A Project On
“Mc Donalds”
MUGDHA BIYANI
PANKAJ SINGH
ACKNOWLEDGEMENT
Mugdha Biyani
Pankaj Singh Parihar
Table of Contents
1. Introduction to McDonalds .
1.1 History.
2. Methodology used.
3. Business model.
4. Advertising.
6. McDonalds in India.
8. Inventory Management.
Is the leading global foodservice retailer with more than 30,000 local restaurants serving 52
million people in more than 100 countries each day. More than 70% of McDonald's restaurants
worldwide are owned and operated by independent local men and women.
Is one of the world's most well-known and valuable brands and holds a leading share in the
globally branded quick service restaurant segment of the informal eating-out market in virtually
every country in which we do business.
Serves the world some of its favorite foods - World Famous French Fries, Big Mac, Quarter
Pounder, Chicken McNuggets and Egg McMuffin.
Our rich history began with our founder, Ray Kroc. The strong foundation that he built continues
today with McDonald's vision and the commitment of our talented executives to keep the shine
on McDonald's arches for years to come. To read more about McDonald's history, vision and
executives, click on their links in the left menu.
History
1955 Ray Kroc opens his first restaurant in Des Plaines, Illinois and the McDonald's Corporation is
created.
1957 Quality, Service, Cleanliness and Value (QSC& V) becomes the company motto.
1959 The 100th McDonald's opens in Chicago.
1961 Hamburger University opens in Elk Grove, near Chicago.
1963 One billion hamburgers sold.
Ronald McDonald makes his debut.
1964 Filet-O-Fish sandwich is introduced.
1965 McDonald's Corporation goes public.
1967 The first restaurants outside of the USA open in Canada and Puerto Rico.
1968 The Big Mac is introduced.
The 1,000th restaurant opens in Des Plaines, Illinois.
1972 A new McDonald's restaurant opens every day.
The Quarter Pounder is introduced.
1973 Egg McMuffin is introduced.
1974 The first Ronald McDonald House opens in Philadelphia.
The Happy Meal is launched.
1983 Chicken McNuggets is introduced.
New Hamburger University campus opens in Oak Brook, Illinois. Set in 80 wooded acres.
Training is provided for every level of McDonald's management worldwide.
50 billionth hamburger sold.
1984 Ronald McDonald Children's Charities is founded in Ray Kroc’s memory to raise funds in
support of child welfare.
1989 McDonald's is listed on the Frankfurt, Munich, Paris and Tokyo stock exchanges.
1990 McDonald's opens in Pushkin Square and Gorky Street, Moscow.
1993 The first McDonald's at sea opens aboard the Silja Europa, the world's largest ferry sailing
between Stockholm and Helsinki.
1994 Restaurants open in Bahrain, Bulgaria, Egypt, Kuwait, Latvia, Oman, New Caledonia,
Trinidad and United Arab Emirates, bringing the total to over 15,000 in 79 countries on 6
continents.
1996 McDonald's opens in India – the 95th country.
The business began in 1940, with a restaurant opened by siblings Dick and Mac McDonald in
San Bernardino, California. Their introduction of the "Speedee Service System" in 1948
established the principles of the modern fast-food restaurant. The present corporation dates its
founding to the opening of a franchised restaurant by Ray Kroc, in Des Plaines, Illinois on April
15, 1955, the ninth McDonald's restaurant overall. Kroc later purchased the McDonald brothers'
equity in the company and led its worldwide expansion.
With the successful expansion of McDonald's into many international markets, the company has
become a symbol of globalization and the spread of the American way of life. Its prominence has
also made it a frequent topic of public debates about obesity, corporate ethics and consumer
responsibility.
Corporate overview
McDonald's restaurants are found in 120 countries and territories around the world and serve
nearly 54 million customers each day. The company also operates other restaurant brands, such
as Piles Café, and has a minority stake in Pret a Manger. The company owned a majority stake in
Chipotle Mexican Grill until completing its divestment in October 2006. Until December 2003, it
also owned Donatos Pizza. On August 27, 2007, McDonald's sold Boston Market to Sun Capital
Partners.[3] It also has a subsidiary, Redbox, which started in 2003 as 18-foot (5.5 m) wide
automated convenience stores, but as of 2005, has focused on DVD rental machines.
Methodology Used
• Through Questioners
• Personal interviews
Types of restaurants
Most standalone McDonald's restaurants offer both counter service and drive-through service,
with indoor and sometimes outdoor seating. Drive-Thru, Auto-Mac, Pay and Drive, or McDrive
as it is known in many countries, often has separate stations for placing, paying for, and picking
up orders, though the latter two steps are frequently combined; it was first introduced in Arizona
in 1975, following the lead of other fast-food chains. In some countries "McDrive" locations near
highways offer no counter service or seating. In contrast, locations in high-density city
neighborhoods often omit drive-through service. There are also a few locations, located mostly in
downtown districts, that offer Walk-Thru service in place of Drive-Thru.
Specially themed restaurants also exist, such as the "Solid Gold McDonald's," a 1950s rock-and-
roll themed restaurant. In Victoria, British Columbia, there is also a McDonald's with a 24 carat
(100%) gold chandelier and similar light fixtures.
The site of the first McDonald's to be franchised by Ray Kroc is now a museum in Des Plaines,
Illinois. The building is a replica of the original, which was the ninth McDonald's restaurant
opened.
To accommodate the current trend for high quality coffee and the popularity of coffee shops in
general, McDonald's introduced McCafés. The McCafé concept is a café-style accompaniment to
McDonald's restaurants. McCafé is a concept of McDonald's Australia, starting with Melbourne
in 1993. Today, most McDonald's in Australia have McCafés located within the existing
McDonald's restaurant. In Tasmania there are McCafés in every store, with the rest of the states
quickly following suite. After upgrading to the new McCafe look and feel, some Australian stores
have noticed up to a 60% increase in sales.
Some locations are connected to BP gas stations/convenience stores,[4] while others called
McDonald's Express have limited seating and/or menu or may be located in a shopping mall.
Other McDonald's are located in Wal-Mart stores. McStop is a location targeted at truckers and
travelers which may have services found at truck stops.[5]
Playgrounds
Some McDonald's in suburban areas and certain cities feature large indoor or outdoor
playgrounds, called "McDonald's PlayPlace" (if indoors) or "Playland" (outdoors)[citation needed]. The
first PlayPlace with the familiar crawl-tube design with ball pits and slides was introduced in
1987 in the USA, with many more being constructed soon after. Some PlayPlace playgrounds
have been renovated into "R Gym" areas.
"R Gyms" are in-restaurant play area that features interactive game zones designed for children
aged 4 to 12. Equipped with stationary bicycles attached to video games, dance pads, basketball
hoops, monkey bars, an obstacle course, and other games which emphasize physical activity.[6]
The "R Gym" features the Toddler Zone, an active play environment with age appropriate games
that develop physical coordination and social skills; the Active Zone, designed for children aged
four-to-eight that promotes physical fitness through fun play; the Sports Zone which features a
series of sport oriented activities to promote aerobic exercise for children aged 9-to-12; the Parent
Zone which features seating and provides a monitoring area for their children; and the Dining
Area which allows families to eat.
Redesign
A UK McDonald's before the redesign, August 2006
In 2006, McDonald's introduced its "Forever Young" brand by redesigning all of their
restaurants, the first major redesign since the 1970s.[7][8]
The new design will include the traditional McDonald's yellow and red colors, but the red will be
muted to terra cotta, the yellow will turn golden for a more "sunny" look, and olive and sage
green will be added. To warm up their look, the restaurants will have less plastic and more brick
and wood, with modern hanging lights to produce a softer glow. Contemporary art or framed
photographs will hang on the walls.
The exterior will have golden awnings and a "swish brow" instead of the traditional double-
slanted mansard roof.
• The "linger" zone will offer armchairs, sofas, and Wi-Fi connections.
• The "grab and go" zone will feature tall counters with bar stools for customers who eat
alone; Plasma TVs will offer them news and weather reports.
• The "flexible" zone will be targeted toward families and will have booths featuring fabric
cushions with colorful patterns and flexible seating.
The McDonald's Corporation's business model is slightly different from that of most other fast-
food chains. In addition to ordinary franchise fees, supplies, and percentage of sales, McDonald's
also collects rent, partially linked to sales. As a condition of the franchise agreement, the
Corporation owns the properties on which most McDonald's franchises are located. The UK
business model is different, in that fewer than 30% of restaurants are franchised, with the
majority under the ownership of the company. McDonald's trains its franchisees and others at
Hamburger University in Oak Brook, Illinois.
According to Fast Food Nation by Eric Schlosser (2001), nearly one in eight workers in the U.S.
have at some time been employed by McDonald's. (According to a news piece on Fox News this
figure is one in ten). The book also states that McDonald's is the largest private operator of
playgrounds in the U.S., as well as the single largest purchaser of beef, pork, potatoes, and
apples. The selection of meats McDonald's uses varies with the culture of the host country.
Products
McDonald's predominantly sells hamburgers, various types of chicken sandwiches and products,
french fries, soft drinks, breakfast items, and desserts. In most markets, McDonald's offers salads
and vegetarian items, wraps and other localized fare. This local deviation from the standard menu
is a characteristic for which the chain is particularly known, and one which is employed either to
abide by regional food taboos (such as the religious prohibition of beef consumption in India) or
to make available foods with which the regional market is more familiar (such as the sale of
McRice in Indonesia).
Advertising
Ronald McDonald
McDonald's has for decades maintained an extensive advertising campaign. In addition to the
usual media (television, radio, and newspaper), the company makes significant use of billboards
and signage, sponsors sporting events from ranging from Little League to the Olympic Games,
and makes coolers of orange drink with their logo available for local events of all kinds.
Nonetheless, television has always played a central role in the company's advertising strategy.
To date, McDonald's has used 23 different slogans in United States advertising, as well as a few
other slogans for select countries and regions. At times, it has run into trouble with its campaigns.
Global operations
The EFTA countries are leading the Big Mac Index with the top 3 most expensive Big Mac's.
Iceland has the most expensive Big Mac, followed by Norway and Switzerland.
The brand is known informally as "Mickey D's" (in the US and Canada), "Macky D's" (in the
UK), "Mäkkäri" (in Finland), "McDo" (in France, Quebec, the Philippines, and the Kansai region
of Japan), "Maccer's" (in Ireland), "Macarrannis" (in Mexico), "Maccas" (in New Zealand and
Australia), "McD's" (in New Zealand), "Donken" (in Sweden), "de Mac" (in the Netherlands), or
"Mac" (in Brazil).
Thomas Friedman once said that no country with a McDonald's had gone to war with another.[14]
However, the "Golden Arches Theory of Conflict Prevention" is not strictly true. Careful
historians point to the 1989 United States invasion of Panama, NATO's bombing of Serbia in
1999, and the 2006 Lebanon War as exceptions.
Some observers have suggested that the company should be given credit for increasing the
standard of service in markets that it enters. A group of anthropologists in a study entitled
Golden Arches East (Stanford University Press, 1998, edited by James L. Watson) looked at the
impact McDonald's had on East Asia, and Hong Kong in particular. When it opened in Hong
Kong in 1975, McDonald's was the first restaurant to consistently offer clean restrooms, driving
customers to demand the same of other restaurants and institutions. In East Asia in particular,
McDonald's have become a symbol for the desire to embrace Western cultural norms.
McDonald's have recently taken to partnering up with Sinopec, China's second largest oil
company, in the People's Republic of China, as it begins to take advantage of China's growing
use of personal vehicles by opening numerous drive-thru restaurants.[15]
Global locations
McDonald's opened its doors in India in October 1996. Ever since then, our family restaurants in
Mumbai, Delhi, Pune, Ahmedabad, Vadodara, Ludhiana, Jaipur, Noida Faridabad, Doraha,
Manesar and Gurgaon have proceeded to demonstrate, much to the delight of all our customers,
what the McDonald's experience is all about.
Our first restaurant opened on 15th April 1955 in Des Plaines, Illinois, U.S.A. Almost 50 years
down the line, we are the world's largest food service system with more than 30,000 restaurants
in 100 countries, serving more than 46 million customers every day. Click here for more
information on the history of McDonald’s.
Locally Owned
Amit Jatia and Vikram Bakshi are like-minded visionaries who share McDonald's complete
commitment to Quality, Service, Cleanliness and Value (QSC&V). Having signed their joint-
venture agreements with McDonald's in April 1995, they trained extensively, along with their
Indian management team, in McDonald's restaurants in Indonesia and the U.S.A. before opening
the first McDonald’s restaurant in India.
McDonald's India has developed a special menu with vegetarian selections to suit Indian tastes
and preferences. McDonald's does not offer any beef or pork items in India. Only the freshest
chicken, fish and vegetable products find their way into our Indian restaurants.
In addition, we've re-formulated some of our products using spices favoured by Indians. Among
these are McVeggie™ burger, McAloo Tikki™ burger, Veg. Pizza McPuff™ and Chicken
McGrill™ burger. We've also created eggless sandwich sauces for our vegetarian customers.
Even our soft serves and McShakes™ are egg-less, offering a larger variety to our vegetarian
consumers.
International Standards
McDonald's India's local suppliers provide us with the highest quality, freshest ingredients.
Complete adherence to the Indian Government regulations on food, health and hygiene is
ensured, while maintaining our own recognized international standards. Fast, friendly service -
the hallmark of McDonald's restaurants the world over is the mantra we abide by.
Stringent cleaning standards ensure that all tables, chairs, highchairs and trays are sanitised
several times each hour. Such meticulous attention to cleanliness extends beyond the lobby and
kitchen to even the pavement and immediate areas outside the restaurant.
Our Philosophy
"We take the burger business more seriously than anyone else." When McDonald's founder, Ray
Kroc made that memorable statement, he was letting the world in on the philosophy and secret
behind McDonald's phenomenal success.
Our vision to be India’s "best" quick service restaurant experience is supported by a set of
principles and core values [McDonald’s Way]
• Quality, Service, Cleanliness & Value - It is an unflinching McDonald's ideology that our
customers must always get quality products, served quickly and with a smile, in a clean
and pleasant environment; and all at a fair price
• We have a passion and a responsibility for enhancing and protecting the McDonald's
brand.
• We will seize every opportunity to innovate and lead the industry on behalf of our
customers.
It was early evening and one of the 25 McDonald's outlets in India was bustling with activity
with hungry souls trooping in all the time. No matter what one ordered - a hot Maharaja Mac or
an apple pie - the very best was served every time.
But did anyone ever wonder as to how this US giant managed the show so perfectly? The answer
seemed to lie in a brilliantly articulated food chain, which extended from these outlets right up to
farms all across India.
US-based fast food giant, McDonald's success in India had been built on four pillars: limited
menu, fresh food, fast service and affordable price. Intense competition and demands for a wider
menu, drive-through and sit-down meals - encouraged the fast food giant to customize product
variety without hampering the efficacy of its supply chain.
Around the world (including India), approximately 85% of McDonald's restaurants were owned
and operated by independent franchisees. Yet, McDonald's was able to run the show seamlessly
by outsourcing nine different ingredients used in making a burger from over 35 suppliers spread
all over India through a massive value chain.
Between 1992 and 1996, when McDonald's opened its first outlet in India, it worked frenetically
to put the perfect supply chain in place. It trained the local farmers to produce lettuces or potatoes
to specifications and worked with a vendor to get the perfect cold chain1 in place. And explained
to the suppliers precisely why only one particular size of peas was acceptable (if they were too
large, they would pop out of the patty and get burnt).
These efforts paid off in the form of joint ventures between McDonald's India (a 100% wholly-
owned subsidiary of McDonald's
Supply chain management (SCM) is the process of planning, implementing, and controlling the
operations of the supply chain as efficiently as possible. Supply Chain Management spans all
movement and storage of raw materials, work-in-process inventory, and finished goods from
point-of-origin to point-of-consumption.
The definition one American professional association put forward is that Supply Chain
Management encompasses the planning and management of all activities involved in sourcing,
procurement, conversion, and logistics management activities. Importantly, it also includes
coordination and collaboration with channel partners, which can be suppliers, intermediaries,
third-party service providers, and customers. In essence, Supply Chain Management integrates
supply and demand management within and across companies. More recently, the loosely
coupled, self-organizing network of businesses that cooperates to provide product and service
offerings has been called the extended enterprise.[1]
Some experts distinguish Supply Chain Management and logistics, while others consider the
terms to be interchangeable.
Supply chain execution is managing and coordinating the movement of materials, information
and funds across the supply chain. The flow is bi-directional.
Activities/functions
Supply chain management is a cross-functional approach to managing the movement of raw
materials into an organization, certain aspects of the internal processing of materials into finished
goods, and then the movement of finished goods out of the organization toward the end-
consumer. As organizations strive to focus on core competencies and becoming more flexible,
they have reduced their ownership of raw materials sources and distribution channels. These
functions are increasingly being outsourced to other entities that can perform the activities better
or more cost effectively. The effect is to increase the number of organizations involved in
satisfying customer demand, while reducing management control of daily logistics operations.
Less control and more supply chain partners led to the creation of supply chain management
concepts. The purpose of supply chain management is to improve trust and collaboration among
supply chain partners, thus improving inventory visibility and improving inventory velocity.
Several models have been proposed for understanding the activities required to manage material
movements across organizational and functional boundaries. SCOR is a supply chain
management model promoted by the Supply Chain Management Council. Another model is the
SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can be
grouped into strategic, tactical, and operational levels of activities.
Strategic
• Strategic network optimization, including the number, location, and size of warehouses,
distribution centers and facilities.
• Strategic partnership with suppliers, distributors, and customers, creating communication
channels for critical information and operational improvements such as cross docking,
direct shipping, and third-party logistics.
• Product design coordination, so that new and existing products can be optimally
integrated into the supply chain, load management
• Information Technology infrastructure, to support supply chain operations.
• Where-to-make and what-to-make-or-buy decisions
• Aligning overall organizational strategy with supply strategy.
Tactical
Operational
• Daily production and distribution planning, including all nodes in the supply chain.
• Production scheduling for each manufacturing facility in the supply chain (minute by
minute).
• Demand planning and forecasting, coordinating the demand forecast of all customers and
sharing the forecast with all suppliers.
• Sourcing planning, including current inventory and forecast demand, in collaboration
with all suppliers.
• Inbound operations, including transportation from suppliers and receiving inventory.
• Production operations, including the consumption of materials and flow of finished
goods.
• Outbound operations, including all fulfillment activities and transportation to customers.
• Order promising, accounting for all constraints in the supply chain, including all
suppliers, manufacturing facilities, distribution centers, and other customers.
Organizations increasingly find that they must rely on effective supply chains, or networks, to
successfully compete in the global market and networked economy.[2] In Peter Drucker's (1998)
management's new paradigms, this concept of business relationships extends beyond traditional
enterprise boundaries and seeks to organize entire business processes throughout a value chain of
multiple companies.
During the past decades, globalization, outsourcing and information technology have enabled
many organizations, such as Dell and Hewlett Packard, to successfully operate solid collaborative
supply networks in which each specialized business partner focuses on only a few key strategic
activities (Scott, 1993). This inter-organizational supply network can be acknowledged as a new
form of organization. However, with the complicated interactions among the players, the network
structure fits neither "market" nor "hierarchy" categories (Powell, 1990). It is not clear what kind
of performance impacts that different supply network structures could have on firms, and little is
known about the coordination conditions and trade-offs that may exist among the players. From a
system's point of view, a complex network structure can be decomposed into individual
component firms (Zhang and Dilts, 2004). Traditionally, companies in a supply network
concentrate on the inputs and outputs of the processes, with little concern for the internal
management working of other individual players. Therefore, the choice of an internal
management control structure is known to impact local firm performance (Mintzberg, 1979).
In the 21st century, there have been a few changes in business environment that have contributed
to the development of supply chain networks. First, as an outcome of globalization and the
proliferation of multi-national companies, joint ventures, strategic alliances and business
partnerships, there were found to be significant success factors, following the earlier "Just-In-
Time", "Lean Management" and "Agile Manufacturing" practices.[3] Second, technological
changes, particularly the dramatic fall in information communication costs, which are a
paramount component of transaction costs, have led to changes in coordination among the
members of the supply chain network (Coase, 1998).
Many researchers have recognized these kinds of supply network structures as a new
organization form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual Corporation",
Global Production Network", and "Next Generation Manufacturing System".[4] In general, such a
structure can be defined as "a group of semi-independent organizations, each with their
capabilities, which collaborate in ever-changing constellations to serve one or more markets in
order to achieve some business goal specific to that collaboration" (Akkermans, 2001).
Successful SCM requires a change from managing individual functions to integrating activities
into key supply chain processes. An example scenario: the purchasing department places orders
as requirements become appropriate. Marketing, responding to customer demand, communicates
with several distributors and retailers, and attempts to satisfy this demand. Shared information
between supply chain partners can only be fully leveraged through process integration.
Supply chain business process integration involves collaborative work between buyers and
suppliers, joint product development, common systems and shared information. According to
Lambert and Cooper (2000) operating an integrated supply chain requires continuous information
flows, which in turn assist to achieve the best product flows. However, in many companies,
management has reached the conclusion that optimizing the product flows cannot be
accomplished without implementing a process approach to the business. The key supply chain
processes stated by Lambert (2004) are:
One could suggest other key critical supply business processes combining these processes stated
by Lambert such as:
Customer Relationship Management concerns the relationship between the organization and its
customers.Customer service provides the source of customer information. It also provides the
customer with real-time information on promising dates and product availability through
interfaces with the company's production and distribution operations. Successful organizations
use following steps to build customer relationships:
b) Procurement process
Strategic plans are developed with suppliers to support the manufacturing flow management
process and development of new products. In firms where operations extend globally, sourcing
should be managed on a global basis. The desired outcome is a win-win relationship, where both
parties benefit, and reduction times in the design cycle and product development are achieved.
Also, the purchasing function develops rapid communication systems, such as electronic data
interchange (EDI) and Internet linkages to transfer possible requirements more rapidly. Activities
related to obtaining products and materials from outside suppliers requires performing resource
planning, supply sourcing, negotiation, order placement, inbound transportation, storage,
handling and quality assurance, many of which include the responsibility to coordinate with
suppliers in scheduling, supply continuity, hedging, and research into new sources or
programmes.
Here, customers and suppliers must be united into the product development process, thus to
reduce time to market. As product life cycles shorten, the appropriate products must be developed
and successfully launched in ever shorter time-schedules to remain competitive. According to
Lambert and Cooper (2000), managers of the product development and commercialization
process must:
The manufacturing process is produced and supplies products to the distribution channels based
on past forecasts. Manufacturing processes must be flexible to respond to market changes, and
must accommodate mass customization. Orders are processes operating on a just-in-time (JIT)
basis in minimum lot sizes. Also, changes in the manufacturing flow process lead to shorter cycle
times, meaning improved responsiveness and efficiency of demand to customers. Activities
related to planning, scheduling and supporting manufacturing operations, such as work-in-
process storage, handling, transportation, and time phasing of components, inventory at
manufacturing sites and maximum flexibility in the coordination of geographic and final
assemblies postponement of physical distribution operations.
e) Physical distribution
This concerns movement of a finished product/service to customers. In physical distribution, the
customer is the final destination of a marketing channel, and the availability of the
product/service is a vital part of each channel participant's marketing effort. It is also through the
physical distribution process that the time and space of customer service become an integral part
of marketing, thus it links a marketing channel with its customers (e.g. links manufacturers,
wholesalers, retailers).
f) Outsourcing/partnerships
This is not just outsourcing the procurement of materials and components, but also outsourcing of
services that traditionally have been provided in-house. The logic of this trend is that the
company will increasingly focus on those activities in the value chain where it has a distinctive
advantage and everything else it will outsource. This movement has been particularly evident in
logistics where the provision of transport, warehousing and inventory control is increasingly
subcontracted to specialists or logistics partners. Also, to manage and control this network of
partners and suppliers requires a blend of both central and local involvement. Hence, strategic
decisions need to be taken centrally with the monitoring and control of supplier performance and
day-to-day liaison with logistics partners being best managed at a local level.
g) Performance measurement
Experts found a strong relationship from the largest arcs of supplier and customer integration to
market share and profitability. By taking advantage of supplier capabilities and emphasizing a
long-term supply chain perspective in customer relationships can be both correlated with firm
performance. As logistics competency becomes a more critical factor in creating and maintaining
competitive advantage, logistics measurement becomes increasingly important because the
difference between profitable and unprofitable operations becomes more narrow. A.T. Kearney
Consultants (1985) noted that firms engaging in comprehensive performance measurement
realized improvements in overall productivity. According to experts internal measures are
generally collected and analyzed by the firm including
1. Cost
2. Customer Service
3. Productivity measures
4. Asset measurement, and
5. Quality.
External performance measurement is examined through customer perception measures and "best
practice" benchmarking, and includes 1) customer perception measurement, and 2) best practice
benchmarking.
The SCM components are the third element of the four-square circulation framework. The level
of integration and management of a business process link is a function of the number and level,
ranging from low to high, of components added to the link (Ellram and Cooper, 1990; Houlihan,
1985). Consequently, adding more management components or increasing the level of each
component can increase the level of integration of the business process link. The literature on
business process reengineering,[5] buyer-supplier relationships,[6] and SCM[7] suggests various
possible components that must receive managerial attention when managing supply relationships.
Lambert and Cooper (2000) identified the following components which are:
However, a more careful examination of the existing literature[8] will lead us to a more
comprehensive structure of what should be the key critical supply chain components, the
"branches" of the previous identified supply chain business processes, that is, what kind of
relationship the components may have that are related with suppliers and customers accordingly.
Bowersox and Closs states that the emphasis on cooperation represents the synergism leading to
the highest level of joint achievement (Bowersox and Closs, 1996). A primary level channel
participant is a business that is willing to participate in the inventory ownership responsibility or
assume other aspects of financial risk, thus including primary level components (Bowersox and
Closs, 1996). A secondary level participant (specialized), is a business that participates in channel
relationships by performing essential services for primary participants, thus including secondary
level components, which are in support of primary participants. Third level channel participants
and components that will support the primary level channel participants, and which are the
fundamental branches of the secondary level components, may also be included.
Consequently, Lambert and Cooper's framework of supply chain components does not lead us to
the conclusion about what are the primary or secondary (specialized) level supply chain
components (see Bowersox and Closs, 1996, p.g. 93). That is, what supply chain components
should be viewed as primary or secondary, how these components should be structured in order
to have a more comprehensive supply chain structure, and to examine the supply chain as an
integrative one (See above sections 2.1 and 3.1).
Baziotopoulos reviewed the literature to identify supply chain components. Based on this study,
Baziotopoulos (2004) suggests the following supply chain components:
1. For customer service management: Includes the primary level component of customer
relationship management, and secondary level components such as benchmarking and
order fulfillment.
2. For product development and commercialization: Includes the primary level
component of Product Data Management (PDM), and secondary level components such
as market share, customer satisfaction, profit margins, and returns to stakeholders.
3. For physical distribution, manufacturing support and procurement: Includes the
primary level component of enterprise resource planning (ERP), with secondary level
components such as warehouse management, material management, manufacturing
planning, personnel management, and postponement (order management).
4. For performance measurement: Includes the primary level component of logistics
performance measurement, which is correlated with the information flow facility
structure within the organization. Secondary level components may include four types of
measurement such as: variation, direction, decision and policy measurements. More
specifically, in accordance with these secondary level components, total cost analysis
(TCA), customer profitability analysis (CPA), and asset management could be concerned
as well.
5. For outsourcing: Includes the primary level component of management methods, and the
strategic objectives for particular initiatives in key areas of information technology,
operations, manufacturing capabilities, and logistics (secondary level components).
______________________________________________________________
Approach
Element Traditional Supply Chain
Inventory management Independent efforts Joint reduction in channel
approach: inventories
Total cost approach: Minimize firm costs Channel-wide cost efficiencies
Time horizon: Short-term Long-term
Amount of information Limited to needs of current As required for planning and
sharing and monitoring: transaction monitoring processes
Amount of coordination of Single contact for the Multiple contacts between
multiple levels in the channel: transaction between channel levels in firms and levels of
pairs channel
Joint planning Transaction-based Ongoing
Compatibility of corporate Not relevant Compatible at least for key
philosophies: relationships
Breadth of supplier base: Large to increase competition Small to increase coordination
and spread risk
Channel leadership: Not needed Needed for coordination focus
Amount of sharing of risks Each on its own Risks and rewards shared over
and rewards: the long-term
Speed of operations, “Warehouse” orientation “Distribution Center”
information and inventory (storage, safety stock) orientation (inventory
flows: interrupted by barriers to velocity) interconnecting
flows; Localize to channel flows; JIT; Quick Response
pairs across the channel.
INTRODUCTION
These and related changes have led to certain ongoing trends that dominate the world industrial
scene, presently.
♦ Globalization.
♦ Automation.
♦ Knowledge intensive nature of production and service activities.
♦ Information technology based faster economic metabolism of organizations, markets and
production systems in industrially advanced nations and
♦ Transnational strategic alliances between firms, organization network and inter
organizational structures.
The following factors and their interactions further complicate the issue:
INVENTORY MANAGEMENT
Traditionally, inventory control systems have been reactive in nature. The rule has been to
provide for extra inventory as a means to tackle the wide range of variability that confronts any
organization.
Inventories must flow. This becomes all the more important when cost is considered, for cost is
like dust- it has a tendency to settle on anything sitting around. Rapid flow of materials allows
little time for cost to accumulate.
2. Distribution Inventory
(a) Finished products in warehouse
(b) Finished products in transit
FUNCTIONS OF INVENTORY CONTROL
1. To de-couple demand and supply (marketing and production).
2. To take care of physical impracticality of getting right amount of stock at exact time of
requirement.
3. To economize production level or smoother manufacturing.
4. To de-link various successive stages in a production process.
5. To reduce material handling costs.
6. To take advantage of quantity discounts – bulk purchases.
7. To buffer to reduce uncertainty regarding raw material supply and prices.
8. To earn favourable return on investment,
9. To take care of variable, seasonal, immediate customer demands.
10. To stabilize direct labour requirements to improve labour relations.
11. To facilitate manufacture of a range of products on the same facilities.
12. To take advantage of lower bulk transportation cost.
13. To disclose slow moving and non-moving items.
14. To prevent loss through loss, damage, pilferage, etc.
ELEMENTS OF INVENTORY COSTS
The types of costs that usually affect the inventory decision are:
1. The cost to place replenishment order. These are also referred to as replenishment costs or
procurement or indenting costs.
• Cost of paperwork, typing and dispatching an order,
• Costs incurred in following up timely deliveries, travelling costs, purchase follow up costs,
telephone, telegrams, telex, postal, email and other correspondence costs,
• Costs involved in receiving the order, incoming inspection, checking, physical handing over
to stores,
• Any setup machine cost, if any, directly charged by the supplier to the batch size,
• Salaries and wages of the purchase department.
2. The cost to hold inventory: These costs include all expenses incurred because of the volume
of inventory carried. These are also called as inventory carrying costs. This may be a fixed
sum per unit per time period, or it may be a fixed percent of value per time period. In more
complex models it may consist of more than one element. That is, holding costs may consist
of both physical storage and capital costs (foregone earnings). Among the relevant costs are
warehouse rental (implicit or explicit), clerical costs of counting inventory, insurance for
goods and warehouses, security, taxes on inventory, obsolescence, damage, pilferage, theft
(burglars and employees), reduced item life, spoilage, and the value associated with funds
tied up in inventory. This cost of capital may be the actual cost of funds borrowed to
purchase inventory, the interest that could be saved if that money were used to retire debt, the
interest that could have been earned by depositing the funds, or and internal rate of return,
representing gains made from using the same funds on, for example, a plant expansion. The
components of this cost are – cycle stock costs and buffer stock costs.
The organization’s Inventory Management System must carry out objectives set by upper
management. It must perform in such a way to enhance the organization’s profit or performance.
The objectives set by management will frequently fall into either of two categories:
Thus we see the basic conflict of inventory management: some objectives call for economizing
on inventory levels, while other objectives call for increasing inventories. These objectives may
create conflict along departmental lines: finance wants smaller sums tied up in inventory, while
marketing wants larger amounts so that customer orders can be more promptly satisfied.
From a managerial point of view, two basic categories of costs are associated with inventories:
(1) inventory carrying costs and (2) inventory acquisition costs. These plus a related variable
costs are discussed in the following paragraphs.
Carrying Costs
Carrying material in inventory is expensive. Prior to the relatively recent periods of higher rates,
a number of studies determined that the annual cost of carrying a production inventory averaged
approximately 25 percent of the value of the inventory. The escalating and volatile cost of
money in recent years, however, has increased the typical firm’s annual inventory carrying cost
to figure between 25 and 35 percent of the value of the inventory. Five major elements make up
these costs in the following manner:
___________________________________________
1 Opportunity cost of invested funds 12-20%
2 Insurance costs 2-4%
3 Property taxes 1-3%
4 Storage costs 1-3%
5 Obsolescence and deterioration 4-10%
__________
Total carrying costs 20-40%
_____________________________________________
Generally speaking, this group of carrying costs rises and falls nearly proportionately
with the rise and fall of the inventory level. Further, the inventory level is directly related to the
quantity in which the ordered material is delivered. When the complete order is shipped at one
time, the larger the order quantity; the higher the average inventory level vary nearly directly
with the size of the delivery quantity.
Relationship of inventory-related costs to inventory level ( AC = acquisition costs; CC= carrying
costs.)
If a firm has estimated its approximately inventory carrying cost, as a percentage of inventory
value, the annual inventory carrying costs that would be generated by delivery quantities of
various sizes can be calculated as follows:
(Carrying cost per year) = (average inventory value) x (inv. carrying cost as a % of inv.
value)
(Carrying cost per year) = (average inventory in units) x (material unit cost)
x (inv. carrying cost as % of inv. value)
CC = Q/2 x C x I
Where CC = carrying cost per year for the material in question
Q = order or delivery quantity for the material, in units
C = delivered unit cost of the material
I = inventory carrying cost for the material, expressed as a percentage of inventory
value
Acquisition Costs
Looking at inventory costs in another light, a different set of indirect materials cost factors
emerges. These factors all contribute to the cost of generating, processing, and handling an
order, along with its related paperwork. Examples of these costs are listed below and can be
thought of as inventory acquisition costs.
1. A certain portion of wages and operating expenses of such departments as purchasing and
supply, production control, receiving, inspection, stores, and accounts payable - those
departments whose personnel devote time to the generation and handling of the order.
2. The cost of supplies such as engineering drawings, envelops, stationary, and forms for
purchasing, production control, receiving, accounting , and so forth.
3. The cost of services such as computer time, telephone, fax machine, telegraphs, and postage
expended in procuring material
When considering this group of acquisition costs, observe that they behave quite differently from
carrying costs. Acquisition costs are not related to inventory size per se; rather, they are a
function of the number of orders placed or deliveries received during a given period of time.
One simplified example will illustrate this point. Suppose a buyer in the purchasing and
supply department receives a requisition for a special fabricated part used in the manufacture of
one of the firm’s products. Assume further that the part has been purchased before and that price
quotations from three or four shops are on file. The buyer first reviews the present inventory
situation and probably checks with production control to see if any significant changes are
anticipated in future production. Drawings and specifications of the part are then reviewed to
refresh his or her memory regarding required tooling and other technical details of the purchase.
Next, the buyer reviews the quotations to determine why the order was placed with supplier A
last time. Before deciding if supplier A should again receive the order, the buyer must also
review supplier performance data. Finally, the buyer decides which supplier should receive the
order and subsequently inquiries about the firm’s current shop loads and any other matters that
have arisen during the investigation. It is entirely possible that a negotiation session may also be
required.
In total, the buyer’s investigation may require anywhere from an hour to several days.
The total cost of the buyer’s time to the company will be the same whether the purchase order is
written for 20 parts or 200 parts. This process may result in the development of a term contract
with the supplier, in which case the buyer’s effort is spread over all deliveries of the item during
the life of the contract. If this is not the case, however, the next time the buyer receives another
requisition for this part, he or she will go through somewhat the same process, generating almost
the same indirect cost for the company.
In largest segment of the acquisition cost element is made up of these types of indirect
labor and overhead costs, generated in purchasing and in the other departments that subsequently
become involved in handling some activity associated with the purchase. The cost of suppliers
and services consumed in the placement and handling of an order typically varies directly with
the number of order placed. While these costs are significant, they are considerably less so that
the human and related overhead cost figures just discussed. Although the variable acquisition
cost per order varies widely among firms, depending on the specific cost inclusions, today the
range appears to run from approximately $50 to $125 per order.
If a firm experiences a certain annual usage of an item, the number of orders placed
during the year will decline as the individual order quantity increases, thus generating lower
annual acquisition costs. The experience of numerous firms over the years reveals that this
relationship is not linear, but that if follows the approximate contour of the AC curve shown in
fig.
If a firm’s cost accounting department can estimate its approximately acquisition cost per
order, the annual acquisition costs that would be generated by order quantities of various sizes
can be calculated as follows:
( Acquisition cost per year) = (number of orders placed per year) x (acquisition cost per
order)
AC = U/Q x A
If one has to make decisions about managing an inventory, it is useful to understand the behavior
of the inventory-related cost factors just discussed. These factors often help a manager determine
which items should or should not be carried in inventory, what inventory levels should be carried
for specific items, and what order quantities are appropriate for given items.
As its name suggests, this concept holds that the appropriate quantity to order may be the one
that tends to minimize all the costs associated with the order -carrying costs, acquisition costs,
and the cost of the material itself.
Concentrating for the moment on the first two costs, fig. shows clearly that as the order
or delivery quantity increases, carrying costs rise-and at the same time acquisition costs decrease.
To see the total picture more clearly, if carrying costs and acquisition costs are added together
over the order quantity range shown on the graph, the total indirect materials cost curve, TC, is
produced. This transformation is shown in fig. The economic order quantity concept simply says
that the sum of all the indirect costs associated with inventory will be minimized on an annual
basis if the material, for which the graph is drawn, is ordered (or delivered) consistently in the
quantity that corresponds with the low point on the TC curve. This is the economic order
quantity.
Note that the low point on the total cost curve coincides with the point at which the
carrying cost curve intersects the acquisition cost curve. This makes it easy to develop the basic
formula that can always be used to calculate a materials basic EOQ. Recall the two simple cost
formulas developed for annual carrying costs and annual acquisition costs. These can be now be
used to develop the EOQ formula.
Fig.: Graphic representation of the EOQ concept ( AC = incremental acquisition costs; CC
= incremental carrying costs; TC = total incremental costs).
EOQ occurs when
• ABC analysis
• VED analysis
• HML analysis
• GOLF analysis
• SOS analysis
• LIFO FIFO technique
• MNG analysis
• FSN analysis
• XYZ analysis
a) ABC analysis
ABC analysis is based on "80 - 20" principle or principle of "Vital few" & "trivial many".
According to this principle it is said that 80% of the inventory cost is due to 20% of the items
(which are expensive) and hence their management is very much required to keep down the
inventory cost. ABC analysis is based on "value analysis". (value of item based on its
consumption)
'A' items are those whose cost is very high, hence proper inventory management and regular
check for such items are required. 'A' category items should be managed by senior executive and
monthly inspection for such products is required.
These items should not be purchased in 'bulk’ but it must be purchased regularly in small
quantities supplier of such items should be informed about the requirement of the product as per
manufacturing plan.
These items are 5% to 10% present and cost about 70% to 80% of total inventory.
'B' category items are not very expensive as compared to 'A' category. Minimum inventory
control should be done. These items are 15% to 20% present and cost 15% to 20% of total
inventory.
'C' category items are purchased in bulk. They constitute 70% to 80% of total product and cost
about 5% to 10%. They do not require regular inventory control. They are purchased in bulk to
avail price discount benefit.
b) VED analysis
VED analysis is based on criticality, availability etc. e.g. Car.
V - Vital items
E - Essential items
D - Desirable items
Vital items are those which when not present, the production may come to halt.
Essential items are those which when not present may not affect the production for short period
but during long run or hire cost of production may go up.
Desirable products are those which do not matter of much important & production may go
without it for long period of time.
c) HML analysis
This is based on price analysis.
H - High cost (e.g. Rs.10,000 & above price)
M - Medium cost (e.g. Rs.5000 to 10,000)
L - Low cost (e.g. below Rs.5000)
d) GOLF analysis
G - Government
NG - Non Government
L - Local
F - Foreign
Golf analysis states that products which are bought from Government sources require more time
and advance payment.
e.g. STC, MMTC, ONGC etc.
Non government products require less time in purchasing, less paper work & are given on credit.
Goods from local suppliers can be bought on credit purchase easily.
Foreign goods require more terms and conditions, more paper work & legal documents like
custom clearance etc.
e) SOS analysis
S - Seasonal
OS - Off Seasonal
Seasonal goods should be purchased in bulk during season and stored for off season.
f) LIFO FIFO technique
LIFO - Last in First out
FIFO - First in First out
g) FSN analysis
F - Fast moving items
S - Slow moving items
N - Non moving items
Non moving items should not be kept.
These are scientific inventory management techniques which are in current use and helps in
effective inventory control and management easy to adopt and easy to be understood.
PURCHASING CYCLE
Completeness of description
Appropriateness of request
Routing of indent through stores.
Logging indents into indent registrar
C.MARKET RESEARCH
Telephonic quotations
Written quotations
Scheduled buying
Source selection & source development
D.ORDER PREPEARTION
Scrutiny of quotations
Negotiations placing orders on suppliers
Obtaining suppliers’ acceptance of purchase order
E.FOLLOW UP
Pre-delivery follow up
Shortage chasing Reminders
Personal visits
Telephones/Telegrams
Faxes/Telexes
Posting of personnel at suppliers’ works
Receiving dispatch details (RR/LR/CAN) & logging them into the consignment register
Collection of material from transporter godown
Inspection for physical damages to the packages & number of packages
Entering consignment details in GRN register
Uncrating of goods Quantity certification Raising of GRN
Intimating receipt of materials to the indentor
Inspection of goods
G.STORAGE & RECORD KEEPING
Supplier Vendor/Ancillary
• Caters to a number of manufacturers • Caters to upto 50% for the manufacturer
(single)
• May or may not be on contract • Supply based on a longer period of time
contract
• Relationship is that of buyer and seller • Partner's in progress and relationship is
and superficial deep-rooted
• Breach may not affect both intensely • Any one backing out can cause intense harm
to other or breach of relationship can harm
both
• Relationship does not involve joint • Involved in decision making with the
decision making manufacturer
Centralized Decentralized
• Purchase carried out for various units at • Each manufacturing unit buys locally
the head office / purchase office at a
central location
• Heavy discounts offered due to economics • Discounts are less as compared to
of scale centralized
• Standardization is the key reason • Standardization is not the key factor.
• Logistics cost is high • Logistics cost is low
• Supplier is big, national player • Supplier is local
• CSD canteen purchases centrally • TELCO Pune,Jamshedpur & Lucknow
purchases welding materials from different
suppliers
• TAJ GROUP has stationary material • Mc Donald’s in Pune is supplied chicken by
supplied by a central re-cycle paper Venky's and in Delhi by Sunrise hatcheries
manufacturer in Delhi
Make Buy
• Manufacturers produce in house • Manufacturers outsource
• Cost of acquisition > cost of manufacture • Cost of manufacture > cost of acquisition
• Company has the capacity to invest • Company cannot afford to block huge
capital
• Company has no plans to divest or focus • Company plans to divest and focus on core
to core competencies competencies
• L & T forges ahead into LTITL • SBI out sources its 17 functions
• Requires 5 M's • Not Required
- Men
- Material
- Machinery
- Method
- Money
• When secrecy in involved • No secrecy involved
The Distribution Cost Analysis
For achieving the objectives of physical distribution, the company must have such a system
which will minimize the costs. Any proposed system will have to include the following costs in
the total distribution costs.
There is another cost which is difficult to measure. That is the cost of lost sales due to delivery
delay or the product not being available to the customer.
For reducing the costs of various levels, it is necessary to analyze the costs. After examining the
analysis, the distribution manager can identify the areas where costs can be reduced.
1. Getting the Details of Cost Data : These can be obtained mostly internally; some
information may be required externally.
2. Finding out the Effects of Handling : In some products like cement or fertilizers or
glassware, it will be imperative to have minimum handling. Each handling will increase the
probability of damage, breakage, pilferage.
3. Calculating the Cost per unit : After knowing the fixed costs and the variable costs, unit costs
can be worked out for different numbers of units distributed.
5. Analysing the Information : After getting all the information, its analysis will indicate the
areas where action is required.
6. Setting the Priority Areas : The distribution manager can think of the strengths and
weaknesses of the Company and then set the priorities for cost reduction.
The entire exercise of collection of cost data and its analysis will be of tremendous help is
arriving at a decision as to how to reduce the costs. It is not an easy task due to various reasons.
The interdepartmental nature of the work creates many mental barriers also.
1. Costs at the Production Point : These would include raw material, direct labour, machine
time, power & fuel cost.
a) Costs of Storage and Handling : These would consist cost of labour as well as space.
b) Financial costs which would involve costs of working capital for finished goods inventory.
Costs of deteriorating of goods can also be there at the production point.
c) Packaging costs would include the costs of material for packaging as well as the cost of
labour needed for that.
a) Freight costs would be incurred for the goods to be carried from the plant/factory to
warehouse and then to the distributor/dealer.
b) The company may possess its own transportation equipment in which case it will have capital
costs as well as operating costs. Alternatively, it may be contracting the transport carriers
with hiring charges.
a) Here also cost of storage is incurred. If it is company's own warehouse, capital costs and also
operating costs are incurred. If it is a hired warehouse, then rentals are to be provided for.
c) Sometimes, location of the warehouse is not ideal. More costs are incurred due to a wrong
location. In such a case, the costs are called 'Improper Location Costs.'
b) The servicing cost of inventory would include, (i) handling costs, (ii) insurance, (iii)
pilferage, (iv) deterioration, (v) obsolescence, (vi) Taxes.
c) There is one more aspect to carrying the inventories. A minimum level of inventories (Safety
Stock) will have to be maintained. In addition to this, the stock levels would have to be
increased during a particular time-specially when the demand of that product is likely to
increase.
a) From the warehouse, the material will be going to the distributor/dealer. As per the terms of
the contractual arrangements, the material may be delivered at the warehouse and thereafter,
all the charges like transportation will be borne by the dealer.
b) The dealer will be incurring costs for storing of inventories and handling as well as the
financial costs involved in these.
c) Sometimes, the containers are returnable, like in soft drinks glass bottles. The costs of
returning would also be an element of costs at this level.
It can be debated whether some of the costs incurred by the consumer-specially for transportation
should form part of the distribution costs analysis. In rural markets in India, when fertilizers are
purchased in bulk quantities by the cultivators, they have to think of the delivery point and the
costs incurred by them thereafter. In competitive markets, Consumers would expect some
discounts/rebate towards these costs.
For bulk quantities - there is an insurance during transit and storage. But at some point, the
goods would be uninsured. There may be damages due to handling or shortages due to theft.
There may be a difference between the value of insurance and the claims settlement. Provision
has to be made for taking care of these costs.
At the distribution manager's office, there would be costs incurred for office maintenance as well
as administrative and managerial staff. These also need to be analyzed.
9. Packaging Costs :
Apart from the normal costs related to the immediate wrapping of the product, costs would be
necessary for special packaging for transportation and warehousing. For export markets again,
specific packaging would be mandatory. All these packaging costs would form the costs of
distribution.
The distribution cost analysis is very important for the distribution manager. It would help him in
identifying the weaker areas in the system and apply corrective measures.
Did you know that every year, Rs. 50,000 crore worth of food produce is wasted in India? This is
mainly because of the lack of proper infrastructure for storage and transportation under controlled
conditions. McDonald's is committed to providing quality products while supporting other Indian
businesses. And so, we spent a few years setting up a unique Supply Chain, even before we
opened our first restaurant in India.
A Supply Chain is a network of facilities including - material flow from suppliers and their
"upstream" suppliers at all levels, transformation of materials into semi-finished and finished
products, and distribution of products to customers and their "downstream" customers at all
levels. So, raw material flows as follows: supplier - manufacturer – distributor – retailer –
consumer. Information and money flows in the reverse direction. The balance between these 3
flows is what a Supply Chain is all about.
When there is a balance in the finished product ordering, the Supply Chain operates at its best.
Any major fluctuation in the product ordering pattern causes excess / fluctuating inventories,
shortages / stock outs, longer lead times, higher transportation and manufacturing costs, and
mistrust between supply chain partners. This is called the Bullwhip Effect.
Depending on the situation, the Supply Chain may include major product elements, various
suppliers, geographically dispersed activities, and both upstream and downstream activities. It is
critical to go beyond one’s immediate suppliers and customers to encompass the entire chain,
since hidden value often emerges once the entire chain is visualized. For example, a diesel engine
manufacturer may be able to integrate a GPS locator system into its engine control system. Its
immediate customer, a heavy truck manufacturer, may see no need for this functionality.
However, the downstream customer, a trucking company with a large fleet, may be very
interested in a locator system. Understanding the value to the downstream customer is part of the
supply chain management process.
Big Mac's supply chain success
The seed of McDonald's success was sown in 1990 - six years before it started its actual
operations. Sanjeev Bhar traces its supply chain management that played a vital role in its
growth.
About two decades ago, the QSR wouldn't have meant much to the Indian F&B segment. Today,
the acronym has been seamlessly absorbed in the industry lingo. McDonald's, arguably, one of
the first brands that left a strong imprint on the Indian QSR history, has much to do with this.
And its success is credited to its well-established supply management chain.
According to Vikram Bakshi, managing director and joint venture partner of McDonald's India
(North & East), the company invested about Rs 400 crore even before its first restaurant
commenced operations in October 1996. "We had to ensure that we had the back-end linked up
to the farm level for delivery commitment."
The company also deployed the latest state-of-the-art food processing technology for having a
sound supply chain. The transition towards the latest technology, which has been subsequently
noticed in other QSRs as well, changed the Indian fast food scenario to match international
standards.
McDonald's had been working critically on its supply chain part. Considering, an international
brand trying to make inroads into the Indian consciousness, its Indian supplier partners were
developed in such a manner that made them stay with the company from the beginning. Bakshi
explains, "The success of McDonald's India is a result of its commitment to sourcing almost all
its products from within the country. For this purpose, it has developed local Indian businesses,
which can supply them the highest quality products required for their Indian operations." As per
today's standings, McDonald's India works with as many as 38 Indian suppliers on a long-term
basis, besides several others standalone restaurants working with it, for various requirements.
In the supply chain management for a QSR, the distribution centres hold special place for
bringing food right to the outlet counters. For McDonald's India, the distribution centres came in
the following order: Noida and Kalamboli (Mumbai) in 1996, Bangalore in 2004, and the latest
one in Kolkata (2007).
McDonald's entered its first distribution partnership agreement with Radha Krishna Foodland, a
part of the Radha Krishna Group engaged in food-related service businesses. The association
goes back to July 1993, when it studied the nuances of McDonald's operations and requirements
for the Indian market. Recalling the association, Bakshi remarks, "Better facilities and
infrastructures were created along with new systems by them to satisfy McDonald's high
demands, which finally culminated into an agreement with McDonald's India, for Radha
Krishna Foodland to serve as distribution centres for our restaurants in Delhi and Mumbai." As
distribution centres, the company was responsible for procurement, the quality inspection
programme, storage, inventory management, deliveries to the restaurants and data collection,
recording and reporting. Value-added services like shredding of lettuce, re-packing of
Vital Links in McDonald’s Cold Chain
All suppliers adhere to Indian government regulations on food, health and hygiene while
continuously maintaining McDonald's recognised standards. As the ingredients move from farms
to processing plants to the restaurant, McDonald's Quality Inspection Programme (QIP) carries
out quality checks at over 20 different points in the Cold Chain system. Setting up of the Cold
Chain has also enabled us to cut down on operational wastage
Hazard Analysis Critical Control Point (HACCP) is a systematic approach to food safety that
emphasizes prevention within our suppliers' facility and restaurants rather than detection through
inspection of illness or presence of microbiological data. Based on HACCP guidelines, control
points and critical control points for all McDonald's major food processing plands and restaurants
in India have ben identified. The limits have been established for those followed by monitoring,
recording and correcting any deviations. The HACCP verification is done at least twice in a year
and certified.
The relationship between McDonald's and its Indian suppliers is mutually beneficial. As
McDonald's expands in India, the supplier gets the opportunity to expand his business, have
access to the latest in food technology, exposure to advanced agricultural practices and the ability
to grow or to export. There are many cases of local suppliers operating out of small towns who
have benefited from their association with McDonald's India.
Trikaya Agriculture
Dynamix Diary
Supplier of Cheese
Dynamix has brought immense benefits to farmers in Baramati, Maharashtra by setting up a
network of milk collection centres equipped with bulk coolers. Easy accessibility has enabled
farmers augment their income by finding a new market for surplus milk. The factory has:
• Fully automatic international stardard processing facility.
• Capability to convert milk into cheese, butter/ghee, skimmed milk powder, lactose,
casein & whey protein and humanised baby food.
• Stringent quality control measures and continuous Research & Development
Amrit Food
Supplier of long life UHT Milk and Milk Products for Frozen Desserts
Amrit Food, an ISO 9000 company, manufactures widely popular brands - Gagan Milk and
Nandan Ghee at its factory at Ghaziabad, Uttar Pradesh. The factory has:
• State-of-the-art fully automatic machinery requiring no human contact with product, for
total hygiene.
• Installed capacity of 6000 ltrs/hr for producing homegenised UHT (Ultra High
Temperature) processed milk and milk products.
• Strict quality control supported by a fully equipped quality control laboratory.
Radhakrishna Foodland
Cold Chain
The Cold Chain is necessary to maintain the integrity of food products and retain their freshness
and nutritional value. The Cold Chain is an integral part of the Supply Chain
Setting up the Cold Chain has involved the transfer of state-of-the-art food processing
technology by McDonald's and its international suppliers to pioneering Indian entrepreneurs,
who have now become an integral part of the Cold Chain.
The term Cold Chain describes the network for the procurement, warehousing, transportation
and retailing of food products under controlled temperatures. McDonald’s restaurants store
products to be used on a daily basis, within a temperature range of –18ºC to 4ºC. About 52% of
our food products need to be stored under these conditions before they are used.
Local Sourcing
McDonald's has always been committed to sourcing its requirements from local suppliers and
farmers. This assurance is rooted in the philosophy of our company's founder, Ray Kroc. He
firmly believed in mutual benefits arising from a partnership between McDonald's and the local
businesses, thus ensuring that McDonald's commitment to growth was mirrored by that of its
partners.
In keeping with this belief, we have carefully identified local Indian businesses that take pride in
satisfying customers by presenting them with the highest quality products. Adherence to Indian
Government regulations on food, health and hygiene were a top priority.
McDonald's India today purchases more than 96% of its products and supplies from Indian
suppliers. Even our restaurants are constructed using local architects, contractors, labour and
maximum local content in materials.
The relationship between McDonald's and its Indian suppliers is mutually beneficial. As
McDonald's expands in India, the supplier gets the opportunity to expand his business, have
access to the latest in food technology, get exposure to advanced agricultural practices and the
ability to grow or to export. There are many cases of local suppliers operating out of small towns
who have benefited from their association with McDonald's India.
All suppliers adhere to Indian government regulations on food, health and hygiene while
continuously maintaining McDonald's recognised standards. As the ingredients move from farms
to processing plants to the restaurant, McDonald's Quality Inspection Programme (QIP) carries
out quality checks at over 20 different points in the Cold Chain system. Setting up of the Cold
Chain has also enabled us to cut down on operational wastage
Hazard Analysis Critical Control Point (HACCP) is a systematic approach to food safety that
emphasizes prevention of illness or presence of microbiological data within our suppliers'
facilities and our restaurants rather than its detection through inspection. Based on HACCP
guidelines, control points and critical control points for all McDonald's major food processing
plants and restaurants in India have been identified. The HACCP verification is done at least
twice in a year and certified.
Suppliers
Over the years, subsequent to the commencement of our relationship, Foodland has regularly
won the Best Supplier Award from McDonald's.
McDonald's - Challenges
Foodland provides Customized Distribution & Logistics services encompassing the entire supply
chain, such as storage, handling and distribution solutions to various clients. The services are
tailor made to suit each client’s requirements, which include organisations such as
Objective
To provide a cost effective solution to our customers ensuring product integrity throughout the
supply chain.
Platter Of Services
Key Features:
Its experience of over a decade in the logistics & distribution industry has led us to believe that
there is still one area which remains poorly serviced – that of
movement of small volumes of perishable items
across the country.
• Multi temperature products, such as Frozen (below –18ºC) and Chilled (1ºC to 4ºC) can
be transported
• Flexibility of load movement - A minimum of 500 kgs to maximum of 5000 kgs can be
transported
• In transit temperature tracking
• Fixed schedule of pickup and delivery
• Well trained and experienced manpower
• Adherence to strict hygiene standards
• Consignment can be tracked through GPS system
1. Food Park, Kalamboli
2. Kanjur Marg DC
3. Delhi DC (Noida)
• Dedicated to operations in the North
• Highly functional DC
• Chiller / Freezer / Dry Storage
1. Every organisation, no matter how big or small in size,has its own forecasting techniques.This
is because without forecasting the demand and supply requirements, the orders cant be fulfilled.
Similarly, for order processing, Mc Donalds forecast its requirements on a daily basis.
The study that we did in Indore, where there are three outlets of Mc Donalds, each one in a
multiplex, revealed that their forecasting depends on a few factors like the upcoming movie
release in that week and its response.
Likewise, we conducted this study in the month of March and the demand during this time is
affected by the school and college examinations.The demand for different departments also vary
from one outlet to another.
3.Every organisation has its inventory cycle.The Mc Donalds outlets do keep a safety inventory.
They keep the buffer stock for a period of three days,and their stock is stored at the outlets itself.
Every product used in preparing the menu items come with an expiry date, like the French-fries
served in Mc Donalds has a life of two hundred and seventy days. But once the menu items are
cooked,they are not kept for more than
ten minutes, after which they are dumped as waste.
There are daily product safety checklist which is maintained manually as well as with the help of
computer softwares too,helping the staff in assessing the stock quantity at the end of each day.
4.Radhakrishna Foodland had been working with Mc Donalds for the past ten yearsand the trems
abd conditions for choosing the network design was decided by the headquarters of Mc Donalds
itself.The food items are transported via air conditioned trucks having different chambers.Each
chamber is designed for the different kind of stock at different temperature levels,as per the
suitability and requirements of the stock.All the raw material comes in a frozen form.The trucks
have pre-defined destinations to reach each day.The sources at Mc Donalds told u sthat the trucks
from Mumbai reach Indore on Monday,Pune on tuesday, Hyderabad on wednesday and so on at
Bangalore and Gujarat too.
The items which are to be procured from foreign territories comes to India via ships, like the
french fries are obtained from new Zealand via shipments.
5.They do assess their daily requirements via safety checklists.The rounding and scheduling of
ouput and input is done manually and through computer based softwares too.
7.With the evolvement of the new technologies and convenient softwares, the conventional
methods of maintaining suplly chain records are now a passe`.
Mc Donalds too use a standardized visual Foxpro based program via which the outlets are linked
with the head office and the Radhakrishna Foodland too.
8.Mc Donalds believe in the saying "Customer is the King" and thus the the complaints , if any,
from the customers end are duly heard and resolved as per the need of the situation.