Вы находитесь на странице: 1из 14

AMUL : The Taste of India

Arun Sriram Ravi Teja Vikram Sharma


Every day «. Amul collects 447,000 litres of milk from 2.12 million farmers (many illiterate) Converts the milk into branded, packaged products Delivers goods worth Rs 6 crore To over 500,000 retail outlets across the country
AMUL ± A Rs 22 billion Enterprise !!

Competitors (High-value Dairy):

Hindustan Unilever Nestle Britannia

Brands (Dairy):

Amulspray Amulspree Amulya Nutramul

Distinctive Features : AMUL

Managing Large decentralized Network of supplier and producer. Simultaneous development of markets and suppliers Lean and efficient Supply chain Break through leadership

Cooperative Values

To charge for each service provided to the supplier To purchase all milk that member farmers produced To sell liquid milk at affordable prices so as to serve a large number of consumers To develop and deliver services that will improve lives of people in the network To hire professional managers, to run the federation and unions, whose values included upliftment of rural poor.

Business Model v/s Anand Pattern

Low cost high quality operations Low margins at retail and distribution level. High level of profit sharing among suppliers i.e farmers. Managing Third party service providers

Inspiring leadership and consuming value Building network

Coordination for competitiveness

Technology for effectiveness

TQM at Grass root level

Friday departmental meetings Training for transformational leadership Application of hoshin kanri principles to ensure bottom up objective setting Training of farmers and their families regarding health and other issues. Retail Cenus

Thank You