Storage Warehouse Report

Summ
er
2012
DISTRUBUTION CENTRE
AUTOMATION STUDY IN
MEDORA PAKISTAN
COURSE INSTRUCTOR:
Sir Moin Uddin Ali Khan
GROUP MEMBERS:
Salman Saleh (10992)
Muhammad Misbah-ul-Haq (10979)
MBA (IM)
Institute of Business
Management
DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON
LETTER OF TRANSMITTAL
July 22, 2012
Mr. Moinuddin Ali Khan

Course Instructor
Storage & Warehouse Management
Institute of Business Management
Dear Sir:
We have been assigned to draft a report on Warehousing management
issues & possible solutions of an organization, for which we have selected
Medora of London PVT Ltd.. This report leads us to explore downstream
supply chain of the company includes warehouse & possibilities of ERP based
integration with upstream supply chain of the company.
Evaluating supply chain perspective of real work environment had been an
exhilarating experience for both of us and is going to help in our professional
career.
We express our deep gratitude to you for giving us such great deal of
learning opportunity.
Best Regards,
Muhammad Misbah-ul-Haq Siddiqui (10979)
Institute of Business Management- Storage & Warehouse Term Report Summer

2012
Page 2 of 27
LETTER OF ACKNOWLEDGEMENT
July 22, 2012
Dear Readers:
We are thankful to Almighty Allah for giving us the strength and capability to
complete this report on Distribution center automation: Medora of London
PVT Ltd..
We would like to thank our course instructor Mr. Mounuddin Ali Khan for
putting in all the hard work in this course to make it a memorable experience
for all of us. We appreciate his guidance and shall appreciate the valuable
feedback on this report as well.
We are highly obliged to Mr. Zulfiqar Ali (Executive Supply Chain) from
Medora of London PVT Ltd. who shared their valuable time from busy
schedule in order to guide us through the report and provide the relevant
information.
Sincerely,
Muhammad Misbah-ul-Haq Siddiqui (10979)
MBA (IM)
IoBM

2012
Page 3 of 27
S. NO.
TOPIC
PAGE NO.
1.
Abstract
2.
Introduction: FMCG Over view
3.
About Medora of London PVT Ltd. Pakistan
4.
Pakistani Breakfast Cereal Industry
11
5.
Literature Review
13
6.
Medoras Supply Chain
15
7.
Distributors Automation Project
15
8.
Better Market Opportunities
16
9.
Implementation Process
17
10.
Findings & Discussions
18
11.
SWOT as Conclusion
22
12.
Similar Implementations: Kohinoor Soap & Detergent (Pvt) Ltd
24
13.
Recommendations
25
14.
References
27

2012
Page 4 of 27
ABSTRACT:
With the increasing awareness of integrated chain management, demand of
implementation of
Information
Technology
based
ERP
software
in producing industries specially is on an increase. It is not solely integrates many

to all business processes within the organization; however the most advantage of
integration of suppliers & customers in the light of Extended Supply Chain concept.
In this paper, we are analyzing importance of integration of distributors with such
IT based technologies with taking the case of a FMCG based company Medora of
London PVT Ltd. Well analyze how their downstream supply chain including
improvement in warehouse management will be addressed by ERP implementation.
INTRODUCTION:
FMCG Overview
Products that have a quick turn over and comparatively low value are referred to
as Fast Moving Consumer Goods (FMCG). FMCG products are those that get
replaced at intervals a year. samples
frequently
of FMCG usually embody a good vary of
purchased client product like toiletries,
soap,
cosmetics,
tooth
cleaning product, shaving product and detergents, additionally as alternative nondurables like glassware, bulbs, batteries, paper product, and plastic merchandise.
Pakistans FMCG sector is one among the biggest sector within the economy and
creates employment for more than one million people in downstream activities. The
whole FMCG market is currently growing at double digit growth rate and is
predicted to take care of a high growth rate. The FMCG sector is dominated
by each MNC and domestic players.
2012
Page 5 of 27
The FMCG sector in Pakistan is engaging attributable to the subsequent reasons:
There could be a low level of penetration additionally as low per capita

consumption for many of the product.
An average Pakistan spends 40% of his monthly income on groceries and

8% on personnel care product.
Large population base of Pakistan.
The problems faced by the FMCG sector are as follows:
High deviation in forecasted and actual sales due to inaccurate demand

prediction.
Inability to realize operational excellence due to multiple level of

sales knowledge tracking within the offer chain.
Over production, higher occurrences of stock outs due to the

bullwhip result (lack of information sharing among the members of the
provision chain).
Due to random changing purchasing power, the consumption pattern of average

Pakistan is changing continuously.
Some of the articles have seasonal demands and demand prediction

becomes troublesome for them.

2012
Page 6 of 27
About The Company

Medora of London (Pvt) Ltd. was established in 1961, , a totally owned Project of
Kohinoor Group of Companies. Medora of London is today one of the leading
cosmetic companies in Pakistan. Its the most important producer of cosmetics in
Pakistan with big selection of product. Its Pakistans most prestigious and largest
cosmetics processing unit, having the newest modernized machinery, ISO 90012008 standards environment for production of quality superior goods. It is the
number one consumer and trade-preferred brand in Pakistan with a really sturdy
brand equity and client following in cosmetics industry.
It is committed to its
objective of providing high quality products at affordable price.

With brands Medora, Delycia and Diplomat being one of the best sellers in
their respective categories, Medora of London has become a household name today.
The trust gained has been as a result of constant improvement in the products by
our team of chemists who are continuously striving to meet the expectation of the
consumers.
Having a network of more than 200 distributors, the company is able to serve its
consumers all over Pakistan.

2012
Page 7 of 27
VISION:
BE, AND BE RECOGNIZED AS, THE BEST CONSUMER

PRODUCTS AND SERVICES IN THE WORLD
MISSION:
MEDORA OF LONDON WILL CONTINUE TO SERVE CONSUMERS BY

CONTINUOUSLY INNOVATING PRODUCTS THAT WILL ALLOW US
TO BE LEADERS IN COSMETICS AND PERSONAL CARE PRODUCTS .
TO PRODUCE PRODUCTS WITH THE UTMOST CARE TO GIVE

NOTHING BUT QUALITY TO OUR COMMUNITIES .
AND TO
CONTINUE TO GROW SO THAT WE CAN MAXIMIZE OUR

SHAREHOLDER S WEALTH .
Products Categories
Medora of London has five main product categories,
Color Cosmetics
Fragrances
Perfumed Talc
Shampoo
Mens care

2012
Page 8 of 27
Color Cosmetics
Companys strongest product segment is color cosmetics. The main products in this
segment are,
Matte Lipsticks
Glossy Lipsticks
Glitter Lipsticks
Nail Enamel
Nail Polishes
Fluid Make-ups
Nail Polish Removers
Pair Pack Shades
Compact Powders
Face Powders
Aroma cosmetics
This is companys second largest product segment in terms of sales & revenues. It
contains variety of perfumes & perfumed talcs including,

2012
Page 9 of 27
Festival Brand
Bouquet Brand
Gardenia Brand
Shadow Brand
Delycia Feelings Brand
Delycia Dream Brand
Delycia Beauty Brand
Medora Joy
Medora Season
Medora Passion
Medora Cherish
Medora Pleasure
Skin care & Hair care

Variety of skin creams & hair shampoos comes under this segment which main
products are,
Medora
Medora
Medora
Medora
Medora
Medora
Medora
Egg Shampoo
Herbal Shampoo
Clarifying Shampoo
Vanishing Cream
Lemon Moisturizing Cream
Herbal Moisturizing Cream
Honey Lotion.

2012
Page 10 of 27
Mens Care:
It has products specifically tailored for men and includes,
Diplomat
Diplomat
Diplomat
Elegance
Lather Shaving Cream

After Shave Lotion Adventure
After Shave Lotion Prime
Cologne Sprays
Pakistani Cosmetics Industry

2012
Page 11 of 27
With an estimated market size of Rs. 200 million a year and an estimated growth
rate of 15% every year, this industry in Pakistan is experiencing tremendous
growth. Further, the distinction between cosmetics for beauty and cosmetics
healthy
lifestyle
is turning
into a
lot
of dominant
with
a larger proportion of customers falling in line with the new trend. A lot of players
have additionally entered
into
this space.
Besides some established
ones, native players also are testing the grounds with their international brands.
Another issue propelling the expansion of cosmetics, particularly in Pakistan, is that
the changing
lifestyle
of various individuals
Still the Pakistan Breakfast Cereal business is facing challenges.
Pakistan population not used to consuming cosmetics on regular basis
Easy availability and low-price of cheap cosmetics products
Low awareness concerning body care.
Low awareness of the need of healthy & undamaging cosmetics
Price sensitive customers
Changing Mind set of the Consumers

People are getting aware of hygienic cosmetics. Theres an amendment within
the mind-set of the buyer and currently viewing Money for Value instead of Value
for Money. We've seen willingness in customers to maneuver to evolved products/
brands, due to changing lifestyles, rising disposable income etc. customers are
switching
from
economy
to
premium
product.
Information Technology in FMCG

2012
Page 12 of 27
Market share movements indicate that company like UniLever Pakistan Ltd and P&G
Pakistan Ltd, with domination in their key classes, have improved their market
shares and outperformed peers within the FMCGs cosmetics and toiletries sector.
This
has
significantly been
aided
by the
employment of
data technology
to
facilitate varied processes and logistics demand.

A competitive edge in sales and distribution provides abundant required muscle to
the corporations to compete in market place as has been epitomized by companies.
Use of IT in sales and distribution guarantees to produce a regular supply of
competitive advantage which will go an extended approach in enhancing the power
of company in market place. Sales and Distribution in Pakistan suggests that a
collection of levels- wholesalers, Stockists, transporters, retailers etc. Automation of
Sales
&
Distribution
administrative prices,
guarantees the
communication prices,
reduction
lesser
in
storage prices,
wastage
and
lesser
transportation price due to higher route designing. It enhances the revenue due
to higher selling designing, demand volatility management, responsive product
development. The individuals productivity is additionally enhanced due to effective
use of sales knowledge, improved communication flows and PC assisted ordering.
Considering of these blessings, it's prefer to be a natural candidate to be utilized
in warehousing and distribution.
Medora
of
London,
as a
corporation,
has forever been related
to respectable
cosmetics products and this changing shopper mind-set indicates that its poised to
grow at a comparatively higher rate in Pakistan with its massive product portfolio.
To be able to exploit this chance, the warehousing and distribution network ought
to be capable enough to handle the increased masses with reduced logistics price.
Information technology is
the answer
to needed potency in
Warehousing
&
Distribution and would undoubtedly act as an enabler.

2012
Page 13 of 27
LITERATURE REVIEW:
Primary Objective
One
of the
first objectives
project that aims
at
is to
connecting
know the
all
the
Distribution
distributors
and
center
automation
warehouses
on a
standard platform named DBA Manufacturing.

The main aim of the Distribution center Automation study is to try to an intensive
analysis of the project comparing it with alternative such initiatives from alternative
FMCG
companies
and
supply
recommendations
to
confirm
successful
implementation of the platform.

This report will also study the vital success factors that make sure the success of IT
automation in warehousing and distribution networks. Finally the report ends with a
collection of recommendations to be followed for the project.
Medora of London Supply Chain

2012
Page 14 of 27
The manufacturing for cosmetics is done in production plant. After that the finished
merchandise are transported to Carry and Forward Agents (CFA) who further
deliver it to the distributors and super distributors. The warehousing of finished
goods is done at CFA for direct distributors only, whereas, company owned super
distributors have their own warehousing setup.
Super Distributors Warehouse locations:
1. Karachi (two locations)
2. Peshawar
3. Quetta
4. Multan
5. Lahore.
Primary Sales
The requirement for smart delivery comes from the distributor who sends out a
mail
to
the
CFA primarily
based on this
inventory
levels and
therefore
the delivery is sometimes done twice for each direct distributor.
Secondary Sales
DVSM (Salesman) sometimes goes to a collection of outlets in a day (called a Beat)
and records the inventory levels in the slightest degree the retailers in that beat.
Then he notes the requirement for new stock based on the average turnover and
retailers suggestion for each retailer that he additional notifies the distributor. The
bills are created at the distributor end and therefore the delivery is either done
2012
Page 15 of 27
on same day or the next one. Currently most of the distributors use one or the
opposite proprietary software to record all the invoices, stock keeping, payment
settlement et cetera. In majority of the cases, its the DVSM who truly operates the
system to
make invoices and prints outline beside alternative reports needed for
the delivery.
Distribution Centers Automation Project

For Visibility in Forward Supply Chain
Project plans to automate most of the aspects of the provision chain using the IT
platform from DBA Manufacturing. The implementation of the software needs that
the MicroERP gets installed on all CFA & super distributor sites that shall aid in dayto-day operations like receiving, stock keeping, order picking, distributing, Payment
settlement, Claims handling etc.
Better Market Opportunities

OBJECTIVES
2012
Page 16 of 27
Distributors point of view

Improved sales
Better inventory management resulting in perceivable price reduction

Problem of stock out (being faced by several distributors) will certainly be
benefited to a good extent
Better turnaround time for claims processing
Purchase order processing: Reduced effort
Companys point of view

Improve logistics and warehouse act of managing - Absence of secondary
and tertiary level data blurs the demand-supply graph.
In-depth market understanding - Dealer's/retailers purchase reflects

the buying pattern of
assistance of a
outlets.
totally integrated
Tracking
Sales
secondary
Tracking
sales data with the
System
helps
you to
grasp that section, region, and products mix have high and low demands.
Formulating and evaluating warehousing & distribution strategies Recognize the distribution channel's performance and strategize ensuing
distribution & warehousing cycles accordingly.
Better stocking: Elimination of lost sales and mal-distribution of stock due

to stock outs or massive inventory levels.
Implementation Process
Initial
Site Readiness check
Institute of
Business of
ManagementInstallation
the softwareStorage & Warehouse Term Report Summer
2012
Page 17 of 27
Initializing
the system
with training
opening to
inventory
Providing
sufficient
the distributor
Loading the masters
Item,
Customer
etc.
and other
dealer
specific
details
like
Userto ensure usage of the system

2012
Page 18 of 27
FINDINGS & DISCUSSIONS:

Process Related Issues
Parallel Billing & Stock Keeping Documentation
There are two possible primary reasons for the distributors indulging in parallel
billing and Stock Keeping Documentation:
Lack of trust in ERP Software:

Unskilled personnel of Medora who will do the installation at the distributor site and
operate the software are found to be not properly equipped to handle the job at
hand.
Possible Solution
These personnel should be trained properly in the ways of how they are
supposed to interact with the distributors as well as well-versed with the
software to be able to respond to their queries.
Computerized Batch Numbers and Packaging Date (PKD)

The purchase invoice received from the CNF does not contain Batch no's and PKD
and thats the reason that none of the distributors are in a habit to record them
when they receive stock from the Manufacturing Site.
Possible Solution
Once all distributors & CNF get integrated with the organization, computer
readable Batch numbers & PKD are required to be pasted on the products
when
they
are
leaving
manufacturing
site
to
CNF.
Radio-frequency
identification (RFID) or bar coded labels can be used for this purpose.
2012
Page 19 of 27
BENCHMARKING:
A benchmark is typically a quantitative assessment of some aspect of performance
of an enterprise. Benchmarking is the process of gathering and sharing those
assessments and developing an improvement plan of action based on the
assessment.
The three perspectives of benchmarking are internal, external and competitive.
Here we are doing Internal benchmarking which looks at firms conducting
business in the same company/group. For internal benchmarking Kohinoor
Soap & Detergents (Pvt.) Ltd has been decided which already go through the
same procedure of automation.
WAREHOUSE PERFORMANCE GAP ANALYSIS

2012
Page 20 of 27
Current
Performance
CurrentResource
Requirement
Benchmark
Performance
BenchmarkResource
Requirement
ResourceSaving
Rate
Shipping
Accuracy
Storage
Density
Warehouse
Order-Cycle
Time
Inventory
Accuracy
Annual Volume
Dock-toStockTime
Productivity
WAREHOUSEFINANCIALOPPORTUNITIESASSESSMENT
3,000
40,000
8,000
lines / year
SKUs
60,000
PKR100,000,000.00 PKR100,000,000.00
lines/PH
on-hand inventory on-hand inventory locations
50
24
75%
99.60%
2.5
lines/PH
hours
hours
%locations
%lines
SF/SKU
15,000
750
160
20,000
person-hours
locations
lines / year
SF
24
12
95%
99.95%
1.4
lines/PH
hours
hours
%locations
%lines
SF/SKU
7,500
150
20
11,200
person-hours
locations
lines / year
SF
7,500
26
12
600
140
8,800
person-hours
hours
hours
locations
lines / year
SF
PKR60.00
0.10%
0.10%
PKR200.00 PKR3,000.00
PKR450.00
PKR/ hr
%/ day
%/ day
PKRlocation
PKR/ SF *Yr
Annual Savings
PKR450,000.00 PKR100,000.00
Total Savings
(PKR/ year)
PKR5,100,000.00
PKR/ line
PKR50,000.00 PKR120,000.00 PKR420,000.00 PKR3,960,000.00

2012
Page 21 of 27
INVENTORY TRACKING METHOD

The most important aspect of an inventory control program is tracking the
inventory and locating it as required for a warehouse transaction or customer
order. Inventory tracking is a vital function for an accurate floating-slot
system and for an effective, productive fixed position pick system.
There are two inventory tracking methods, manual and computer.
Before implement the ERP software Medora was using manual method for the
tracking of inventory. They are using card slot method to track the inventory.
Now Medora will use computer-controlled tracking system to track the inventory in
which warehouse reserve and pick position is discretely identified and each
unit load has a discrete label. This unit load label identifies the assigned
reserve or picks position.
Possible Solution

2012
Page 22 of 27
Bar-Code Scanning: With the bar-code scanning system, the paper document
directs the employee to the reserve position. At the reserve position, the
employee scans the unit-load reserve position, transfers the unit load to the
pick position and scans the pick position label. The scanned information is
entered on line or delayed in the host computer to update the on-hand
inventory.
Disadvantages:
Disadvantages are investment and employee training.
Advantages:
Advantages are that it handles a high volume, provides an accurate record,
provides an accurate transfer of data, is online and handles a large number of
SKUs.

2012
Page 23 of 27
METHOD OF PHYSICAL INVENTORY COUNT

A very important activity of the inventory control function is the activity to verify
the SKU actual on-hand inventory level. The objective of the actual on-hand
inventory level verification (count) is to ensure and to establish confidence in the
book on-hand inventory levels.
Current Practice of physical cycle count in Medora: Medora is using manual
count method, in which an employee walks the warehouse aisles with a physical
inventory form and counts the product. On the form the employee indicates the
actual on-hand inventory by SKU by reserve or picks position, family group, or an
entire warehouse zone. After the count is completed in the warehouse, the actual
cost is compared to the book inventory.
Possible Solution
Bar-Code Scanning Count: The bar-code scanning count is similar to the manual
count method, but an employee uses a hand-held bar-code scanning device to scan
bar-code labels on the product and storage-pick positions. In a unit load
warehouse, the employee scans the unit load and rack position. This represents an
exact inventory count by warehouse location.
When all required scans are made, the information is entered into the computer.
The entry updates the on-hand inventory level by the reserve and pick position
counts in the warehouse.

2012
Page 24 of 27
BULLWHIP EFFECT
Fluctuation in orders increase as they move up the supply chain.
Demand information is distorted as it travels within the supply

chain, so that different stages have different perspectives and
estimates of the chain demand
Manufacturing cost
Inventory cost
Replenishment lead time
Transportation cost
Labor cost for shipping and receiving
Level of product availability
Relationships
across
the
supply
chain
distorts
Profitability
Possible Solution
Implementation of ERP in downstream supply chain helps a lot in
improvement in accuracy in demand forecast, thus reduces overall cost of
holding inventory at warehouse.

2012
Page 25 of 27
CHANGE MANAGEMENT
Gaining Trust of Partners

Supply chain automation is uniquely difficult because its complexity extends beyond
your company's walls. People will need to change the way they work and so
will the people from each distributor that company adds to its network. Most
of the larger FMCG players have also faced issues trying to force such radical
changes down distributors throats.
Possible Solution
Distributors have to be convinced that the system just does not sit to benefit the
company, rather theres something in it for the distributors as well. Increased
ROI with reduced stock outs, and better managed inventory should be
something that can be highlighted here.
INTERNAL RESISTANCE TO CHANGE
If selling supply chain systems is difficult on the outside, it isn't much easier inside.
Sales people are accustomed to dealing with phone calls, faxes and hunches
scrawled on paper, and will most likely want to keep it that way. If we our sales
people cant see the benefits that it has for them and using the software will be
worth their time, they will easily find ways to work around it. Also they wont have
the conviction to convince the distributors to use the system.

2012
Page 26 of 27
SWOT ANALYSIS AS CONCLUSION OF THE REPORT:

STRENGTHS
Medora experience with DBA Manufacturing software as an ERP application

for upstream supply chain from supplier to manufacturing products is a great
leverage point to understand distributor's preferences and that knowledge
should be used to improve the system.
DBA Manufacturing is matured software with most of the features at par with
the other software which is available in the market.
User friendliness of the software will go a long way in driving the usage
among the warehouse managing personnel.
WEAKNESSES
Dissatisfaction among the warehouse managing personnel while adopting

ERP software should be well & timely taken care of in order to win their trust.
Initial investment cost to implement ERP in the downstream supply chain is

high and payback period is around 5 years.

2012
Page 27 of 27
OPPORTUNITIES
Auto-replenishment of stock at the warehouse end shall help manage the

inventory well.
Use of ERP software at downstream supply chain will give company accurate
information about the tertiary sales which can be used for market research
understanding consumer behavior
Sales forecast module can be used for better demand planning for the
company which helps in improving warehousing of finished goods which
ultimately reduce holding cost.
Automatic data upload eliminates the need for manual data retrieval saving
time for other activities
Centralized upload of price lists leaves no room for manipulations at the

distributor end
Real time sales data facilitates intervention at the right time for declining
sales
THREATS
In downstream supply chain, personnel at warehouse may not ready to

accept change in the operating procedure.
Lack of exposure to the ERP software among the distributors might require
addition efforts in the future to get the necessary support.

2012
Page 28 of 27
RECOMMENDATIONS:
We need to make sure that distributors trust the system and the
processes behind it. One thing which is most important behind successful
implementation is the involvement of the channel partners and the
critical role of top management in ensuring that.
Another important thing is to take care of trying to be responsive to the

queries raised by the distributors in a prompt and satisfactory manner.
This is not to suggest that we fix all the issues as they come but probably
a convincing reply as to assure them that we understand the issue, and
will go a long way in maintaining a healthy relationship.
Just as distributors need to be convinced about using the system, the

same effort needs to be put into training the warehouse personnel as
well. This is very important since the translation of all these efforts into
results will only come if they use the system to its potential and are
committed to it.
Re-implementations are being done at all the distributor sites so that

everyone is on the latest version of the software and also includes
refresher training on it. From now on, the usage of the software shall be
strictly monitored and distributors would be required to maintain the
daily usage.
Regular audit of sale and channel partners should be done to identify

improvement like reduction in inventories, reduction in stock outs
increase in sales owing to availability, increase in coverage, expiry of
perishable items etc.
Implement ISO 28000 for security management system for the supply
chain.

2012
Page 29 of 27
REFERENCES
http://www.erp.asia/scm-implementation.asp
http://www.medora.com.pk/
http://en.oboulo.com/information+technology+as+an+enabler+of+sales+an
d+distribution/
http://www.dbamanufacturing.com/contact/
http://fmcg-marketing.blogspot.com/2007/12/maricos-distributionnetwork.html
http://howtogetfasteratrunning.com/botree-software-international-bagsorder-from-nestle-globe/
http://eng.hi138.com/?
i261762_Distributor_of_FMCG_industry_how_to_make_money
http://books.google.co.in/books?
id=orimz5E6IO4C&pg=PA88&lpg=PA88&dq=marico+
+MidAs&source=bl&ots=-tl9DR4Ksa&sig=VexQsXyiHT0sChGAfHghxBm2xM&hl=en&ei=9wPJTf3mIJStgfjrayECA&sa=X&oi=book_result&ct=result&resnum=9&ved=0CFcQ6AEwCA
#v=onepage&q=marico&f=false
http://www.itcinfotech.com/CPG/mobility-application-service.aspx
http://www.slideshare.net/WayneGoodrich/how-automation-can-help-fmcgsales-managers

2012
Page 30 of 27

Storage Warehouse Report

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Storage Warehouse Report

Uploaded by

Copyright:

Available Formats

Summ

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

Mr. Moinuddin Ali Khan

Institute of Business Management- Storage & Warehouse Term Report Summer

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

Institute of Business Management- Storage & Warehouse Term Report Summer

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

Introduction: FMCG Over view

About Medora of London PVT Ltd. Pakistan

Pakistani Breakfast Cereal Industry

Medoras Supply Chain

Distributors Automation Project

Better Market Opportunities

Findings & Discussions

Similar Implementations: Kohinoor Soap & Detergent (Pvt) Ltd

Institute of Business Management- Storage & Warehouse Term Report Summer

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

in producing industries specially is on an increase. It is not solely integrates many

of FMCG usually embody a good vary of

purchased client product like toiletries,

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

The FMCG sector in Pakistan is engaging attributable to the subsequent reasons:

There could be a low level of penetration additionally as low per capita

An average Pakistan spends 40% of his monthly income on groceries and

Large population base of Pakistan.

The problems faced by the FMCG sector are as follows:

High deviation in forecasted and actual sales due to inaccurate demand

Inability to realize operational excellence due to multiple level of

Over production, higher occurrences of stock outs due to the

Due to random changing purchasing power, the consumption pattern of average

Some of the articles have seasonal demands and demand prediction

Institute of Business Management- Storage & Warehouse Term Report Summer

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

About The Company

objective of providing high quality products at affordable price.

Institute of Business Management- Storage & Warehouse Term Report Summer

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

BE, AND BE RECOGNIZED AS, THE BEST CONSUMER

MEDORA OF LONDON WILL CONTINUE TO SERVE CONSUMERS BY

TO PRODUCE PRODUCTS WITH THE UTMOST CARE TO GIVE

CONTINUE TO GROW SO THAT WE CAN MAXIMIZE OUR

Institute of Business Management- Storage & Warehouse Term Report Summer

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

Institute of Business Management- Storage & Warehouse Term Report Summer

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

Skin care & Hair care

Institute of Business Management- Storage & Warehouse Term Report Summer

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

Lather Shaving Cream

Pakistani Cosmetics Industry

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

Besides some established

Still the Pakistan Breakfast Cereal business is facing challenges.

Pakistan population not used to consuming cosmetics on regular basis

Easy availability and low-price of cheap cosmetics products

Low awareness concerning body care.

Low awareness of the need of healthy & undamaging cosmetics

Price sensitive customers

Changing Mind set of the Consumers

Information Technology in FMCG

DISTRIBUTION CENTER AUTOMATION: MEDORA OF LONDON

facilitate varied processes and logistics demand.

has forever been related