Project pom 2

SUPPLY CHAIN & PRODUCTION MANAGEMENT

ENGLISH BISCUITSMANUFACTURERS (PVT) LTD

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CONTENTS

Topic Page

History...........................................................................................................................3

Corporate Profile...........................................................................................................3

SCM at EBM.................................................................................................................4

Business Process...........................................................................................................5

Business Process Stages................................................................................................6

Working Criteria...........................................................................................................7

How Biscuits are made.................................................................................................8

Material Management (Supply Chain) Department......................................................9

Finance Department......................................................................................................10

Production Department.................................................................................................11

Types of Biscuits...........................................................................................................12

Production Process........................................................................................................12

MIS Department............................................................................................................14

Quality Assurance & Development Department..........................................................15

Marketing & Sales Department....................................................................................15

Engineering Department...............................................................................................17

Production Process at CLF............................................................................................17

Conclusion....................................................................................................................18

Suggestions/Recommendations....................................................................................19

Annexure 1 RSF............................................................................................................21

Annexure 2 Production Planning Report at CLF..........................................................25

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ENGLISH BISCUITS MANUFACTURERS (PVT) LTD

HISTORY

English Biscuit Manufacturers (Private) Limited was established as a joint venture company in 1965 with the name of Peek Freans Pakistan Limited. In 1966, the UK sponsor company was renamed Associated Biscuits International Limited (ABIL), while the venture was renamed English Biscuit Manufacturers (Private) Limited (EBM), which stands to date.

CORPORATE PROFILE

EBM started manufacturing and marketing the world famous Peek Freans range in 1967 in order to provide Pakistani consumers with nutritious and hygienically packed biscuits of the highest quality.

True to its corporate claim, 'The Legend Leads', EBM has led the biscuit industry in Pakistan for more than 48 years by playing a pioneering role in providing innovative and high quality biscuits for every taste bud.

EBM is the only Company in the industry to have achieved recognized international certifications pertaining to quality control, environmental management system and human resources management, including ISO 9001:2000, ISO 14001:2004, HACCP certifications.

The sales of the company have been increasing with the passage of time. The company, recognizing the increased demand of EBM’s biscuits, decided to give extension to the plant.

At start (1967), there was only one plant (line) and now 9 lines are working at Karachi. The EBM has also installed 5 plants (lines) at HATTAR, named Coronet Food Ltd (CFL), a subsidiary company of EBM. Total 14 lines are being used now for the production purpose.

In mid 90’s CONTINENTAL BISCUITS (LU) emerged as the biggest ever competitor in the biscuit industry and achieved a big market share which they held for almost 7 to 8 years. But EBM’s strong planning, management and rational decision making took back the market. Since then, EBM has been growing fast and has left its competitor far behind.

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SUPPLY CHAIN MANAGEMENT AT EBM

EBM’s supply chain process is comprised of a series of interdependent steps and starts with the collection of raw materials and ends with packaged brands on customer's shelves. The Supply Chain Management at EBM ensures that appropriate quality standards are upheld and maintained at each link in the chain.

The supply chain at EBM comprises the following areas:

Forecasting Planning Manufacturing Deployment Distribution The consumer / shopper

Forecasting

Forecasting is a vital element of the business, and can be defined as an unconditional statement of demand of biscuits. Simply put, a forecast predicts how much demand there will be in the market for a specific product over a certain period. Major forecasting tool at EBM is RSF (Rolling Sale Forecast).

Planning The function of planning is to convert marketing forecasts into manufacturing plans. The planning department works closely with the various operations to ensure that manufacturing plans are accurately converted into monthly and weekly production plans and budgets. Planning is also responsible for monitoring and controlling the amount of stock the company holds and for ensuring that the correct stock holding levels are maintained to meet customer service requirements.

Manufacturing

The manufacturing process at EBM involves the conversion of raw and packaging material into finished product in the most cost effective manner possible. EBM manufactures all of its own products, and production takes place at the two factories located in Karachi and Hattar.

Deployment

Deployment is the movement of finished goods (biscuits) to warehouses.

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Marketing & Sales

The function of marketing and sales is to market the product with the aim of maximizing the profit of the firm. Effective policies and strategies are made for this purpose.

Distribution

Simply defined, distribution involves the execution (delivery) of sales orders to a customer. EBM has more than 350 distributors all over Pakistan.

BUSINESS PROCESS

A Business Process is a collection of interrelated tasks, which solve a particular issue.

It is a set of linked activities that take an input and transform it to create an output. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient. This definition also emphasizes the constitution of links between activities and the transformation that takes place within the process.

EBM is a manufacturing firm and therefore its business process is also based on the same above definition.

There are three types of business processes:

Management processes - the processes that govern the operation of a system. Typical management processes include "Corporate Governance" and "Strategic Management".

Operational processes - these processes create the primary value stream, they are part of the core business. Typical operational processes are Purchasing, Manufacturing, Marketing, and Sales.

Supporting processes - these support the core processes. Examples include Accounting, Recruitment, IT-support, and Engineering.

A business process includes different stages through which the business is performed. Each stage covers a large area of its concern.

MANUFACTURING PROCESS

S

MARKETING& SALES

S

PURCHASE OF RAW MATERIAL

S

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BUSINESS PROCESS STAGES

The core stages in the business include acquisition of raw material, manufacturing of biscuits and finally marketing & sales. Each step is performed by different departments at EBM.

Forecast (MKT)

Material Planning

Supplier Enquiry

QuotationMailingSelect Supplier

Purchase Order

Raw/Packaging received

QA sampling

RejectedAccepted

Stored through MRN Sent back to supplier

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WORKING CRITERIA

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List of Departments

Material management (Supply Chain)Finance

ProductionEngineering

Marketing & SalesMIS/IT (Management information system)

Quality Assurance & DevelopmentHR & Administration

HOW BISCUITS ARE MADE

Manufacturing biscuits begins with a planning process. At first, the production demand is analyzed. The EBM’s management then creates a factory production plan ensuring the people working at the site, and the machines that are running, are best utilized so that time and energy is not wasted. The necessary raw and packing materials, as required by the production plan, are then purchased.

The purchased stock is then received from the various suppliers at the factory store that is also called Raw Material Store (RMS). All incoming materials are checked for quality in Quality Assurance Department.

The store is responsible for issuing materials for the production process according to the planned requirements. It is only at this point that biscuits start to be made. Manufacturing biscuits comprises a number of steps:

1. Flour and sugar is dispensed into large mixers. The ingredients that are used in smaller quantities are hand weighed and added into the mixing bowl for each batch of dough to be mixed.

2. The ingredients are then mixed to form dough in the mixing bowl according to a specific mixing procedure.

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3. The dough is then tipped into a hopper and gravity-fed into the dough sheeting section of the machine. In this process the dough is fed through various rollers to form a sheet of dough. Depending on what type of biscuit is being produced, this process varies.

4. Different forming techniques are used to get the required shape and size of the piece of dough which will form the biscuit.

5. The raw biscuits are transported through a gas-fired oven on a metal conveyor band where they are baked to form fresh, warm and deliciously smelling biscuits. Biscuits are baked rather than fried, so the oil merely assists the flavor particles to cling to the biscuit surface. The flavored biscuits then travel along a cooling conveyor in order to cool off.

6. Once the biscuits have been cooled, they are packed into wrappers, cartons and cases, ready for distribution to one of the warehouses.

7. Quality checks are conducted at key points in the process to ensure process control and product quality is constantly maintained at a high standard.

8. The finished product is then transported to warehouses. Stock is loaded as per delivery orders and sent to the various distributors. From distribution biscuits are forwarded to retailers and to final consumer.

MATERIAL MANAGEMENT (SUPPLY CHAIN) DEPARTMENT

Material management department deals with the purchases of raw material, and supply of finished goods (biscuits). This department receives all the CAPEX Orders (for capital items) and Demand Notes (for general items) from other departments for quotation of items against CAPEX. A quotation is a list of vendors in which all the offered prices are given. A CAPEX number is automatically generated by the system. Material management department recommend one supplier from which final purchase is to be made. As soon as the required material is received from the concerned supplier, an MRN (Material Receiving Note) is made, the MRN number is then written on to the invoice/bill. This bill is forwarded to the finance department which approves the purchase and records the transaction into supplier bill register. A purchase voucher is made for recording the liability and then a payment voucher is made that shows the final payment to the supplier.

Another function of this department is to store all the raw material received, in proper form. Different store rooms and proper shelves have been made for safe storage purpose in order to sustain the quality of received raw material as per standards. A special RMS (Raw Material Store) is built for the same

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Material Management department receives an intimation to issue a certain quantity of material to Production Department, as required in the recipe of the biscuit. This raw material includes ingredients of the biscuits which includes;

Maida Sugar Flour Fats Eggs Salt Ammonia Cream Butter etc

Cocoa powder Nuts Coconut oil Butter milk flavor Vanilla flavor Soda Vegetable fat Milk powder

Once biscuits are made and received from production department the cartons of these biscuits are further stored into the FGS (Finished Goods Store). As the Sales Department asks Material Management Department to supply these biscuits to the buyers i.e. distributors, this department issues the same.

Furthermore, this department also deals with the suppliers of goods, raw material etc in order to purchase goods and material in economical prices. This department compares local market prices with international market prices and makes purchase from the market which is beneficial to the company. This department very closely observes the government rules and policies which may directly or indirectly effect the buying decisions.

FINANCE DEPARTMENT

Finance department deals with the day to day financial matters of the company. These include recording of transactions into respective concerned module, making payments, sales tax matters etc.

Finance department is divided into three sub-departments. Budgeting General Accounting Treasury

Budgeting department is given budget of every department as estimated by each department. Departmental budget shows the requirements of overall financial year. Budgeting department’s work is to estimate the next overall budget of EBM by observing past budgets. Actual expenditure of current year is compared with the estimated budget of the current year and also actual expenditure of current year is compared with the actual expenditure of preceding year.

In general accounting department, all matters relating to recording of transactions like payables, receivables, inventory, fixed assets, expenses and sales tax issues etc are dealt.

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Treasury department deals with all the cash related matters. All the Cheques are made and signed in this department.

PRODUCTION DEPARTMENT

As the name suggest, production department deals with the production of biscuits. EBM currently has 14 lines (plants) for producing biscuits.

IMAFORNI is Italian plant while MEINCK is Denish manufactured. Most of plants at EBM are IMAFORNI. IMAFORNI has mash belt on which biscuits pass on from different zones while MEINCK has plain belt. These different belts are due to the slightly different manufacturing processes of biscuits.

EBM also has its subsidiary company with the name of CFL (Coronet Food Limited) at HATTAR. CFL also operates 2 plants in which biscuits are manufactured, both the plants are IMAFORNI.

On line 3, 4, 5 only SOOPER biscuits are being manufactured 24 hours, to meet the high demand of SOOPER throughout the country. Other biscuits like RIO, PARTY, PEANUT PISTA, PEANUT PIK etc are manufactured on line 1 and 2.

TYPES OF BISCUITS

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Crackers Butter Puff Marvell Saltish

Plain Sweet Biscuits Gluco Marie Sooper Whole Wheat Slice

Nuts Peanut Pik Peanut Pista

Cream Biscuits Choco Vanilla Sandwich Chocolate Sandwich Lemon Sandwich Rio Double Treat Chocolate/Vanilla Rio Double Treat Strawberry/Vanilla Rio Vanilla

PRODUCTION PROCESS

The whole production process consists of 5 different stages which are as follow.

Mixing Cutting Baking Chilling Packaging

MIXING

The mixing stage is of great importance in biscuit-making technology, as a good process starts from the head of the line. In the mixing stage, all ingredients must be uniformly and evenly incorporated in a consistent mass and transformed into dough which can be processed by the next set of machines.The mixing is done by two ways

1. Vertical way mixing2. Horizontal way mixing

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In vertical mixing, the mixture is blend in vertical direction through a machine while in horizontal mixing the mixture is blend in horizontal direction, depending on the recipe of the biscuit. The mixture (dough) is then forwarded to next step.

There are a variety of factors that are important when it comes to mixing the dough: the temperature of the ingredients, the mixing time, and the order in which ingredients are added.

CUTTING

In this step, a long sheet of the dough is made which is then cut into different shapes of biscuits through different dyes.

BAKING

The biscuits now come into the baking zone on moving belts. This step further divided into 5 zones.

In zone 1 and 2 the biscuits are baked on direct fire, these zones are called Direct Gas Zone and after passing zone 1 and 2 these biscuits are moved towards zone 3 and 4 which are called Thermo cycle zone. In these zones biscuits are baked through hot air. In zone 5, a final spray of hot air is given to the biscuits which after passing through zone 4 change their color into brown.

In MEINCK plant, biscuits are baked through the spray of hot air in all 5 zones.

CHILLERS

In this step, baked biscuits are passed from the chillers. Chillers’ main function is to cool the biscuits. Once cooling process is complete, the biscuits are forwarded to packaging department.

PACKAGING

http://www.imaforni.it/equipment/post_oven.php?codice_label=cooling&briciola=Cooling%20conveyors#%23

http://www.imaforni.it/equipment/post_oven.php?codice_label=cooling&briciola=Cooling%20conveyors#%23

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This is the final step in the production process. The biscuits are wrapped and packed into different sizes of packets like;

Ticky pack Half roll Family pack etc

These biscuits are further packed into master cartons which are then either dispatched or stored into Finished Goods Store (FGS).

MIS (MANAGEMENT INFORMATION SYSTEM) DEPARTMENT

Manufacturers need information about inventory availability, machine uptime and down time, product cycle times, yield, waste, WIP etc. They need real-time information management tools for continuous improvement and decision support. Only a live link to the production floor can provide the link to the critical information that can control the supply chain's actual ability to perform.

An Advanced ERP Interface is available which enables the user to maintain the system's Job Queue and Product Databases from transactions created by an ERP system. An Activity File and a Real Time Status File are maintained to provide the ERP system with real time feedback on job starts, completions and status. Users report electronically updating inventory records improves inventory accuracy.

EBM is an ERP (Enterprise Resource Planning) based Organization. All the departments are linked with each other through networking called INTRANET. EBM is also connected with CFL with INTERNET as well. A central database has been maintained at EBM where the information related to Payables, Receivables, Fixed Assets, and Inventory etc. are saved.

A module has been established for each (payables, receivables, fixed assets, inventory and so on). Each module is integrated with each other. This integration has increased the efficiency of each department, as maintaining and keeping record of data and information have become easier. Overall effectiveness of the organization has also increased to a great extent. All the budgeting, general accounting and treasury related works are being performed on this ERP software.

MIS department is responsible to make sure the safety of information. They are also responsible to take corrective measures if any problem relating to ERP arises. Moreover, any issue relating to networking, hardware, software etc are dealt by this department. Since ERP has been recently developed and implemented at EBM, therefore it still has some areas to be improved. If any department has any query relating to its concerned module, it may ask and instruct MIS department to make desired alterations. Furthermore, new modules are also being constructed for the complete implementation of ERP.

QUALITY ASSURANCE & DEVELOPMENT DEPARTMENT

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EBM is strictly following the policy of providing its customers, the best quality. EBM has never compromised on this and therefore, it has been the main reason why the EBM is so successful and famous amongst its customers.

EBM, for this purpose, has developed a Quality Assurance & Development Department. The basic function of this department is to check and maintain the quality and standards of raw material used. This includes testing of flour, eggs, Oil & fats etc. Four Labs are currently working at EBM, for checking and testing purpose. Two more labs are under construction.

Analytical Lab (Centre of Excellence C.O.E ) Packaging Lab Microbiological Lab Process Lab

Under-constructed lab includes Research and Development where research work will be performed and new product development work will be done.

Quality control begins with the ingredient assembly stage of production during the measuring, weighing, and processing of the raw ingredients. Additionally, most large manufacturers have quality control (QC) labs responsible for making sure the materials meet determined specifications. Characteristics such as appearance, color, odor, and flavor are checked. QC technicians also test for particle size, viscosity of oils, and pH of raw materials.

The finished product is also carefully monitored. Like the inspection of the raw material, the finished products must be examined for appearance, flavor, texture, and odor. The product is compared to a standard established during product development. Specially trained testers are responsible for detecting subtle differences that deviate from the norm.

MARKETING & SALES DEPARTMENT

Marketing is a business discipline focused on the practical application of marketing techniques and the management of a firm's marketing resources and activities. Marketing managers are often responsible for influencing the level, timing, and composition of customer demand in a manner that will achieve the company's objectives.

EBM is very much concerned about its marketing as it is the backbone of its sales. A good marketing strategy has always been adopted by EBM which keeps on changing with the passage of time. One of the biggest tools of marketing is advertising. EBM does advertising through different media channels which include TV commercials, Radio, Magazines etc. Furthermore, EBM also sponsors different events like cricket matches, concerts etc.

Sales activity is also performs by the same department. This department sets the targets of sales for the current year and for the upcoming years. Once the target is set, a strategy is developed for achieving this target. They collect orders from the distributors and supply to them the same. Their overall strategy is to maximize the sales by observing the market trend and consumer

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demand. EBM has more than 350 distributors all around Pakistan. EBM has recently achieved a sales target of Rs.7 billion, which is a great achievement.Following is the supply chain of biscuits from producer to final consumer.

SUPPLY CHAIN

ENGINEERING DEPARTMENT

RAW MATERIAL PRODUCTION

WARESHOUSEDISTRIBUTOR

WHOLESELLER SHOPKEEPER

CONSUMER

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All technical problems and issues in the machines are resolved by Engineering Department. Technical staff at EBM consists of about 47 people including Chief Engineer.

A regular check of machines is performed by this department, whether or not the machines are working properly. If any problem is found, an immediate action is taken to resolve it. Technical staff remains present 24 hours at factory office.

EBM has its own POWER-HOUSE which provides electricity 24 hours. This is due to miserable electricity condition at Karachi. This Power-House has the ability to generate 2 Mega Watts of electricity. Currently 1300 to 1400 Kilo Watts are being utilized. (Costly Source)

Production Department Working Criteria at CFL:

1. Marketing department Sale force provides monthly RSF Report to production unit at CLF. See Annexure for RSF (rolling Sale Forecast).

2. The Plan for Production according to RSF report and investigate the available supplies and calculate the variance for raw material require.

3. Than telephonically informed the suppliers about material require both raw material and packing material.

4. Inform finance Department to issue purchase order against require material from selected suppliers.

5. After arrival of material it is checked by QA, and then Production department issues MRN. (Material Received Note).

6. Production department makes plan of division its monthly production on daily basis. (Annexure 2)

7. Total Five Assembly Lines are installed at CFL and their capacity of monthly production on line 1 & 2 are 65000 master cotton each, line 3 it is 153000, at line 4 capacity is about 140000 and on line five it 150000.

8. These Lines produce both Cream and Plain biscuits Categories.9. As per CLF RSF for upcoming three months not a single plant will be use at its full

capacity.10. Produced Biscuits are as per previous mention process is packed and store in factory

ware house which has capacity of 90000M/C storage. From where they are shipped to distributors with maximum time period of 48 hours.

11. Distributors further transport them to retailers for end users.

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CONCLUSION

Supply chain management (SCM) is the oversight of materials, information, and finances as they

move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply

chain management involves coordinating and integrating these flows both within and among

companies. It is said that the ultimate goal of any effective supply chain management system is

to reduce inventory (with the assumption that products are available when needed).

Supply chain management flows can be divided into three main flows:

The product flow

The information flow

The finances flow

The product flow includes the movement of goods from a supplier to a customer, as well as any

customer returns or service needs. The information flow involves transmitting orders and

updating the status of delivery. The financial flow consists of credit terms, payment schedules,

and consignment and title ownership arrangements.

SUGGESTIONS / RECOMMENDATIONS

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Following are some suggestions/recommendations which may be fruitful, if adopted by EBM.

All lines at EBM are being fully utilized and there is no more capacity to increase the production

in peak season. Therefore, new plants and machinery (new lines) should be installed in order to

meet the high demand without disturbing the production scheduling of both units. It also

increases the exports potential of organization.

New Plant Installation also counters the energy crises problem and enables them to produce

according to prescribed demand.

During winter company should increase its production of cream biscuits due to increase

durability (shelf life) in that period and use push strategy and market penetration efforts to

increase its sales.

Due to seasonal variation demand falls down and most of lines are not fully utilized so market

development should be best option for company to go globally and utilize maximum resources.

CLF Hattar can share the load of EBM Karachi by manufacturing at full capacity according with

planned activates in order avoid future uncertainties related to location and other crises.

Egg breaker machine should be used in Production Department instead of manual method for

breaking eggs, so as to increase the production efficiency.

Reduction in dual storage cost of flavors in cooling stores and process smoothening can be

achieved through delegating production responsibility of cream biscuits to single factory, instead

of producing at both places.

Peek Freans Sooper is Pakistan's number-one-selling biscuit brand across the entire biscuit

industry. But at CLF only a single assembly line 04 is utilize for production of sooper biscuit.

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While it is most demanding product with high turnover and its storage life is more than a year.

So it is of n danger to produce its quantity via other plants to meet the high demand period. (As

from daily production report it is noticed about half month rest of other lines are in position of

off and on).

Due to energy crises at Pakistan CLF Hattar (6pm-12pm Load shedding) and EBM Karachi both

companies are relying on electric generating plants which increases the manufacturing cost. So

they can utilize the option of Sunday On to reduce that cost.

Since EBM is an ERP based organization and all the departments are linked with each other

through ERP. It is highly recommended that its distributors should also be connected with the

organization through ERP.

ANNEXURE 1 RSF (Jan 2015- March 2015)

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Local Business Production Requirement Jan '15 & RSF Feb -Mar 15

BrandsPRODUCTION

REQUIREMENT JANUARY

RSF Feb '15 RSF Mar '15

9-6=10 PF-MARIE PKT (96) 2,677 3,100 3,700

PF-MARIE HP (Rs. 20) 0 - -

PF-MARIE HR (24) 23,915 22,200 23,500

PF-MARIE S/P (18) 22,200 12,000 12,000

PF-MARIE T/P (24) 7,606 4,500 4,500

MARIE-COMPOSITE 56,397 41,800 43,700PEANUT PIK PKT 1,876 2,100 2,200

PEANUT PIK HP (Rs. 20) 0 - -

PEANUT PIK HR 40,573 41,500 41,500

PEANUT PIK S/P 12,635 9,000 9,000

PEANUT PIK TP 0 3,900 3,500

TOTAL 55,084 56,500 56,200PEANUT PIK PISTA PKT 2,016 2,300 2,300

PEANUT PISTA HP (Rs. 20) 0 - -

PEANUT PIK PISTA HR 12,383 13,000 13,000

PEANUT PISTA S/P 3,313 - -

TOTAL 17,712 15,300 15,300

PEANUT & PISTA COMPOSITE 72,796 71,800

71,500

SOOPER PKT 6,532 12,000 12,000

SOOPER S/P 26,719 19,500 20,200

SOOPER HR 275,244 230,000 234,000

SOOPER TP 50,184 70,000 65,000

TOTAL 358,678 331,500 331,200SOOPER ELAICHI PKT 2,180 3,500 3,500

SOOPER ELAICHI HR 22,519 23,000 25,000

SOOPER ELAICHI S/P 16,176 19,000 20,000

SOOPER ELAICHI TP 10,164 11,000 11,000

TOTAL 51,039 56,500 59,500SOOPER COMPOSITE 409,717 388,000 390,700GLUCO PKT 3,544 2,800 3,000

GLUCO HP (Rs 20) 0 - -

GLUCO HR 20,190 21,000 23,000

GLUCO S/P 52,912 36,200 36,500

GLUCO TP 17,787 20,500 20,500

GLUCO SP 0

GLUCO COMPOSITE 94,432 83,0

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80,500 00 PARTY PKT 1,876 2,500 2,500

PARTY HP (Rs. 20) 0 - -

PARTY HR 34,503 42,000 43,000

PARTY SP 0

PARTY S/P 12,302 11,000 9,500

PARTY COMPOSITE 48,680 55,500

55,000

SALTISH 367 500 500

SALTISH POUCH 13,903 12,000 12,500

SALTISH COMPOSITE 14,270 12,500

13,000

CLICK PKT 0 600 500

CLICK HP (Rs. 20) 0 - -

CLICK HR 7,382 6,500 6,500

CLICK TP 1,855 2,800 2,800

CLICK SP 0

CLICK S/P 5,127 4,200 4,500

CLICK COMPOSITE 14,364 14,100

14,300

WHOLE WHEAT SLICES 2,523 2,433

2,504

FHC-CHOCOLATE CHIP PKT 84 187 178

FHC-CHOCOLATE CHIP HR 305 234 248

FHC-SHORT BREAD PKT 103 195 174

FHC-SHORT BREAD HR 211 272 262

FHC-COCONUT CRUNCH PKT 0 134 122

FHC-COCONUT CRUNCH HR 97 178 187

TOTAL FHC 799 1,200

1,171

TOTAL- EBM 713,979 667,833 674,875CFL==>SKU-BRAND

RIO VANILLA PKT 0 350 350

RIO VANILLA HP (Rs. 20) 0 - -

RIO VANILLA HR 3,982 4,500 4,500

RIO VANILLA TP 1,819 2,500 2,700

RIO VANILLA SP 0 - -

VANILLA COMPOSITE 5,802 7,350 7,550RIO CHOCOLATE PKT 190 300 300

RIO CHOCOLATE HP Rs 20 0 - -

RIO CHOCOLATE HR 8,930 7,500 8,000

RIO CHOCOLATE TP 3,054 3,700 3,700

RIO CHOCOLATE SP 9/= 0 - -

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RIO CHOCOLATE SP 10/= 1,408 2,500 2,000

RIO CHOCOLATE COMPOSITE 13,582 14,000 14,000RIO MANGO PKT 0 - -

RIO MANGO HP Rs 20 0 - -

RIO MANGO HR 0 - -

RIO MANGO TP 0 - -

RIO MANGO SP 0 - -

RIO MANGO COMPOSITE 0 0 0RIO STRAWBERRY VANILLA PKT 3,691 4,500 4,500 RIO STRAWBERRY VANILLA HP Rs 20 0 - -

RIO STRAWBERRY VANILLA HR 93,141 84,000 87,000

RIO STRAWBERRY VANILLA TP 46,560 45,000 47,000

RIO STRAWBERRY VANILLA SP 9/= 0 - - RIO STRAWBERRY VANILLA SP 10/= 356 8,000 5,800

RIO STW . VANILLA COMPOSITE 143,749 141,500 144,300RIO CHOCOLATE VANILLA PKT 0 270 250 RIO CHOCOLATE VANILLA HP Rs 20 0 - -

RIO CHOCOLATE VANILLA HR 3,158 2,800 3,000

RIO CHOCOLATE VANILLA TP 263 1,500 1,400

RIO CHOCOLATE VANILLA SP 9/= 0

RIO CHO . VANILLA COMPOSITE 3,421 4,570 4,650

RIO 15- SKU 166,554 167,420

170,500

BUTTER PUFF PKT 713 900 1,000

BUTTER PUFF HP (Rs. 20) 0 - -

BUTTER PUFF H/R 7,229 7,900 8,000

BUTTER PUFF T/P 740 1,250 1,300

BUTTER PUFF SP 394 1,150 1,200

BUTTER PUFF COMPOSITE 9,076 11,200 11,500BUTTER PUFF VEGE PKT 0 180 180

BUTTER PUFF VEGE HR (Rs. 20) 0 - -

BUTTER PUFF VEGE H/R 2,054 2,800 3,500

BUTTER PUFF VEGE T/P 694 900 900

BUTTER PUFF VEGE S/P 303 1,250 1,255

BUTTER PUFF VEGE COMPOSITE 3,051 5,130 5,835BUTTER PUFF 12,127 16,330 17,335SOOPER PKT 11,674 8,700 9,600

SOOPER S/P 719 2,800 2,800

SOOPER HR 77,955 81,000 99,000

SOOPER TP 22,254 16,500 18,500

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SOOPER SP 0

SOOPER COMPOSITE 112,601 109,000

129,900

PF-LEMON SANDWICH PKT 0

PF-LEMON SANDWICH HP (Rs. 20) 0

PF-LEMON SANDWICH S/P 744 8,500 8,100

PF - LEMON SANDWICH H/R 22,902 24,000 24,000

PF - LEMON SANDWICH MINI 0 - -

LEMON SANDWICH T/P 11,777 7,500 8,000

PF-CHOCOLATE SANDWICH PKT 0

CHOCOLATE SANDWICH HP (Rs. 20) 0

PF-CHOCOLATE SANDWICH S/P 2,129 5,500 5,000

PF-CHOCOLATE SANDWICH H/R 11,008 16,500 16,500

PF-CHOCOLATE SANDWICH MINI 0 - -

CHOCOLATE SANDWICH T/P 2,900 5,200 5,200

PF- SANDWICHES COMPOSITE 51,461 67,200 66,800TOTAL- CFL HATTAR 342,742 359,950 384,535TOTAL- EBML KARACHI 713,979 667,833 674,875 GROUP 1,056,722 1,027,783 1,059,410

ANNEXURE 2

Planned Production at CLF according to RSF for the month of Jan 2015

S.NO. PRODUCTPlanned Production

25 | P a g e

TOTALPKT H/R T/P SN/P

1 RIO VANILLA 765 3445 1735 0 5945

2 RIO CHOCOLATE 842 8611 2876 910 13238

3RIO CHOCOLATE VANILLA 1008 3033 628 0 4669

4

RIO STRAWBERRY VANILLA 4260 86563 41944 0 132767

5 BUTTER PUFF 825 7720 1096 1109 10750

6BUTTER PUFF (VEGI.) 57 2307 754 0 3118

7 MARIE 2817 25641 7234 22606 58297

8 SOOPER 9904 80124 19000 814 109842

9CHOCOLATE SANDWICH 88 11087 3391 2110 16676

10LEMON SANDWICH 125 24415 12421 795 37757

TOTAL20691 252947 91077 28344 39305

9393059

RSF for the month of Jan

RSF ( Local + Export )TOTAL

PKT H/R T/P SN/P

763 3177 1534 0 5474

838 8399 2653 908 12798

1008 2853 595 0 4456

4190 84313 39413 0 127916

753 7650 1086 1046 10535

38 1609 356 0 2003

2814 25157 7097 22200 57268

9874 77955 18954 719 107502

88 10790 3224 1701 15803

81 23483 11792 744 36100

20447 245386 86704 27318 379855

379855

26 | P a g e

CORONET FOODS (PRIVATE) LIMITEDPLANNED PRODUCTION SCHEDULE - LINE NO. : 01

FOR THE PERIOD FROM 1ST JAN 2015 TO 31ST JAN 2015

S.NO. PRODUCT

1 RIO VANILLA

2 RIO CHOCOLATE

3RIO CHOCOLATE VANILLA

4RIO STRAWBERRY VANILLA

5 BUTTER PUFF

6 BUTTER PUFF (VEGI.)

7 MARIE

8 SOOPER

9CHOCOLATE SANDWICH

10 LEMON SANDWICH

TOTAL

S.NO. PRODUCT

1 RIO VANILLA

2 RIO CHOCOLATE

3RIO CHOCOLATE VANILLA

4RIO STRAWBERRY VANILLA

5 BUTTER PUFF

6 BUTTER PUFF (VEGI.)

7 MARIE

8 SOOPER

9CHOCOLATE SANDWICH

10 LEMON SANDWICH

TOTAL

Differences

TOTALPKT H/R T/P SN/P

2 268 201 0 471

4 212 223 2 440

0 180 33 0 213

70 2250 2531 0 4851

72 70 10 63 215

19 698 398 0 1115

3 484 137 406 1029

30 2169 46 95 2340

0 297 167 409 873

44 932 629 51 1657

244 7561 4373 102613204

13204

27 | P a g e

DATE BRAND# OF

BATCHSKU

QTY IN TONS.

QTY IN M/C

01-Jan-15

RIO CHOCOLATE 0 PACKETS 0.000 0

RIO CHOCOLATE 0 H-ROLLS 0.000 0 RIO CHOCOLATE 0 T-PACKS 0.000 0 RIO CHOCOLATE 0 S-PACKS 0.000 0

02-Jan-15


RIO CHOCOLATE 0 H-ROLLS 0.000 0 RIO CHOCOLATE 0 T-PACKS 0.000 0

03-Jan-15

RIO STRAWBERRY VANILLA 0 H-ROLLS 0.000 0

RIO STRAWBERRY VANILLA 0 T-PACKS 0.000 0

04-Jan-15

Sunday Off

05-Jan-15

RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0

RIO STRAWBERRY VANILLA 0 H-ROLLS 0.000 0 RIO STRAWBERRY VANILLA 0 T-PACKS 0.000 0

06-Jan-15



07-Jan- RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0

28 | P a g e

15 RIO STRAWBERRY VANILLA 0 H-ROLLS 0.000 0 RIO STRAWBERRY VANILLA 0 T-PACKS 0.000 0

08-Jan-15



09-Jan-15


RIO CHOCOLATE 0 H-ROLLS 0.000 0 RIO CHOCOLATE 0 T-PACKS 0.000 0

10-Jan-15



11-Jan-15

Sunday Off

12-Jan-15



13-Jan-15



14-Jan- RIO STRAWBERRY VANILLA 0 PACKETS 0.000 0

29 | P a g e

15 RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544 RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463

15-Jan-15



16-Jan-15



17-Jan-15



18-Jan-15

Sunday Off

19-Jan-15



20-Jan-15



21-Jan-15


RIO STRAWBERRY VANILLA 30 H-ROLLS 14.670 1544

30 | P a g e

RIO STRAWBERRY VANILLA 9 T-PACKS 4.401 463

22-Jan-15



23-Jan-15



24-Jan-15



25-Jan-15

Sunday Off

26-Jan-15

MARIE 0 PACKETS 0.000 0

MARIE 0 H-ROLLS 0.000 0 MARIE 0 T-PACKS 0.000 0 MARIE 0 S-PACKS 0.000 0

27-Jan-15



31 | P a g e

28-Jan-15


MARIE 0 H-ROLLS 0.000 0 MARIE 0 T-PACKS 0.000 0

29-Jan-15



30-Jan-15



31-Jan-15



*** TOTAL *** 228.85

2 24080

CORONET FOODS (PRIVATE) LIMITEDPLANNED PRODUCTION SCHEDULE - LINE NO. : 04

32 | P a g e

FOR THE PERIOD FROM 1ST JAN 2015 TO 31ST JAN 2015

DATE BRAND # OF BATCH SKUQTY IN TONS.

QTY IN M/C

01-Jan-15 SOOPER 8 PACKETS 4.963 434 SOOPER 61 H-ROLLS 36.478 3725 SOOPER 12 T-PACKS 7.176 814



04-Jan-15 SUNDAY OFF





09-Jan-15 SOOPER 9 PACKETS 5.382 471 SOOPER 64 H-ROLLS 38.272 3908

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SOOPER 13 T-PACKS 7.774 882








17-Jan-15 SOOPER 9 PACKETS 5.382 471 SOOPER 62 H-ROLLS 37.076 3786 SOOPER 4 T-PACKS 2.392 271 SOOPER 8 S-PACKS 4.784 814


19-Jan-15 SOOPER 10 PACKETS 5.980 523

34 | P a g e

SOOPER 62 H-ROLLS 37.076 3786 SOOPER 14 T-PACKS 8.372 950









35 | P a g e





*** Total *** 1069.942 10984

2

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