Coffee Day Xpress Internship Report-Dinesh Kumar

Organizational Study at Coffee Day Xpress 2011
Internship Report An Organizational Study At COFFEE DAY XPRESS BANGALORE Submitted in partial fulfillment of the requirement of the Bangalore University for the forward of degree in
Master of Business Administration Submitted by DINESH KUMAR KARNAM REGISTRATION NUMBER- 10XQCMA032 Under the guidance of PROF. VIJAYALAKSHMI S
No 43, Race Course Road Bangalore 560001 August, 2011

M P Birla Institute of Management, Bangalore Page 1

DECLARATION
I, Dinesh Kumar Karnam (Reg. No - 10XQCMA032) hereby declare that the Internship Report, an organizational study conducted at COFFEE DAY XPRESS, Bangalore submitted in partial fulfillment of the requirement of the Bangalore University for the award of degree in Master of Business Administration, is a bonafide work carried out by me under the guidance of Prof Vijayalakshmi S, MPBIM, Bangalore. This report has not been submitted earlier to any other university or institution for the award of any degree/ diploma. The contents of this report are based on the data collected by me at COFFEE DAY XPRESS, Bangalore under the guidance of Major (Retd.) Allwyn Roshan D Souza, Manager (SCM).
Place: Bangalore Date:
Dinesh Kumar Karnam Reg. No. 10XQCMA032
M P Birla Institute of Management, Bangalore
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ACKNOWLEDGEMENT
Me, the undersigned IInd semester student of MBA, M P Birla Institute of Management, Bangalore, is glad to express my deep sense of gratitude to all those people connected with the successful completion of this organizational study. This report is obviously not the result of my work alone. Many persons are directly or indirectly involved, without whom this work would not have been completed. I am grateful to Mrs. Vijayashree Gilganchi for giving me an opportunity to do my training and organizational study in COFEE DAY XPRESS, Bangalore. I am thankful to my external guide Major (Retd.) Allwyn Roshan D Souza, Manager (SCM) for his guidance and support. I am also thankful to my faculty guide Prof. Vijayalakshmi S, MPBIM for her guidance and support. I would also like to express my sincere gratitude to my Principal Dr N. S. Malavalli for all the support provided.
Dinesh Kumar Karnam (10XQCMA032)
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CHAPTER NO. INTRODUCTION: 1.1 Background of the Study 1.2 Industry Profile 1.3 Company Profile 8 10 12 15 25 27 TITLE PAGE NO.
1.4 Company Divisions 1.5 About Coffee Day Xpress 1.6 Vision, Mission and Objectives ORGANIZATIONAL STRUCTURE: 2.1 Corporate Organizational Structure 2.2 Department Organization Structure 2.3 Authority and Responsibility Relationship
29 30 52 54 55 56
2.4 Business Cycle 2.5 Rebranding of Coffee Day Xpress 2.6 Business Model of Outlets at CDX CORE STUDY AREA - S C M 3.1 What is Value Chain 3.2 SCM Process
60 63 69 70 71 72
3.3 Hierarchy 3.4 SCM Structure 3.5 Vendor Specifications 3.6 Product Category SWOT ANALYSIS:
4
5
4.1 Strengths and Weakness 4.2 Opportunities and Threats FINDINGS, SUGGESTIONS & CONCLUSIONS BIBLIOGRAPHY
79 82 86 89
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CHAPTER 1
INTRODUCTION
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(1.1) BACKGROUND OF THE STUDY
Retailing consists of the sale of goods or merchandise from a fixed location, such as department store, boutique or kiosk, in small or individual lots for direct consumption by the purchaser. Retailing may include subordinated services, such as delivery. Purchasers may be individual or businesses. The retail industry is a sector of the economy that is comprised of individuals and companies engaged in the selling of finished products to end users in the general public.
In the year 2003, ABCTCL came up with a new concept to bridge the gap between the leisurely coffee experiences that Caf Coffee Day provides and that of serving a quick cuppa from a vending point, to offer the very best in every segment for the diverse Coffee Day patrons, and this concept was called Coffee Day Xpress an idea that feeds a world that is in transit.
Coffee day Xpress is a unique concept of convenient caf. The CDX kiosk is a sanctuary where the harried urbanite can pause for refreshment before getting on with life. Retail, custom - made for the 21st century. Catering to a world that needs a coffee on the go, especially at high traffic locations, with hot and cold beverages and a variety of ready-to-eat snacks.
It is a unique food retailing concept addressed to provide fast, hygienic, convenient-to-eat and affordable food & beverages. With its speed of service, convenient location, freshness, superior quality of coffee, high hygienic standards and affordability. Xpress has quickly reached more than 900 outlets over 20 cities and plans 1000 franchises by the year 2010.
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OBJECTIVES OF STUDY
The purpose of the Internship was to study Coffee Day Xpress in detail. To study the Corporate organizational structure and Department structure at Coffee Day Xpress. To study the functioning of various departments and interdependency of each towards achieving organizational goals. To study the roles and responsibilities of Supply Chain Management Department. To study the product categories and the various products that Supply Chain Management Department deals in. the
SCOPE OF THE STUDY

This organizational study is restricted to Coffee Day Xpress Division only, and not the entire ABCTCL. The study is undertaken in Bangalore.
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(1.2) INDUSTRY PROFILE
The history and development of the beverage that we know as coffee is varied and interesting involving the chance of occurrence, political intrigue and the pursuit of wealth and power.
Accordingly to the story, the effect of coffee beans on behaviour was noticed by a sheep herder from Caffa. Ethiopian named Khalid as he tended his sheep. He noticed that the sheeps became hyperactive after eating the red cherries from a certain plant when they changed the pastures. He tried a few and was soon overactive as his herd. The story relates that a monk happened to pass by and scolded him for partaking the devils fruit. However the monks soon discovered that these fruit from the shiny green plant could help them stay awake for their prayers.
Originally the coffee plant grew naturally in Ethiopia, but once transplanted in Arabia was monopolized by them. Earlier use of coffee would have little appeal than today. The Galla tribe from Ethiopia used coffee, but not as beverage drink. They would wrap the beans in animal fat as their only source of nutrition on raiding parties. The Turks were the first country to adopt it as a drink, often adding spices such as clove, cinnamon, cardamom and anise to the brew.
Coffee was introduced much later to the other countries beyond Arabia whose inhabitants believed it to be a delicacy and guarded its secret as if they were top secret military plans. Transportation of the plant out of Muslim nations was forbidden by the government. Legend has it that a man named Babu Budan bound seven coffee seeds to his belly and smuggled it out of Arabia into India. He found a cave in the hills near the Western Ghats where he planted the coffee beans. Later he

planted the beans in the Baba Budangiri hills. Early in this century, the descendants of those original plants were still growing fruitfully in the region. In the current scenario, coffee is grown and consumed worldwide and is one of the few crops that small farmers in the third- world countries can profitably export.
Coffee is the second largest trade commodity in the world and is extremely important foreign exchange earnings. Brazil and Columbia are the top two coffee producers in the world. They account for more than 40 % of the total world produce and while Indias contribution is just 4.1%.
India is the sixth largest producer of coffee in the world. India accounts for over 4% of the worlds coffee production with the bulk of all production taking place in its southern states. India is most noted for its Monsoonal Malabar variety. It is believed that coffee has been cultivated in India longer than anywhere outside Arabian Peninsula. Indian coffee is rated amongst the worlds best in the International market and is exported to countries like Australia, Belgium, USA, United Kingdom, Russia, Europe, Sweden, Norway, Yugoslavia, Japan, and the Gulf countries.
In Indian coffee cultivation is largely confined to the hilly regions of the southern states of Karnataka, Tamil Nadu, and Kerala. Karnataka accounts for 53% of the planted area (59% planted is Arabica and 41% planted is Robusta) and Kerala is being dominated by Robusta about 28% of the plant area. In Tamil Nadu the crop is mostly Arabica which has 11% of planted area. About 1, 33, 049 small planters and 2, 948 large planters cultivate coffee during the year. Among the coffee growing states Karnataka holds about 70% of the countrys total coffee production followed by Kerala by about 22% and Tamil Nadu by about 7%. Europe accounts for about 70% of Indias coffee exports.

India produces 260 million Kg of coffee per year and its coffee production has a yield of 800- 900 kg per hectare. This is low compared to the worlds average of 1,100 kg. The area under coffee cultivation is approximately 3.1 hectare. India produces an average of nearly 2 lakh tons of coffee per year, valued at Rs 460 crore. Out of total production, only 20% is consumed in the domestic market and the rest is exported. Thus India has to depend heavily on the foreign markets. Indian coffee is typically mild and not too acidic and yet it possesses an exotic full- bodied taste and a fine aroma.
(1.3) COMPANY PROFILE

Coffee has come a long way since the 1600s. it has travelled out of the reach of the Arabs who were protective about their coffee beans, to being smuggled into India by a man known by the name Baba Budan and to have found a place in the rich soil of Chikmaglur. A traditional family who started owning a few acres of coffee estates soon ended up in formation of a new legacy. The AMALGAMATED BEAN COFFEE TRADING COMPANY LIMITED (ABCTCL) was established in the year 1992. In no time it gained its popularity as COFFEE DAY. Seizing the moment, it took advantage of the deregulation of the coffee board in 1990s and expanded its operations in exporting to countries across Europe, USA, and Japan. Today it has taken the stand of being the largest and the biggest coffee conglomerate. It is a Rs 700 crore+ company with over 10,000 acres of own estates. Leading retailer and Beverages Company to coffee lover the world over- the young and the old, the company has come a long way since its inception 1992. Today the company provides a full range of coffee products through a robust and transparent system of farming and social responsibility. Designing, developing and delivering coffee products requires thought leadership, well integrated suite of capabilities and a strong set of processes. To meet these challenges, and to continue with the company innovation, the company maintains major practices in Advisory,
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Sustainable Farming, Retail, Products, Technology, Solutions, Corporate Social Responsibility and Operations. Innovation, Tradition and Coffee day are synonymous with each other as far as everything and anything to d with coffee is concerned. The origin of Coffee Day began over 140 years ago, with the humble beans. Decades later and across 10,000 acres of coffee grown wild, the focus remains clear. The humble is pivot of the whole enterprises. The products and brands, innovations, ideas and knowledge are backed by unmatched technical and qualitative expertise. Some of the salient features are: First consolidated and pure coffee outlet to find its footprint across the globe Backed by ISO 9002 Certification, and a heritage of over 140 years Asias largest integrated coffee company with second largest network of coffee estates One of the top coffee exporters in India- to United States, Europe and Japan. First company in India to get an UTZ certification
Today Coffee Day is at the forefront of the Coffee revolution- co riding with coffee growers, suppliers, corporations and planters. We are on this constant journey! Always trying to grow and help sustain growth and raise the bar continuously.
ABCTCL AT A GLANCE
AMALGAMATED BEAN COFFEE TRADING COMPANY LIMITED (ABCTCL), located in Bangalore, a city that has grown from a pensioners paradise to the countrys Silicon Valley. Coffee Day has become an icon for a good coffee.
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Strategies, researchers, subject matter experts, marketing and sales professionals, farmers, coffee growers, retailers and sales force comprise Coffee Day workforce.
The heritage concept of coffee, dating from over 140 years has been nurtured with care by Mr. V G Siddhartha, Chairman of the Coffee Day Company. Launched in 1994, the group is now a 700 crore + company, ISO 9002 certified company, making its mark in the coffee value chain. The offshoots include over 1000 Caf Coffee day joints, around 400 Fresh & Ground stores, over 900+ Coffee Day Xpress kiosks, and a sizeable 10,000 vending machines from Coffee Day Beverages.
ABCTCL is a fully integrated coffee company it has a very rich heritage that stretches over a century. It has developed innovative retailing concepts to maintain a dominant position in the coffee sector. It ensures a prominent force in the coffee industry by maintaining quality coffee blends through extensive Research and Development.
It was the traditionally owned family acres of coffee estates in Chikmaglur, which yielded rich coffee beans- the starting point of a new empire. Soon ABCTCL, popularly known as Coffee Day was formed. With the opportunity that arose with the deregulation of the Coffee Board in the early Nineties, Coffee Day began exporting coffee across to USA, Europe and Japan. In 2000 Coffee Day exported more than 27000 tons of coffee valued at US $60 million to these countries. It has gained the largest coffee exporter of India many a times.
ABCTCL engages in the retail, plantations, and export of coffee and it offers gourmet single origin and Indian monsooned coffees. It operates a chain of retail outlets and provides tea and coffee beverages, varieties of coffee and tea powder,

and speciality coffee, sundaes, snacks, and accessories such as coffee filters and mugs. In addition to this it operates coffee kiosks and vending machines.
Coffee Days professional network is vast covering a homogenous region. It covers major coffee growing areas of the country comprising over 48 agents and 50 collecting depots. Coffee Day has two curing works at Chikmaglur and Hassan. They cure over 70,000 tons of coffee per annum, the largest in the country. Coffee Day has a well equipped roasting unit catering to the specific requirements of the consumers. Experienced personnel carry out the process to meet highest quality standards. ABCTCL uses the most modern technology available to maintain consistency and roast the coffee beans to the demanding specifications of the consumers. It has achieved a lot in a very short span of time.
With the vision of a true entrepreneur nurturing it, Coffee Day has its business spanning the entire value chain of coffee consumption in India. Its different divisions include: COFFEE DAY EXPORTS COFFEE DAY FRESH N GROUND (which owns 350 coffee bean and powder retail outlets ) COFFEE DAY VENDING (which owns 7000+ vending machines) COFFEE DAY XPRESS (which owns 900+ kiosks) CAF COFFEE DAY (which owns 1000+ outlets) COFFEE DAY PERFECT (FMCG packaged coffee) DIVISION
(1.4) COMPANY DIVISIONS

Emerging as a leader in its field, it has set an example in the industry for being the only vertically integrated coffee organization. ABCTCL has 6 divisions.

These 6 divisions have made it possible for ABCTCL to be present in the entire value chain of the coffee industry. This has given ABCTCL the base to extend its activities into the entire industry and to derive its strength from its roots, all under one name- COFFEE DAY
The smarter, the better! The red and white icon, the hall mark of the COFFEE DAY group, represents the vibrancy and that zing that the young at heart look for. Different divisions, different business and diverse focus areas Thats the Coffee Day Group. Each divisions run as independent units, yet rolls back into the same entity. Naturally, all the divisions are committed to provide customers with only the very best in quality- a hallmark thats integral to the Group.
Caf Coffee Day
Pioneering the Coffee Caf concept in India, Coffee Day opened its first Caf at Brigade Road, in 1996 still one of the most important happening places in Bangalore. The young and the young at heart immediately took to the place. A smart, simple space that they could call their own for a while. Discuss, listen to
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conversations, hold short meetings or even have lots of good fun, all over streaming cups of coffee. A little over a decade later, it is still the largest organized retail caf chain in India with cafes across the landscape. Coffee Day today is totally in tune with its target audience. It is a rapport thats as strong as the deep red coffee day color.
Caf Coffee Day, from a handful of cafs in six cities in the last 5 years has become Indias largest and premier retail chain of cafs aiming to reach 500 in India.
Coffee Day Xpress
The stand up, walk away, take away Xpress coffee its coffee anytime and anywhere!
Hot, piping coffee is most welcome anytime and anywhere. It is something that lets you perk up, when you need a zing to life.
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Coffee Day Xpress caters to the mobile population of a city- who is always on the move, always on a hurry. Packaged in a area of just 60 square feet, Coffee Day Xpress believes in keeping it short and sweet! coffee Day Xpress is present in all the key city spots. Wherever you go, I am there. That is the motto of Coffee Day Xpress. No elaborate decorations, just fresh, delicious snacks and steaming beverages that come in convenient sizes. Just buy, bite, sip, or munch. A smarter and more efficient way of staying ahead of time! And like a great buddy you would like to bump into anytime, anywhere. Coffee Day Xpress lives up to its promise of being wherever you are!
Coffee Day Beverages
Across innumerable campuses, or in Caf Coffee Day divisions, where people throng for something hot and special. Coffee Days dispensing machines- CELESTA and SIENNA play a key role.
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Coffee Day Beverages deal with dispensing machines that provide at the touch of a button, hot coffee and tea, flavored milk and even sups through its machine called CELESTA. Just like heavenly music that flows to soothe tired nerves and perk up withered souls, CELESTA dispenses beverages the way you need them.
Coffee Day take away beverages are for consumers who are looking for a pleasant filter coffee experience. The machine offers its consumers both hot coffee and hot tea. Coffee Day Fresh & Ground Fresh & Ground stores in markets and shopping points cater to coffee lovers who love to make their own filtered coffee at home. This traditional thinking, quality conscious shopper is a royal customer. They look out for freshness and quality, but want to throw in their bit of character too. The freshly procured coffee from plantations is packaged in the most hygienic way to ensure consistency in freshness.
Fresh & Ground specializes in authentic filter coffee, with region specific blends of coffee and tea customized to demand. Besides an
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affordable array of coffee powders, company also retail tea to teamakers too.
COFFEE DAY `Fresh `n Ground' has introduced packaged filter coffee powder 7 Day Wonder The coffee powder is claimed to be dispatched to the retail trade on the same day it is ground and packed; the company also says that the powder is withdrawn from store shelves if not sold within seven days. It is available in packs of 200 gm and can be purchased at retail outlets in Hyderabad and Bangalore.
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Coffee Day Exports
Coffee Day Exports is really the leader in growing, trading, retailing and exporting world- class coffee.
Coffee Day Exports is one of the largest exporters of green coffee in India, since 1999. It has invested in Research and Development, and applied in learning successfully to improve the promotion of various coffee blends and augment its exports.
Coffee Day Exports strongly believes that their responsibility begins with the origin of the coffee bean- right from ensuring ethical growing practices to packaging and retailing the product for their customers. Coffee Day Exports is well versed with experience and technological proficiencies to provide its customers with a wide assortment of well- positioned products. With regular feedbacks from customers and advisors, and backed by research, Coffee Day Exports continues to enhance their products.
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COFFEE DAY: COMPANY PROFILE
NAME: AMALGAMATED BEAN COFFEE TRADING COMPANY LIMITED LOGO: Passion WHITE SWIRL Purity, Invigorating Properties of Coffee RED SQUARE Signifies Leadership and
YEAR OF ESTB: HISTORY: SET
1992 THE DILUTION OF THE COFFEE BOARD THE PATH FOR ABCTCL TO ESTABLISH A STRONG BRAND IN THE FIELD OF IMPORT AND EXPORT ON INDIAN COFFEE
BUSINESS: INDUSTRY: BRIEF DESCRIPTION: COMPANY
LIMITED COMPANY FOOD & BEVERAGES LARGEST INTEGRATED COFFEE
INVOLVED IN PRODUCING, PURCHASING, ROASTING, QUALITY AND SELLING AND OF HIGH
COFFEE
SPECIALLY MULTIPLE
BEVERAGES CHANNELS
ACROSS
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CERTIFICATION: ISO 9002 CERTIFIED COMPANY, UTZ CERTIFICATION CORE BUSINESS: CHAIRMAN: CITY OF ORIGIN: ASSET BASE: EXPORTING AND RETAILING OF COFFEE MR V.G. SIDDHARTHA CHIKMAGLUR, KARNATAKA, INDIA Rs 700 crore +
EMPLOYEES: SUBSIDIARIES: ABC
6000 + CAF COFFEE DAY, FRESH AND GROUND,
EXPORTS, VENDING MACHINES/ TAKE AWAY, COFFEE DAY XPRESS, PERFECT CORPORATE OFFICE: MALLYA ROAD 23/2, COFFEE DAY SQUARE, VITTAL
COFFEE DAY XPRESS: DIVISION PROFILE

NAME: COFFEE DAY XPRESS
LOGO:
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LOGO PHILOSOPHY: YEAR OF ESTABLISHMENT: PRESIDENT: INDUSTRY: CONCEPT: TO PEOPLE IN TRANSIT THROUGH PLAY, MOVE ON 2003 PUTTURAJ A. G. FOOD & BEVERAGE CONVEIENCE CAF THAT CATERS
SMART KIOSK FORMATS, DIVERSE MENU, AND NUMEROUS RETAIL OUTLETS. IT AIMS AT CATERING TO THE INDUSTRY AND BUSINESS GAP BETWEEN CAF COFFEE DAY AND TAKE AWAY DIVISIONS. BUSINESS MODEL UNIQUE: 1. COMPANY OWNED 2. FRANCHISE SELLING PROPOSITION: EAT+ AFFORDABILITY+ TAKE AWAY. NUMBER OF OUTLETS: CITIES: TARGET GROUP: A, SEC A+, SEC B, CORPORATE, ITES & BPOS, BRAND HIGH & QUALITY DISPOSABLE 900+ PRESENCE FELT IN 15+ CITIES YOUTH BETWEEN 20-35 YEARS, SEC HYGEINIC+ QUICK SERVICE+ CONVENIENT TO
CONSCIOUS,
INCOME GROUPS LOCATIONS: MOVIE CORPORATES, EDUCATIONAL

SHOPPING MALL, MULTIPLEXES/ THEATRE,

INSTITUTIONS, AIRPORTS, HOSPITALS DEPARTMENT: 1. BUSINESS EVELOPMENT 2. MARKETING & FRANCHISING 3. FOOD & BEVERAGE 4. OPERATIONS 5. SUPPLY CHAIN MANAGEMENT 6. HUMAN RESOURCES 7. INTERNAL AUDIT 8. FINANCE 9. MIS 10. PROJECTS BUS RAILWAYS, DEPOTS,
(1.5) ABOUT COFFEE DAY XPRESS

A unique concept in itself, Coffee Day Xpress aims at feeding the world thats continuously in transit through a convenience caf format of business. Custom made for the 21st century, it caters to the needs of the people who need coffee on the go. It also offers hot and cold beverages and a variety of ready-to-eat snacks along with coffee of its kind. Its Unique Selling Proposition bridges the need gap between the leisurely cup of coffee and the stop at the caf. In this segment the kiosks are strategically positioned where a customer cannot only drink coffee but also grab a quick bite on the move. Between home and coffee at the busy crossroads of life, when there is not enough time for hot cup of coffee or a quick meal, the consumer can trust a Coffee Day Xpress to provide a fresh, fast, tasty, hygienic, convenient- to eat and affordable food and beverages. In a short period of 8 years, Coffee Day Xpress has managed to serve customers across 20+ cities in India. Coffee Day
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Xpress is perhaps the only national coffee brand that is capturing the imagination of modern resurgent India with a growing presence in: Shopping Malls, as we can spend as much time for shopping and be happy Multiplexes, so that we never miss a minute of that movie we are watching Corporate, to keep the employees happy and ready to work Supermarkets, when the customers get tired, CDX gives a quick refreshment Airports, incase people are rushing to catch a plane Railway Stations, hygienic food & beverages when people need them the most Parks, after a good stroll time for some good coffee or cold beverage or tea Depots, happy journeys begin on happy tummies Petrol Pumps, why to refill only your vehicles Getaways Educational Institutions, to keep the students more focused in studies
Nature of the Business Carried

Coffee Day Xpress is into the segment of Food & beverages and the nature of business carried is the concept of take away where hurried people can have refreshment at Xpress in between their busy work schedule. Coffee day Xpress runs many outlets on its own and no sharing of risks and profits with third party. In addition, it has franchisee network, where it gives franchises to others.
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(1.6) Vision, Mission and Objectives
To be the best franchised convenience caf chain by offering world class coffee experience at affordable prices
Values and Principles: The age-old Indian value system has its imprint on Coffee
Days value system too. Coffee Day promotes a healthy working environment, which encourages and fosters a climate of openness, respect and innovation, along with Integrity, Leadership, Ownership and Trust.
Integrity: Coffee Day respects honesty within and outside the company. The
Group practices ethical business principles in law and spirit, and strive to bring the best to the consumer.
Leadership is the essence of Coffee Days growth. Through continuous innovation,

research, networking and collaboration, the Group strives to excel and stay ahead of competition.
Ownership: Coffee Day drives the sense of ownership for its employees, providing
opportunities for learning, knowledge enhancement and continuous growth.
Trust: A strong foundation of trust encourages our people to deliver their best.
This trust is also extended to reflect in our endearing relationship with our loyal and growing clientele. In all we do, we strive for Respect, Innovation and Excellence the fuel that drives our growth.
Quality Policy
Coffee Day Xpress is following Standard of Procedure method in quality policy.
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CHAPTER 2
ORGANISATIONAL STRUCTURE
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(2.1) CORPORATE ORGANIZATION STRUCTURE
PRESIDENT
GENERAL MANAGER
SENIOR MANAGER
MANAGER
ASSISTANT MANAGER
SENIOR EXECUTIVE
EXECUTIVE
MANAGEMENT TRAINEE
JUNIOR EXECUTIVES
ASSISTANTS

(2.2) DEPARTMENT ORGANIZATION STRUCTURE
HUMAN RESOURCES
BUSINESS DEVELOPMENT
MARKETING
FOOD & BEVERAGES
OPERATIONS
COFFEE DAY XPRESS
SCM
MIS
INTERNAL AUDIT
FINANCE
PROJECTS
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1. BUSINESS DEVELOPMENT LOCATION SURVEY
(Major concentration on
KIOSK SET UP
(CDX kiosks do not have elaborate ambiences as such) The kiosks usually measure up to 80- 120 sq.ft depending upon the location.
TIER- I cities, with very TIER-II cities) Locations having high
footfalls is preferred The rental factor Existing competitors Facilities provided to competition/
corporate employees
The business development department works on the basis of its own database. It is created by the business development team members. The database is used for cold call, soon after which a meeting will be called for with the administration/ faculty Head of the Corporate Office. In case the meeting is held for only the corporate, a proposal is given and if it is retail like educational institutions or malls, a proposal for a menu is also is given. Following up the same is the work of the Business Development Team. Once the deal is finalized and the permission is granted the kiosk is set up. The BD is in charge of developing business. They locate areas for new outlets. They take care of relationship management with the existing outlets, both company owned and franchises.
To put a kiosk in their premises a LETTER of INTENT (LOI) is taken from the administration. It is only after this that a suitable franchise is searched. The agreement details vary according to the type of kiosk that is to be put up.

The outlets/ kiosks are of 3 types: Indoor kiosks Outdoor kiosks Customized outlets The process for selection of outlets is as follows: REQUIREMENTS INITIAL APPROVAL WITH OTHER DEPTARTMENTS (ESPECIALLY WITH OPERATIONS)
COLD CALLS
PROPOSALS
30-40 DAYS SET UP TIME
FINALISING THE DATE
FINALISING THE DEAL
The targets are set on monthly basis, which are reviewed on a quarterly basis. The Hierarchy is as follows: PRESIDENT
SENIOR MANAGER
ZONAL MANAGER
BD EXECUTIVE/ SENIOR EXECUTIVE
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2. OPERATIONS They take care of the entire functioning of the Xpress outlets. They ensure that the operations in the outlets are effective and efficient. Coffee Day Xpress maintains a strict operational hierarchy. There is a sense of belonging that exists among the employees. NATIONAL HEAD OF OPERATIONS
REGIONAL MANAGER
CITY MANAGER
CITY MANAGER
AREA MANAGER
AREA SUPERVISING MANAGER
AREA SUPERVISOR
AREA SUPERVISOR TRAINEE (CAMPUS HIRE)

AREA SUPERVISOR TRAINEE
CO- ORDINATOR OPERATION


However at the same time, there is a clear distinction between the roles that each individual plays. Every employee has authority to function and is answerable for the activities done under him.
3. FOOD & BEVERAGES

This department has four major roles to play, namely- purchase, delivery, display and shelf life monitoring and maintenance. PURCHASE: The Bean Buddy or franchisee is responsible for placing orders of food with the MIS (Management Information System) contact. This needs to be done every day before 6 pm. MIS should be alerted if any bulk orders or cake order is communicated to the Operations Executive directly. DELIVERY: Items should be checked against the indent order form while taking delivery of food. The challan should be signed by the BEAN BUDDY or FRANCHISEE. After receiving items , entry should be made in the POS billing system DISPLAY: The things kept in mind while displaying food items are The counter should look full The counter should look appealing to customers The counter should not be overloaded The vegetarian items should be stored separately The shelf takers should match correctly and placed neatly to the relevant items Excess food should be kept in the refrigerator Check on disposables and ensure you stack them at the designated place in the required quantity. SHELF LIFE: No food is to be carried over to the next day except for sweet items like pastries, muffins and doughnuts. All savoury filled items to be sold within 12 hours of reaching the kiosk. Leftover, if any should be

treated as wastage. If these items are found to be carried over to the next day, the BEAN BUDDY should be penalized. They introduce new products for the outlets and decide which products should be made available in the respective outlets as per location. They also design the menu for various outlets. The menu is based entirely on the location of the kiosk. The menu is then sent to the Marketing Department for promotional activities, such as design of fliers, danglers, wobblers, etc. The functions of the F&B Department are as follows:
Vendor Selection:
There are three main criterias to be considered while making a selection of a vendor, namely Quality, The Vendors ability to deliver in volumes, The price at which the vendor is willing to supply. Regular auditing of the concerned manufacturing units of the vendor and the kitchen set-ups. These periodical checks ensure that the food and beverages meet the prescribed standards of Coffee Day Xpress.
Selection of the Alternative Vendor:

The F&B Department ensures that it has an alternative vendor in store in case the main vendor is unable to provide the specified supply in the specified time due to uncertainties. Also having an alternative vendor helps them Department to compare costs and bargain with the main vendors.
Food Storation policy:

Effective and efficient food storage policies become more important because Coffee Day Xpress deals with products which have a small shelf life. Normally the food items that are kept in the kiosks have a shelf life of one day, and any unsold items beyond the shelf life are considered as wastage. All kiosks are well equipped with refrigerators and pastry coolers to make storage of food easier.
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R&D Facilities
The F&B has its own smaller research team in Bangalore to meet small requirements of product testing and feasibility. The major Research & Development Facilitator is located in Chikmaglur. The F&B Department holds the responsibility of fixing the prices of the raw materials as well as the food items served in the kiosk. The hierarchy for F&B is as follows:
PRESIDENT
SENIOR MANAGER
ASST. MANAGER (EXCEPT MUMBAI)
SENIOR EXECUTIVES, F&B
Location Wise
EXECUTIVES
4. SUPPLY CHAIN MANAGEMENT

Responsible for major activities like purchasing, vendor management, warehousing and distribution, inventory planning and demand forecasting. They are responsible

for making the right products available at the right place at the right time and thus improve efficiency in operations. It has two sections of activities that it has adhere to. One being the Receiving process, and the other being the Dispatch process.
5. MANAGEMENT INFORMATION SYSTEM (MIS) They are responsible for the maintenance of all the hardware and software related issues in the orgaisation. The update of POS i.e. Point of Sales software which are used for billing in the outlets, Xpress website and provide MIS reports to aid the management.
6. FINANCE AND ACCOUNTS They are responsible for payment to vendors, calculation of wastage, verification of stock status, evaluation of financial data, auditing, tracking profit and loss of outlets, coordinating with sales tax authorities, providing finance for various activities of the outlets, time to time analysis of the brand standing position.
The Finance department acts as the guardian for CDX, providing back end services. Finance department is headed by Finance Head who will be reporting to the Chief Financial Officer and the President pertaining to the operations under his supervision. Each city has its own branch accountants and branch assistants (if required) who will be reporting to the Manager- Finance.
Finance department performs many services. It makes payment to the vendors and collects, analysis, reconcilliates and evaluates financial data. Getting the books
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of accounts audited, preparation of the balance sheet as per Companys Act and IT Act is also done by the Finance Department. The hierarchy is illustrated in the following page:
PRESIDENT
CHIEF FINANCIAL OFFICER
HEAD OF DEPARTMENT
MANAGER (FINANCE)
BRANCH ACCOUNTANTS/ BRANCH ASSISTANTS
7. PROJECTS
They have three divisions under them, namely;
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Project- Once the business development team decides on the location, the projects team do the designing, kiosk set up, and branding for the outlets in the respective locations. Procurement- They procure the machinery and other materials and supply it to the outlets. Maintenance- They maintain the machinery in the outlets Kiosks are all taken care by the projects team, including furnishing. Furnishing includes the refrigerator, visicooler, pastry cooler, microwave owen, thick shake machine, and vending machine. The projects team while deciding on the design of the outlet/ kiosk has to keep in mind its versatility in terms of its layout so that it brings optimum utilization of the space. The division is also liable of taking care of the equipments in the outlet. Repair of any kind are also undertaken by the business development team, if any. Periodical checking of the instruments and the machinery is also essential.
8. MARKETING AND FRANCHISING

Marketing department takes care of all promotion, sales, outdoor activity, communication, market research, etc. Franchising takes care of legal issues and procedures related to the Franchisee Contracts. Alliances and Public relations merchandising, which is selling of other company products in the Coffee Day Xpress outlets. It is in charge of the purchases by the cumulative record of the demand by the City Heads for the various products and raises the purchase order. The task of branding, designing, finding, Public Relation, New Product Development and launches, finalizing advertising and media agencies is also to be taken care by the marketing team. This division takes care of the brand auditing which ensures that adequate promotion and related activities like Branding of the various equipment like the pastry cooler, visicooler.

Tie ups with many leading brands either for selling their produce or for brand promotion is very common in Coffee Day Xpress. Collaterals like posters, tent cards, danglers, etc. are provided to promote such tie ups which are taken care of by the marketing division. Ensuring that these co-branding communications are placed in such a way that it does not hinder the image of Coffee Day Xpress, is the responsibility of the Bean Buddy/ Franchisee. The marketing division also takes care of the merchandise associated with the business. Coffee Day Xpress merchandising products consists of the following variants: Chocolates Biscuits Juices Ice Creams Wafers Cookies
9. INTERNAL AUDIT
They conduct regular physical audit and check for any business malpractices and misuse of property. Its objectives are to examine, evaluate, and make reports on the adequacy of the internal controls for proper functioning of the departments. They are granted full and complete access to all corporate and franchisee manuals and computerized records, physical properties and personnel relevant to an audit or review without any prior notice or information.
They visit outlets and check if everything is in place and the outlets are being run as per the set standards. If gaps are noticed, then the Head Of the Department are intimated through mail as to what is wrong.
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10. HUMAN RESOURCES Day to day manpower activities are taken care of by this department. They are in charge of Manpower Planning and Recruitment, Training & Development, Grievance Handling,
Compensation & Performance Management and all legal issues related to employees.
Coffee Day Xpress has a full fledged HR Department. In view of conforming to the companys high standard of business ethics, its employees have to maintain a strict code of conduct.
Talent Acqusition Separation Induction and Orientation
Employee Relations
Leadership Academy
HR Operations Total Rewards
PMS
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1) TALENT ACQUISITION: It is a process of getting the right person for the right job at the right time. This is done through the following steps. Man power planning: man power planning or personal planning in an organization is evaluating the current man power in the organization and then determining the number of employees further required for the different positions, and then plans as to how the organization should go about acquiring the required number of employees for the various positions. At ABCTCL the manpower planning is done based on the future plans and prospective growth of the organization. Recruitment: it is the process of discovering and selecting the sources of manpower, and then attracting them to the organization. Recruitment can be done in house or outsourced. The organization classifies its employees as off rolls and on rolls. On rolls includes- Executives, Managers, Asst. Managers, HODs, President for all departments. Sources of recruitment for on rolls are done through: Campus recruitments, consultancies, Casual applications, Employee reference.
Off rolls includes- Been buddies, Trainee Executives, Technicians. Sources of recruitment for off rolls are done through: Outsourced to a consultancy, In house, Employee reference. Selection: It is the process of selecting the right person for the right job. At ABCTCL, the process followed is as follows.
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Receiving of Application forms
Screening the Applications
Calling the short listed Candidates for Interviews
Functional Interview with the Manager
Shortlisted Candidates go through a HR interview
The candidates who pass through the HR round are selected for the respective post
Placement: Once the candidate is selected he/she is placed for the respective position and the offer letter is sent to him/her through mail.
2) Induction and Orientation: Once the employee is placed for the respective post and he/she has receive the offer letter the joining date has to be confirmed based on which the induction is planned. Once the induction is planned by the training coordinator at the head office, the regional HRs coordinate and sees to it that the plan is put into action. Induction: As per the date scheduled, employees called for the induction. Induction is different for the On Rolls and Off Rolls.
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On Rolls- For the On Rolls, induction happens in office. If the employees executive or senior executive, it is conducted in regional office. But for the higher levels such as managers, induction is conducted in Head Office located in Bangalore. Induction would consists of welcoming the new employee on board, then the HR manager would give the employee a presentation on the company, background and history, a brief insight into the various departments of the company, the work culture and the policies at the work place after which the feedback would be taken for the HR induction.
After the completion of the HR induction the employee would be inducted on the various departments in detain by the respective people from the various departments. This will also contain an in depth insight into the department with which the employee would be working. The induction would be scheduled across a period of one week in the department for which the employee would be working across 3-5 days based on requirement. The employee is then asked to fill a feedback form. Towards the end of the induction the employee would be given a test. This brings the employee to the end of the induction program. The KRA (key result areas) is designed for the purpose of reviewing his/her performance and the employee is put on probation of six months. After the induction is completed he/she takes on the duty and starts working as a full fledged employee of Coffee Day. During the course of induction the joining formalities are completed which includes, Giving the joining kit consisting of the joining forms, employee hand book CD, a scribbling pad and a pencil. Filling of the joining forms by the employee which includes the following forms. 1. Employee application form, 2. Joining report, 3. Application for med claim, ID card, Nomination and declaration form, 4. Bank account opening form.
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The employee is also asked to produce certain documents and four passport size photographs. The duly filled forms are filed as a part of employee records, and the hard copy of the induction schedule, feedback forms along with test answer papers are filed for general documentation. he date of joining, the welcoming note is sent across to all the on roll employees of Coffee Day, after which the official email ID and the employee ID card is created. The employee is given the appointment letter. Orientation (Training) Once the induction is completed orientation happens which is nothing but on the job training. This again different for off rolls and on rolls.
On Rolls The training that is given to on roll employees are mostly on the job where they learn in the course of their day to day duties during the probation period, apart from this there are other training programs that will be organized by the training coordinator if the need is recognized and if it is requested for by the employees. Off Rolls The Off Roll employees go through training sessions on Saturdays at Coffee Day Training centers situated in their respective locations.
3) COFFEE DAY LEADERSHIP ACADEMY: This is a special program initiated by HR department. In this program, the training coordinator sends reading material on motivation, leadership and material related to personality development, documents which consist of useful information which employees need to know how to improve their knowledge, material which helps in improvement of the working in the various departments. These materials are sent to
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the employees through mails and could be in any format such as ppts, word documents, pdf etc.
4) PERFORMANCE MANAGEMENT SYSTEM(PMS)

Performance Management System is nothing but performance appraisal, also known as employee appraisal. It is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). It is a part of career development and the regular reviews of employee performance within organization. Generally, the aims of performance appraisal are as follows: Give feedback on performance to employees. Identify employee training needs. Document criteria used to allocate organizational rewards. Form a basis for personal decision: salary increase, promotions, disciplinary actions, etc. Provide the opportunity for organizational diagnosis and development. Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity Requirements.
At Coffee Day, PMS is setup to help the managers in the employee management and also help the employee in planning his/her career. The formats provided below are designed to facilitate discussions between manager and his subordinate. On Rolls: PMS comprises of 3 main activities: 1. Performance Planning and Review 2. Career Development 3. Improvement plans
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1.Performance Planning and Review : This is the activity where the KRAs are designed and the targets to these KRAs are set in order to measure the performance of an individual in the organization during appraisal. Review process has the following ratings. Description Exceeds Expectation- Has exceeded more than the required objectives and targets set. Above Expectations- Has exceeded some of the required objectives and targets set. Meets Expectationshas met the required 3 4 Rating 5
objectives and targets set. Does not meet-has met some of the required objectives and targets set. Below Expectation- has not met some of the required objectives and targets set. 1 2
The performance appraisal format consists of 3 sections which are described as below: Section 1- Consists of Employee Details along with Appraisers Name & Designation. Section 2- Pertains to KRAs/ Job activities set for the year and are purely a performance indicator. These KRAs need to be filled in by the employee after discussing the same with his reporting supervisor with proper weight age given to the respective activities. The total should cumulate to 100. First the employee whose performance is being reviewed rates himself after which the appraisal will give his rating and also write remarks and recommendations if any.
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Section 3- pertains to the Critical Managerial/ Behavioral skills required to perform a set of task, to be rated (1-10 point scale). This section also captures the training need identification for an employee. This section also mentions the areas where the Appraisee needs to improve based on which the training needs get identified and it also forms a basis for the person to improve. The final rating will be given by the appraiser and the form will be signed by both, appraiser and Appraisee with final score.
2. Career Development: Based on the above mentioned format the appraisal is done for the employees, which results in the employee getting a hike in the salary, promotion, transfer, recognition etc. as the case may be.
3. Improvement Plans: Based on the inputs obtained from the review forms the gaps in the standards set for the performance and the actual performance of the employee is identified and the necessary steps like training, feedback etc are given to the employee to improve his/her performance in future. The PMS forms should be duly completed and signed by Appraiser and Appraisee. A copy of the forms must be sent to HR department for record purpose in the personal file. Off Rolls For off Rolls, the appraisal is done by the operation executives based on the KRA designed for the employees by their supervisors. They are rated on a five pointer scale. The review form is signed by the employee himself, the operations executive, city head and regional HR. Based on the review from the necessary steps are taken to give incentives or if the performance is not up to the mark the employee is to be given training or removed from the job.
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5) TOTAL REWARD AND RECOGNITION: Rewards and recognition play a major role in increasing employee engagement, which in turn results in happy, loyal and productive employee. Reward and recognition also help in motivating an employee to perform better. At coffee day employees recognized and rewarded for their performance. any personal awards received are taken note of and the certificates are displayed on the notice board to be viewed by all as a sign of appreciating the employee. The HR department also organizes certain informal completions as breathers between daily work pressures, for which the employee are awarded for their participation.
6) HR OPERATIONS: Regional HR Manpower recruitment HR operations Cost reduction at regions Training at regions Submission forms on time Employee attendance Submission on statutory report (ESI & PF) to HO Meeting with agencies Ensuring salary pay to employees Recover plans of reimbursement planning and HR Admin Overall administration to be reduced Printing of visiting cards Permanent id card Travel booking and advances Processing of rental cheques and proper accounting Med claim insurance Outlet insurance updates/ reports Travel settlement report Vendor payment Daily sales report Sales MIS Launch and closure communication
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Asst HR manager Processing of attendance Invoice checking and submission to audit team Physical verification of reimbursement and submission Submission of challan (PF & ESI) Recovery plan Agency follow ups for salary Agency meeting Salary processing Report submission/ analysis of cost Full and final settlement Salary grievance handling HR MIS Succession planning Training calendar Effective induction process Effective training Training SR Executive Training at regions Training modules
7) EMPLOYEE RELATION: This is nothing but grievances of the employees are related to the work rules and regulation, policy and procedure, health and safety regulations, past practices, changing the cultural norms unilaterally, individual victimization, salary bonus etc .Here the attitude on the part of management in their effort to understand the problems of the employees and resolve the issues amicably have better probability to maintain a culture of high performance. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful and productive work place. Positive employee relations are two-way street. Both sides must give a little and try to work together. At ABCTCL , the HR department handles the employee grievances through an open door policy. If there is any complaints, they should report it to the HR Department, who will further look into the matter and try solving it to the best of their ability. If the complaint is beyond the control of HR

department, the matter will move up to the respective higher authorities for review.
8) SEPARATION: Exit interview or separation as it called in ABTCL is interviewed conducted by an employer of a departing employee. They are generally conducted by a relatively neutral party, such as human resource staff member, so that the employee will be more inclined to be candid a opposed to worrying about burning bridges. The purpose of an exit interview is usually to gather data for improving working conditions and retaining employees. At ABCTCL, the exit interview or separation procedure involves filling of the exit form which includes the following details: Reasons for resigning What the person liked the most about the job What he least liked about the job Supervisor review Rating on the various compensation and benefits Rating on the various training programs and potential for growth in the organization What would be the situations that would prevent the person from leaving Would the person consider working in the organization future Suggestion if any Along with filling of this form, the employee must also handover all the assets of the company that were in his possession during his course of working with the company along with all confidential documents. The employee should keep all the information attained about the business, the vendors, other business associates during the course of his job at the organization confidential.
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(2.3) AUTHORITY AND RESPONSIBILITY RELATIONSHIP
Authority is the right to give commands and to get the things done. Authority always flows from top to bottom. It explains how w superior gets the work done form the subordinate by clearly explaining to him/ her as to what is expected from him/ her and how they should go about it. Responsibility, on the other hand, is the duty of the person to complete the task assigned to him and ensuring that he completes the task assigned to him. Responsibility flows from bottom to top. The middle level and the lower level management holds more responsibility. The authority at the divisional level starts with the President, who is in charge of the entire functioning, growth, revenues generation of the Division. He sets the objectives, guidelines and mission statements for all the departments under the division. The responsibility to carry forward and execute the guidelines and objectives set by the President rests with the Head of Departments of individual departments, who have a specific KEY RESULT AREAS as fixed by the President of the Division. For example Coffee Day Xpress Division has 10 Departments, and each department has an HOD to execute the operations. The HOD delegates a part of his responsibilities to the Regional Managers, who are responsible for the execution of orders in their specified regions (North, South, East, West) and also the performance of the same. The Regional Managers carry out their functions through the Managers. By Managers, they mean City Managers, who take the responsibility of the functioning of their respective city. In certain cases, the Manager is also assisted by Assistant Managers who take care of operations of certain locations/ areas within the city. The Senior Executives and Junior Executives function under Manager according to the particular job description. These junior executives have to
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carry out smaller tasks assigned to them by their superior and report the same to the senior executives The final leg in the hierarchy ends with Management Trainees, who get trained in the particular area of their job profile as per their job requirements.
REGIONS OF OPERATION COFFEE DAY XPRESS
EAST
NORTH
SOUTH
WEST
KOLKATA
DELHI, GURGAON, NOIDA
BANGALORE
MUMBAI
HYDERABAD CHANDIGARH CHENNAI JAIPUR GOA
PUNE/ NAGPUR
AHMEDABAD
SURAT
MYSORE
BHILAI
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(2.4) BUSINESS CYCLE
Need for a new Xpress outlet is recognized.
The Business development Department has to find a suitable location with a captive audience of 800+.
Once the location of the kiosk has been decided, the Projects Department do the designing for the outlet along with the supply of machinery required for the kiosk.
The Franchising Department also gets the in a franchisee to own the outlet.
Then the Marketing Department comes into the picture. They take care of the branding, promotional activities, and the communication to be done for the kiosk.
The F&B Department designs the menu for the kiosk depending upon where the kiosk is situated and the type of prospective customer who would visit the kiosk.
The Operation department does the executive work and Bean Buddy requirement planning for the kiosk.
Once the menu and the manpower planning are in place, the Supply Chain Management Department (SCM) starts action. They locate suppliers and direct supplies to the kiosks.
Now everything required for the kiosk is in place, the Business Development department is intimated and the operation of the kiosk is started.
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Business Development
SCM
Projects
Operations
Marketing
F&B
(2.5) REBRANDING OF COFFEE DAY XPRESS

Rebranding at CDX was a total overhaul of all the things old to be replaced by a swanky, modernized, and colorful image that appeals to the general public today.
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A wide range of articles had to replaced or rebranded to bring the spectrum under the new brand image of that was adopted. The list is large and it includes: Website Office stationery Buddy Uniforms Disposables including cups, tissues, sachets Ad Standees Danglers and Wobblers Tent cards LED and Sun Boards Machine and Dustbin Branding Packaging Stickers Menu cards Wall visuals and posters
The management at Coffee Day Xpress made it a point that the rebranding was restricted to articles that were placed directly in front of the customer or in his line of vision at the kiosk. This was to ensure the customer was exposed to only one set of branding and logos either new or old, but not a combination of both which has a detrimental effect on the image of the company.
(2.6) BUSINESS MODEL OF OUTLETS AT COFFEE DAY XPRESS

At Coffee Day Xpress, the outlets are of two types, namely:
1. FRANCHISED OUTLETS
Here the outlets are franchised after taking into condition the strategic locations of the same. It is the responsibility of the franchisee to handle the outlet in accordance

to the company norms and guidelines. The franchisees pay a deposit, i.e. a non refundable registration fee for a lock in period. Currently the company is present in 20 cities with around 495 franchise owned outlets. By December 2011, the company plans to add an average 10 franchisees per month. The Investment ranging between 2 lakhs 5 lakhs.
2. COMPANY OWNED OUTLETS In this case as the name suggests, the company, i.e. CDX takes the responsibility to operate the outlet through its trained Bean Buddies. Some 400+ kiosks under Coffee Day Xpress operate under the company owned outlets.
KIOSKS TYPES: 1. Indoor Kiosks (inside corporate houses, airports)

2. Outdoor Kiosks (outside shopping malls, railway stations) 3. Customized Kiosks (the clients requirements are taken into consideration) 4. Premium Kiosks
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A Coffee Day Xpress Kiosk
Bean Buddy at CDX Kiosk
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CHAPTER 3 CORE STUDY AREA:

SUPPLY CHAIN MANAGEMENT
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(3.1) WHAT IS A VALUE CHAIN?
A value chain is a chain of activities for a firm operating in a specific industry. Products pass through all activities in a chain in order, and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of independent activity value. It is important not to mix the concept of value-chain with the costs occurring throughout the activities. The value-chain categorises the generic value adding activities of an organization. The primary activities include: Inbound logistics Operations Outbound logistics Marketing Services The supporting activities include: Infrastructure management Human Resource Management Research and Development Procurement The following diagram illustrates how the value chain functions under SCM:
VENDOR
MOTHER WAREHOUSE
REGIONAL WAREHOUSE
WAREHOUSE
CUSTOMER
OUTLET
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All the inventory / products, for which the purchase order is raised by the SCM Department, are supplied by the vendors directly to their main/ mother warehouse in Bangalore about 95% of the time through the vendors own transport services.
As illustrated from the figure above, all in-station and outstation supply of the products and equipments takes place from the mother warehouse through the Coffee Day Xpress own or hired transport services to the regional warehouses and to the other warehouses/ outlets.
The Supply Chain Management Department of the Coffee Day Xpress division is concerned with the primary activity of INBOUND/ OUTBOUND LOGISTICS and PROCUREMENT. Responsible for major activities like purchasing, vendor management, warehousing and distribution, inventory planning and demand forecasting. They are responsible for making the right products available at the right place at the right time and thus improve efficiency in operations. It has two sections of activities that it has adhere to. One being the Receiving Process, and the other being the Dispatch Process. The functions of SCM Department are as follows:
1. PLANNING
Planning involves forecasting the future requirement of the different items under various product categories, as well as Dispatch Planning. Estimations for future orders are made on the basis of closing stock available and the average sales of the of all the outlets in India as a whole during the previous three months duration. There are 2 terminologies associated with Dispatch Planning: Local/ Milk Route Planning

Outstation Dispatch Planning
The MILK ROUTE terminology into being from the age old concept of supply of milk which used to happen every day, during the early hours of the morning without fail to all the locations/ outlets/ shops of sale. Similarly, CDX drafted a weekly chart through which they allocated the regions in and around Bangalore to a particular day, so that all outlets falling under the specific region will be catered to on that particular day, even if it is a new kiosk opened recently. Outstation dispatch of items is done twice in a week.
2. PROCUREMENT The entire process for SCM Department starts with the procurement of items/ products from the various vendors. Procurement process initiates with the selection of the vendors through invitations through quotations or tenders and raising of Purchase Order, based on the weekly requirement indent filed by the Bean Buddies from the kiosks nationwide. The criterias for selecting a vendor include: Quality The Vendors ability to deliver in volumes The price at which the vendor is willing to supply. The vendors current/ existing client database.
3. STOCK/ INVENTORY MANAGEMENT This is one of the most important components of the SCM Department, as Inventory Management requires a lot of specifications and details to be looked into especially at the time if receiving and dispatching of materials. Inventory Management has 3 important components, namely;

Inward Material Management Outward Material Management Software entries and Updation The inward and outward material management process will be dealt in the following pages.
4. VENDOR MANAGEMNT Vendor selection only forms a part of the procurement process. Vendor management involves careful screening of legal documents, timely bills submission and effective payment system. The credit period offered at Coffee Day Xpress normally ranges between 45 60 days. The payment must be only through cheque.
5. PREPARATION OF REPORT The SCM Department has to prepare not annual, but monthly reports stating the progress of the firm. There are three types of reports that SCM Department follows up with, namely Monthly Budget (it is a nation wise budget) Monthly operating report (this is in direct relation to the Management information System Department, where the daily8 proceedings get updated) Need Based Reports (these reports are prepared as and when the need arises)
(3.2) SCM PROCESS

1. RECEIVING PROCESS (INWARD) 2. DISPATCH PROCESS (OUTWARD)

The following diagram illustrates the sequence of operations that are carried out throughout the inward and the dispatch process: This diagram in the following page represents the receiving process. It all starts from the preparation of the monthly budget based on the average requirement of all the regional warehouses and the outlets throughout the country. Regional budget should reach Bangalore on or before 23 rd of every month and then only a consolidated budget is prepared for the necessary purchases, on approval from the HOD, and then the purchase order is released to the vendor. Purchase Order is raised by the SCM Executive based on the indent received from various outlets. Some of the key factors considered while preparing the PO is that it must have complete information of the vendor, i.e. name, address, phone no, along with TIN & CST number. The shipping address/ consignee address/ deliver address to where the material has to be delivered along with the TIN & CST number. Security Inward Check is required to regulate the flow of materials inside the warehouse. For this very purpose the products/ items are given a Material Identification Number. This check is done by the Security Personnel at the entrance of the warehouse. The security personnel have to maintain a Security Inward Register to record the flow of goods inside the warehouse. This register is to be signed and checked by the stores in charge on a weekly basis.
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PREPARATION OF BUDGET
RAISING OF PURCHASE ORDER (PO)
SECURITY INWARD CHECK (MIN)
BINNING AND SORTING
LOCATION
BIN CARD
GOODS REVEIVED NOTE (GRN)
AUDIT
Binning and sorting of the items are done to place the goods according to their product category under a common order and place. A particular
format is followed to carry out the process and the information is filled in as per the format, such as MIN number, Vendor Name, Invoice No & Date, Item Name, Sorting Date, Quantity (actual, shortage, damaged, excess). The
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supervisor has to mention the name and sign on the sheet and then it is handed over to the authorized person at the warehouse. Location implies the basic amenities required for storing the items. It is important to keep a strategic location for certain kinds of product categories. Bin cards are used to keep record of the stock levels in the warehouse on a given date, during a particular period of time. The warehouse supervisor maintains the opening stock, goods received and issued in the bin card. Goods Received Note is prepared by the CDX to send to the vendor about the successful delivery of goods. Some of the key factors which are taken into consideration while receiving the stock into the warehouse are All inward taken is on the basis of the Security Check, Supervisory Check and Sorting & Binning Inward register has to be maintained for all goods received within the warehouse Goods received will be accompanied by the approved PURCHASE ORDER, DELIVERY CHALLAN, TAX INVOICE billed in the name ABCTCL- Xpress Division Check for manufacturing date and expiry date GRN should be prepared for all the items and a copy of the same must be filed at the branch level for records along with MIN number as reference. Original documents such as INVOICE, GRN, PO, VENDOR REJECTION NOTE, and DBIT NOTE with customer/ supplier signature are sent to the Head Office for payment process and duplicate copies are sent to the branch offices for record purpose. Audit is conducted weekly or fortnightly or monthly basis to have a better control of the stocks of all the regions. All pending entries, Manual Delivery Challan and necessary updating have to be completed before conducting the audit.
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The following diagram represents the Dispatch process:
INDENT
CHECKING AND APPROVAL
PICK LIST
DELIVERY CHALLAN
VERIFICATION OF DOCUMENTS
SECURITY OUTWARD REGISTER (MON)
ACKNOWLEDGED DOCUMENTS
FILING
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Indents are prepared based on the given route plan. They are raised by the bean buddies at the outlet as and when requirement arises. An Indent contains particulars such as Name of the Outlet, Date, Product Description, Closing Stock, Consumption and Requirement details. Once the Indent is received from the respective outlet, thorough checking has to be done on the availability/ quality of the stocks and allocate the quantity as per the availability. Indent will be punched on the system after checking. The Purchase Order (PO) is raised once the Indent is checked and approved by the warehouse manager. The warehouse manager then raises a Delivery Challan (DC) stating the quantity of goods which are being transported, along with the date of dispatch, vehicle number, etc. it is an important document for any dispatch of material. The manager has to check for all the necessary documents of the vendor and verify them form a definite source before purchasing goods from the concerned vendor. Just like the Securities Inward Register, the Security personnel at the CDX warehouse maintains a Securities Outward Register to supervise the quantity and type of products being dispatched. He also gives a (MON) Material Outward Number to every category of products serial wise. The details such as name of the consignee, product, quantity of stocks dispatched with total number of boxes, vehicle number and drivers signature are obtained. The filing of certain legal documents, statutory in nature, by the CDX SCM Department is absolutely necessary before dispatch of any category products, such as Stock Insurance, Transit Insurance, Sales Tax Branch Certificate, Municipal Corporation Health Certificate, Labor Department Certificate. This register gives complete information on all the goods which have been moved out of the warehouse. Acknowledged documents for local supplies include delivery challan with name and signature of the bean buddy along with the kiosk stamp, the date
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of receipt and discrepancy comments if any. Daily dispatch log sheet filled by Bean Buddy along with time of receipt of goods.
(3.3) HIERARCHY SENIOR GENERAL MANAGER PRESIDENT, CDX
MANAGER, SCM
REGIONAL/ ASSISTANT MANAGERS
SENIOR EXECUTIVES
EXECUTIVES
JUNIOR EXECUTIVES
MANAGEMENT TRAINEES
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(3.4) SCM STRUCTURE BANGALORE (MOTHER WAREHOUSE)
EAST
NORTH
SOUTH
WEST
KOLKATTA (MAIN REGIONAL WAREHOUSE)
DELHI/ NOIDA
BANGALORE (MAIN REGIONAL WAREHOUSE)
MUMBAI (MAIN REGIONAL WAREHOUSE)
GURGAON (MAIN REGIONAL WAREHOUSE)
MYSORE
PUNE
CHANDIGARH
HYDERABAD
SURAT
JAIPUR
CHENNAI
NAGPUR
GOA
BHILAI
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The mother warehouse consists of a - Warehouse Manager, 3 Executives, Warehouse Supervisor and warehouse employees or operating staff.
(3.5) VENDOR SPECIFICATIONS

There are quite a few specifications that a vendor has to submit to the SCM Department before he is finalized for the order. Coffee Day Xpress has its own product requirement and specification sheet. Most of the products of all divisions cater to the ABCTCL (the parent company) specifications. In response to these specifications, each vendor has to submit: 1. His own product specification sheet, which would include; Type of the product to be supplied Source of the raw material in case the vendor has a manufacturing unit and even in case of procuring from other units. Aesthetic points about the product such as weight, height, dimensions, holding capacity, etc)
2. Quotation sheet; The quotation sheet contains vendor details such as Company/ Billing Address, Outlet Address, Tax number (both VAT & CST) for authenticity. Product information such as Product Specifications, Physical parameters, Production Details, Rate of the Product, Packaging Details, Product Dispatch Details. Contact details of the vendor/ supplier such as Phone Number (it is generally stipulated by the SCM Dept. that the vendor must give two phone numbers), E- Mail, Fax Number, etc.
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The vendor may also provide for any supporting documents along with the quotation sheet, especially in situations when the vendor demands a hike in the price of the products to be supplied. Such documents lend authenticity to the quotations. 3. Cost Break up Sheet, which should contain the following components; Cost of raw material per unit Cost of processing of material Wastage in % Cost of packaging of material Transportation Cost Total cost excluding margin and tax Margin in % Tax in % In case of any implications of any increase or decrease in costs of any direct and indirect components affecting production, the same must be communicated to the SCM Department in order to bargain for any authentic price hike. Documents supporting such hike must be attached with the costing sheet showing reasonable comparison between the existing and the proposed cost of the product.
(3.6) PRODUCT CATEGORIES

The SCM Department at Coffee Day Xpress deals 7 categories of products, namely: 1. Consumables 2. Counter equipment 3. Food & Beverages 4. Packing Material
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5. Advertising Material 6. Merchandise Products 7. Capital Items 8. Housekeeping However the first four categories constitute the major portion of the functioning of the SCM Department.
PRODUCT CATEGORY
1. CONSUMABLES
ITEM NAMES
CAKE BOX (HALF KG) CAKE BOX (ONE KG) COLD CUPS (250 ML) COLD CUPS 200ML COLD LID 250ML(DOME SHAPE) COLD LID DOME-200ML DOILY PAPER (RECT) HOT CUPS (150 ML) HOT CUPS (200 ML) HOT CUPS (250 ML) HOT CUPS 110ML HOT LIDS 200 ML HOT LIDS (250 ML) MILK CRATES PAPER BOWLS PAPER PLATE PAPER POUCH PL HAND GLOVES SPOON STIRRERS STRAWS THERMAL ROLL TISSUE
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2. CONTER EQUIPMENT BOWL COFFEE BEAN CONTAINER COOKIE JAR CRATE LID 600 SERIES CUTLERY TRAY DISPENSER TABLE TOP DISPLAY PLATE (RECT) FOOD CRATES JUG (2 LTR) KNIFE MEASURE (2 LTR) MEASURE (50 ML) MEASURE 500 ML (PLASTIC) MUG PASTRY TONGS SCISSORS SERVICE TRAY SLICER SPRAY GUN STOREWELL CONTAINER SYRUPS PUMP
3. FOOD & BEVERAGES
BOOST SACHET (15 GMS) CARDOMOM TEA BAGS CHOCOLATE SYRUP CITRIC ACID CITRIC ACID (ANHYDROUS) COFFEE BEANS XPRESS BLEND (1 KG) COFFEE CONCENTRATE (500 ML) COFFEE PREMIX (1KG) COMMON BASE (500 GMS) DAIRY WHITENER EQUAL SUGAR GINGER LIME SYRUP SATCHET 20ML GINGER PREMIX 1 KG GINGER TEA BAGS HORLICKS SACHET (10 GMS)
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INSTANT COFFEE NESTLE INSTANT KHARA BATH (100 GMS) INSTANT LIME AVALAKKI (100 GMS) INSTANT TEA INSTANT TEA _TATA KESAR ELAICHI PREMIX 27GM KIWI SATCHET (20 ML) LEMON GARLIC SOUP (6 GMS) LEMON PREMIX 1 KG LEMON TEA BAGS LEMON TEA PREMIX 500 GMS MALIC ACID MALTO DEXTRINE MANGO SYRUP 20 ML MASALA TEA BAG MINERAL WATER (1 LTR) MINERAL WATER (500 ML) MIXED VEG SOUP MOJITO SYRUP 20ML MUG NOODLE CHICKEN MUG NOODLE MASALA MUG NOODLE VEG ORANGE SYRUP 500 ML ORANGE SYRUP SATCHET (20 ML) PLAIN TEA BAGS SAFAL ALPHONSO MANGO PULP 20KG STRAWBERRY SATCHET (20 ML) SUGAR -S 30 SUGAR FREE GOLD SUGAR SACHETS (5 GMS) TEA PREMIX -500 GM TEA PREMIX 1KG THICK SHAKE BASE SATCHET 15 GM TOMATO KETCHUP (10 GMS) TRUSIL LEMON SPL WAI WAI 123 VEG WAI-WAI-123-CHICKEN
4. PACKING EQUIPMENT
AMLA SYRUP LAMINATE ROLL BROWNIE STICKER

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BURGER STICKERS (NON VEG)BURGER STICKERS (VEG) BURGER TRAY CAKE BOX 7*7 CAKE BOX 9*9 CHICKEN KATHI ROLL CHICKEN MAYO BURGER STICKER COFFEEBEAN PACKING LAMINATE CORRUGATED BOX (EMPTY BOX) CORRUGATED BOX WITH CALIQUE FRESH FRUITS STICKER FRESHNESS VALVE GINGERLIME PACKING LAMINATE HEALTHY CHEESE N TOMATO S/W LEMON ROLLS MANGO SYRUP LAMINATE MEXICAN CHEESY DELIGHT S/W ORANGE PACKING LAMINATE PACKING TAPE SANDWICH (NON VEG) SANDWICH (VEG) SANDWICH BOXES WITH LID SPICY CHICKEN S/W SUBMARINE (NON VEG) SUBMARINE (VEG) VEG KATHI ROLL VEG MAYO BURGER STICKER VEG TIKKA S/W
5. HOUSEKEEPING
BROOM WITH STICK BUCKET CHECK CLOTH CLEANING LIQUID GARBAGE COVER
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GARBAGE BAGS MOP CLOTH MOP REFILL SET MOP STICK PHENOIL SCRUBBER WIPING CLOTH
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CHAPTER 4
SWOT ANALYSIS
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(4.1) STRENGTHS:
1) VERY GOOD BRAND NAME OF COFFEE DAY Coffee Day has emerged as a leader in its field and therefore has created its own brand name for being the only vertically integrated coffee organization. Coffee Day has always believed in The smarter. . . The better. Different divisions, different businesses, and diverse focus areas, that is Coffee Day Group.
2) FAST AND QUICK SERVICE

CDX caters to the mobile population of the city, who are always on the move, always in a hurry. Coffee Day Xpress believes in keeping it short and simple. The convenient and quicker modes of service provide the people a smarter and efficient way of staying ahead of time.
3) MAJORITY OF THE EMPLOYEES ARE YOUNG AND DYNAMIC

One of the most striking features of the CDX division is that it comprises of young and dynamic team whose hard work has paid dividends in the form of the number of kiosks that are opening in around 20+ cities in India. A majority of the Bean Buddies operating in the outlets of CDX are roughly around 20 24 years
4) COFFEE DAY XPRESS HAS A GOOD RELATIONSHIP
WITH THE FRANCHISEE
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More than half of the kiosks of Coffee Day Xpress are franchisee owned outlets. This itself is a telling story of the kind of encouraging relationship that CDX has with its franchisor. CDX has been awarded with Best Franchisee growth driver of the year (2008) and also the Best Franchisee of the year (2008). CDX is aiming at adding 10 new franchisees to its wing every year.
5) COFFEE
DAY
XPRESS
HAS
GOOD
NUMBER
OF
OUTLETS IN MANY PLACES OF THE COUNTRY

Coffee Day Xpress has its presence in 20+ cities with over 900 outlets all over the country. The company is also planning to touch the 1000 mark very soon. Coffee Day Xpress is perhaps the only national coffee brand that is capturing the imagination of the modern resurgent India with its growing presence in Shopping Malls, Multiplexes, Corporate, Supermarkets, Airports, Railway Stations,
Educational Institutions, etc.
6) HYGIENIC, TASTY AND QUALITY PRODUCTS

Coffee Day Xpress provides fresh, fast, tasty, hygienic, and convenient-to-eat and affordable food & beverages. The F&B Department at CDX takes great care that no leftover food item of the present day will be served the next day, since most of the food items that the CDX deals with are perishable item which have a smaller shelf life.
7) STRONG MOTHER BRAND RECOGNITION

Coffee Day has emerged as a leader in its field and therefore has created its own brand name for being the only vertically integrated coffee organization. Coffee Day
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has always believed in The smarter. . . The better. Different divisions, different businesses, and diverse focus areas, that is Coffee Day Group.
8) NO ATTRACTIVE AMBIENCE AND DCOR

Coffee Day Xpress kiosks do not have an attractive ambience, nor do they spend too much on decoration. Their main funda is to keep it short and simple. An efficient and delightful format kiosk that serves hot and cold beverages and a variety of food items for the people in transit/ move. The kiosks occupy somewhere between 80 120 sq.ft of business space.
9) SELF GROWN COFFEE USED IN BUSINESS

Coffee Day takes pride in the home grown coffee, i.e. CHIKMAGLUR. It has become an icon for good coffee. Coffee Day is a prominent force in the coffee industry by maintaining quality coffee blends through extensive Research & Development
(4.1) WEAKNESS:
1) Business is concentrated and dependent more around corporate offices and shopping malls, educational institutions though they have identified lots of other locations. 2) Concentrate only on prime locations and cosmopolitan cities. 3) Targets only youths and executives. 4) Same variety of food and beverages or menu in almost every outlet. 5) Prices are relatively higher than the local coffee/ tea stalls. 6) Mainly in the colleges estimating daily demand is very difficult.

7) Unable to control excess wastage. 8) Many outlets are not set up in a central place of a location. 9) Lack of proper display of ads in many outlets.
(4.2) OPPORTUNITIES:
1) LESS COMPETITION As there are few players, Coffee Day Xpress has wide market availability.
2) FLEXIBILITY TO VENTURE TO NEW AREAS

Open option of venturing into other potential cities. Newer cities will expose Coffee Day Xpress to more Franchisors, thereby creating and driving a huge franchisee growth which would also help them to increase their number of kiosks.
3) INCREASING BRAND AWARENESS

Since Coffee Day is situated only in big cities, CDX can expand its business to small cities. This is one opportunity that CDX has as it can take the COFFEE DAY brand to the interiors of the country. It gives the company a further chance to expand and diversify its existing business
4) LESS COMPETITION

As of now there is no big competitor for Coffee Day Xpress. With the kind of business they are into there is no big competitor as such. Hence they have the flexibility to experiment.
5) YOUTH ORIENTATION Coffee Day Xpress has a good opportunity to serve young people, because if they become loyal to it, Coffee Day Xpress can enjoy continuous relationship. Coffee day Xpress has always believed that that their biggest brand ambassadors are the youth that they are targeting to. They are the most impacted customers and offer the most brand loyalty, and there are an equally large number of them working in corporate business firms.
6) INCREASING COFFEE CONSUMPTON In India coffee consumers are increasing and also people are getting busy day by day, hence the concept of Coffee Day Xpress attracts more takers. This especially holds good for corporate employees who have to stay efficient while at work and a quick and refreshing coffee is what they look forward to.
(4.2) THREATS:
1. Few main competitors like Barista, Fusion Espresso (TATA), Costa are immediate threats to Coffee Day Xpress. Entry of these players into the market will lead to a very competitive price war as all these companies command a very brand in the market.
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2. Many foreign players have entered in coffee retailing market. E.g. Star Bucks. 3. In few outlets existence of other coffee vending machines, which serves free coffee to employees by the companies, becomes threat for the Coffee Day Xpress and Beverages. 4. Threat from neighboring coffee bars selling coffee at a lesser price than Coffee Day Xpress. 5. Threat from location owners, because they can hike rent for their place where Coffee Day outlets are setup.
(4.3) PROBLEM IDENTIFICATION AND SOLUTION
Department Supply Chain Management Problem Diagnosed:

Unsystematic storage of database and scattered information regarding; Product Specification Vendor Details Cost Sheets
No structured format was in use No documentation of records regarding product categories and new product developments after rebranding. The existing database consisted of products pictures with old logo and also products which were not being procured or used by CDX in any of the outlets. Space consumption in the mother warehouse in Bangalore, was according to my observation, was another problem area. There are certain areas which are occupied by unused boxes thereby creating the space shortage.
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With respect to the database, I was assigned the task to prepare a systematic database according to a prescribed format. The first step involved was collection of information about products of all product categories, which involved meeting with various category executives from other division and collecting specification sheets, packaging details, costing sheets, quotation formats, vendor details. I also had to take the photographs of all the products with the present logo and color print. I assembled the entire information and created a database for all the products according to a set format which would be easier for the SCM Executives to store and retrieve any information they want at any time. In another word document, I listed all the product categories along with the products and created hyperlink with the consolidated database sheet.
SUGGESTIONS
Remove or relocate the unused stock, which is blocking the floor area in the warehouse. Capital Items should be kept in a more systematic way. This would enable to utilize the floor area better.
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CHAPTER 5
FINDINGS AND CONCLUSION
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FINDINGS
1. One of the major strengths of the organization, which they really feel proud off, is that employees have the satisfaction, freedom, and the opportunity to do their best at work.
2. The one very good thing about CDX is that the superiors and subordinates are in direct communication with each other.
3. The reasons for such positive results for the company have been mainly achieved by strong and dynamic leadership of the President, as well as Heads of Departments.
4. Great care is taken by Coffee Day Xpress that they cater to every need and criterias with regards to procurement, storage, supply and serving of Food & beverages. The Quality Team at CDX ensures that all specifications are met.
5. Employees are provided with compensation and benefits, Training & Development, periodic performance appraisals as and when required.
6. The Managers are very particular about their work and go about their job in a very professional manner.
7. Regular and consistent feedback is taken by the Managers from their subordinates (Regional/ Assistant Managers) regarding execution of the work, and performance evaluation.
8. CDX maintains good healthy relations with all its vendors and franchisees across the country. No wonder CDX looks to add more franchisor to their already existing list.

CONCLUSION
This study was undertaken to understand and analyze the business processes and functioning of various departments at Coffee Day Xpress. A unique concept in itself, Coffee Day Xpress aims at feeding the world thats continuously in transit through a convenience caf format of business. Its Unique Selling Proposition bridges the need gap between the leisurely cup of coffee and the stop at the caf.
CDX caters to the mobile population of the city, who are always on the move, always in a hurry. Coffee Day Xpress believes in keeping it short and simple. The convenient and quicker modes of service provide the people a smarter and efficient way of staying ahead of time. Coffee Day Xpress is into the segment of Food & beverages and the nature of business carried is the concept of take away where hurried people can have refreshment at Xpress in between their busy work schedule. Coffee day Xpress runs many outlets on its own and no sharing of risks and profits with third party. In addition, it has franchisee network, where it gives franchises to others.
One of the most striking features of the CDX division is that it comprises of young and dynamic team whose hard work has paid dividends in the form of the number of kiosks that are opening in around 20+ cities in India. Strategically positioned kiosks where a customer can not only grab a quick bite. Xpress gives emphasis to quality and the freshness of the product as well as affordability. Coffee Day Xpress provides quick and delightful services. The reason for Coffee Day Xpress to stand out is the personal commitment from the members, i.e. staff at all levels.
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BIBLIOGRAPHY
Coffee Day Xpress Departmental Reports Briefings from Managers/ Asst. Managers of individual departments www.coffeedayxpress.com www.wikipedia.org www.coffeeday.com www.cafecoffeeday.com www.coffeedaybeverages.com www.coffeedayfng.com www.coffeedayexport.com
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Coffee Day Xpress Internship Report-Dinesh Kumar

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Organizational Study at Coffee Day Xpress 2011

No 43, Race Course Road Bangalore 560001 August, 2011

Organizational Study at Coffee Day Xpress 2011

Place: Bangalore Date:

Dinesh Kumar Karnam Reg. No. 10XQCMA032

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

Dinesh Kumar Karnam (10XQCMA032)

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

SCOPE OF THE STUDY

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

Organizational Study at Coffee Day Xpress 2011

Organizational Study at Coffee Day Xpress 2011

(1.3) COMPANY PROFILE

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011

Organizational Study at Coffee Day Xpress 2011

(1.4) COMPANY DIVISIONS

Organizational Study at Coffee Day Xpress 2011

Caf Coffee Day

M P Birla Institute of Management, Bangalore

Organizational Study at Coffee Day Xpress 2011