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Case Analysis
Nestlé
Group 3
11 February 2010

David Chol, Whitney Drost, Raynard Geason, Sarah Laborde, Casey Landers, Darren McNeely, Vanessa Robicheaux, Nicholas Knight, Taylor Mendel, Jonathan Bush, John Priola, William Ratcliff

Table of Contents
Introduction3
Goals3 Constraints3

Introduction
Through the years, Nestlé has emerged as a multi-national company that serves as a brand in itself as well as an umbrella company for many well-recognized processed food commodity brands. Nestlé was established in 1867, with the distribution of its first product, dehydrated baby food; this product quickly made the company profitable. Through a series of well-coordinated mergers and the growth of a vast selection of innovative food products, Nestlé became the global giant it is today. Nestlé’s success can be attributed to its deep agricultural supply chain, strong local market teams, hiring from within, and long tenured CEOs. Nestlé has become the epitome of innovation and success in the retail food product industry.
In 1996 Nestlé established the Nestlé Environmental Management System (NEMS) in an attempt to produce more environmentally friendly products. NEMS required innovative eco-design in the company’s products and activities, and gave preference to suppliers who worked to improve their levels of efficiency and sustainability regarding their use of resources. Aside from this, NEMS also requires independent environmental auditing regarding the practices of the company. In addition, environmental awareness training for the employees and business partners is required.
Nestlé launched Sustainable Agriculture Initiative Nestlé (SAIN) in 2000 in order to optimize the transparency from farm-to-table and to increase efficiency and productivity. Nestlé took a big risk as it was the first to implement this type of program. The program was

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