...AdaNI INSTITUTE OF INFRASTRUCTURE MANAGEMENT, AHMEDABAD | Quantitative Model for Cold Storage Location Choice | Submitted to | Prof. Debjit RoyOn 01.03.2014ByGroup-IIIAbhishek DuttaAnkesh KumarRakesh ThakurSrikant Sharma | EXECUTIVE SUMMARY: Cold Chain Sector has been recognized as one of the sunrise sector of the Indian Food Industry. It is indeed very true that for a country like India which is the largest milk producer in the world, second largest producer of fruits and vegetables and has a substantial presence in the production of marine, meat and poultry products, the Cold Storage Facilities are not enough. Because of the shortage in cold storage warehousing and cold storage transportation vehicle, Indian agricultural sector is facing pre and post-harvest losses of around 30-40%. As per the survey of “National Centre for Cold Chain Development (NCCD)” these valuable agricultural food products if restored and processed in a maintained environment would have generated a revenue of around 8-15 billion USD per annum. Project Profile: We have planned to set up Cold Storage Warehouse and Cold Storage Transport Vehicles in order to procure fruits and vegetables from the farmers and process it and deliver it to the nearest market thereby maximizing the profits of the farmers. For this purpose we have selected the city of Ahmedabad as our nearest deliverable market. The procurement will be done from three places namely Mehasana, Anand and Junagadh. Project Motivation:...
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...| | McDonald’s Supply Chain | | | | | | | | | Contents Introduction 3 History 3 McDonald’s in India 4 Supply Chain of McDonald’s 5 Introduction 5 Incorporating Chill Zones – The McDonalds Cold Chain 6 Validation of McDonalds Cold Chain 8 McDonalds Suppliers and Distributors 10 Outsourcing of Ingredients 12 McDonald's Supply Chain – Challenges 19 Conclusion 20 References 21 Introduction McDonald's is the leading global foodservice retailer with more than 32,000 local restaurants serving more than 60 million people in 117 countries each day. More than 75% of McDonald's restaurants worldwide are owned and operated by independent local men and women. 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). History The business began in 1940, with a restaurant opened by siblings Dick and Mac McDonald in San Bernardino, California. Their introduction of the "Speedy Service System"...
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...: Low farmer price realization Surplus production Significant wastage - ` 330 billion (US$ 7.3 billion) annually AND TO CAPITALIZE GROWING DOMESTIC FOOD MARKET CURRENTLY ESTIMATED AT US$ 182 BILLION IN 2008, EXPANDING AT A CAGR OF 4.1% 1 21-Dec-10 10 Mega Food Parks established, 60 Agri Export Zone conceived Integrated Cold Chain project being implemented National Institute of Food Technology Entrepreneurship & Management established Source - IBEF Food processing sector is having less than 10% of the total manufacturing industries and dominated by SME & unorganized sector ……. 2 21-Dec-10 India decides to have the Public Policy response to this issue …….. • Dedicated Ministry at the Union Government level formed; • Policy on Food Processing Industries formulated to initiate shift from supply to demand driven; • Value Chain approach considered; • Significant Budgetary allocation; • 100% FDI allowed except alcohol & beverage sector & items reserved for SSI; • Emphasis n food safety, hygiene and regulations; Effective Government schemes are in place ……. Focus INFRASTRUCTURE DEVELOPMENT Schemes Mega Food Park Cold Chain infrastructure Modernization of Abattoirs TECHNOLOGY UPGRADATION & MODERNIZATION QUALITY ASSURANCE, CODEX STANDARDS, R&D Schemes for existing FPI UNITS R&D Setting up/ up-gradation of Quality Control/ Food Testing Laboratories HACCP, ISO 14000, ISO 22000, GHP, GMP Quality, Safety Management HUMAN RESOURCE DEVELOPMENT INSTITUTIONAL...
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...Phases ................................................................................................................................................................................................. 6 Structure of the Industry ........................................................................................................................................................................................ 7 Challenges ............................................................................................................................................................................................................ 8 Key Foreign Direct Investment (FDI) Regulations ................................................................................................................................................. 9 Supply Chain Management...
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................................................................................................................................................................................................. 6 Structure of the Industry ........................................................................................................................................................................................ 7 Challenges ............................................................................................................................................................................................................ 8 Key Foreign Direct Investment (FDI) Regulations ................................................................................................................................................. 9 Supply Chain...
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..................... 3 Methodology ....................................................................................................................... 3 Introduction ......................................................................................................................... 3 Discussion Point 1: Definition of 3PL and its Evolution.................................................... 3 Discussion Point 2: Elaboration of the reasons for choosing 3PL. What is meant by value added services? ................................................................................................................... 4 Discussion Point 3: What are the salient findings from the literature? ............................. 5 What is lean supply chain? ................................................................................................. 5 Discussion Point 4: Discuss the functions of 3PL. ............................................................. 6 What services are provided globally (reference to additional literature)? ........................ 6 An Overview of the Logistics Sector in India .................................................................... 7 Discussion point 5: Potential of 3PL in India .................................................................... 7 The Indian Transport Infrastructure .................................................................................... 8 Discussion point 6: Present Status of 3PL in India ...........................
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...to be vastly improved. The single most important problem facing the Indian agricultural industry is the highly inefficient supply chain. Because of lack of cold chain infrastructure and also a food processing industry about 20 per cent of all foods produced in India (Rs. 500 b) are wasted. By building an efficient and effective supply chain using state of the art techniques it is possible to serve the population with value added food while simultaneously ensuring remunerative prices to the farmers. The surplus of cereals, fruits, vegetables, milk, fish, meat and poultry can be processed as value added food products and marketed aggressively both locally and internationally. Investments in cold chain infrastructure, applied research in post harvest technologies, installation of food processing plants in various sectors and development of food retailing sector are mandatory for achieving gains in this sector. Strategic growth plans for achieving both national and international competitiveness of the food industry are essential. 1. OUTLINE OF THE PAPER In this paper we identify emerging opportunities in the food and cold chain sector in India and present ways in which existing market challenges in India can be overcome using technology and experience. In particular, we identify opportunities for improvement in real estate and cold chain infrastructure, establishing food processing plants, wholesale, retail, third party logistics and technology. In Section 2, we discuss...
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...external factors that are affecting the decision making of health and social care organisation. (Blog NHS Website, 2005). 1. Legislation: There are many set of rules and regulations defined by the government and health and social care sector is bound to obey these rules and regulations Such as “The Mental Capacity Act 2005”, The Access to Medical Reports Act 1988, Blood Safety and Quality Legislation, The Census (Confidentiality) Act 1991, The Children Act 2004, The Civil Contingencies Act 2004, The Civil Evidence Act 1995, Commission Directive 2003/63/EC (brought into UK law by inclusion in the Medicines for Human Use (Fees and Miscellaneous Amendments) Regulations 2003), The Computer Misuse Act 1990, The Congenital Disabilities (Civil Liability) Act 1976, The Consumer Protection Act (CPA) 1987, The Control of Substances Hazardous to Health (COSHH), Regulations 2002, The Copyright, Designs and Patents Act 1990, The Crime and Disorder Act 1998, The Criminal Appeal Act 1995, The Data Protection Act (DPA) 1998, The Data Protection (Processing of Sensitive Personal Data) Order 2000, The Disclosure of Adoption Information (Post-Commencement Adoptions) Regulations 2005, The Electronic Commerce (EC Directive) Regulations 2002, The Electronic Communications Act 2000, The Environmental Information Regulations (EIR) 2004, The Freedom of Information (FOI) Act 2000, The Gender Recognition Act 2004, The Gender Recognition (Disclosure of Information) and (England, Wales and Northern Ireland)...
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...Pandey CABM GBPUAT Pantnagar Ques: Why do we need FDI in food retail? Ans: 1. Supply side constraints: The main driver for this policy of allowing FDI in retail seems to be the recognition that the Indian economy faces serious supply-side constraints, particularly in the food retail chains. 2. Lack of investment in logistics, cold chain transportation and warehousing: There has been lack of investments in the logistics of retail chains creating inefficiencies in the supply chain. 3. Huge food wastages: Currently, lack of adequate storage facilities causes heavy losses to farmers. As per industry estimates, 35-40% of fruit and vegetables and nearly 10% of food grains in India are wasted annually. Though FDI is permitted in cold chains to the extent of 100%, in the absence of FDI in front-end retail, investment flows into this sector have been insignificant. Thus, FDI in retail would help in addressing this issue with compulsory investment of 50% in back-end. 4. Consumer benefit: With entry of foreign retailers, consumers will experience more variety of products, with improved quality at lower prices. Foreign 'low-cost' big players will adopt an integrated supply chain management system that, in turn, should help lower prices of products, benefiting consumers at large. 5. Wider distribution channels: FMCG companies are expected to benefit too. This would be evident through the increased volume of sales due to wider distribution channels. Currently, FMCG...
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...Dissertation On “A Study On Cold Chain Logistics ” Submitted by: Garvita Uniyal A. STATEMENT OF THE PROPOSAL Problem Statement “ A Study on Cold Chain Logistics ” is the research work that deals with different process and techniques used for reducing spoilage, retain the quality of the product, guarantees a cost efficient delivery and maintaining ideal storage conditions for perishables products from the point of origin to the point of consumption in the food supply chain. Background Cold Chain Logistics is the logistics system that provides ideal condition to the temperature sensitive perishable goods from the point of origin to the point of consumption through thermal and refrigerated packaging methods and the logistical planning to protect the integrity of these shipments. The Cold Chain logistics infrastructure generally consists of: Pre-cooling facilities, Cold storage, Refrigerated Carriers, Packaging, Warehousing, Information Management System, Traceability and Financial & Insurance Institution. A Cold Chain is a temperature controlled supply chain which begins at pre-cooling stage prior to shipping. It involves a temperature and moisture controlled transportation and storage of refrigerated goods and frozen goods. With the growing demand of the fast food, ready meal and frozen products, Logistics organization are seeking for better cold chain solutions. Organizations are using several food temperature levels to suit the different...
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...the world leading LNG owner operator with over two decades of proven experience for safely, reliability. They are forging partnerships in technologies advancement to offer LNG technology solution and new offshore applications. The company misc is a currently third largest shipping conglomerate in the world by market capitalism. The company is specialist in Energy Transportation and leading maritime corporation in Malaysia. The companies consists of ship owning, operating of offshore floating facilities as well as marine repair, marine conversion and engineering and construction works. The company MISC also delivers freighting solutions for Vegoil and Chemical products to various corners of the globe, leveraging on its extensive experience in bulk trading .Misc is currently growing the fleet of chemical tankers, establishing itself as transporter of chemicals and vegetable oils on the global platform. MISC is also a growing player in the offshore industry, offering floating facility solutions mainly FPSOs/FSOs with our ability to add value combined with world-class technology and know-how. We deliver safe, predictable project execution excellence throughout the asset life cycle and build strong relationship with customers and partners. This synergistic combination is creating productive partnerships in the Southeast Asia region as well as international waters where MISC's presence is seen operating at the highest standards, delivering...
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...MC DONALDS CASE STUDY ANALYSIS OF THE COMPANY McDonald's Corporation is the world's largest chain of hamburger fast food restaurants, serving around 68 million customers daily in 119 countries Headquartered in the United States, the company began in 1940 as a barbecue restaurant operated by Richard and Maurice McDonald; in 1948 they reorganized their business as a hamburger stand using production line principles. McDonald's operates over 34,000 restaurants worldwide, employing more than 1.7 million people. Businessman Ray Kroc joined the company as a franchise agent in 1955. He subsequently purchased the chain from the McDonald brothers and oversaw its worldwide growth. 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. McDonald's operates over 34,000 restaurants worldwide, employing more than 1.7 million people. In 2006, McDonald's introduced its "Forever Young" brand by redesigning all of its restaurants, the first major redesign since the 1970s.McDonald's has invested $1 billion to redesign nearly all of the 14,000 restaurants by 2015. SWOT analysis of McDonald's Strengths 1. Largest fast food market share in the world. McDonald’s is the largest fast food restaurant chain in terms of total world sales (8%). It is the second largest outlet operator with more than 34,000...
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...Introduction The 1991 reforms marked a paradigm shift in India's policy vis-à-vis foreign capital. The 19 years of reforms era has seen progressive liberalization of the policy particularly with respect to Foreign Direct Investment (FDI) whose role in economic development is acknowledged by policy makers. India cautiously opened up to FDI with the hope that it could act as a catalyst for growth as it is believed to fill up the critical gaps of capital and technology and also be a facilitator for transfer of managerial and technical skills, for employment generation and export promotion. Keeping with the policy of progressive liberalization the Government of India has now initiated a debate of allowing FDI in multi- brand retail. 100% FDI in wholesale cash-and-carry trade was opened in April 2006 followed by further liberalizing by allowing 51% FDI in single-brand retail in 2008. The impact of this has been an FDI flow of Rs. 7799 crore into the retail sector. The issue of FDI in multi- brand retail had been put on the backburner for so long as it had a direct impact on the strong 1.3 crore small retailers in the unorganized sector. The giant multinational retail players are pushing for the opening up of India's retail trade as the growing middle class with rising disposable incomes means huge market potential. Even domestic retailers such as Future Group, Reliance, Birla, etc are lobbying hard for FDI. By initiating the current debate the Government has made its intention...
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...An Analytical study on Foreign Direct Investment in Indian Retail Sector * Dr. A. Vinayagamoorthy,Ph.D., ** C. Sankar * Associate Professor, Department of Commerce, Periyar University, Salem-11. Tamil Nadu.E-Mail: avm_2007@yahoo.com ** Ph.D. Research Scholar, Department of Commerce, Periyar University, Salem-11. Tamil Nadu. E-Mail: sankar_4577@yahoo.com; sankarzee.c@gmail.com; Mobile No. (0)9566997631 Abstract FDI is a tool for economic growth through its strengthening of domestic capital, productivity and employment. FDI also plays a vital role in the up gradation of technology, skills and managerial capabilities in various sectors of the economy. The present paper attempts to analyze significance of the FDI Inflows in Indian retail sector since 1991 and relating the growth of retail sector FDI in generation of employment in terms of skilled and unskilled. Supporters of FDI in retail trade talk of how ultimately the consumer is benefited by both price reductions and improved selection, brought about by the technology and know-how of foreign players in the market. This in turn can lead to greater output and domestic consumption. Introduction The retail industry in India is of late often being hailed as one of the sunrise sectors in the economy. AT Kearney, the well-known international management consultancy, recently identified India as the ‘second most attractive retail destination’ globally from among thirty emergent markets. It has made India the cause of a...
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...SECTION A 1. INTRODUCTION (Policy:\Jan900-Guidelines for AO and Authorities, p1) Supply chain management is a set of approaches utilized to efficiently integrate suppliers, manufacturers, warehouses, and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time, in order to minimize system wide costs while satisfying service level requirements. While the Constitution of South Africa states that procurement practices must be fair, equitable, transparent, competitive and cost-effective, the present position is far from the ideal, for example: • Procurement and provisioning procedures are rule driven, and value for money is almost always equated to the lowest price tendered – the emphasis is on monitoring inputs; • Procurement and provisioning activities are not linked to budgetary planning; • Asset management is limited to control of inventory, rather than on ensuring a satisfactory return to the community for the funds invested; • Bid documentation are not uniform, causing uncertainty to bidders and practitioners; • The Preferential Procurement Policy Framework Act, No 5 of 2000 (PPPFA) and its associated Regulations are complex and difficult to implement correctly, and procurement practitioners are not adequately trained in their application; • The costs and outcomes of the PPPFA are not fully quantified, hence it is impossible to evaluate the merits of the system. (Government of the Republic...
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