Neha Mcd's (Autosaved)

8/11/2019 Neha Mcd's (Autosaved)

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DECLARATION

I, NEHA DATTANI of LORDS UNIVERSAL COLLEGE,

TYBMS (Semester V), hereby declare that I have completed this

project on MATERIAL MANAGEMENT OF MCDONALDSIN

INDIAin the Academic Year 2009-2010.

The information submitted in this project is true and original to the

best of my knowledge.

SIGNATURE OF THE STUDENT


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CERTIFICATE

I, PROF. VIPIN SABOOhereby certify that NEHA DATTANIof

LORDS UNIVERSAL COLLEGE of T.Y.BMS (Semester V) has

completed the project on MATERIAL MANAGEMENT OF

MCDONALDSIN INDIA in the academic year 2009-2010.

The information submitted in this project is true and original to the

best of knowledge.

SIGNATURE OF THE PROJECT GUIDE


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ACKNOWLEDGEMENT

I would like to thank the University of Mumbaiand Lords Universal Collegefor

giving me this opportunity to research and make this project. I would also like

to thank my Project Guide Prof. Vipin Saboofor his sincere support and

interest.

Also, Special Thanks to:

Prof. Shikta Roy

Principal, Lords Universal College

Prof. Neha

BMS Co-ordinator, Lords Universal College

Prof. Hitesh Thakkar

Professor (HRM & RM), Lords Universal College


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EXECUTIVE SUMMARY

Dissertation Title:- Material Management of McDonalds in India.

FacultyGuide: Prof. Vipin Saboo.

Nameofstudent:Neha Dattani.

In India day-by-day many multi-nationals are entering the market in

various different field of business. And most importantly the customers are very

excited about it because our country is actually getting benefitted by the arrival of

these MNCs. In todays scenario common man has become too busy to cook at

home, they prefer fast food or ready-made food.

The entrance of McDonalds in India in October 1996 at Basant Lok and

its expansion and success started touching skies. McDonalds is loyal to all its

customers.

This project gives a brief about the material management of McDonalds.

The most important reason/motive behind studying this is that how did they

manage to provide the international standard and quality products in India and

how did they succeed in handling their raw material as the food available in

McDonalds is so fresh and tasty.

All the raw material is produced in India itself and it is further processed to

bring that unique taste of McDonalds and then supplied to the different

franchises through refrigerated transportation on the right time.


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Contents Page No.

Acknowledgement 4

Executive summary 5

Table of Contents 6

Ch.1. Project Motive 7

1.1. Why did I select this topic?

1.2. Objectives of the project

Ch.2. Introduction of Material Management 8

Ch.3. Introduction of McDonalds 13

Ch.4. McDonalds Working process 16

Ch.5. Material management of McDonalds 18

Ch.6. Organisational structure of McDonalds 21

Ch.7. McDonalds Indian Supply Chain 23

Ch.8. McDonalds Suppliers 30

Ch.9. Directors Statement 40

Ch.10. McDonalds Indias Cold Chain 41

Ch.11. Inventory 44

Ch.12. Execution of a new product 49

Ch.13. SWOT Analysis of Materials 50

Ch.14. Findings of the study 51

Ch.15. Conclusion 54

Ch.16. References 55


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Ch. 1. Project Motive

Why did I select this topic?

Following are the reasons for selecting the topic Material Management of McDonalds

for 100 marks project:

Managing the material department of any manufacturing organisation is vital for

each and every firm so that to have an idea about it by studying this topic.

Any mistake or carelessness in managing and keeping a track on the materials to

be bought and processed and maintained can bring the company into losses and

stoppage as well.

In order to gain in depth knowledge of one of the most important aspects of a

manufacturing company I selected this topic of Material Management of

McDonalds because food industry is very booming.

Objectives of the project

This project is made with certain objectives which are as follows:

To learn the material management process of manufacturing organisation.

To know how McDonalds succeeded in its material operations in India.

To study how important is a material department in any organisation.

To learn the roles and functions played by a material department.

To analyse safety measures taken in maintaining the quality of raw material.

To maintain the level of cost in handling the material right from ordering till

processing.


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Ch. 2. Introduction of Material Management

Materials management is the branch of logistics that deals with the tangible

components of asupply chain.Specifically, this covers the acquisition of spare parts

and replacements,quality control of purchasing and ordering such parts, and the

standards involved in ordering, shipping, and warehousing the said parts.

Areas of Concentration

Goals

The goal of materials management is to consolidate and efficiently handle core

services. It creates truck deliveries and service vehicle routes that reduce conflicts for

vehicles and pedestrians. Delivery sites and loading docks are more effective and

reduce redundancy. Cost is reduced when it comes to solid and hazardous waste

removal, storage, and recycling. Utility infrastructure and service equipment relocation

can improve aesthetics.

Quality Assurance

A large component of materials management is ensuring that parts and materials

used in the supply chain meet minimum requirements by performing quality assurance

(QA). While most of the writing and discussion about materials management is on

acquisition and standards, much of the day to day work conducted in materials

management deals with QA issues. Parts and material are tested, both before purchase

orders are placed and during use, to ensure there are no short or long term issues that

would disrupt the supply chain. This aspect of material management is most important

heavily automated industries, since failure rates due to faulty parts can slow or even

stop production lines, throwing off timetables for production goals.
http://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Supply_chain


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Standards

The other major component of materials management is standards compliance.

There are standards that are followed in supply chain management that are critical to a

supply chain's function. For example, a supply chain that uses just-in-time or lean

replenishment requires absolute perfection in the shipping of parts and material from

purchasing agent to warehouse to place of destination. Systems reliant on vendor-

managed inventories must have up-to-date computerized inventories and robust

ordering systems for outlying vendors to place orders on. Materials management

typically insures that the warehousing and shipping of such components as are needed

follows the standards required to avoid problems. This component of materials

management is the fastest changing part, due to recent innovations in SCM and in

logistics in general, including outsourced management of warehousing, mobile

computing, and real-time logistical inventories.

Promoting Sustainability

Many business and institutional campuses have cluttered, noisy, and oftentimes

inefficient service environments. Delivery trucks compete with pedestrians, loading

docks are in plain sight, trash dumpsters sprout up, and lobbies, hallways, and stairwells

are cluttered with unplanned storage. With forethought and creativity, these systems can

reduce energy use and carbon emissions, minimize traffic congestion, streamline

operational flows, and enhance esthetics.

Improving circulation infrastructure

Redundancy can be reduced and effectiveness is increased when service points

are clustered to reduce the amount of redundancy. An effective materials management

program can also resolve island approaches to shipping, receiving, and vehicle

movement. Solutions can include creating a new central loading location, as well


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consolidating service areas and docks from separate buildings into one. Developing

better campus circulation infrastructure also means re-evaluating truck delivery and

service vehicle routes. Vehicle type, size, and schedules are studied to make these more

compatible with surrounding neighborhoods. This will reduce truck traffic, creating a

safer environment for pedestrians and a more attractive environment for other uses.

Materials Management Week

Each year, an entire week is dedicated to celebrating resource and materials

management professionals for their outstanding contributions to healthcare and the

overall success of the supply chain. Sponsored by the Association for Healthcare

Resource & Materials Management (AHRMM), National Healthcare Resource &

Materials Management Week (MM Week) provides an opportunity to recognize the

integral role materials management professionals play in delivering high-quality patient

care throughout the health care industry. In 2009 Material Management Week is

October 4-10 October.

Benefits

An effective materials management plan builds from and enhances an

institutional master plan by filling in the gaps and producing an environmentally

responsible and efficient outcome. An institutional campus, office, or housing complex

can expect a myriad of benefits from an effective materials management plan. For

starters, there are long-term cost savings, as consolidating, reconfiguring, and better

managing a campus core infrastructure reduces annual operating costs. An institutional

campus, office, or housing complex will also get the highest and best use out of campus

real estate.

An effective materials management plan also means a more holistic approach to

managing vehicle use and emissions, solid waste, hazardous waste, recycling, and


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utility services. As a result, this means a greener, more sustainable environment and a

manifestation of the many demands today for institutions to become more

environmentally friendly. In fact, thanks to such environmental advantages, creative

materials management plans may qualify for LEED Innovation in Design credits.

And finally, an effective materials management plan can improve aesthetics.

Removing unsafe and unsightly conditions, placing core services out of sight, and

creating a more pedestrian-friendly environment will improve the visual and physical

sense of place for those who live and work there.

Dredged Material Management

Three management alternatives may be considered for dredged material: open-

water disposal, confined (diked) disposal, and beneficial use. Open-water disposal is the

placement of dredged material in rivers, lakes, estuaries, or oceans via pipeline or

release from hopper dredges or barges. Confined disposal is placement of dredged

material within diked nearshore or upland confined disposal facilities via pipeline or

other means.

Potential environmental impacts resulting from dredged material disposal may

be physical, chemical, or biological in nature. Because many of the waterways are

located in industrial and urban areas, sediments often contain contaminants from these

sources. Unless properly managed, dredging and disposal of contaminated sediment can

adversely affect water quality and aquatic or terrestrial organisms. Sound planning,

design, and management of projects are essential if dredged material disposal is to be

accomplished with appropriate environmental protection and in an efficient manner.

Beneficial Use

Ten broad categories of beneficial uses have been identified, based on the functional

use of the dredged material or site. They are:Habitat restoration/enhancement (wetland, upland, island, and aquatic sites


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including use by waterfowl and other birds).

Beach nourishment.

Aquaculture.

Parks and recreation (commercial and noncommercial).

Agriculture, forestry, and horticulture.

Strip mine reclamation and landfill cover for solid waste management.

Shoreline stabilization and erosion control (fills, artificial reefs, submerged

berms, etc.).

Construction and industrial use (including port development, airports, urban, and

residential).

Material transfer (fill, dikes, levees, parking lots, and roads).

Multiple purpose.


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Ch. 3. Introduction of McDonalds:

McDonalds is actually U.S. based organisation but it started spreading branches

all over the world with the arrival in India.

McDonalds India:

McDonalds in India is a locally owned and managed company run by Indians,

employing local staff, procures from local suppliers to serve its customers. McDonalds

India opened its first family restaurant at Basant Lok in Oct, 1996; today it has 132

Restaurants across India.This vibrant decade has seen McDonald's evolve Indian

menus, Indian sensitivities and yet remain as globally innovative as ever. This journey

has seen McDonald'sdevelop a rich brand identity amongst its customers and

employees as well as partners alike.

At McDonalds India we have had a single formula: providing 100% total customer

satisfaction and the formula for achieving this goal in our restaurant operation is the

long-standing commitment to the McDonalds Promise.

They vowed to give its customers high quality products, served quickly and with

a smile, in a clean and pleasant environment, and all at a fair price. Quality, Service,

Cleanliness and Value (QSCV) became the philosophy that drove McDonalds

business.

McDonalds worldwide is well known for the high degree of respect to the local

culture. McDonalds has developed a menu especially for India with vegetarian

selections to sit Indian taste and culture. In line with its respect for local culture, India is

the first country in the world where McDonalds does not offer any beef or pork items.

McDonalds has also re-engineered its operations to address the special requirements of

vegetarians. Special care is taken to ensure that the vegetable products are prepared

separately, using dedicated equipments and utensils. This separation of vegetarian and

non-vegetarian food is maintained throughout the various stages of procurement,


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cooking and serving. So much that the mayonnaise and the soft serve are also 100%

vegetarian. Also in India, only vegetable oil is used as a cooking medium.

QSCV

McDonalds Quality Management instils the culture of quality through such

principles as being customer driven, managing with facts, valuing people, and

continually improving every aspect of our business.

Service that is fast and friendly and has always been a foundation for success at

McDonalds.

Cleanliness for us means having the cleanest and freshest facilities from the

kitchen to the rest rooms and parking lots.

Value at McDonalds means the total experience ......... great food, friendly folks,

a clean environment, quick and accurate service and fun!

In keeping with McDonalds commitment worldwide, McDonalds India serves

only the highest quality products. The attention to food quality started long before the

first restaurant opened. McDonalds India has established closed relationships with

local suppliers who provide McDonalds with the highest quality and freshest

ingredients to make its products.

Company Profile:

McDonald's India Culturally

Sensitive

McDonald's worldwide is well known for the

high degree of respect for the local customs

and culture. McDonalds has developed a

menu especially for India with vegetarian

selections to suit Indian tastes and


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preferences. Keeping in line with this, McDonald's does not offer any beef or pork

items in India. In the last decade it has introduced some vegetarian and non-vegetarian

products with local flavors that have appealed to the Indian palate. There have been

continuous efforts to enhance variety in the menu by developing more such products.

McDonald's has also re-engineered its operations repeatedly in its 11 years in India

to address the special requirements of a vegetarian menu. Vegetable products are 100%

vegetarian, i.e,

They are prepared separately, using dedicated equipment and utensils.

Only pure vegetarian oil is used as a cooking medium.

Cheese and sauces are completely vegetarian and egg less.

Separation of vegetarian and non-vegetarian food products is maintained

throughout the various stages of procurement, cooking and serving.

Restaurant Count


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Ch. 4. McDonalds Working Process

Diagrammatically theworking processof McDonalds can be represented as follows:

Buying:

McDonalds India today purchases more than 96% of its products and supplies

from Indian suppliers from Indian suppliers. Even their restaurants are constructed

using local content in materials.

The philosophy at McDonalds is to develop a collaborative approach with their

suppliers. The relationship between McDonalds and its India suppliers gets the

opportunity to expand his business, have access to the latest in food technology.

Processing:

McDonalds has also re-engineering its operations repeatedly in its 11 years in

India to address the special requirements of a vegetarian menu. Vegetable products are

100% vegetarian, i.e.,

They are prepared separately, using dedicated equipments and utensils

Only pure vegetarian oil in used as a cooking medium.Cheese and sauces are completely vegetarian and eggless.

Buying

Processing

Selling


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Separation of vegetarian and non-vegetarian food products is maintained

throughout the various stages of procurement, cooking and serving.

Selling:

The sales of McDonalds are extremely good as it provides best quality at a

reasonable rate. It has created a brand image and set the customers mind to buy its

products. They take great efforts to ensure that their vegetarian products are kept

distinctly from their non-vegetarian products till they are served to their customers. All

their vegetarian products are 100% vegetarian.


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Ch. 5. Material Management of McDonalds:

Economic make or buy:

McDonalds follows the principle of make & then sell as it buys the raw

materials and puts it into a process to get the final finished product and then sells it to

the consumer which is economical for both consumers as well as producers.

Standardisation:

Serving the customers great tasting, high quality food is the top priority. All

menu items are prepared for the customers under a carefully monitored process using

specialised equipment. For example, they conduct a series of tests and restaurant audits

everyday to ensure that the procedures are being followed and the high standards are

being met.

Objectives

of

McDonald's Material

Dept.

Standardisation

Development

of good

records

Regulating

Inventory

Good relation

with supplier

Product

improving

Favourable

reciprocal

relation

Achieving the

objectives

Economic

make or buy


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Development of good records:

By not only providing quality goods but also rendering best services

McDonalds has developed a long list of good records with the customers. Even with its

employees and suppliers it has maintained good relationships and goodwill in the

market of hotel and food industry.

Regulating inventory:

Since the records of the transactions of McDonalds are kept, they can point out

the need for regulating, modification or adoption of new inventory strategies.

Good relation with suppliers:

They have committed long-term relationships with their suppliers. Through

openness and trust they are developing a strong supply chain that is sustainable and

industry leading.

Product improvement:

A key part of McDonalds philosophy is its continuous improvement, not only in

the restaurants but with its primary and secondary suppliers as well. As performance

trends prove the value of this approach. As per the customers needs and expectations

they have improved their quality as and when required.

Favourable reciprocal relations:

Favourable reciprocal relation refers to the relation maintained by the suppliers

and consumers towards McDonalds. Supplier is maintaining good relationship by

providing raw materials at the time of emergencies and similarly consumers maintain

such relation by giving proper feedback and response to them.

Achieving the objectives:

They believe in gaining all the objectives of their material management for ggod


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quality products and better services.

Thus, the basic objective of McDonalds material department is to buy and standardize

the product, maintain good relation with both consumer and supplier. They provide

quality service at the price of the right quantity at the right time and the right place.


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Ch. 6. Organizational structure of McDonalds:

The organizational structure of McDonalds material department is a combined

set up of materials as well as finance. The head of the franchise appoints two managers

under him, one for the material management and the other for finance management. The

appointed managers have to perform the assigned task as follows:

The two senior departmental managers i.e. the material manager and the finance

manager, working under the head of McDonalds, manage all the areas of a particularzone assigned to them.

Each area manager managing their different franchise looks after purchasing of

raw material, processing of the same to get the finished product then storing the raw

material and packing the final product for final sale. He even manages to maintain the

machine as well as utensils which are delicate.


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All the area-wise general managers have to consult the senior departmental

managers for the supply of materials and payment as well. And the two departmental

managers have to keep on informing the head of McDonalds regarding the business.

This entire material set up of McDonalds follows the rule of Combined

material management.


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Ch. 7. McDonalds India Supply Chain:

Supply Chain is one of the critical factors for the smooth functioning of any

business. And when we are talking about fast food business with McDonalds as the

subject of the study it can expect a Supply Chain model of one of the highest precisions.

It is this unmatched Supply Chain Structure, which not just ensures on time delivery of

raw materials and supplies to McDonalds but also enables it to cut down on its cost and

maximize profitability along with maintaining highest quality standards of its products.

The level of commitment of McDonalds can be gauged from the fact that even before it

set up its first restaurant in the country it infused Rs 400 Crore to set up its delivery

mechanism. McDonalds initiative to set up an efficient supply chain and deploy state-

of-art technology changed the entire Indian fast food industry and raised the standards

of performance to international levels.

As already mentioned, McDonalds had been working on its supply chain even

before it opened its first joint in the country. McDonalds, an international brand which

was trying to make inroads into the country, developed its Indian partners in such a

manner that they stayed with the company from the beginning. The success of

McDonalds India was achieved by sourcing all its required products from within the

country. To ensure this, McDonalds developed local businesses, which can supply it

highest quality products. Today, McDonalds India works with 38 different suppliers on

a long term basis and several other stand alone restaurants for its various other

requirements. McDonalds distribution centres in India 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. As distribution


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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 promotional items continued since then at the centres playing a vital role in

maintaining the integrity of the products throughout the entire 'cold chain'.

Cold Chain was one of the unique concepts of McDonalds supply chain in India,

on which it had spent more than six years to get the system into place. This system

brought about a veritable revolution, immensely benefiting the farmers at one end and

enabling customers at retail counters get the highest quality food products, absolutely

fresh and at great value. Through its unique cold chain, McDonalds has been able to

both cut down on its operational wastage, as well as maintain the freshness and

nutritional value of raw and processed food products. This has involved procurement,

warehousing, transportation and retailing of perishable food products, all under

controlled temperatures. The following list of suppliers, who build up the major supply

chain of McDonalds, reveal how this Cold Chain

works and contributes towards the

efficiency of McDonalds.

Potato farming in Gujarat:

Sourcing the right potato

Even prior to its entry into India,

McDonalds was committed to working with

local suppliers and farmers to source all its

requirements. The company therefore spent 6

years and around Rs.450 crore to set up the food

supply chain even before opening its first

restaurant in the country.

India despite being the worlds second


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largest producer of food, losses nearly Rs.50,000/- crore worth of food produce due to

wastage at various levels, especially due to lack of proper infrastructure for storage and

transportation. McDonalds India has pioneered the cold chain management system

wherein the freshness, crispness and the nutritional value of vegetables and processed

products are retained.

In 1991, McDonalds was looking for a particular variety of potato for

manufacturing its world famous French fries. One of McDonalds suppliers - Lamb

Weston - invested heavily in setting up production lines to process these potatoes to

make the fries. However production was discontinued, as the right quality of potatoes

could not be sourced.

The right quality of potato in India was unavailable as farmers used seeds from

the preceding crop, which in turn resulted in a single variety and poor quality potatoes.

McDonalds needed the process-grade variety of potato for its products, which are as

per McDonalds international quality standards.

The variety of potato required by McDonalds had to have a certain length, high

solids content and low moisture content while the ones that were available were of

table-grade variety. Nonetheless, as per its initial commitment to local sourcing,

McDonalds and its supplier partner, McCain Foods Pvt. Ltd., began to work closely

with farmers in Gujarat and Maharashtra to develop process-grade potato varieties.

McCain Foods Pvt. Ltd. is the worlds largest French Fry Company in the world.

Established in 1957, today it is a brand that is known and respected in more than 100

countries, generating worldwide sales of more than $5.5 billion. It has more than 55

processing plants on 4 continents (29 of which are French fry and potato speciality

facilities) and exports to more than 80 countries worldwide.

Leaders in agronomy, technology and innovation, McCain Foods Pvt. Ltd.

partnered with McDonalds to work with farmers in Gujarat (specifically the towns of

Deesa and Kheda) to interact with agronomists and field assistance to demonstrate thebest practicesright from better agronomy techniques like irrigation system, sowing


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seed treatments, planting methods, fertilizer application programmes and better storage

methods for the produce. In addition to this, the farmers also benefits through

incremental monetary gains as they sell directly to McCain Food Pvt. Ltd. instead of

commission agents. The result of these efforts has been that now the Gujarat potato

crop has been utilised to make McDonalds Chatpatey Potato Wedges.

McDonald's-Outsourcing the ingredients

Cheese Dynamix Dairy Industries Ltd., Pune

Dehydrated onions Jain Foods, Jalgaon

Iceberg lettuce Trikaya Agriculture, Pune; Meena Agritech, New Delhi;Ooty Farms and Orchards, Ooty

Chicken patty Vista Foods, Taloja

Veg. Patty, Veg. Nuggets,Pineapple pie, Apple pie

Kitran Foods, Taloja

Chicken (dressed) Riverdale, Talegaon

Buns Cremica Industries, Phillaur

Eggless mayonnaise Quaker Cremica Pvt. Ltd., Phillaur

Sesame seeds Ghaziabad

Fish fillet patties Amalgam Foods Ltd., Kochi.

Vegetable for the patties Finns Frozen Foods, Nasik and Jain Foods, Jalgaon

Mutton and Mutton Patties Al Kabeer, Hyderabad

Their experience also tells us that many companies, for want of a cost-effective

and reliable logistics solution, end up deciding not to market their products which are of

a perishable nature in certain markets, thus losing out on potential revenue

opportunities. And because currently, there is no reliable service provider to cater to

this need, companies have to move goods either by air, which is expensive, or through

bulk carriers with very little control on the delivery schedule. Given the current

scenario, combined with their domain expertise in the logistics & distribution area, they

have launched a new service - Fresh Rush. Fresh Rushis a temperature controlled

transportation service addressing the needs of small volume cargo.


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Fresh RushFeatures

Multi temperature products, such as Frozen (below18C) and Chilled (1C to

4C) 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

First of its kind in India

Designed as per global standards

The centre procures, value adds, stores

and distributes various kinds of

perishable and non-perishable food products

Food ParkFeatures

Spread over 33,000 sq meters

Multi Temperature Zones

Integrated FacilityStorage and Value Addition capabilities under one roof

Ensured / Guaranteed Food Safety

Paradigm shift in the way food is handled in the supply chain in India

First of its kind in the region

Benchmarked against global standards

Codex / USDA / PFA compliant

ScalableDedicated storage for specific categories


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Sanitation / Hygiene standardsTrash handling

Air / Water QualityTreatment Plant / ETP

Ripening Rooms, Crate Wash Facilities, Blast Freezer, Flake Ice Machine

Value Added ServicesProcessing of Vegetables & Fruits, Meat, Sea Food and

Poultry

ControlsBuilding Management System (BMS)

100 % Power Back Up

Food ParkCapacity

Capacity to manage over 6000

SKUs

Can store 70,000 cases with 1,700

pallet positions and over 4,000

pick faces

Processing

Vegetable & Fruits21 tonnes per day

Meat3 tonnes per day

Fish3 tonnes per day

Blast Freezing6 tonnesper day

Ice Machine2.4 tonnes per day

2. Kanjur Marg DC

Spread over 3,500 sq meters

Dry Provisions DC

Capacity to manage over 9000 SKUs

Can store 80,000 cases with 1400 pallet position and 3,600 pick faces


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3. Delhi DC (Noida)

Dedicated to operations in the North

Highly functional DC

Chiller / Freezer / Dry Storage

Capacity to manage 576 pallet positions

McDonalds Strategies:

It understands customers needs like:

What customers want? (Product and Price)

When customers want? (Time)

Where customers want? (Place)

Why customers want? (Purpose/Frequency)

How customers want? (Convenience)

BestProduct(Quality)

At lowestprice(Cost)

FastestDelivery(Time)

Customer

Satified


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Ch. 8. McDonaldsSuppliers:

As McDonalds products (Bread, Cheese, Vegetables, Milk, Mayonnaise, Meat,

etc.) are highly perishable, so they require it daily but they purchase on weekly basis as

per the requirement. Since the material is perishable and it is bought weekly, so they

have to arrange cold storage facility for the materials.

Since the different material is produced at different places and they have to

transport it to the specific zone, they have a single main warehouse for a particular

zone. The area managers have their own warehouses for storing as they purchase

weekly from the zonal warehouse.

All the suppliers are HACCP certified. The suppliers of the above mentioned

raw materials are as follows:

Trikaya Agriculture- Supplier of Iceberg Lettuce (a kind of

vegetable)

McDonalds India benefits

other Indian business through

local sourcing. Worldwide, too,

McDonalds India had brought

benefits consistently to the

community by working with

local businesses, which could

grow as McDonalds grew. By

forming partnership with the

local suppliers, based on trust

and mutual desire to grow, McDonalds has set the stage for enormous success of a

large number of companies from which it purchases supplies and services.

Working with these local suppliers, McDonalds and its international supplier


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network have helped transfer advanced technology and state-of-the-art procedures in

the areas of agriculture, food processing, warehousing and distribution, restaurant

equipment manufacturing, restaurant operations and other disciplines related to the food

service industry to them.

For example, McDonalds partnership with local produce suppliers has stimulated

the introduction of new farming techniques and widened geographic areas of

production. Agricultural suppliers to the company are now employing the most current

farming practicesresulting in better cropping patterns, greater yields and higher farm

income and increased jobs with the rural farming sector.

One of the best examples of this supplier development is Trikaya Agriculture.

Implementation of advanced agricultural practices has enabled Trikaya to successfully

grow specialty crops like iceberg lettuce, special herbs and many oriental vegetables.

Farm infrastructure features:

Drip and sprinkle irrigation in raised farm beds with fertilizer mixing plant.

Pre-cooling room and a large cold room for post harvest handling.

Refrigerated truck for transportation.

Depending on the area, the consumption of the Iceberg Lettuce differs.

On an average 30kgs of Iceberg lettuce is required in each franchise every

day.

A specialized nursery with a team of agricultural experts.

Trikaya Agriculture, a major supplier of iceberg lettuce to McDonald's India, is

one such enterprise that is an intrinsic part of the cold chain. Exposure to better

agricultural management practices and sharing of advanced agricultural technology by

McDonald's has made Trikaya Agriculture extremely conscious of delivering its

products with utmost care and quality. Initially lettuce could only be grown during the

winter months but with McDonald's expertise in the area of agriculture, Trikaya Farms

in Talegaon, Maharashtra, is now able to grow this crop all the year round. McDonald'shas provided assistance in the selection of high quality seeds, exposed the farms to


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advanced drip-irrigation technology, and helped develop a refrigerated transportation

system allowing a small agri-business in Maharashtra to provide fresh, high-quality

lettuce to McDonald's urban restaurant locations thousands of kilometres away. Post

harvest facilities at Trikaya include a cold chain consisting of a pre-cooling room to

remove field heat, a large cold room and a refrigerated van for transportation where the

temperature and the relative humidity of the crop is maintained between 1 C and 4 C

and 95% respectively. Vegetables are moved into the pre-cooling room within half an

hour of harvesting. The pre-cooling room ensures rapid vacuum cooling to 2 C within

90 minutes. The pack house, pre-cooling and cold room are located at the farms itself,

ensuring no delay between harvesting, pre-cooling, packaging and cold storage. With

this cold chain infrastructure in place, Trikaya Agriculture has also a plan to export this

high value product to other international markets, especially to McDonald's Middle East

and Asia Pacific operations. McDonald's expertise in packaging, handling and long-

distance transportation has helped Trikaya to do trial shipments to the Gulf

successfully. In addition to export, McDonald's assistance has enabled Trikaya

Agriculture to supply this crop to a number of star-rated hotels, clubs, flight kitchens

and offshore catering companies all over India.

Vista Processed Foods Pvt. Ltd.Supplier of Chicken and Bread

range of products:

A joint venture with OSI Industries Inc., USA,

and McDonalds India Pvt. Ltd. produces a range of

frozen chicken and bread. A world class infrastructure

at its plant at Taloja, Maharashtra, has:

Separate processing lines for chicken and

bread.

Capability to produce frozen foods at a


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star-rated hotels, hospitals, project sites, caterers, corporate canteens, schools and

colleges, restaurants, food service establishments and coffee shops. Today, production

of better quality frozen foods that are both nutritious and fresh has made Vista

Processed Foods Pvt. Ltd. a name to reckon within the industry.

Dynamix DairySupplier of

Cheese:

Towards fulfilling its commitment to

sourcing almost all of its products fromlocal suppliers, McDonalds has identified

local Indian business, which shares its level

of commitment and dedication in satisfying

customers by supplying them the highest

quality products.

The relationship between McDonalds and its Indian suppliers benefits both the

parties. For McDonalds world-class products of the highest quality are readily

available from local sources. For the suppliers it is an opportunity to expand their

business, have access to the latest technology and exposure to advanced practices; in

addition to the ability to grow as McDonalds expands in India. Through McDonalds,

the suppliers also get access to overseas markets to export their products.

One of the best examples of this supplier relationship is evident in the case of the

multi crore Dynamix Group, McDonalds supplier of cheese in India. Dynamix has

brought immense benefits to farmers in Baramati, Maharashtra by setting up a new

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 standard processing facility.


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Capability to convert milk into cheese, butter/ghee, skimmed milk powder,

lactose, casein & whey protein and humanized baby food.

Strigent quality control measures and continuous research & development.

Cheese, milk and other milk products are also transported in refrigerated tracks

as well as stored in cold storage even in the franchises.

From farm two degrees Celsius in 90 minutes is the first step to quality. For

example, the Rs 262-crore Dynamix Dairy Industries, located in Baramati in Pune

district of Maharashtra, manufactures cheese slices for McDonalds at 10 metric tonnes

per month. Dynamix has helped set up 15 bulk cooling centres throughout the district

from which it purchases milk. Each cooling centre, which is equipped with modern

measuring and testing equipment and a large cooling tank, is not more than a few

kilometres away from local dairy farms. A farmer can deliver milk even twice a day on

his bicycle and get a printed receipt on the spot, which also lists the quality of the milk

supplied by him as per fat content, colour and solids content. If the milk is sub-standard

or adulterated, it is rejected on the spot. A batch of milk can vary from one litre to 10

litres, or more. Each batch is mixed in one large stainless steel cooler and chilled

immediately to two degrees Celsius to stop bacterial growth and preserve freshness.

From this point onwards, until just before the burger is actually served in a McDonalds

restaurant hundreds of kilometres away, the temperature is never allowed to increase.

When the refrigerated milk arrives at the Dynamix plant at Baramati, the milk in every

single tanker is thoroughly tested and rejected if found sub-standard, adulterated or

contaminated. The sophisticated testing lab can check fat content with an accuracy of

0.1 per cent. It can even detect minute traces of pesticides or antibiotics administered to

cows. This instant feedback and the rejection of the entire tanker-load forces farmers to

follow the best practices in terms of animal husbandry, use proper feeds, cut down on

the indiscriminate use of pesticides and animal medicines and completely stop even the

slightest attempts at adulteration.


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Amrit FoodSupplier of long life UHT Milk and Milk Products

for Frozen Desserts:

AmritFood, an ISO 9000 company,

manufactures widely popular brands - Gagan

Milk and Nandan Ghee at its factory at

Ghaziabad, Uttar Pradesh. Its plant has:

State-of-the-art fully automatic machinery

requiring no human contact with product, for

total hygiene.

Installed capacity of 600 litres/hour for

producing homogenized UHT (Ultra High

Temperature) processed milk and milk products.

Strict quality control supported by a fully equipped quality control laboratory.

All suppliers adhere to Indian government regulations on food, health and hygiene

while continuously maintaining McDonald's recognized 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 it to cut down on

operational wastage Hazard Analysis Critical Control Point (HACCP) is a systematic

approach to food safety that emphasizes prevention within its 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 plants and restaurants in India have

been 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.


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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.

Radhakrishna FoodlandDistribution Centre:

An integral part of Radhakrishna Group, Foodland

specializes in handling large volumes, providing the

entire range of services including procurement,

quality, inspection, storage, inventory management,

deliveries, data collection, recording and reporting.

Salient strengths are:

A one-stop shop for all distribution

management services.

Dry and cold storage facilities to store and transport perishable products at

temperatures up to -22 Degrees Celsius.

Effective process control for minimum distribution cost.

Capacity to handle large volumes.

Maintain open communication lines with customers, suppliers and all other

business associates.

Invested ERP software to bring in efficiency, speed and accuracy into the

system.

McDonald's local supply networks through Radhakrishna Foodland, which operates

distribution centres (DCs) for McDonald's restaurants in Mumbai and Delhi. The DCs

have focused all their resources to meet McDonald's expectation of 'Cold, Clean, and


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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.


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Ch. 9. Directors Statement :

Vikram Bakshi (Managing Director India) says:

For all those opposed to the import of foreign culture as represented by

McDonalds, here is food for thought. The fast food chain that serves five crores

customers per day across the globe and is planning its largest growth this year in India

(40 outlets in 2009) after touching the figure of 131 in 12 years in the country, the

beauty of its burger is that it represents national integration on a platter.

Each McDonalds burger requires nine different ingredients which, its India

Managing Director Vikram Bakshi points out, are sourced from 35 suppliers across the

country. The sesame seeds come from Ghaziabad in UP, the buns are sourced from

Noida and Khapoli in Maharashtra, the vegetable sauce comes from Phillaur in Punjab,

the cheddar cheese from Baramati in Maharashtra, and the butter and bread from

Ludhiana in Punjab. As for its trademark iceberg lettuce, it comes from farmers in

Ooty, Pune and Dehradun.

This is not all, says Bakshi, as he unfolds the companys plans to have a massive

cold chain infrastructure in place to deliver farm fresh vegetables. This will achieve the

bigger goal of capping losses of farmers, he points out. The amount of fruit wasted in

India because of lack of post-harvest infrastructure results in losses which equal the

fruit consumption of entire Europe, he adds.

The huge costs of over Rs 30,000 required to set up such an infrastructure in

India have even prompted companies in the food retail business to approach the Prime

Minister. Already 90 per cent of our raw material is sourced from India. Our efforts at

growing potatoes in Gujarat after developing the varieties in Solang Valley in Himachal

will see us even meeting the need for our iconic golden French fries from India, says

Bakshi.


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Ch. 10. McDonaldss Indias Cold Chain:

A unique sense of dedication and commitment characterizes McDonalds India

a commitment to be driven by the leadership of local owners. Commitment to provide

quality products and fast friendly services at a real value to support other Indian

business through local sourcing and imparting new skills and to generate local

employment by being a part of the local culture. This commitment has translated into

enduring benefits to the businesses at the grass root level, in the areas of introduction

into new crops, new agricultural practices and food processing methods and procedures.

McDonalds unique cold chain, on which the QSR major has spent more than

six years setting up in India, has brought about a veritable revolution, immensely

benefiting the farmers at one end and enabling customers at retail counters get the

highest quality food products, absolutely fresh and at great value.

Explaining the concept, Mr. Amit Jatia, Joint Venture Partner and Managing

Director, McDonalds Western India, said, Every year, Rs.50,000 crore worth of

food produce is wasted in India because of lack of proper infrastructure for storage andtransportation under controlled conditions. These range from physical damage and

vermin infestation to improper temperature, humidity and air-flow.

McDonalds, through its unique cold chain, has been able to both cut down on

its operational wastage, as well as maintain the freshness and nutritional value of raw

and processed food products. This has involved procurement, warehousing,

transportation and retailing of perishable food products all under controlled

temperatures.

Setting up this extensive cold chain distribution system has involved the transfer

of state-of-the-art foodprocessing technology by McDonalds and its and its

international suppliers to pioneering India enterprises who, today, are an integral part of

McDonalds cold chain.


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From Field To 2 degree C In 90 Minutes

Trikaya Agriculture, a major supplier of iceberg lettuce to McDonalds India, is

one such enterprise that is an intrinsic part of the cold chain. Exposure to better

agricultural management practices and sharing of advanced agricultural technology by

McDonalds has made TrikayaAgriculture extremely conscious of delivering its

products with utmost care and quality.

Initially lettuce could only be grown during the winter months but with

McDonalds expertise in the area of agriculture, Trikaya Farms in Talegaon,

Maharashtra, is now able to grow this crop all the year round.

McDonalds has provided assistance in the selection of high quality seeds,

exposed the farms to advance drip-irrigation technology, and helped develop a

refrigerated transportation system allowing a small agri-business in Maharashtra to

provide fresh, high quality lettuce to McDonalds urban restaurant locations thousands

of kilometres away.

Post harvest facilities at Trikaya include a cold chain consisting of a pre-cooling

room to remove field heat, a large cold room and a refrigerated van for transportation

where the temperature and the relative humidity of the crop is maintained between 1

degree C and 4 degree C and 95% respectively. Vegetables are moved into the pre-

cooling room within half an hour of harvesting. The pre-cooling room ensures rapid

vacuum cooling to 2 degree C within 90 minutes. The pack house, pre-cooling and cold

room are located at the farms itself, ensuring no delay between harvesting, pre-cooling,

packaging and cold storage.

With this cold chain infrastructure in place, Trikaya agriculture has also a plan to

export this high value product to other international markets, especially to McDonalds

Middle East and Asia Pacific operations. McDonalds expertise in packaging, handling

and long distance transportation has helped Trikaya to do trial shipments to the Gulf

successfully.


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In addition to export, McDonalds assistance has enabled Trikaya Agriculture to

supply this crop to a number of star-rated hotels, clubs, flight kitchens and offshore

catering companies all over India.

Vista Processed Food Pvt. Ltd., McDonalds suppliers for the chicken and

vegetable range of products, is another important player in this cold chain. Technical

and financial support extended by OSI Industries Inc., USA and McDonalds India

Private Limited have enabled Vista to set up world class infrastructure and support

services.

This includes hi-tech refrigeration plants for manufacture of frozen food at

temperature as slow as35 degree C. This is vital to ensure that the frozen food retains

it freshness for a long time and the cold chain is maintained. The frozen product is

immediately moved to cold storage rooms.


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Ch. 11. Inventory :

Inventory cost:

Inventory as a percent of overall business continues to decline. As product line

proliferate, inventory carrying costs become significant. Retail and Wholesale firms

place pressure on supply chain members to significantly reduce inventories. Physical

inventories are needed on the inbound and outbound sides of a business.

Types of inventory include cycle stocks, in process or in transit stock, safety

stock, seasonal stock, speculative stock and dead stock. Types of inventory costs

include carrying cost, order/recorder cost. Inventory carrying cost is comprised of

capital cost, storage space cost, inventory service cost, inventory risk cost.

Capital costs are expressed as percentage of product value and are based on

value of average inventory. The rate is most appropriate.

Inventory turnover:

A ratio showing how many times a companys inventory is sold and replaced

over a period.

Generally calculated as: Sales/Inventory

However, it may also be calculated as: Cost of Goods sold/Average Inventory

Although the first calculation is most frequently used. COGS (cost of goods

sold) may be substituted because sales are recorded at market value, while inventories

are usually recorded at cost.

This ratio should be compared against industry averages. A low turnover implies

poor sales and, therefore, excess inventory. A high ratio implies either strong sales or

effective buying.

High inventory levels are unhealthy because they represent an investment with a

rate of return of zero. It also opens the company up to trouble should prices begin to

fall.


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Inventory of McDonalds:

Inventory is the total amount of goods and/or materials contained in a store or

factory at any given time. Store owners need to know the precise number of items on

their shelves and storage areas in order to place orders or control losses. Factory

managers need to know how many units of their products are available for customer

orders. Restaurants need to order more food based on their current supplies and menu

needs. All of this business relies on an inventory count to provide answers.

The word inventory can refer to both the total amount of goods and the act of

counting them. Many companies take an inventory of their supplies on a regular basis in

order to avoid running out of popular items. Others take an inventory to insure the

number of items ordered matches the actual number of items counted physically.

Shortages or overages after an inventory can indicate a problem with theft (called

shrinkage in retail circles) or inaccurate accounting practices.

Ordering costis any expenditure which is incurred for placement of order.

Some farms deliberately hold inventory in order to reduce the ordering cost. It also

includes the other various related activity involved in the ordering process. It includes

cost for receiving source, purchases, and order inspection, set up and binding cost.

Carrying costinvolved in holding and maintaining goods or raw material before

Ordering

cost

Carryingcost

InventoryCost


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to take care on unexpected events. It is often called buffer stock. The absence of

Inventory is called a shortage.

In McDonalds they do keep safety stock but to a small quantity as the material

is soon to get spoilt. They use the safety stock first when the new order is received and

then the new one.


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Ch. 12. Execution of a New Product :

Any new product at McDonalds passes through many stages before it is finally

launched in its retail avtar. We do not randomly pick up the products from the

McDonalds international offerings but focus on our research and development for

products, said Mr. Amit Jatia, managing director, Hard Castle Restaurants, a

franchisee of McDonalds India.

Based on its menu vision, McDonalds makes a prototype and rotates it for

feedback within its own set up. After making suitable changes, the product is tested

with focused groups. Subsequently, alternations are made if necessary, supply lines

established and then the product is finally launched in the restaurant.

In fact, McDonalds India is the first chain in the world to develop a coffee

machine with Coke for its Georgia coffee. The launch of McCurry Pan - a baked dish inAhmedabad. McDonalds India is seriously exploring petrol pumps to expand its

network. Gas stations would be one of the major drivers of the retail expansion of the

company in future.Gas stations would come up in a big way as the result of the golden

quadrilateral project and McDonalds could set up its outlets there. They have worked

with BPCL and HPCL and are in talks with IOC for the same.


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Fresh forever

Best Quality Commitment

Reasonable Prices

Strength

Unstable demand

Highly responsive chain

Domestic market saturation

Inflexibility

Increase in Prices of Raw material

Weakness

To Farmers to cultivate new crops and getting trained to meetthe required standards.

Opportunity

Loss due to natural calamities

Loss due to spoilage

Low amount of sales than expected

Threats

Ch. 13. SWOT Analysis of Materials


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Ch. 14. Findings of the study

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.

2. Mc Donalds has its outlets in different parts of the globe.

In India too, Mc Donalds has numerous outletsin different cities, but they do not

have any local vendor.

They have a fixed vendor, that is The Radhakrishna Foodland, which caters the

range of 230 products that Mc Donalds require.

The Radhakrishna Foodland not only process the fooditems but also handle the

logistics partially.The delivery center is at Mumbaiwhere from the required stock is

transported to different locations.

The concerned person told us, that due to the ephimeral shelf-life of tomatoes, it

i sthe only commodity that they make purchase from local markets; specifically of four

to five inches diameter which undergoes a thorough sanitization process, only after

which it is used.


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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 thanten 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.


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6. Mc Donalds does not have any third party logistics.

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.


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Ch. 15. Conclusion

As the research and study has show the important functions and roles of a

Material Department in any organisation, proper measure should be taken to manage

the material department as it is the highest contributor of cost. Therefore companies

should take systematic efforts to handle this department and hence preplanning is must

and market research and development helps to reach to that perfection.

When it comes to food industry, customers want the food to be tasty, fresh and

of good quality and hence handling, processing and managing the material come into

picture. Once these parameters are met at the right time at the right place, the

customer is satisfied.

This can be concluded by stating that each and every department in an

organisation plays a crucial role and by managing the key part of Material in the

organisation reduces the cost factor.


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Ch. 16. References

Bibliography:

Newspaper:- The Economic Times

Times of India

Books:- Principles of Management (Philip Kotler)

Research Methodology (C.R.Kothari)

Webliography:

www.quickix.com

www.information.com

www.wikipedia.com
http://www.quickix.com/http://www.quickix.com/http://www.information.com/http://www.information.com/http://www.wikipedia.com/http://www.wikipedia.com/http://www.wikipedia.com/http://www.information.com/http://www.quickix.com/

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