SCM-GCPL

Supply Chain ManagementSupply Chain Management

Organization: Godrej Industries (GCPL)

Group members:Abhishek Podar – 202

Chetan Devadiga – 208Ronak Desai – 232

Sameer Thakkar – 236Sudeep Nair – 243

Sachin Gaikwad - 235

FMCG Sector• FMCG are products that have a quick shelf turnover, at

relatively low cost and don't require a lot of thought, time and financial investment to purchase

• ‘Fast Moving Customer Goods’ is in opposition to consumer durables such as kitchen appliances that are generally replaced less than once a year

• FMCG is characterized by strong presence of MNC and well established distribution network.

• The intense competition between the organised and unorganised segments operating at low operational cost.

Market Analysis

Growth

Profit Risk

DistributionChannels

SIZE

Growth Prospects• The FMCG market is set to triple from US$ 11.6 billion in 2003 to

US$ 33.4 billion in 2015.

• The FMCG sector witnessed more than 50 per cent growth in rural and semi-urban India in 2010.

• Penetration level as well as per capita consumption in most product categories is low indicating the untapped market potential , hence the market potential of growth is very high.

• Burgeoning Indian population, presents an opportunity to makers of branded products to convert consumers to branded products.

• With the retail gaining momentum, the FMCG prospective growth can be realized with increase in sales volumes.

Organization:Organization: Godrej Industries (GCPL) Godrej Industries (GCPL)

GCPLGCPL COMPANY DETAILSGodrej Consumer Products Limited (GCPL) Company Profile

Corporate headquarters Mumbai, India

Local office address Godrej & Boyce Mfg. Company Ltd., Pirojshanagar, Eastern Express Highway, Vikhroli, Mumbai - 400079

Number of employees 950

Revenue Rs. 6573.2 million (146 mn USD)

Manufacturing sub-segment Consumer Packaged Goods

Main business groupings The business groups are based on Product Lines

Key manufacturing locations/facilities Malanpur (M.P.), Guwahati (Assam), Silvassa (U.T.) and Baddi (H.P.)

Products Toiletries, Hair Care, Household Care, Fabric Care & Body Care

URL www.godrejcp.com

113 Years old reputed Brand Name113 Years old reputed Brand NameEasy access to High Grade natural Easy access to High Grade natural

resourcesresourcesWell established distribution networksWell established distribution networks

Large Financial reservesLarge Financial reservesPresence of well know brands in FMCG Presence of well know brands in FMCG

sectorsector

High level of High level of CentralizationCentralization Low exports levelLow exports levelHigh operational High operational

costcost

Untapped Rural marketUntapped Rural market Untapped emerging African and Middle East Untapped emerging African and Middle East

marketmarket Increase in purchasing power of consumersIncrease in purchasing power of consumers

Large domestic market of 1.1 billionLarge domestic market of 1.1 billion

HUL, P&G, ITC capturing domestic HUL, P&G, ITC capturing domestic marketmarket

Slow down in rural demandSlow down in rural demand Tax and regulatory structureTax and regulatory structure

SeasonalitySeasonality

StrengthWeakness

Opportunities

Threats

SWOT ANALYSIS

Poter’s 5 Force Model

Implication of Porter’s Model to FMCG sector

Barriers to Entry Huge investments in promoting brandsSetting up distribution networkIntense competition

Bargaining Power of Suppliers

Some of the companies are integrated backwards which reduces the suppliers cloutManufacturing is largely outsourced

Bargaining Power of customers

In case of branded products, there is little that the consumer can influence , but intense competition within FMCG companies results in value for money deal ( e.g. Buy one and get one free)

Competition Competition is faced from both domestic players, MNC’s and also from cheaper importsPrice wars are a common phenomenon

Distribution channel

• Existing distribution channels – Can be described by how direct they are to the customer in

other words how many channels it take the goods to reach customer.

• Trends and emerging channels – New channels can offer the opportunity to develop a

competitive advantage shorten the channel length.

• Channel power structure – For example, in the case of a product having little brand equity,

retailers have negotiating power over manufacturers and can capture more margin.

Supply Chain Management

• “..Supply Chain Management is – Getting the right things to the right

places at the right times, for profit ..”

• New information and communications technologies have revolutionized today’s supply chains, making them extraordinarily better, faster, and cheaper

Godrej Consumer Product Supply Chain Management

Supply Chain for GCPL

• It consists of movement of Goods from the Plants (Factories)to the Plant warehouse (PWH) to Regional warehouse (RWH)

• From RWH, the Goods move to CFA and then to Distributor and then to Retailer and finally to the Customer.

Value Chain Analysis

Inbound Logistics•Quality raw material available•Palm oil is now importable in India duty free•GCPL locks in key raw material to hedge profit

Operations•Godrej hopes to maintain margins relying on certain internal economies. For example, it manufactures fatty acids, used in soaps, in-house and enjoys economies of scale in buying vegetable oils. Vegetable oil prices are likely to remain soft this year

•With Manufacturing Plants in Katha (HP), Guwahati (ASSAM) and Sikkim, the company will get 100% excise exemption for 10 years, 100% tax exemption for 5 years and 30% for another 5 years

Value chain analysis – Primary Activities by GCPL

Outbound logisticsA demand driven forecasting and replishment strategy that will correlate real time information on consumer behavior patterns with sales and supply information

Sales & MarketingEffective distribution networkEffective brand awareness using Advertisement

ServicingThere is no after sales service. Defective products are replaced.

Problem/Opportunity facing the Company

• For GCPL, the thrust on IT started about a decade back, when as a group it decided to adopt ERP across the enterprise. In 1995-96, GCPL was one of the very early companies in India to adopt ERP. It selected MFG/PRO as the ERP package

• In 2000, GCPL decided to look beyond ERP & leverage the Internet to the maximum possible extent. While ERP MFG/PRO had helped GCPL significantly to gain benefits within the organization; the new initiatives were to connect the business partners outside the organization. MFG/PRO has a de-centralized architecture and doesnot support B2B, dealer or supplier networks. Also MFG/PRO has not kept pace with the market developments.

• At this time, Accenture was hired to prepare the 'Strategic IT Investment roadmap' for the next five years.

• This requirement gave rise to a new initiative in the form of SAMPARK for connecting distributors and another initiative called SAHAYOG to connect to the suppliers

Working of SAMPARK•The underlying business concept behind this IT initiative is based on replenishment. It monitors the inventory levels at distributor end and based on that it suggests a replenishment plan

•The distributor has to furnish information on sales to CFA. The information on current stock levels and Goods-in-transit flows from CFA to distributors as also to GCPL The system considers all the above three things to determine the order level by considering the replenishment logic

•To convince them, GCPL made a team of sales manger & 4 Officer Executive level people (one for each region) and they were made a part of the SAMPARK initiative

•Initially the initiative was piloted on 25 distributors and was used for day-to-day billing, invoicing and payment processing. At the back-end, GCPL developed a replenishment engine based on Broadvision platform

•The current system works on data from 32 CFAs and 450 distributors. The 450 distributors have Internet connection and the 32 CFAs are connected on WAN. To ensure that data is properly collected, GCPL has deployed middleware based on IBM platform i.e. (IBM MQ Series). This data is collected centrally into the Broadvision database. Broadvision application layer has got the replenishment formula (SAMPARK Order Replenishment System).

Implementation/Deployment:

TABLE 2SAMPARK Project Implementation DetailsScope Cover 450 Distributors spread across India

Implementation strategy/approach

Vendor driven initiative (WIPRO), incremental and Phased approach , use of pilot sites

Timeline 18 months from conceptualization to the first roll-out to a Distributor.

Resources and team structure

Sampark: Internal Team of 5 people. Business led proect,

Description of solution components and suppliers of the different components

Consists of Sampark DMS(Distributor Management System); Vendor-Botree Software International Ltd.-ChennaiComponent-Sampark Web site ; Vendor- BroadVision

IT investment amount

SAMPARK: Software cost=Rs 4.5 mn (0.1 mn USD); Hardware cost= Rs 10 mn. (0.02 mn USD)SAHAYOG: Rs 2 mn (0.04 mn USD)

• GCPL has extended Sampark to the suppliers and this initiative is called SAHAYOG. Based on distributors sales, CFA generates orders and informs regional warehouse on the quantity that is shipped to the CFA. Thus, CFA inventory level is also maintained at minimum

• The data from the Regional warehouse is shared with the Plant warehouse and based on it, the Plant warehouse decides on the quantity that is to be shipped to the Regional warehouse

• Based on this, the manufacturing plants derive the quantity that is to be shipped to the plant warehouse. This information helps GCPL to finally decide on the quantity of different products to be produced at each of the plant

• Based on this, the supplier is informed of the quantity that is to be dispatched

• Thus for GCPL, SAHAYOG is like an extension of SAMPARK. Also now production is done on the basis of demand. Also, now there is no over production. Production is matched to the demand. And thus the entire supply chain is covered

SAHAYOG (connects Suppliers)

SAMPOORNA (connects Retailer)

• In this, 0.1 million retailers are to be connected. The system will be based on replenishment logic again. Therefore, the retailers will also come into the current IT architecture

• Thus it is a trio of SAMPARK-SAHAYOG-SAMPOORNA. And a real-time visibility for total end-to-end distribution would be there for GCPL across the Supply Chain

• Going forward, GCPL is also planning to change its ERP from MFG/PRO to SAP R/3.

Benefits

SAMPARK• Improvement in quality of Service• Reduction in lead time• 60% reduction in time spent on collection and compilation of data from distributors• Automation of claims data preparation• Automated sales MIS for the distributor area• Therefore, increased availability of field working time

SAHAYOG:• Improved Order tracking of Vendors/suppliers• Reduction in dispatch lead time• Quick settlement of outstanding

SAMPOORNA• Extending the replenishment to the last link in the supply chain, thereby improving the efficiency• 30% time save in Order taking process at the retailer• Increase in accuracy level of billing information.• Better reach of all the range of Products.

2nd Intiative by GCPL

• One more initiative known as Godrej IT was started. This initiative led to creation of employee portal.

• Godrej IT is the company intranet and is like a virtual workplace encompassing all the workflows like performance appraisal, leave and reimbursements into it. It also helps the employees located away from Head Office to know what's happening in the organization. It also helps in sharing best practices, learning’s, events, updates etc across the organization. All the above initiatives and the current IT investments at GCPL align with the strategy

•It also helps in sharing best practices, learning’s, events, updates etc across the organization

• SAP was implemented at a central system which replaced the old ERP from MFG/PRO keeping the business logic of the supply chain same.

Supply Chain @ GCPL

Initiative taken to improve Performance – GCPL

• Create competetive advantage through supply chain

• Create value from Operations

• To get Systems ready to address future needs

• Create World class Supply chain organisation

• Leveraging IT effectively