Acknowledgement
It is our
concession to thank .................., Senior lecturer of Department of
Business Administration, ............... University for rendering us her expertise
knowledge and giving the opportunity of practical experiences through this term
paper.
Practical
Knowledge is fundamental for the application of theoretical intelligence. Being
this in mind the course teacher assigned to prepare this assignment to the
students of the course “Enterprise Information System”. We cordially thank
the honorable teacher to provide us the opportunity to apply class room
learning practice. This term paper bridges the gap between them.
We also
convey our deep gratitude to those people who have helped us to collect this
information and supported us.
Letter of Transmittal
Date ....................
............... Senior Lecturer
Department
Of Business Administration
....................University
Subject: Submission of Term
Paper
Dear Madam,
With the due
respect it is our pleasure to present the term paper on “Supply chain
management system”. While preparing the report we have tried our level best to
focus closely on the topic and try to collect most complete and updated
information available. We believe that it will provide a clear idea about Supply
chain management system of an organization.
To prepare
this term paper, we have given best effort to accumulate needed information.
We will be
available to answer any question for clarification. Thank you for your sincere
support.
Sincerely
yours,
On behalf of
the group
......................................
Executive
summary
Bangladesh
Unilever Ltd. Unilever is a multinational company. They have been a major
player in Bangladesh FMCG market with its strong brands like Kisaan, Knorr, Quality
walls, Brook bond, Lipton, Bru etc. in Food & beverages division; Wheel,
Rin, Surf Excel, Lifebuoy, Dove, Sunsilk etc in Home & Personal care
division.
Institutional
Business as this market is termed has Nestle and RAK ceramic Diversy as the
major players in beverages and home care categories respectively for the last
few decades, HUL has entered in this market segment in the last two years and
is expected to gain a good market share down the line in next few decades.
We mainly
focus on how does the company maintain its supply chain through using an supply
chain management, how the company’s applications are electronically integrated
with back office information system and database to share inventory data it’s
selling partners, how the firm maintain its Information Technology and abrupt change
in organization structure and supply chain, and how the firm handle the
relationship with it upstream and downstream partners. After all our main focus
was around the supply chain management of the company.
Chapter-
01
Introduction
1.1
Introduction
Unilever Bangladesh is a company that has its own history
intrinsically built with the development of our nation and our culture. It has
been part of the Bangladeshi household since the 19th century with the same
intention of bringing cleanliness and convenience to households as we do today.
Back then Sunlight soap was marketed through Lever Brothers India limited
throughout the undivided India. Later on, Lever Brothers Pakistan limited
started its operation in Bangladesh on a larger scale. In 1964, our soap
manufacturing facility was setup in Kalurghat, Chittagong.
With time it
gradually evolved and diversified into manufacturing personal products like
skin care creams, toothpastes, shampoos, detergent powders, and so on.
Accumulating manufacturing experience over 40 years, we have a legacy of
leading the market with international brands offered at affordable prices.
Today, with 13 different brands in 8 different categories, Unilever Bangladesh
stands as one of the most progressive partner in development for the Government
of Bangladesh.
1.2
Background of the study
The main
objective of the study to utilize my theoretical knowledge in realm of
marketing world to understand the complex/ competitive market situations and
gain experience with the organization, where I utilize four weeks time to
understand the difference between practical and theoretical knowledge.
The study has been conducted to understand the detail study
of all the aspects of retailing concerned with the HUL’s vending machine. The
specific objective, which under taken in my study, is to understand the
corporate sale, the competitive brands of HUL’s vending machine and walk
through the product sale in corporate world which reflect my own personal views
and measures even the nearby areas with hidden opportunity.
1.3 Methodology
A variety of research
methods were employed to fully capture the performance of Unilever and Square
of their sustainable agriculture practice. Unilever was used as an in-depth
case study for the thesis. Given the nature of the data made available from
Unilever’s suppliers, both qualitative and quantitative assessments were
carried out. Descriptive statistical techniques were used to carry out a
quality assessment of the data. Furthermore interviews were also carried out with
key persons in the relevant departments in Unilever, and the businesses that
they are working in collaboration with to design the latest version of their
Sustainable Agriculture self-assessment (version 2.0).
Combining current literature on sustainable
agriculture indicators from academia and industry, with the qualitative and
quantitative data assessment carried out on the results from Unilever’s and
Square self-assessment tool provides an effective means of determining the
strength of Unilever’s and Square metrics. Moreover the qualitative information
gathered from conversations and interviews provided a deeper insight into the
various issues the food sector faces in understanding and answering key
sustainability concerns.
This research is prepared both with primary data and
secondary data.
Data Collection
Both primary data and secondary data were collected
to organize this report. But the report is basically emphasized on secondary
data.
Primary Data were collected from the informal discussion with the manager
of the organization.
Secondary Data was collected from different
sources e.g. annual report of the organization, web sites, reports, prospectus,
journals, newspaper etc
1.4 Limitation of the study
Although I have got co-operation from manager of Unilever
and Square, the major limitations that the study faced during the study period
are spot lighted below:
Ø The
major problem I have faced is lack of understanding.
Ø Unilever
& square one is international another one is local but they are so busy so,
it is very much tough for me to
allocate time for collecting data and taking interview of the manager.
Ø As
most of the data is collected from secondary sources, there was very little
opportunity to analysis data.
Ø Time
constraint is one of the problems, for which it has been difficult for us to
gather enough knowledge.
Ø Intense
Political instability is one of the prominent problem that we face while
preparing the term paper.
Chapter-
02
2.1 History
Unilever Bangladesh is a company that has its own history
intrinsically built with the development of our nation and our culture. It has
been part of the Bangladeshi household since the 19th century with the same
intention of bringing cleanliness and convenience to households as we do today.
Back then Sunlight soap was marketed through Lever Brothers India limited
throughout the undivided India. Later on, Lever Brothers Pakistan limited
started its operation in Bangladesh on a larger scale. In 1964, our soap
manufacturing facility was setup in Kalurghat, Chittagong.
With time it
gradually evolved and diversified into manufacturing personal products like
skin care creams, toothpastes, shampoos, detergent powders, and so on.
Accumulating manufacturing experience over 40 years, we have a legacy of
leading the market with international brands offered at affordable prices.
Today, with 13 different brands in 8 different categories, Unilever Bangladesh
stands as one of the most progressive partner in development for the Government
of Bangladesh.
1964-1972
Productions
started off with Sunlight soap and Lifebuoy soap. After the war of independence
in 1971, Bangladesh became an independent country. At this time, Lever Brothers
Bangladesh Ltd. was constituted with Unilever owning 60.75% shares and the
Government of Bangladesh owning the remaining 39.25% shares.
1972-1980
Post
liberation period evidenced accelerated growth for the company. Demand started
rising and the company continued its mission to meet consumer needs by
producing quality soaps, introducing Lux - the beauty soap and Wheel. Launched
in 1972 Wheel entered the merchandised laundry category, traditionally
dominated by cottage soaps. It appealed to the consumers with unique care benefits
for hand and fabric, a generic weakness in cottage soaps. It gradually became
the secret ally of Bangladeshi women by extending the caring hand to ease her
daily laundry chores.
1980-1990
The
early eighties witnessed expansion of the company through diversification.
Calibrating direction, the mission now included enhancing quality of life
through other personal products aspiring aestheticism like sparkling white
teeth, fresh breath, beautiful hair, and glowing skin. A Personal Product Plant
was established to manufacture shampoo, toothpaste, and skin care creams. Sun
silk Shampoo, Close-up Tooth paste, Fair and Lovely for skin care and Vim for
dish washing was produced and marketed to bring great international and
regional formulations to Bangladeshi households at affordable prices. 1989
heralded the beginning of a fairy tale story – the initiation of LUX photogenic
contest that brought the real life experience of glamour, fame and fortune to
the doorsteps of young girls throughout the country.
1990-1998
In
the early 90's Unilever Bangladesh entered the tea-based beverage market
introducing Lipton Taaza, Lever's flagship packet tea brand, with the objective
to be the most preferred tea of the Bangladeshi consumers. World renowned
Pond’s cream and Pepsodent – the dental hygiene expert began to be manufactured
from our Kalurghat factory. Washing drudgeries of the busy homemakers were
washed away with the introduction of Wheel washing powder and Surf Excel for
premium wash. In 1996-1997, our manufacturing facility owned and run by a third
party was set up outside Dhaka for wheel washing powder. With formulations
suitable for local conditions, the washing powder concept brought about a huge
revolution in fabric washing habits in the country.
1998-2004
These
are the golden years in the history of Unilever Bangladesh as the company
turned around from severe losses due to competitive backlash - to a company
with 6 years of consecutive growth. Around the end of November 2001, our new
personal products factory “Sankalp” in Kalurghat started production which
helped us meet the market needs from a shift on our dependence on soaps to
diverse personal grooming categories.
This
is also the era when Unilever Bangladesh introduced many exciting new products
such as Pond’s face wash to end soap related facial skin woes or Lipton double
chamber tea bags for more zest in our tea cups and the markets responded
enthusiastically. In 2001, we brought about a new excitement in the kitchen
care sector with the introduction of Vim bar, the dish cleaning soap – a
concept of convenience and common household habits combined together.
In
2002 Rexona deodorant entered the market building in awareness about body odor
problems and creating a new personal grooming habit in the country. The company’s
soap formulations changed radically during this time to bring in world class
standards – without any price rises. Lifebuoy, the health brand has moved from
just the hard-working men’s soap to reminding one, of the bond of love that
binds a family in a healthy circle, free of germs and sickness. In 2004, as a
new variant, bringing in the goodness of Neem – an Ayurvedic medical marvel,
Lifebuoy has reinstated its earnest Endeavour to be ahead of consumer’s needs.
In
the span of these six years, we gathered many accolades (link to awards page)
to certify our fast paced move towards world class performance. Unilever
Bangladesh had a journey towards adding new impetus to its trade marketing and
today our products are available in 90% of the households in Bangladesh.
In
a companywide move to come out from behind the great brands and be known as
Unilever worldwide, Lever Brothers Bangladesh limited officially changed its
name to Unilever Bangladesh in December 2004.
2.2 Unilever Vision
Unilever products touch the lives of over 2 billion people
every day – whether that's through feeling great because they've got shiny hair
and a brilliant smile, keeping their homes fresh and clean, or by enjoying a
great cup of tea, satisfying meal or healthy snack.
To make cleanliness a
commonplace; to lessen work for women; to foster health and contribute to
personal attractiveness, in order that life may be more enjoyable and rewarding
for the people who use the products.
2.3 Unilever Mission
Unilever's mission is to add
Vitality to life. They meet everyday needs for nutrition; hygiene and personal
care with brands that help people feel good, look good and get more out of
life.
2.4 A clear direction
The four pillars of our
vision set out the long term direction for the company – where we want to go
and how we are going to get there:
- We work to create a better future every day
- We help people feel good, look good and get more out of life with brands and services that are good for them and good for others.
- We will inspire people to take small everyday actions that can add up to a big difference for the world.
- We will develop new ways of doing business that will allow us to double the size of our company while reducing our environmental impact.
We've always believed in the
power of our brands to improve the quality of people’s lives and in doing the
right thing. As our business grows, so do our responsibilities. We recognize
that global challenges such as climate change concern us all. Considering the
wider impact of our actions is embedded in our values and is a fundamental part
of who we are.
2.5 Unilever today
Unilever brands are trusted
everywhere and, by listening to the people who buy them, they’ve grown into one
of the world's most successful consumer goods companies. In fact, 150million
times a day, someone somewhere chooses a Unilever product.UBL have a portfolio
of brands that are popular across the globe - as well as regional products and
local varieties of famous-name goods. This diversity comes from two of their key
strengths: Strong roots in local markets and first-hand knowledge of the local
culture. World class business expertise applied internationally to serve
consumers everywhere.
2.6 Unilever Goals
The goals of UBL are:
Ø
To
manufacture high-standard products.
Ø
Promoting
products to the highest extent
Ø
Producing
large volume to achieve production cost economies.
Ø
Enabling
quality products to be sold out at obtainable prices.
2.7 Unilever’s Contribution
Unilever Making a positive
contribution to society through their brands, the commercial operations and
relationships, their voluntary contributions to the community and through their
wider engagement with Bangladeshi society.72% of the company’s value addition
is distributed to the Government of Bangladesh.UBL operations provide
employment to over 10000 people.
Chapter-
03
Product and
Manufacture
3.1 Manufacturing
In
Bangladesh the company operates in four distinct product categories. These are:
·
™
Fabric Wash
·
Household care
·
Personal care
·
Foods
The descriptions
are given below:
3.2 Fabric Wash
§
Wheel Laundry Soap
§
Wheel Washing Powder
§
Wheel Power White
§
Surf Excel
3.3 Household Care
Ø
Vim Powder
Ø
Vim Bar
Ø
Vim Liquid
3.4 Personal Care
v
Personal Wash
v
International Lux
v
Lifebuoy Total
v
Dove bar
v
Lifebuoy Liquid soap
3.5 Skin Care
Fair & Lovely Multivitamins
Fair & Lovely Body Fairness Milk
Fair & Lovely Ayurvedic
Pond’s Age Miracle range
Pond’s Daily Face Wash range
Pond’s Cold Cream
Pond’s Perfect result Cream
Ponds Dream Flower Talc
Pond’s flawless white range
Pond’s White Beauty Range
3.6 Hair Care
Ø
Sun Silk Shampoo
Ø
All Clear Shampoo
Ø
Lifebuoy Shampoo
Ø
Dove shampoo
3.7 Foods
ü
Lipton Taaza Danadar
ü
Lipton Taaza strong
ü
Lipton Taaza Teabag.
3.8 Raw Material
For manufacturing there product they collects their
raw material from various sources from home and abroad. For produce their soup
they collects raw material from Malaysia. They usually use palm oil to produce
their soup. For producing their food products they collects raw material such
as Tea from the well knows tea garden in Bangladesh.
3.9 Maintain SCM in manufacturing
They use SCM in manufacturing they collect the
information about the demand and supply of their market and produce their
product according with their demand. They maintain software in their warehouse
and in the factory which tells them about the condition in the warehouse and
the production capability in the factory. The inflows and outflows of their
product in the warehouse.
3.10 Distribution
To distribute their product to the final customer they
follow some steps:
They establish a huge marketing channel to distribute
their product. There is 700000 outlets which were grouped into 27 different
channels. Among these 27 different channels 9 have been formalized for
development. These channels consist of both urban and rural areas.
Chapter-
04
4.1 Supply Chain
Management
The Supply
Chain Director (SCD)
who is in
charge of planning, buying, manufacturing and distributing
heads Supply Chain Department. The supply chain process constitutes a series of
important activities ensuring smooth delivery to the consumers. Supply chain
process led to joining planning and buying with manufacturing. This chain is
further extended by joining
distribution to the
chain, thus integrating both
backward and forward
linkages. An integrated
supply chain will
give them the advantage
of acting with
speed, enabling them
to keep up
with pace of
the ever changing business
scenario. At present, it is
divided into the following functions:
ü
Manufacturing
ü
Engineering
ü
Company Buying
ü
Distribution
ü
Quality Assurance
ü
Planning
4.2 Efficiency and Effectiveness
Analyzing
all the part of SCM we can say that comparing with others Unilever BD Ltd is
very much effective and efficient in their market. They set a huge and
effective marketing chain in their market they are very much careful about the
production and the quality of their product. They are now the market leader and
the secret behind their success is the effective SCM. From production to
distribution they maintain a great balance. They are very much successful in
their sector. By using effective SCM they made their success. They use SCM in
their factory which tells them which product is on inflows and which is on
outflow. They make the best use of their resources and make the product. They
mean that if the customer is satisfied the production and the profit will also
gain. That’s why they made an effective SCM which makes them very much
efficient in the field of their market.
4.3 Performance and
measurement
Performance
and measurement is the main part of our topic. In the case of Unilever the
performance of that company is very good. Because of their various kind of
product they are the market leader of most of the sector. Behind their success
there are some factors such as:
Ø
The quality and control of their product in the
market
Ø
On time delivery and shipment
Ø
Latest technology use to produce their product
Ø
Skilled employees and worker
Ø
Brand value
Ø
Their huge marketing chain
Chapter-
05
5.1
Question Analysis
Part
A
|
A. Question no 1:
How does your company maintain the supply chain process?
We maintain
our supply chain process by-
Daily production and distribution planning,
including all nodes in the supply chain.
Production scheduling for each manufacturing
facility in the supply chain (minute by minute).
Demand planning and forecasting, coordinating
the demand forecast of all customers and sharing the forecast with all
suppliers.
Sourcing planning, including current inventory
and forecast demand, in collaboration with all suppliers.
Inbound operations, including transportation
from suppliers and receiving inventory.
Production operations, including the consumption
of materials and flow of finished goods.
Outbound operations, including all fulfillment
activities, warehousing and transportation to customers.
Sourcing contracts and other purchasing
decisions.
Production decisions, including contracting,
scheduling, and planning process definition.
Inventory decisions, including quantity,
location, and quality of inventory.
Transportation strategy, including frequency,
routes, and contracting.
Strategic network optimization, including the
number, location, and size of warehousing, distribution centers, and
facilities.
Strategic partnerships with suppliers,
distributors, and customers, creating communication channels for critical
information and operational improvements such as cross docking, direct
shipping, and third-party logistics.
Product life cycle management, so that new and
existing products can be optimally integrated into the supply chain and
capacity management activities.
Segmentation of products and customers to guide
alignment of corporate objectives with manufacturing and distribution strategy.
Information technology chain operations.
Where-to-make and make-buy decisions
A. Question 2:
Does your company use any type of information system to perform supply chain
activities?
Yes.
An IT powered system has been implemented to
supply stocks to redistribution stockiest. The objective is to make the product
available at the right place and right time in the most effective manner. For
this, stockiest have been connected through a inter-based network, called RS
Net, for online interaction.
A. Question 3: If
your company uses supplies chain information system, what function do you think
as necessary for organization to maintain supply chain?
Supply chain
information system is important because of-
Substantial investment in IT-based sales system.
Every salesman books orders on a palmtop.
All order is fed into central database from the
distribution center.
Network is installed at all 3500 distributor
point-which makes for accurate on- the- fly demand projection and helps to
avoid stock- out loss
A. Question no-4: Does the performance of your company
improved by using supply chain information system, and how?
Supply chain
information system increase the business performance by-
Reducing stock of inventory by giving proper
information about the market demand.
Informing suppler constantly about the status of
inventory stock so that shortage of inventory is not created.
Speed the product time to the market.
Providing knowledge about what consumer wants
and thus enables to ensure customer satisfaction and reduce churn rate.
Reducing excess demand and supply gap.
Ensuring cash utilization as well as asset
utilization
Based on the information of delivery date, the
company deliver product to customer and thus supply chain information system
improve delivery service of the company.
Reducing inventory cost, redundant effort and
increasing customer sale.
Part-B
|
B. Question 1: Is
your company’s web application electronically integrated with back office
information system and database?
Yes
Our company’s web application electronically
integrated with back office information system and database because of-
The presentation layer interface to the
applications need not employ the same architecture as the applications.
You can use the prebuilt presentation layer
delivered with packaged applications.
The business and data logic in an application
need not be separate from the delivered presentation layer.
It is easy to manage the development and testing
environments because asynchronous breakpoints provide natural testing points.
Graphical tools are provided to ease
development.
B. Question 2: Is
your company’s database electronically integrated with upstream and downstream
supplier or partner?
Yes
Our
company’s database electronically integrated with upstream and downstream
suppliers and partner for the purpose of –
Planning
and Managing supply and demand;
Warehouse
Management;
Optimal
Inventory control;
Transportation
and Distribution, Delivery and customer’s delight following the basic
principles of supply chain management viz. working together;
Enhancing
revenue;
Cost
control;
Assets
utilization besides,
Customer’s satisfaction.
B. Question 3:
Dose your company exchange inventory data with supplier?
Yes
Our company exchange inventory data with
supplier to inform them about the status of inventory stock, which is analyzed
by supplier to predict
The delivery time of inventory.
In which time the procurement and production of
product should be commenced
B. Question 4:
Dose your company exchange operational data with customer on business partner?
Yes.
Information
on direct competitors, a company's labor statistics, and information on
suppliers, accounting data and projection of needed resources may all be
included in operational data. Data collected on direct competitors helps
marketers make the products seem superior to competing products. Data on customers
helps marketers create consumer profiles that help with everything from product
creation, to distribution and advertising. Labor and accounting data help with
internal control of finances and productivity.
Part-D
|
D. Question 1:
Dose the downstream customer has compatible system in place to support internet
based value chain activities such as order and f\information system?
Yes
The
downstream customers/partners have compatible system in the place to support
internet base value chain activities. The value chain system perform the value
chain activities mentioned bellow-
Inbound logistics include the receiving,
warehousing, and inventory control of input materials.
Operations are the value-creating activities
that transform the inputs into the final product.
Outbound logistics are the activities required
to get the finished product to the customer, including warehousing, order fulfillment,
etc.
Marketing & Sales are those activities
associated with getting buyers to purchase the product, including channel
selection, advertising, pricing, etc.
Service activities are those that maintain and
enhance the product's value including customer support, repair services, etc.
Any or all
of these primary activities may be vital in developing a competitive advantage.
For example, logistics activities are critical for a provider of distribution
services, and service activities may be the key focus for a firm offering
on-site maintenance contracts for office equipment.
D. Question 2:
Dose the upstream supplier has such compatible system too?
Yes
The upstream suppliers have much compatible
system to get competitive advantages such as-
Identifying the relevant firm-specific
activities within the generic value chain;
Mapping the process flows, and
Isolating the individual value-creating
activities, by means of the flows.
Part-C
|
C. Question 1:
Dose the firm has the ability to adjust technology strategy alignment to
accommodate the use of IT and manage business process?
Yes
This is the
skill that our supply chain manager needs to have to implement information
technology systems. Technology enables our businesses in a supply chain to
communicate faster and more effectively. Most of these technologies involve the
use of the internet to allow for an exchange of relevant information between
partners. As such, this technology benefits all of our partners involved by
integrating data from various points in the supply chain, lowering supply chain
costs, reducing paper usage (which saves both time and money), reducing data
errors, and improving customer satisfaction by allowing greater product and
delivery customization and shorter cycle times.
Two
information technology solutions that are popular among supply chain and
logistics managers are supply chain management (SCM) software and enterprise
resource planning (ERP) software. Both of these software solutions are used in
our supply chain management system.
o
A supply chain management software solution is
one that is designed to automate the planning aspects of managing the supply
chain, the logistics aspects, or both.
§
The planning aspects of managing a supply chain
include: Identifying the most effective transportation means to ship and
deliver the product; analyzing the supply chain in order to identify and
eliminate any process bottlenecks; establishing production means and
scheduling.
§
The execution aspects of managing a supply chain
include: Establishing the price and availability of the product; Mapping out
alternate product transportation logistics; ensuring the availability of
resources needed for manufacturing.
§
Our enterprise resource planning software is
designed to integrate various aspects of a company’s information technology
infrastructure together into a cohesive whole. The goal of this integration is
to improve efficiency by allowing broader access to data across a company’s
entire information technology network, and to reduce costs by making disparate
software systems unnecessary.
§
As a supply chain manager, our task will be to
fully understand the benefits and disadvantages of both types of software, and to
decide which one will best suit our supply chain needs. Furthermore, we will
need to sell others on the need for our software choice, especially in
situations where a preference for established software is deeply entrenched, or
where the benefits of adopting a new software solution are not readily
apparent.
§
We’ll also have to ensure that the software is
sufficiently tested before it is released to our entire supply chain. Nothing
will erode employee and partner confidence in our software choice faster than
glitches and problems that could have been easily spotted and rectified with
proper testing.
C. Question 2:
Dose the firm has the ability to manage organizational change and supply chain
restructuring on the internet based platform?
Yes
But before
the change in organizational and supply chain structure we the managers
understand the benefits and disadvantages of changing in organizational and
supply chain structure, and used to decide –
“Is that will best
suit for our supply chain and organizational needs”.
C. Question 3:
Dose the firm have the ability to acquire expertise for managing internet based
supply chain ability?
Yes
The firm has
the expertise for managing internet based supply chain ability. Mention worthy
expertise’s are-
Minimizing the supply chain process, as measured
from manufacturer to consumer.
reducing much of the demand uncertainty that
arises in the supply chain process
Providing knowledge about how to make use of the
data available in order to determine how long each part of the supply chain
takes to accomplish its function.
Chapter-
06
6.1 Conclusion
Unilever
Bangladesh limited is one of the leading multinational companies in Bangladesh.
We had the opportunity to analysis on this company’s overall supply chain
management. After extensive effort we get informative result about
·
The information technology used by the supply
chain management of the company. Which serve the both inside and outside
partners of the company.
·
Unilever’s upstream suppliers have much
compatible system to get competitive advantages.
·
The firm has the expertise for managing internet
based supply chain ability.
·
It is flexible to any change in organizational
and supply chain structure.
·
The
company has updated IT and creative management system and team.
·
The Unilever’s downstream customers/partners
have compatible system in the place to support internet base value chain
activities.
·
The company is used to exchange operational data
with its customer.
After all we can draw conclusion by commenting that the
company can improve its performance by using updated supply chain channel and
management.
6.2 Recommendation
Ø Margin
to distributors is low. Company should focus in this direction to pass on more
benefit to the distributors. If margins are increased from 4.76%, distributors
will be more motivated.
Ø The
company can enable to increase its profit merging to 20.5% up then before by
providing the best customer support, following customer driven business
process.
Ø In order
to compete with local and cheaper brands, company should come up with
competitive products that can cater institutes more effectively and efficiently
with a basic Focus on pricing strategy.
When we
visited Unilever we observed that the total environment of these company
wonderful in a word. The manager is so friendly and cooperative to others. The
clear idea of this topic of him attracts us very much.
6.3 Reference
Ø
Md. Rabiul
Hossain (Asst-Manager & Learning) Unilever Bangladesh Limited ZN Tower Plot
# 2, Road #8 Gulshan- 1, Dhaka 1212 Bangladesh. E-mail: rabiul.hossain@unilever.com
Ø
http://www.unilever.com.bd/
Ø
http://unilever.freeservers.com/html/company/history.htm
Ø
http://www.bangladeshdir.com/webs/catalog/unilever_bangladesh.html
6.4 Appendices
Organization Name: ........................................................................................................
Establishing year:
............................................................................................................
Location: ..........................................................................................................................
Interviewee: .....................................................................................................................
Questions
A. General
01. How
does your company maintain the supply chain process?
02. Does
your company use any type of information system to perform supply chain
activities?
i.
Yes ii.
No
03. If
your company uses supplies chain information system, what functions do you
think as necessary for your organization to maintain supply chain?
04. Does
the performance of your company improved by using supply chain information
system, and how?
B. Specific
Question (backend integration)
01. Is
your company’s web application electronically integrated with back office
information system and database?
i.
Yes ii.
No
02. Is
your company’s database electronically integrated with upstream and downstream
suppliers or partners?
i.
Yes ii.
No
03. Does
your company exchange inventory data with suppliers?
i.
Yes ii.
No
04. Does
your company exchange operational data with customers on business partners?
i.
Yes ii.
No
C.
Managerial Skill:
01. Does
the firm have the ability to adjust technology strategy alignment to
accommodate the use of IT and manage business process?
i.
Yes ii.
No
02. Does
the firm have the ability to manage organizational change and supply chain
restructuring on internet based platform?
i.
Yes ii.
No
03. Does
the firm have the ability to acquire expertise for managing internet based
supply chain ability?
i.
Yes ii.
No
D.
Partner Support:
01. Does
the downstream customer have compatible system in place to support internet based
value chain activities such as online order and f\information system?
i.
Yes ii.
No
02. Does
the upstream supplier have such compatible system too?
i.
Yes ii.
No
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