done in a database or, more often, in a series of inter-related databases Human Resources is an organizational function that deals with issues such as recruitment and selection, training, appraisal, compensation and performance management of the employee.

Information System :
A system, whether automated or manual, that comprises people, machines, and/or methods organized to collect, process, transmit, and disseminate data that represent user information .

HRIS
Human Resource Information System (HRIS) is a systematic way of storing data and information for each individual employee to aid planning, decision making, and submitting of return and reports to the external agencies . It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field. It can be used to maintain details such as employee profiles, absence reports, salary administration and various kinds of reports.

INTRODUCTION :
An information system is an inter-related set of procedures and processes to provide information for decisions. Information is data that have been processed so that they are meaningful. It adds to the representation of an idea. It corrects and confirms previous information. It tells us something which we did not know. Many organisations have computer-assisted information systems. Thus HRIS is a system that enables storing of information of Human Resource in every aspect such as Personal, Academic, Qualification, Family, Medical, Career and Performance Evaluation, Training & Development & Wage and Salary of individuals. Unlike manual systems the HRIS

enables availability of all such information in a single screen. Reports on various parameters can be generated with ease. Moreover reliability of such records is assured. An information system especially developed for human resource management is referred to as HRIS a human resource information system. Human resource management, when it doesnt include the human resource planning function, requires only a basic HRIS. If this basic HRIS is computer-supported, it is likely to include transition processing system or management information system. An information system provides for the accumulation by gathering, processing by deleting extraneous information, deciding among divergent information and putting the information in a logical arrangement that promotes its understanding. Finally, the information is stored in a readily accessible configuration.

HR Information System Includes : This system include the employee name and contact information and all or some of the following: Department Job Title Grade Salary Salary History Position History Employee details (Personal & Professional) Employee Posting information on appointment /transfer Employee promotion/ appointment information Employee Service verification details Employee Leave Information including(Leave available , leave availed,) Employee confidential report information Employee Training information

Needs Of HR Information System

Human resource manager requires considerable amount of data for planning and control of human resources and for this there is a strong need of a sound information system. Efficiently storing each employee information and data for reference- personal data management, pay roll accounting, benefits management and planning. Enabling informed decision making in day-to-day personnel issues, planning, budgeting, implementing and monitoring Human Resource function. Facilitating decision making in areas like promotion, transfer, nomination, settling employees provident funds, retirement, gratuity, LTC, and earned leave compensation Cutting costs. Improving accuracy

Advantages Of HR Information System

Reduction in the amount and cost of stored human resource data. Availability of timely and accurate information about human assets. Developing of performance standards for the human resource division. More meaningful career planning and counselling.

EFFECTIVENESS OF HRIS The key to the effective planning of manpower and improvement of people productivity is an effective HRIS. However, in order to be effective an information system must take into account the following :

Adequacy of information: Too much or too little information, both lead to defective decisionmaking. Therefore, there must be some understanding regarding what information and in how much detail and covering what periods should be maintained. Specificity: Even where it is not possible to quantify the information, the information should be made as specific as possible.

Relevance: Information is to be managed in the light of the requirements of the decision makers. Therefore, HRIS focus on the needs of the decision-makers and stakeholders rather than on what is interesting or easily available or palatable to the people. The system, therefore, must also have the built in capability for deletion and updating of data. Comprehensiveness: The information should be complete from the point of view of the decision-maker giving details of who, what, how, when, where and why . Reliability: Since the information is going to be the basis of critical decisions, it must satisfy the requirements of validity and reliability. Moreover, to ensure effectiveness, not only should the information provided be relevant and reliable but the delivery system should also be the most satisfying and cost effective. A wealth of information but not accessible when needed or available at an inhibiting personal cost in terms of energy and time, is of hardly any use.

IT SUPPORTED HRIS
In todays enterprises, HRIS are typically Information Technology (IT) supported systems. This is not to say that without IT HRIS cannot be introduced. But information technology allows much greater effectiveness of HRIS than a manual system. Some of the deficiencies of the Manual Systems which an IT based HRIS overcomes to a considerable extent

Convenience: In IT enabled systems, data entry, update and retrieval are all significantly faster. Redundant data may be easily replaced.

Integration: A computerized system can greatly reduce fragmentation and duplication of data. All data can be stored in a single system to enable retrieval of complete picture of each employee or of each defined parameter in a desired number of permutation and combinations. Moreover, depending on the requirement, reports can be generated in different ways that provide an accurate picture. Verification of data and error rectification are also relatively easy in computerized systems.

Multi-user benefit Different people can access the data simultaneously, which facilitates quick

dissemination across geographical and structural boundaries and facilitates faster decisionmaking. Moreover, on-line data entry is possible that leads to automatic up-dating of data resulting into better informed decisions. However, to obtain these advantages, it is important that the knowledge and expertise is available to the organization, internally or from outside, to develop and tailor- make the system to suit the organizations unique needs.

HR PLANNING AND ANALYSIS

EQUAL EMPLOYMENT

STAFFING

EMPLOYEES AND LABOUR RELATIONS

HRIS
COMPENSATIONS AND BENEFIT

HEALTH AND SECURITY

DATABASE

A CASE STUDY OF HUMAN RESOURCE INFORMATION SYSTEM AT AMUL

Human resource information system , that enables the organization in collecting , storing , maintaining ,retrieving and validating data needed about its human resource .

HR data are wide in their variety, and include job history (transfers, promotions, etc.),current and historical pay details, inventories of skills and competencies, education and training records, performance assessment details, absence, lateness, accident ,medical and disciplinary records, warning and suspensions, holiday entitlements, pensions data and termination records. An HRIS normally provides an electronic database for the storage and retrieval of this data which is, at least potentially, available to anyone who may want to access it. The important issue however, is- how this IT system is actually used in carrying out the HR tasks.

ERP is an information system to drive the business. It enables the organization to take systematic decision in the area of planning , execution and control based on relevant and current information . HRIS - Vendors Automatic Data Processing Inc. SAP AG Restrac Web Hire ERP Oracle/PeopleSoft Human Resource Microsystems Business Computer Systems Lawson Software

This are the vendors who provides the different types of system to different organisation . From the above various systems the AMUL uses the system named ERP ORACLE Enterprise resource planning . The areas of application of HRIS as follow. 1. Training management 2. Turnover analysis 3. Succession planning 4. Attendance reporting

5. Accident reporting . AMUL uses the system centrally in the organisation and over all the plants of the Amul which is located in various area such as Mogar - chocolate plant Khatraj plant cheese plant Kanjari plant cattle feed plant .

The system operates in AMUL for different manner , and with the help of this system different records are maintained with the help of ERP ORACLE . Types of record maintained through HRIS . Personnel administration - It will encompass information about each employee, such as name address, personal details etc. Salary administration - Salary review procedure are important function of HRM, a good HRIS system must be able to perform what if analysis and present the reports Of changes. Leave and absence recording Essentially be able to provide comprehensive method of controlling leave/absences. Skill inventory - It is also used to store record of acquired skills and monitor the skill database both employee and organizational level. Performance appraisal The system should record individual employee performance, appraisal data, such as due date of appraisal, scores etc. Human resource planning HRIS should record details of the organizational requirements in terms of positions Recruitment Record details of recruitment activities such as cost and method of recruitment and time to fill the position etc. Career planning - System must be able to provide with succession plans reports to identify which employee have been earmarked for which position.

Collective bargaining A computer terminal can be positioned in the conference room linked to database. This will expedite negotiations by readily providing up to date data based on facts and figures and not feelings and fictions.

Database In database the system records the information of the previous applicant , who is been not selected for the job this information is useful to the organization for next recruitment procedure for inviting for job in this way the cost is saved by the organization because there is no need of giving advertisement for next recruitment.

Service records In service records all the details regarding promotion of an employee , education detail of employees , personal details, in which it records the employee No , employee working in which location etc .

Employee summary In employee summary the information regarding employee is available according to grade wise , designation wise , skilled wise , and the total information of manpower is available.

Training The training information of an each employee is being available through this system because it records that when the employees is being given training and when will be the next training is to be given to the employees .

Time keeping : time keeping in Amul is decentralized , plant wise but with the help of ERP system the record of absence and present record is can be available at Amuls head office Anand.

Recruitment : this system is not used in any steps of recruitment process of the Amul .

In AMUL , the HRIS is not used for the recruitment process as it is done manually in the organization the recruitment of the is carried in the following way

Vacancy in department Advertisement

Receiving of application

Short listing of applicant

There is no role of HRIS ( ERP oracle ) in the recruitment process , after the short listing of the application the application which are selected is called for an personal interview with the general manager of the AMUL . After the candidate is selected for the particular job , the role of HRIS starts by keeping different types of records of an employee such as a) Personal details b) Previous organization details c) Training details d) Service records e) Joining details f) Retirement details

HRIS is also useful in the turnover analysis of the Amul , it helps the organization to know the number of time employees left the organization .

HRIS , is useful in keeping the Accident details of the employees , on the basis of this reports employees are injured due accident are been given medical facility and financial help .

The time keeping process of Amul is decentralized , in the various plants of Amul 1. Mogar plant

2. Khatraj plant 3. Anand plant 4. Kanjari plant if any information regarding any employee absence and present of other plant is needed by the central head office at Anand , that it is available with the help of ERP ORACLE ,

Users perception
After interviewing the fifteen respondents from the organization I have come to know that the organization is using the software named ERP ORACLE in interviewing the user of the system the following data is gathered . HRIS and by observing and

The users of the system is fully satisfied with the present system ERP ORACLE The AMUL is using this system since last thirteen years and they are trying to bring change by implementing new system named SAP which is under the progress . With help of HRIS the organization gets the following benefits such as
1. Time saving 2. Cost saving 3. Effective work

HRIS helps to supports the following HR task of the Amul 1. HR development and workplace training 2. Communication 3. Career management(for employees) 4. Decision making

The HRIS system of Amul is fully secured , so their no threat of linking of any kind of data .