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PARACHUTE OIL
Depot – 33
Direct Distributors - 882
Super Distributors - 153
catering to 2393 small stockists and
4523 van markets.
BUSINESS IMPACT
• Supply chain was not in tune with Marketing Strategy
• Advantages:
• Lower Inventory Holding and Supply chain cost
• Resolve forecasting problems, eliminate Inventory and stock out problem (Timely sales and
inventory information). Manage Distributors Inventory by replenishing Stocks on the basis of
distributors input of sales to retailers.
• Operational improvements:
• Reduced planning cycle from 30 days to 10 days
• Improved forecasting accuracy
• Improved delivery reliability
HOW IT WAS DONE?
STAGE 1: SUPPLY CHAIN MANAGEMENT
• Strengthen the internal Supply Chain Foundation- Planning to Fulfillment
• Tech Support- highly integrated application systems (ERP)
Marico
EARLIER Distributor
Replenishment
based on order
Replenishment based on
norms
Distributor Marico
NOW
WITH
VMI
MIDAS Mi-net APO SAP
Orders are automatically generated
PERFORMANCE IMPROVEMENTS
FUNCTIONS - CHANNEL
INTERMEDIARIES
Agents/Brokers:
Act as an extension of the manufacturing company
Represent the producer to the final user in selling a product
They do not own the product directly, they take possession of the product in the distribution process
Make their profits through fees or commissions
Wholesalers:
Independently owned, and they own the products that they sell.
Do not work with small numbers of product: they buy in bulk, and store the products in their own
warehouses and storage places until it is time to resell them.
They sell the products to other intermediaries such as retailers, for a higher price than they pay
Distributors:
• Responsible for redistribution of the products, retail penetration and market coverage
• Function similarly to wholesalers in that they take ownership of the product, store it, and sell
it off at a profit to retailers or other intermediaries
• Maintains stock of the product to absorb the supply fluctuation from manufacturer
• Expands retail universe as well as retail penetration of various products
• They can maintain a closer relationship with their suppliers than wholesalers do
Retailers:
• The most popular channel intermediary for consumer goods, retailers operate outlets that
trade directly with household customers
• Enable producers to reach a wider audience, particularly if broad coverage by the major retail
chains can be obtained
• Retailers can be classified in several ways:
• Type of goods being sold (e.g. clothes, grocery, furniture)
• Type of service (e.g. self-service, counter-service)
• Size (e.g. corner shop; superstore)
• Ownership (e.g. privately-owned independent; public-quoted retail group)
• Location (e.g. rural, city-centre, out-of-town)
• Brand (e.g. nationwide retail brands; local one-shop name)
• Manufacturer
• Products are moved from 7 company manufacturing units to depots in each state
• Number of depots in each state is determined by size of state. For example, Maharashtra
and Uttar Pradesh have multiple depots to cater the demand of whole state.
• Area Sales Manager sits at Depot and handles the operations
• Also helps in evading taxes on movement of Marico goods from one state to another
• Big markets like Hyderabad, Delhi and Mumbai might have multiple independent dealers
while tier 2 and tier 3 towns might have shared distributors
MARGINS / COMMISSION
STRUCTURE
• Margins
• In urban areas Marico gives a margin of 5% to its distributor and 10% to its retailer
• Margins are in line with that of Industry Standards
• Marico never increases margins, instead it plays on schemes on trade promotion which
are volume and SKU’s bases
• The scheme passed on to distributor is known as Primary Scheme, to Retailer is known
as Secondary Scheme and to Customer as Tertiary Scheme
• In rural area Marico gives a margin of 7% to its super distributor, 3% to its wholesaler
and 5% to retailer
Credit Policy
• Marico gives credit of 30 – 45 days to its distributor
• Retailer gets credit only for 1-2days
• The restocking at retailer is either once in a week or fortnight depending upon the area
• Wholesalers : Sell at a margin of 8-10%. Sell at local Kirana Stores in case the stock is left over.
• Kirana Store : The product is purchased at MRP and a margin fixed by the distributors of the
company is earned.
• Super Markets : Buyers decide on pricing Strategies depending on the locality and nearby
retailers. Products can be sold at a discount of Rs.1 or 50 paisa for Prachute Hair Oil.
• Hyper Markets : They sell in packs of 3 and reduce the total MRP by Rs.5-8. Small SKU’s are
at times available for free with the product.
TRADE PROMOTION
• Point of Purchase- Best product display award at retailer level.
• Jo Dikhta hai woh bikta hai.
Trade allowances
• Gifts and Attractive schemes to make the retailers and distributors to stock more
which would increase the sales
• Additional margins for the retailers who sell more
• Training / informative recreational tours about hair therapy and coconut oil to
potential performing sales and trading partners.
WAREHOUSING & TRANSPORTATION
Chamadia Group - OUTSOURCED
The group is into construction of Warehousing facilities including those on Built To Suit
(BTS) basis.
At present the group has three warehousing complexes located in and around Pune having a
total built up area of about 6.75 lac sq. ft. These warehouses are provided on Lease rentals
to many companies of the various industries. One of its largest warehouse composite unit
under one roof for a single client is of 1.20 lac sq. ft.
The salient features of our warehouse facilities are: