Critical Analysis of Value Addition from Continuous Replenishment System & Distributor Financing In Unilever Bangladesh Ltd

PREPARED FOR Mr. Saif Noman Khan Lecturer IBA, University of Dhaka

PREPARED BYTamanna Ikram BBA 13, Roll-12 & Management Trainee Unilever Bangladesh Ltd

Internship Report

Critical Analysis of Value Addition from Continuous Replenishment System & Distributor Financing In Unilever Bangladesh Ltd

Prepared for: Md. Saif Noman Khan Lecturer

Prepared by: Tamanna Ikram BBA 13, Roll-12

June 24, 2009 Institute of Business Administration, University of Dhaka
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Letter of Transmittal June 24, 2009 Professor G M Chowdhury Chairman Internship & Placement Program Institute of Business Administration University of Dhaka Dear Sir: I would like to draw your kind attention towards the submission of my Internship Report. The Report titled “Critical Analysis of Value Addition from Continuous Replenishment System and Distributor Financing in Unilever Bangladesh Limited” was assigned as a requirement for the completion of the degree. In this report, I have endeavored to incorporate the knowledge and experiences gained on a practical level. I have tried to produce as well written and informative a report as possible. However, because of the confidentiality policy of Unilever Bangladesh Limited, this study has not turned out to be as informative as I would have preferred. Working on this project was a delightful experience for me as many unknown things were explored while working on the project. I will be available for any clarification and modification that may be required.

Warm Regards and Thanks Sincerely yours,

Tamanna Ikram BBA-13, Roll-12 IBA, University of Dhaka
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Acknowledgements
At the very onset, the author would like to express gratitude towards the faculty advisor, Md. Saif Noman Khan, Lecturer, IBA, who has given invaluable support from the very beginning through giving the direction for the report and also leading about the rules and procedures for internship completion.

Honest appreciation goes to organizational supervisor, Mr. Aminul Bari, Management Accountant-CD Support, Unilever Bangladesh Ltd., who has been a constant inspiration to carry out the project as well as to operate smoothly in the cross-functional tasks. He has also shown immense support and generosity to help in preparing the report.

Sincere gratitude goes to Mr. Mohammad Hedayet Ullah, Project Manager for CRS implementation, for providing the author with valuable information, guidelines and his cooperation in collecting the required data.

The author would also like to extend gratefulness to Mr. Mahtabuddin Ahmed, Finance Director, Unilever Bangladesh Ltd, for helping the author in selecting the topic of this report. His insight into the subject matter and review of the report has augmented the whole report manifolds. Sincere gratitude is also extended to Mr. Debdulal Karmaker, Corporate Risk Controller, for his continuous encouragement and guidance

Their valuable contribution has facilitated the successful completion of this report to a great extent.

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as a result of the recent implementation of the Continuous Replenishment System. while Distributor Financing arranged by UBL will ensure that CRS suggested inventory levels are fully implemented by the distributors.with the cash problem having been solved. This prompted actions to increase true CCFOT by 6%. This has been done by a comparative analysis of (i) Pre CRS implementation vs. to address certain problems in the system such as: Lack of an accurate stock level forecasting and demand planning leading to stock build up in distributor’s warehouse. with Distributor Financing in 19 Distribution Houses of Unilever Bangladesh Ltd. CRS will address the forecasting issues of inventory management. Thus.as measured by the CCFOT-which was actually 10% lower as a result of higher Out of Stock situations. (ii) Cash status of the distributors (since UBL does not sell on credit) CRS. The results have been largely conclusive. First of all. by identifying where the problem lied. around the world.EXECUTIVE SUMMARY The objective of this report is to conduct a pilot analysis of the value addition to the company. with Distributor Financing (DF) project has been undertaken in Unilever Bangladesh Ltd. orders not reflecting true market demand as result of modification due to: (i) Prior knowledge about stock availability in UBL warehouse. CRS has provided the company with a true picture of how much of the demand from the market through the customers were being fulfilled. The objective of this report is to analyze how successfully this has been implemented in Unilever Bangladesh Ltd. with DF was implemented by UBL to address the above stated issues to improve business efficiency and to reduce lost sales as a result of it. The Continuous Replenishment System (CRS). Such systems are already in place in other Unilever operating companies. 5 . Post CRS implementation & (ii) Performance of CRS+DF distributors against non CRS+DF ones.

than those without CRS+DF. the former group of distributors have reduced their stock cover days. For the benefits to be realized by Unilever Bangladesh Ltd. Thus. their average Return on Investment (ROI) is also higher than those without CRS. Unilever Bangladesh Ltd. CRS+DF has delivered business values in the pilot group of distributors. while achieving higher levels growth. Finally. Secondly. majority if not 100% distributors need to be brought under the CRS+DF umbrella. Thirdly. The author has recommended working with the banks to speed up the process of providing Distributor Financing to all distributors. 6 . Only then can significant improvements in company sales levels can be seen. Thus. to sum up the superior performance of the CRS+DF distributors. thereby reducing lost sales as a result of Out of Stock %. Also. compared to those without CRS+DF. on a company level. CRS+DF implementation has resulted in higher sales growth for the 19 distributors. CRS+DF has brought greater accuracy in the demand planning and stock level forecasting leading to achieving higher growth by maintaining lower stock levels. should also explore other banks for providing the service as backups and to obtain better deals.CRS has helped UBL to remedy their CCFOT situation.

. 43 3............ 46 7 ..............................................................1 OUTLET BUSINESS STRUCTURE IN BANGLADESH ................................................. 13 2................................................................................................................................................................................. 42 3............................................................................... 10 ORIGIN ......... 11 LIMITATIONS:...........................................................................................................................................................................................................................................................6 DETAILED STRUCTURE: FINANCE & IT ................................................. 16 2.......................................................................4 UBL SALES CHANNELS .........................................................................................................................................................................................................4 UNILEVER AT A GLANCE ..................................0 THE ORGANIZATION PART .....................3 UNILEVER’S CORPORATE PURPOSE ................................................................... 10 METHODOLOGY .................................................... 11 2...........................................................................0 INTRODUCTION ................................................................................................................7 BRANDS ............................................................................................3 MANAGING TRADE: UBL MODEL .................................................................................................. 17 2.................................................. 18 3.............................................. 10 OBJECTIVES........................................................... 12 2..................................................................................5 ORGANIZATIONAL STRUCTURE: .......... 10 SCOPE .......................................................0 CUSTOMER DEVELOPMENT: BACKGROUND............................................................. 12 2...2 UNILEVER BANGLADESH LIMITED............... 46 3........ 15 2.................................................................... 14 2.......................................................2 TRADE STRUCTURE ............TABLE OF CONTENTS 1............................................................................................ 43 3.......1 UNILEVER GLOBAL .............................................................................

.............................. 67 FIGURE 9 STOCK DAYS COVER TREND FOR CRS+DF DISTRIBUTORS ........................................... 76 FIGURE 10 STOCK DAYS COVER TREND FOR NON CRS+DF DISTRIBUTORS ................................................................................5 CRS PROCESS FLOW ...............................46 FIGURE 5 UBL SALES CHANNELS...........................................................................................3...... 76 8 ..................................................................... 64 7...........................................................................................................................................................................................1 CONTINUOUS REPLENISHMENT SYSTEM .............5 REDISTRIBUTION PROCESS ...................................................................................... 53 5..........................................2 CRS IN UBL INVOLVES: .. 18 FIGURE 3 SALES REGIONS OF UBL........... 53 5..........................0 THE SOLUTION: CONTINUOUS REPLENISHMENT SYSTEM ..................... 57 5................................................ 80 LIST OF FIGURES FIGURE 1 MANAGEMENT COMMITTEE ORGANOGRAM ................................................... 51 5.....59 FIGURE 7 UBL CCFOT JAN-'09..........................0 CONCLUSION ................................................................................................................................0 EVALUATION OF CONTINUOUS REPLENISHMENT SYSTEM AND DISTRIBUTOR FINANCING .....3 CRS INFORMATION FLOW ..........................................................66 FIGURE 8 OUT OF STOCK% JAN'09-MAY'09 ................................ 48 4.........44 FIGURE 4 UBL TRADE MODEL............................................................................................................................................... 59 6....................................47 FIGURE 6 CRS PROCESS FLOW...................................................0 BUSINESS ISSUE ............................................ 17 FIGURE 2 COMPANY LIST OF POSITIONS ...............................................................................................MAY'09............. 57 5................................................................

......................... 77 FIGURE 12 RELATION BETWEEN DISTRIBUTOR ROI AND STOCK DAYS .......................................................... 78 9 .. 75 TABLE 6 NON CRS+DF DISTRIBUTORS DAYS COVER FROM JANUARY 2009 TO FEBRUARY 2009................................................................................................................................................................................................ 70 TABLE 4 NON CRS+DF DISTRIBUTORS CHANGE IN GROWTH RATE FROM 2008 MAY YTD......................................................................... 76 TABLE 7 DISTRIBUTOR ROI COMPARISON OF CRS+DF & NON CRS+DF ...... 79 LIST OF TABLES TABLE 1 KEY COMPETITORS OF UBL .............................................................................................................................................................................................................................. 71 TABLE 5 CRS+DF DISTRIBUTORS DAY COVER FROM JANUARY 2009 TO MAY 2009 .......................................... 78 FIGURE 13 DISTRIBUTOR ROI COMPARISON OF CRS+DF & NON CRS+DF DISTRIBUTORS ...............................................................................................MAY 2009 YTD ........................................................2009 MAY YTD . 25 TABLE 2 PRODUCT CATEGORY WISE CCFOT ..........................................................................FIGURE 11 STOCK DAYS COVER FOR CRS VS NON CRS DISTRIBUTORS .................................. 68 TABLE 3 CRS+DF DISTRIBUTORS CHANGE IN GROWTH FROM MAY 2008 YTD......................... 79 FIGURE 14 CRS+DF DISTRIBUTORS ROI 2008 VS 2009..............

The report was prepared under Mr. IBA. OBJECTIVES The objectives of the report as follows: To explore the reasons behind the implementation of CRS+DF To discuss the process and methodology of the workings for CRS+DF To evaluate the effect of CRS+DF on CCFOT To evaluate the effect of CRS+DF on Distributors Sales Growth To evaluate the effect of CRS+DF on Distributors Stock Levels To evaluate the effect of CRS+DF on Distributor ROI SCOPE The scope of this report includes only the 19 distributors who have been implemented with both CRS and Distributor Financing. the author has completed 10 week period of attachment with the organization.1. which is itself a partial requirement of the BBA Program. Institute of Business Administration. Unilever Bangladesh Limited. The full benefit of the new system could only be realized 10 . and Mr Aminul Bari. DU acting as the Academic Advisor. Unilever Bangladesh Limited acting as the organizational advisor. In accordance with the specifications of the Program. Lecturer. Mohammad Saif Noman Khan. Management Accountant.0 INTRODUCTION ORIGIN This report was assigned as a requirement for the successful completion of the internship program.

So. at this time. company sales records. METHODOLOGY The data for the creation of this report has been collected from both primary and secondary sources. the impact of these distributors on UBL’s total business is not significant enough. has been used. They are as follows: Secondary: Published literature on Continuous Replenishment System. CCFOT. In addition. distributor ROI are not published data.if both are in operation. Also. In addition. LIMITATIONS: All analysis has been done using the 19 CRS+DF distributors performance. not all the data that could have been shown to gully illustrate the impacts of the CRS+DF program implementation. journal articles. these 19 distributors constitute the population of this analysis. The quality of analysis would have been better if more distributors could have been used for the analysis. have been mentioned in the report due to confidentiality reasons. the other 60 distributors who are using only the CRS software without Distributor Financing have been left out of the scope of this report. Primary: Key Informant Interviews with people involved in the CRS roll out and with people involved in obtaining bank financing for the Distributors have been used to write this report. As a result. and Annual Reports of Unilever plc. but representations of these data has also been used to write this report. out of the total 119 distributors of Unilever Bangladesh Ltd-which is only 16% of the total. some data have been concealed. distributor sales growth. However. replaced and/or kept intentionally vague owing to confidentiality concerns. 11 .otherwise the results could show any strong findings.

Trumbull. and Englewood Cliffs. Pakistan. With 400 brands spanning 14 categories of home. Philippines. Malaysia. and personal care products. starting off with just soap and margarine. a logical merger as palm oil was a major raw material for both margarines and soaps and could be imported more efficiently in larger quantities. 12 .1 UNILEVER GLOBAL Unilever is one of the leading multinational Fast Moving Consumer Goods Company in the world that owns many of the world's most popular consumer product brands in foods. Formed of Anglo-Dutch parentage. Japan. The company is one of the top 100 Fortune 500 companies in the world (Rank 106 in 2006 in terms of revenue). and Vietnam. Netherlands and Unilever PLC in London. etc. Bangalore in India.with operating companies. Unilever has two parent companies: Unilever NV in Rotterdam. Unilever was created in 1930 by the amalgamation of the operations of British soap-maker Lever Brothers and Dutch margarine producer Margarine Unie. Singapore. the company is a multinational in truest of senses. Cambodia. its history can be traced back to the 1930s. Connecticut.2. Hong Kong. New Jersey in the United States. Both Unilever companies have the same directors and effectively operate as a single business. New Zealand. factories and research laboratories in every major country. Some of it laboratories are as such: Vlaardingen in the Netherlands. Indonesia. China. Korea. Unilever is present in twenty countries including Australia. Sri Lanka. Today. The company is widely listed on the world's stock exchanges. Laos. no other company touches so many people’s lives in so many different ways as Unilever. beverages. personal care and foods products. Nepal. England. Colworth and Port Sunlight in England. cleaning agents. Bangladesh. In Asia. and Taiwan and enjoys the position of market leader in many Asia pacific countries such as India. Thailand.0 THE ORGANIZATION PART 2.

and Home and Personal Care. as a joint venture company of Unilever PLC and the Govt. the company focuses on what are called the "billion-dollar brands". Nestlé. To manage these brands.For better control and management and for reporting purposes Unilever operations around the world have been divided into different regions.5 billion as per figures available in 2008. with the regional headquarter being in Singapore. But on 5th July 1973 it was registered under the name of Lever Brothers Bangladesh Ltd. Unilever owns more than 400 brands as a result of acquisitions.25% to the Bangladesh Govt. Reckitt Benckiser and Henkel. Lever Brothers Bangladesh Ltd. On 25th February 1964 the eastern plant of Lever Brothers Pakistan Ltd. however. 13 brands which each achieve annual sales in excess of €1 billion. 13 . has local manufacturing facilities. The reporting region for Unilever Bangladesh (UBL) is Asia AMET (Asia. was a subsidiary of Unilever is leading the home care.000 people and had worldwide revenue of €40. and reporting to regional business groups for innovation and business results.2 UNILEVER BANGLADESH LIMITED Unilever started its operations in Bangladesh nearly 61 years back. was inaugurated at Kalurghat. Mars Incorporated. Unilever Bangladesh Ltd. personal care and food product market of Bangladesh. The brands fall almost entirely into two categories: Food and Beverages. and CEC (Central and Eastern Europe). 2. Middle East and Turkey). It was a private limited company with 55% share held by Unilever and the rest by the Government of Pakistan. After independence the eastern plant was declared abandoned. Kraft Foods.75% to Unilever and 39. Unilever employed more than 174. Chittagong with a soap production capacity of approximately 485 metric tons. Unilever's major competitors include Procter & Gamble. Unilever's top 25 brands account for more than 70% of sales. of Bangladesh with a share arrangement of 60.

Over the last four decades. Unilever Bangladesh (UBL) has been constantly bringing new and world-class products for the Bangladeshi people. 14 . Lux. Today the company is an integral part of the lives of the people of this country.’s portfolio of mega brands includes Wheel. based on a deep understanding of local culture and markets. Sunsilk. a strength shared across Unilever globally. whereas production remained at Kalurghat Heavy Industrial Area in Chittagong. Back in December of 2004 Lever Brothers Bangladesh Ltd changed its corporate identity to Unilever Bangladesh Limited in line with the parent company’s global identity. Over the years it has consolidated its strength in the FMCG sector and it is now the leading consumer products manufacturer in the country. Fair & Lovely. Previously. Axe. Knorr and Lipton Taaza among others. manufacturing Lux and Lifebuoy soaps. both the head offices and the factory were located in Chittagong. UBL had set up its production plant in 1964. Close Up. but as of 2002 the corporate offices are located in Dhaka. Unilever Bangladesh Ltd. is the drive to serve consumers in a unique and effective way. to anticipate the aspirations of the consumers and customers and to respond creatively and competitively with branded products and services which raise the quality of life. Lifebuoy. the product mix are developed locally. which guides UBL in its approach to doing business. 2. Dove. Rexona. At the heart of the corporate purpose. with over 90% of the households using one or more of UBL products. Ponds'.Operating in Bangladesh since 1948. leading the market in most of the categories it operates in. While many of its brands are big international names.3 UNILEVER’S CORPORATE PURPOSE UBL’s purpose is to meet the everyday needs of people everywhere.

Tea based Beverages.39. to working together effectively and to a willingness to embrace new ideas and learn continuously.Their deep roots in local cultures and markets around the world are their unparalleled inheritance and the foundation of their future growth. 15 . growth for their business and long-term value creation for their shareholders and employees. consumers and the societies and world in which Unilever live.75% shares. Skin Care.25% Product categories: Household Care. Operations: Home and Personal Care. Colour Cosmetics. They bring their wealth of knowledge and international expertise to the service of local customers – a truly multi-local multinational. They believe that to succeed requires the highest standards of corporate behavior towards their employees. profitable. Skin Cleansing. Foods Constitution: Unilever .4 UNILEVER AT A GLANCE Mission: Unilever's mission is to add Vitality to life. look good and get more out of life. to meet everyday needs for nutrition. 2. Hair Care. Their long-term success requires a total commitment to exceptional standards of performance and productivity. hygiene and personal care with brands that help people feel good. Oral Care. Deodorant.60. Government of Bangladesh . Fabric Cleaning. This is Unilever’s road to sustainable.

distributors and service providers. Lux. They have divided their worldwide business into different region and have different business groups to manage them. Lifebuoy.000 people directly and indirectly through its dedicated suppliers. 99. 2. Fair & Lovely. These departments are: • • • • • Brands & Development Department Customer Development Department Finance & IT Department Human Resource Department Supply Chain Department 16 . Sunsilk. They have seven top directors leading seven different departments. they have two chairmen leading the company worldwide. Vim. MANUFACTURING FACILITIES: The company has a soap manufacturing factory and a personal products factory located in Chittagong. Besides these. Dove. Rexona.5 ORGANIZATIONAL STRUCTURE: In terms of Unilever. Close Up. which are owned and run by third parties exclusively dedicated to Unilever Bangladesh.Brands: Wheel. Pond's. there is a tea packaging operation in Chittagong and three manufacturing units in Dhaka. Unilever Bangladesh limited has one chairman who is the Managing Director (MD). UBL has five Management Committee (MC) members in charge of five departments.5% of UBL employees are locals and there are equal numbers of Bangladeshis working abroad in other Unilever companies as expatriates. Vaseline & Lakme. Pepsodent. and Axe. Surf Excel. Clear. EMPLOYEES: Unilever Operations in Bangladesh provide employment to over 10. Lipton Taaza.

The management consists of six layers starting from junior managers to manager Grade v.The organization is basically flat in nature. Factory Commercial Management 3. Here the managers at various levels besides reporting to next higher level also directly report to the director.6 DETAILED STRUCTURE: FINANCE & IT The finance function is further divided into six functions: 1. Corporate Risk Management 2. FIGURE 1 MANAGEMENT COMMITTEE ORGANOGRAM 2. Rakesh Mohan with five Management Committee (MC) members in charge of five departments. Financial Accounting 4. Legal & Corporate Affairs 6. IT 17 . Apart from the management cadre other layers are staffs and operatives The present Managing Director/Chairman of UBL is Mr. Management Accounting 5.

The product range of Unilever can be divided into two broad divisions: Household and Personal Care. since brands are developed regionally. Detailed breakdown of the different product categories and brands under them are shown below: 1. Fabric Wash • WHEEL: o Wheel Laundry Soap o Wheel Washing Powder 18 . UBL is responsible for only the Brand Building part.FIGURE 2 COMPANY LIST OF POSITIONS 2. and Foods.7 BRANDS Unilever globally divides the Brands function into Brand Development and Brand Building.

o Wheel Power White • SURF EXCEL 2. House Hold Care • Vim o Vim Scourer o Vim Bar o Vim Liquid 3. Skin Care • Fair and Lovely: o FAL Cream 19 . Skin Cleansing • Lux o o o o • Peach Milk Strawberry Crystal Shine Aqua Sparkle Lifebuoy o LB Regular o LB Gold o Care o Nourish o LB Liquid Hand wash: o Total o Care Dove: Dove Beauty Cream Bar o Pink o White o Dove Body Wash o Beauty Moisture o Fresh Moist • • 4.

White Glow Lightening Facial Foam o Pond's Age Miracle Daily Regenerating Facial Foam o Pond's Age Miracle Dual Eye Therapy UV o Pond's Age Miracle Overnight Repairing Cream o Pond's Age Miracle Daily Resurfacing Cream o Pond's Age Miracle Concentrated Resurfacing Cream o Pond's Flawless White Light Infusing Under-Eye Cream • Lakme: Sunscreen Lotion Winter Care Moisturizer Peach Milk Moisturizer Deep Pore Cleansing Milk Strawberry Silk Splash Face Wash MATTeffect Purifying Face Wash MATTeffect Icy Fresh Gel MATTeffect Mattifying Fluid • Dove Skin: o Dove Facial Foam 20 .White Glow Lightening Cream o Pond's Perfect Result Multi Benefit Illuminating Cream o Pond's Flawless White Deep Whitening Facial foam o Pond's Beauty Pinkish .White Glow Lightening Facial Foam o Pond's WB Pinkish .o Multivitamin o Ayurvedic o Skin Clarity o FAL Menz Active o FAL Body Fairness Milk • Ponds o o o o o o o Ponds Dream Flower Talc Ponds Vanishing Cream Ponds Cold cream Ponds Dream Flower Lotion Ponds Face wash Ponds Facial scrub Ponds Premium Range: o Pond's Perfect Matte Oil Control Cleansing Foam o Pond's WB Pinkish .

Hair Care • Clear: o All Clear o Complete Soft Care o Anti Dandruff o Hair Fall Defense o Ice Cool o Clear Menz: o Hair Fall Defense o Style Express o Active Sports o Clear Hair Oil Sunsilk o Shampoo: o Anti Dandruff o Black o Hair Fall Defense o Thick and Long o Soft and Smooth o Conditioner o Scalp Lotion o Hair treatment • Dove Hair o Shampoo: o Daily o Dry o Breakage Therapy o Hair Fall Therapy 21 • .o Beauty Moisture o Gentle Exfoliating • Vaseline: o Vaseline Petroleum Jelly o Vaseline Lotion o Cool and Fresh o Total Moisture 5.

Foods • Tazaa o Danadar o Tea Bag Knorr o o o o 8. Deodorant • Rexona o Ice Cool o Silk o Power 22 • Minty Chill Red Hot Close Up Crystal Close Up Milk Calcium • Chicken Noodle Cream of Chicken Hot and Sour Tomato . Oral Care • Pepsodent o Pepsodent Toothpaste o Germicheck o Herbal o Pepsodent Toothpowder o Germicheck o Neem Close up • • • • 7.o Conditioner o Leave on Lotion o Treatment 6.

while cold cream is strictly a winter product. Hair Care 60% of the business comes from Tk. In the urban area the scenario is complete reverse with 60% of the business coming from bottle and 40% coming from sachet. whereas categories like fabric wash and skin cleansing make the highest volume contribution.o Ionic • Axe o o o o Dark Temptation Vice Click Pulse 9. Color Cosmetics o Lakme Color Cosmetics Personal care products like skin care and hair care contribute high in terms of margin. 1 sachet in the rural area. Penetration in the shampoo market is high but frequency of use or consumption is very low. This requires a 23 . It was the pioneer in the category and is still the market leader by large. Skin Care Fair and Lovely is one of the biggest brands in Unilever Bangladesh. Most of pond’s product range is highly seasonal in nature. Following is a brief description of some of the major categories and brands. there is a huge scope for growth in the shampoo market if the frequency of use can be increased. So. Talc and Vanishing cream have sales only in summer months.

hugely delicate task of balancing the sales and volume projections to avoid unsold stock at the end of the season or vice versa.but is already outperforming expectations Lakme has the highest SKU list in the entire company portfolio. 70% of the total Lakme products are manufactured locally (creams and lotion are filled in locally. though packages are imported) and about 30% is imported from India (mainly color cosmetics). The lotion is currently it is being imported from India. The company aims at moving people up this in this list. and finally get them to use Vim liquid. but has not been able to do so successfully..e. 24 . It is mainly targeted to urban areas. Since its introduction. and is targeted to the very upscale market. while petroleum jelly used to be imported. convert non users to powder users. to more upscale consumers. Pond’s Premium Range is a very new addition to the portfolio. powder users to bar users. with Lakme SKU number totaling the sum of all SKUs of all other brands combined together. i. Lakme has been seeing good growth. Now the petroleum jelly is going for local production. It is still too new to add much contribution to the business. The price premium charged by UBL is often the reason claimed behind it. Foods Lipton Taaza is one of the very few brands that are market followers to another brand. Traders don’t associate Taaza with budget. Local brands had already established a too strong foothold there already. with especially the face-wash growing phenomenally. It has tried to venture into the budget market. House Hold Care The 3 Vim variants are in ascending order of sophistication. Vaseline has only been introduced this year.

since the only competitor here is Maggi from Nestle. Now the challenge remains in removing illegal importers from the market completely. It has sold quite well. 2. Brand relevance is very low for deodorants in Bangladesh. Deodorant Rexona is available in different forms: Roll on. there is a huge potential if it can be developed properly. So. It already has a very strong foothold in Bangladesh due to product infiltration through the grey market. Tibet Beauty Soap. currently being imported from Pakistan. and in future there are lots of potentials for it. and claim all of Axe sales for Unilever Bangladesh. Bactrol Tibet. Tubes. and Sachets – to drive penetration through low income groups. Laundry and Wheel Laundry Soap Household Wash Dettol. Chaaka. In other Unilever operating companies Knorr has proved to be hugely successful.8 COMPETITIVE SCENARIO The following table summarizes the competitive scenario for UBL: TABLE 1 KEY COMPETITORS OF UBL Category Personal Wash Products of UBL LUX Competition Keya Beauty Soap. even better than expectations. Camelia Lifebuoy Detergent.Knorr is only a new addition to UBL’s portfolio. Savlon. Axe has just been launched in Unilever Bangladesh. Keya Laundry Soap. “Pocha” ball soap 25 . Aromatic. Ltd itself.

Johnson & Johnson Tibet Talcum Powder.Wheel Powder Tibet Washing Powder. 26 . Keya Washing Powder Surf Excel Vim Liquid Lifebuoy Liquid Oral Care Close Up Pepsodent Pepsodent Powder Skin Care Pond’s Face Wash. Johnson & Johnson Fair and Lovely Hair Care Sunsilk All Clear Deodorant Rexona Axe Food Lipton Taaza Ispahani Mirzapore. Saaf Dettol Liquid Colgate. Medi Plus Magic toothpowder Mostly different foreign brands Meril. Finley Fair and Care. Ariel Trix . Fresh Gel White Plus. Scrub Pond’s Lotion Pond’s Powder Tide. Tetley. Almost all the brands are the top brands in their respective categories.9 SWOT ANALYSIS Strengths: • Brands have the added appeal for international heritage and connection. Meril Talc. Emami Pantene and other foreign brands Head & Shoulders Mostly foreign brands 2.

27 . on-shore manufacturing experience. which helps them to get raw material more in a more cost effective manner.• • Strong hold over the distributors Has competitive advantage in terms of consumer insight. competitors find it very easy to make their own foothold. • Has access to top notch process and systems designed for Unilever by the best consultants • Can implement tried and tested processes of innovation and process simplification wit help for Unilever global assistance teams. has less opportunity to impact a brand’s direction. With no huge brand building costs. and efficient human resources. This is something local competitors can never do.with demand in the market often exceeding supply. • Offers the consumers value for money with world-renowned brands at an affordable price. • World wide supply chain network. whereas elsewhere it is often an important-if not majority of the business. Opportunities: • Has access to numerous global brands targeted to any and all target segments that can be sourced anytime by Unilever Bangladesh Ltd. Many global and regional decisions may not be in line with business’s well being at country level • Bangladesh trade structure is a lot different than majority of other Unilever operating countries: with modern trade being a very minuscule proportion of the business in Bangladesh. Weaknesses: • Suffers from consistent supply chain issues. • • As a brand developing country. In such situation. • Huge potential for growth as the Bangladesh economy gathers momentum.

Foreign products therefore are now entering the domestic market with greater ease. trade barriers are slowly being lifted. The following table summarizes the performance for 2008 and compares it to that of 2007. • Grey market imports and selling of Unilever brands could hurt UBL’s business. • As a result of globalization. penetration in personal products such as: Toothpaste. It has been one of the fastest growing businesses for Unilever in entire Asia and has developed leading edge activation. customer management and general management practices that are being showcased and emulated by other Unilever Companies. it provides a huge opportunity to capitalize on the untapped market and limitless sales growth opportunities Threats: • • Slow down of the economy in general can effect sales growths in the coming periods New tax policy can effect growth and penetration of brands aimed at the upscale market • Competitors are not fully compliant with government regulations. The growth percentages are provided: TABLE 2: FINANCIAL PERFORMANCE OF UBL FROM 2000-2008 (GROWTH %) 2006 Turnover Total Cost Gross Profit 28 22% 26% 15% 2007 21% 24% 17% 2008 35% 38% 29% . Deodorant is very low. Shampoo. While this is a challenge. 2.• In Bangladesh. has delivered sustained double-digit top-line growth at an average of nearly 3 times the country’s GDP growth for the last eight years. Most of them evade taxes and therefore are able to offer the traders a higher margin.10 FINANCIAL PERFORMANCE Unilever Bangladesh Ltd.

The cash flow growth rate for 2008 was over 50%. They will similarly respect the legitimate interests of those with whom they have relationships. The turnover for 2008 was BDT 16. The company has been operating at a negative working capital over the last few years. It is among the top five tax payers of Bangladesh Government. 29 . according to its financial principles. Unilever does not take into account cash. average inventory outstanding 47 days and average day’s receivable outstanding of nearly 23 days. it tries to make the most profit by making selective investments. UBL delivered a staggering top line growth of 35% in 2008. integrity and openness.5% to global Unilever revenue.11 CODE OF UNILEVER’S BUSINESS PRINCIPALS: Standard of Conduct They conduct their operations with honesty. Moreover the profitable growth was delivered as marked by the 53% improvement of Profit before Tax and 62% improvement of Profit after Tax. Unilever Bangladesh Limited had revenue of over Taka 16 billion in 2008. However. the company had a cash cycle of 37. while calculating working capital. Average days sales outstanding was 18 days. 2.476 million as opposed to BDT 12. The company has no long term outstanding debt. contributing about 0.3 days.175 million in 2007. Also.Total Advertisement & Promotion Profit before indirect Indirect Trading results Trading contribution 20% 11% 9% 13% 8% 4% 25% 40% 14% -19% 7% 40% 1% 78% 82% After nine consecutive years of double digit sales growth in the period 1999-2007. In 2008. and with respect for the human rights and interests for their employees.

Products and services are accurately and properly labeled.Obeying the Law Unilever companies and their employees are required to comply with the laws and regulations of the countries in which they operate. They maintain good communications with employees through company based information and consultation procedures. Shareholders Unilever conducts its operations in accordance with internationally accepted principles of good corporate governance. They are committed to working with employees to develop and enhance each individual’s skills and capabilities. structure. They are committed to safe and healthy working conditions for all employees. customers and business partners. Business Partners Unilever is committed to establishing mutually beneficial relations with our suppliers. 30 . advertised. financial situation and performance to all shareholders. They will not use any form of forced. Employees Unilever is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of their company. In their business dealings they expect their business partners to adhere to business principles consistent with their own. employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. Consumers Unilever is committed to providing branded products and services which consistently offer value in terms of price and quality. They respect the dignity of the individual and the right of employees to freedom of association. They provide timely. regular and reliable information on our activities. compulsory or child labor. and which are safe for their intended use. and communicated. They will recruit.

Business Integrity Unilever does not give or receive whether directly or indirectly bribes or other improper advantages for business or financial gain.Community Involvement Unilever strives to be a trusted corporate citizen and. They co-operate with governments and other organizations. They work in partnership with others to promote environmental care. in the development of proposed legislation and other regulations. as an integral part of society. both directly and through bodies such as trade associations. They work on the basis of sound science applying rigorous standards of product safety. Innovation In their scientific innovation to meet consumer needs they respect the concerns of their consumers and society. They neither support political parties nor contribute to the funds of groups whose activities are calculated to promote party interests. The Environment Unilever is committed to making continuous improvements in the management of their environmental impact and to the longer-term goal of developing a sustainable business. Competition Unilever believes in vigorous yet fair competition and supports the development of appropriate competition laws. increase understanding of environmental issues and disseminate good practice. They conduct their operations in accordance with the principals of fair competition and all applicable regulations. Public Activities: Unilever companies are encouraged to promote and defend their legitimate business interests. to fulfill our responsibilities to the societies and communities in which they operate. No employee may offer give or receive any gift or 31 . which may affect legitimate business interests.

a bribe must be rejected immediately and reported to management. Education. fund or asset will be established or maintained. Your company also continued the operations of 32 . UBL believes in placing the interest of the society right up in front which is reflected by the widespread CSR activities that the company undertakes. 2. Women’s Empowerment.000 contacts per year have been made since its inauguration. and visiting dentists regularly to help avoid major pain and discomfort. or offer of. which could conflict with their responsibilities to the company.payment. Their accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. and Disaster Relief.12 CSR ACTIVITIES UBL believes in being a good corporate citizen and is fully aware of its responsibilities toward the society it operates in. a bribe. which is. No undisclosed or unrecorded account. Conflicts of Interests All Unilever employees are expected to avoid personal activities and financial interests. or maybe construed as being. This program intends to increase the level of awareness in Bangladesh about the need of good and regular oral care. Any demand for. HEALTH Pepsodent Dentibus: A mobile dental unit of professional dentists offering free check up and advice continued its operations to various schools and neighborhoods. 1. They must not seek gain for themselves or others through misuse of their positions. 200. Unilever focuses its CSR efforts in areas of Health.

This was a much needed upgrade of the hospital which is one of the very few health care facilities in the city with a population of 2. The involvement of UBL in bringing modern surgical facilities to this hospital did not stop at the OT. The new OT now has world class surgical equipment including Life support. and an opportunity to help provide access to world-class surgical facilities through this hospital that caters for less privileged citizens of Chittagong. With regular assessment. In this endeavor. Chittagong Maa Shishu O General Hospital: Unilever Bangladesh sponsored the setting up of a modern operation facility at the Maa Shishu O General Hospital (Mother.5 Million Taka towards modernizing the existing operating theatre and in setting up a new operating theatre together with an advanced Intensive Care unit. Blood Transfusion. Having its major manufacturing facilities in Chittagong. UBL has spent 6. recognizing the dire need in the region for good health care. new needs for equipment have led to further 33 . 2004. However due to insufficient resources it could not cater to all the requirements of the patients .despite the executive committee’s best intentions. This facility was inaugurated on May 25th. The Maa Shishu O General Hospital was set up in 1979 and is a popular reference in Chittagong for the treatment of mothers and infants. This hospital brings essential health care to the water locked population in Bangladesh and provides a platform to talk about a healthy and hygienic lifestyle in areas beyond the reach of traditional media. child and General hospital) in the Port city of Chittagong. Obstetric. Diagnostic services etc. Unilever Bangladesh has a long-standing association with Maa Shishu O General Hospital and this initiative will radically enhance the services of the hospital. It treats around one and a half lakh patients annually providing Pediatric. Anesthesia machines etc.5 million.Lifebuoy Friendship Hospital which aims to bring medical advice to the doorsteps of the underprivileged and water locked people in the chars. This is where UBL came in as a sponsor and besides financial help extended personal involvement of UBL managers in ensuring speedy completion of the project. UBL was actively involved in this project. Gynecology .

a 3 month long Nurses’ Training Programme was organized at the Hospital. The programme covered several skill areas and had experts from outside the country help enhance nursing related skills. This is then followed by demonstrating the use of Lifebouy soaps – which have been made available in small packs for people of all income groups. Although there has been a lot of social progress and economic development in these areas since the country’s independence in 1971. Promoting hygiene awareness: Bangladesh has a population of over 142 million and 80% of this population lives in rural areas. both of which have been quantum leaps in developing good oral hygiene practices. market places. All these activities helped improve the emergency. The management quarterly visits the hospital to take patients’ feedback and meet with the administration to review the quality of services and carry out need assessments to enhance the services of the hospital. schools etc and communicate the importance of a healthy lifestyle through flipcharts and leaflets. Lifebuoy: lifebuoy concentrating on all rural communities has a team of trained personnel to visit neighborhoods. Pepsodent: The Pepsodent team concentrates on schools across the country and suburban localities to promote oral hygiene. critical treatment and recovery facilities for the port city residents and increased the hospital’s ability to do surgery. Initiatives like the Dental Support Program and Dental Health Awareness Week.5 million Taka in 2005 as well. The company not only sponsors projects at Maa Shishu O General Hospital but also actively supports and monitors its improvement. there remains a general ignorance about the importance of hygiene. it must first take steps to improve the well-being in the community that it operates in. 34 . It is the company’s firm belief that to help bring vitality everywhere.investment of another 1. In 2007 again. UBL is working with the Hospital management to enhance the skills and capabilities of the hospital staff and management as well to be able to provide better health care to the patients. UBL’S 2 health related brand: Lifebuoy and Pepsodent have done significant work on this issue.

It is therefore necessary that women be progressively brought into the main stream of economic activities. 2. In 2007. so that they can disseminate the message to their congregations. Unilever Bangladesh and Bangladesh Dental Society (BDS) have been working together for over a decade to promote oral health of Bangladeshi people. 300 dentists at 257 clinics in 64 districts gave free dental check-up to 12. Not only does a qualified dentist visit schools to educate school children. The Day provided people with an opportunity to be aware of the condition of their teeth and also promoted general awareness of oral hygiene. Lifebouy and Pepsodent have been instrumental in bringing the message of a better lifestyle. People called in for appointment at a stipulated time to have his or her teeth checked by dental professionals. Together. More than 3 million school children have been covered through this Program and Unilever is committed to continue providing this service to the community. the Program reaches out to countless others indirectly by training primary and secondary school teachers.500 people. Unilever Bangladesh reached out to educate imams at mosques on dental hygiene. Unilever believe. free from germs and associated trauma.Bangladesh Dental Society Oral Health Day. the day was organized on November 16. Unilever setup temporary dental facilities in districts where there were no clinics available. because the progress of any society will be constrained if a significant part of its population is neglected and excluded from the benefits of development. One of the major activities that is carried out in partnership is the Pepsodent . Furthermore. with economic and 35 . to millions of people across Bangladesh. WOMEN’S EMPOWERMENT Fair & Lovely Foundation: Unilever strongly believes in the importance of empowering women in Bangladesh.The Dental Support Program is a mammoth community exercise that encompasses both direct and indirect dissemination of the need and importance of oral hygiene.

Fair & Lovely Foundation was set-up as a social initiative by Unilever Bangladesh Limited on 15 June 2004 under its leading skin care brand Fair & Lovely. During its inception in 2004. in 2004. Bangladeshi women’s economic empowerment is looked upon as a luxury. Graphic Designing. women can become more vocal about their rights and become stronger in withstanding repression in any form. Career: Education is like a beacon for the right career. . It is this realization that has brought about the Fair & Lovely Foundation Scholarship Programme. Fashion Designing. This programme aims at providing women with basic and higher education. as well as training and assistance. means of undertaking it. it is easy to make a wrong decision. This led to the Fair & Lovely Foundation’s Career Guidance Programme. It hints at what one is good at. Any Bangladeshi female student with good academic track record is eligible to apply for these scholarships. and an inspiring success story to instigate interest. Keeping this mind and women’s empowerment at the forefront.500 women students (at standard 10 level) received courses on basic IT from NIIT. Yet. Career and Enterprise" Education: Even in the twenty-first century. 36 Engineering. with so many choices that are available. Supplementary scholarship programs are also ongoing in partnership with the Faria Lara Foundation. the Fair & Lovely Foundation aired a 13-episode TV series in Channel i. Advertising. Fair & Lovely Foundation tailor-made yet another scholarship programme for women seeking higher education.educational empowerment. Each episode showcased one particular career… encapsulating detailed information about its prospects. Career showcased in the programme were – Law. it will be most unfortunate if a significant part of it is neglected and excluded from the benefits of development. The mission of the Foundation is to "Encourage economic empowerment of Bangladeshi women through information and resources in the areas of Education. After the successful project entitled "Uttoroney Nari" in 2003 where 1. While the economic growth of a country is dependent directly on the level of education of its general population. Defence. Banking.

The Fair & Lovely Foundation Entrepreneurship Programme was set up to explore the endless possibilities that lie in this sector for women. IT. Under this project. Medicine and Business. Project Joyeeta came out as a realistic venture of Unilever Bangladesh aimed at improving the lives of rural women bringing them into a sustainable income generation through entrepreneurial skills. Project Joyeeta: ‘Joyeeta’ is a unique initiative of Unilever Bangladesh to provide sustainable opportunities for over 2900 women in rural Bangladesh to earn their livelihood. From an initial twenty-five Joyeetas the number has now increased to over two thousand. Architecture. The success story of Joyeeta is taken even further with a similar project named “Aparajita” with the support from CARE. UBL will be able to expand initiative to reach 20 more Upazillas of the country’s northern and eastern districts. This Programme assists both urban and rural women by providing practical knowledge as well as business expertise. The programme received a huge response in terms of viewer enquiries and letters. These women (Joyeetas) are serviced from the distributor through a third party agency at a regular interval. Journalism. Joyeeta is derived from the Bengali word ‘Joy’ which means ‘Win’. So. In recent times Non Government Organizations (NGO)s and government bodies are collaborating to establish self-help groups for the development of rural women supported by microcredit program. Hence with a sizeable margin they would be able to generate sustainable income for themselves and hence be financially empowered. The project started in August 2003 in a nearby Thana of Manikganj as a pilot for six months. Enterprise: Unilever believe that small & medium enterprises are crucial to the economic development of a country like Bangladesh. The women termed as Joyeetas are given a task of selling Unilever products and communicating the brand values in the rural households of their village. 3.Merchandising. 37 . Joyeeta is the embodiment of a fearless female spirit trying to better her socio-economic condition by trying new options given her surroundings and ground realities.

Besides entrepreneurial training and other activities. 20 SSC and 20 HSC Examinees were given the opportunity to train for three months in Borguna District. FAL Foundation came forward to work with this organization to assist semi-urban female students to acquire spoken/written English and basic Computer skills after their SSC Exam and help them to compete with their urban peers.Banani. the 38 . The courses were conducted by Certified IT professionals and English language professors. There exist some institutions that provide education to these hapless children and one such organization is Shathee Samaj Kalyan Samity (SSKS). This program continues in 2008 as well. Towards the end of 2004. In April 2005. The effectiveness of the course was evaluated by a final exam conducted by Adcomm. SSKS runs a free evening school for children residing in slums and was funded by an international NGO thus far. Barguna District. School for slum children sponsored (SSKS): Unilever came forward to support an institution that provides free primary education to children of lowest income families. In 2007 May. spoken and written English. Under this project 40 female SSC students from 16 secondary institutions in the district went through a three-month training program on basic computer skills. Fair & Lovely Foundation again re-started the programme of providing Supplementary Education programme with Faria Lara Foundation. EDUCATION IT scholarships for women: Faria Lara Foundation is a voluntary organization working in the remote village of Halta Dawatala in Bamna Upozila. an NGO working for the slum residents in the city’s posh residential area. UBL’s agency for executing the various projects related to FAL Foundation. in the south of the country. Executive Director of the Faria Lara Foundation.These Unilever led projects will continue to empower women all over the country and give them the 3. UBL Chairman Sanjiv Mehta officially handed over a cheque of Taka 5 Lakh and 10 computers to Selina Hossain.

Electricity and safety etc. Moreover. Unilever's Pepsodent Dentibus also visits the school premises to create awareness about good oral hygiene. The children eagerly await such visits which inspire their creative thinking and are a break from the everyday school work. Good behavior. 39 . UBL volunteers also visits the school to demonstrate the importance of hygiene and health. Pop quizzes through which the children could win Lifebouy soaps. decision-makers and opinionformers in their own countries. company managers volunteer to spend time with the children and take innovative learning sessions. uniforms and books for the students. aimed at providing opportunities for post-graduate study in the UK for young professionals in early or mid-careers who demonstrate both academic excellence and the potential to become leaders. The sponsorship helps to cover salaries for the teachers and staff. Unilever Bangladesh initiated the sponsorship of the school' major expenses. Education and Women’s Empowerment. Nurturing the intellect and development of the children coming to this school can help build a strong example of conscientious involvement of the privileged society in support of the needy. These include Origami. Badda slum areas and UBL provides support for opportunities such as training for teachers and sports lessons for the students. The fields of study included for the Unilever Chevening Scholarship are the areas of Health. In January 2005. Chevening Scholarships are prestigious scholarships awarded by the UK’s Foreign and Commonwealth Office.supporting organization wrapped up its activities from Bangladesh which left SSKS floundering for funds. Gulshan. and other administrative outflows. Chevening Scholarships:Unilever Bangladesh Limited and the British High Commission signed an agreement on 11thSeptember 2006 to jointly fund a Chevening Scholarship titled the “Unilever Chevening Scholarship” for a Bangladeshi national wishing to study in a University in the United Kingdom. or Pepsodent toothpaste with each correct answer creates a flurry of eager hands to jumping up to answer that makes it a sight to see! The existence of the school is a great support for the children living in Banani.

The village was finally completed and formally inaugurated in July of 2008. UBL partnered with the Bangladesh Army and set out to rebuild one of the worst-affected villages of the calamity.4. DISASTER RELIEF Char Nazir To help the victims of SIDR. installation of five deep tube wells. 40 . The Army Engineering Corp designed the houses and oversaw the implementation of the project based on the plan conceptualized by UBL. Char Nazir.000 Euro) project included providing housing with sanitary latrines for all 75 families. rebuilding one retail outlet and providing ten cows and fifteen goats for income generation to the village people. The BDT 8 million (80.

Project Part 41 .

etc. wholesalers. Managing customers i.0 CUSTOMER DEVELOPMENT: BACKGROUND UBL sales come from its customers: Distributors. Major thrust in rural market. retailers. Effective and focused company sales force. etc The Customer Management Department is also responsible for merchandising to educate trade about benefits and to promote visibility to generate consumer awareness through tools such as point of sale (POS) displays. is becoming critical day by day. is responsible for managing the actual sales of all company goods. previously called the Sales Department. The Customer Development Department. Space Management and In-store merchandising are becoming more and more important. With the evolution of modern trade and aggressive local and international competition. With more and more sophistication. Wholesalers. and distributors. The Distributor’s Sales Representatives (DSRs) perform the following functions: • • • • Direct selling to trade Immediate delivery to trade Product /POS display Market feed back The company sales force performs the following functions: • Manage distributors by: o Guiding distributor’s sales efforts o Supervising and training the DSRs both on the job and off the job 42 . Category Management. and their key strengths are: Strong distribution network. Exploring and developing new channels are becoming critical to drive their business forward. dealer service materials.e. the role of Customer Development will evolve further and the whole game will be turned into “Relationship Marketing”. Retailers. role of Customer Development has also been gradually shifting from traditional “Sales” to “Trade Marketing”.3. product manuals etc.

Breaking this figure down. UBL has organized its trade into the above stated 6 Regions. whereas in Rural it is 13.5. However FMCG includes categories UBL does not operate in: Tobacco. In comparison. The average SKU per store on a national level is 89. which is around 21%. in Urban. average UBL business is approximately US$ 18 /Month. in Urban. Milk.2 TRADE STRUCTURE The Customer Development director (CDD) heads the Customer Development Department. Breaking this figure down. whereas in Rural it is 28. in Urban. whereas in Rural it is 66. 3. etc The average Category per store on a national level is 14. Breaking this figure down. Reporting to him are the Trade Marketing Manager.1 OUTLET BUSINESS STRUCTURE IN BANGLADESH The average FMCG business in Bangladesh is approximately US$ 87/Month. Processed Foods (except only Tea). average brand per store is 112. The average brand per store on a national level is 36. o Market feedback • Direct servicing through: o Redistribution o Merchandising o Trade relations 3.o Expansion of coverage. Sales Operation Manager and 6 Regional Sales Managers in charge if sales of each of the 6 sales regions. The Area Sales Mangers report to 43 . average brand per store is 44. average category per store is 16. These are further subdivided into 9 Areas and then into 40 Territories. .

but since it is an FMCG company rather than a B2B.and they have the Territory Managers reporting to them. what really matters is sales in the retail market to consumers. Bogra Region: Contribution: 17%. while the remaining 2 deal with Modern Trade & Shopping Complex-which are 2 separate channels altogether. Dhaka Outer Region: Contribution: 23% Growth: 40% Growth: 36% Distributor: 21 Distributor: 22 Dhaka Metro: Contribution: 18% Growth: 30% Distributor: 10 Sylhet Region : Contribution: 8% Growth: 27% Distributor: 12 Khulna: Contribution: 19% Growth: 33% Distributor: 32 FIGURE 3 SALES REGIONS OF UBL Chittagong Region: Contribution: 15 % Growth: 30% Distributor: 22 Of the 40 territories. Unilever measures to kinds of sales: • • Primary Sale: When UBL makes a sale to the distributor. Secondary Sale: When the distributor makes a sale to retailers. 38 deal with General trade.the Regional Sales Managers and are in charge of their own areas.which are further subdivided into channels. For UBL sale is recognized when primary sale happens. to be discussed later. Thus. secondary sales are what really matters. 44 .

45 .000 outlets nationally. which is around 3 lakh outlets. Kalurghat factory.2% Urban.000 direct coverage – Rural This is done through 119 exclusive distributors with a distributor sales force of 2025 DSRs – calling on 75.8% / Rural. Infrastructure geared to meet fragmented trade 700. Sylhet. Barisal. Usually distributors maintain seven days of secondary sales in stock as buffer.2. with a total of 700. Khulna. And the number of outlets is growing @ 3.000 direct coverage in Urban Approx 130. Trade in Bangladesh is extremely fragmented.000 outlets were grouped into 27 different channels. and their breakdown is as follows: • • Approx 120. UBL delivers to 37% of all outlets.6%. It is mostly traditional & rural. Bogra.3. with 23% in urban & 77% in rural.000 outlets /day. and finally in Chittagong.The sales flow of UBL goes as follows: Distributors Buys at list price (Primary Sales) Retailers Buys at trade price (Secondary Sales) Shoppers/Consumers (Buys at Retail Price) The distributors take their supply from any of the 6 depots that the company holds in Dhaka.

5% UBL Warehouse 97. Priority Channels: • • • • • • Urban wet market grocer (UWMG) Urban neighborhood grocer (UNG) Urban general store (UGS) Urban HPC Tong Rural wet market grocer (RWMG) Rural neighborhood grocer (RNG) 46 . based on common characteristics of the outlets and the shoppers who usually visit them.3 MANAGING TRADE: UBL MODEL Key Accounts 2.5% Distributors Sp. UBL has divided these 9 into 6 priority and 3 emerging channels. etc.4 UBL SALES CHANNELS Of the 27 channels. Channel Distributors Shopping Complex Out of Home 25% 75% Wholesale Use as gap-filler Retailer Under Direct Coverage Retailer Not under Direct Coverage FIGURE 4 UBL TRADE MODEL 3. target setting. 9 contribute to the maximum chunk of business. for ease of serving.3.

1% of all retail outlets are under the direct coverage of UBL. 47 . which covers – Wholesalers.9% of outlets is not ignored.e. Alternative Root to Marketing. which contributes to 75% of total business. Urban hunters. but indirectly.. They are fed through indirect distribution coverage by the Alternate Route to Market which contributes the remaining 25% of value. there is the ATTM channel. Joyeeta.Emerging Channels: • • • Rural cosmetic store Shopping complex/Cosmetic shop Key Accounts (modern trade) Urban Channels: Channels located in Thana HQs or Municipal areas Rural Channels: Channels not under the geography occupied by Urban Channels 9 UBL Channels 3 Emerging + 6 Priority FIGURE 5 UBL SALES CHANNELS Urban channels are those are located within Thana Parishad area of each Zilla. and Pollyduth. They are still serviced by UBL products. However. UBL does not intend to increase direct coverage of outlets unless significant value addition could be gained from it. The cost of increasing direct distribution coverage is much higher than the sales growth benefits to be gained. In addition to these. Areas beyond that are referred to as rural. i. the rest of 68. ALTERNATE ROUTE TO MARKET 31.

UBL has been able to reach this position over the years through rigorous activities and sound team work with its stakeholders. She buys goods from the hub and then sells those from door to door.5 REDISTRIBUTION PROCESS ROLE OF THE DISTRIBUTOR Distribution business operation in Bangladesh is regarded as one of the benchmark system in today’s time. Joyeeta is a lady from a far away village where there are even no retail stores. In return the distributor gives away 3% of his commission to them. Distributor gives away 2% of his commission to Joyeeta and she also gets the retailers margin of 10-15%. Similarly. Modern Trade started to emerge in Bangladesh since 1999-2000. Unilever Bangladesh Ltd. Distributors. In the FMCG industry.Special projects under ATTM have been undertaken to ensure that the supply of UBL also reaches places where there is no direct coverage. Modern Trade in Bangladesh is nascent.5% of Dhaka sales. Till date modern trade comprises of a total of 84 stores. EMERGING MODERN TRADE Modern Trade is growing very fast in number. 48 . For example. undoubtedly plays a key role in overall business operation of UBL. The distributor’s business growth and profitability plays a significant role for UBL’s business growth both in terms of volume and value. There are mainly 4 big Customers with multiple stores. and experiencing 40% cumulative growthalmost 3 times faster than General Trade in terms of value. the Pollyduth buy from the distributors and carry the materials to faraway places on their cycles. but there is still an opportunity 3. They are considered to be the backbone of UBL’s business. (UBL) plays the leading role in making Unilever brands available in all the corners of the country. 5 Customers contribute 60% of MT business. Modern Trade contributes 1% of National sales and 5.

the day’s orders are entered into system and invoice and memo is prepared • Next the distribution house manager. etc. It is the DSR’s responsibility to ensure availability of the products. • After returning to the distribution centre. DMPR (Distributor’s monthly performance report). etc.UBL distributors function as business partners and have to strictly follow UBL guidelines. competitors’ activities. LPC. OVERVIEW OF THE REDISTRIBUTION PROCESS This is the process of getting the products to traders through the distributors: • On one day of the week.considering the order size of each product. train and coach distributor team. weekly.. merchandizing activities. etc.use of Personal Digital Assistant (PDA) to take orders or use of Distributor Management System (DMS) to record orders. Distributors have to maintain various important files and registers on a day to day basis like Stock Register. They have to accommodate the territory manager and Area Sales manager of UBL. daily. prepare different report. ROLE OF THE TM The TM’s main responsibility is to manage the distribution.places an order (Indent) to the Unilever Depot. Call Productivity. Distributor Sales Representatives (DSRs) all over the country visit the outlets according to the coverage plan. and monthly. They also accommodate and install various process innovations of UBL . POP Register. distribution correction. 49 . etc. brand innovation. and cash available to the distributors. on distribution effectiveness – BPC. DSRs take orders for the different product and enter the order into his hand held terminal (PDA). current stock levels in the warehouse.

otherwise it is returned back to the trader The Contract Merchandisers visit shops in his route. etc. he notifies the ADSR about it o The ADSR then collects the goods from the shop in his next visit and submits it to the TM o Only on approval by the TM the good is replaced. The CM raises the availability token for cross checking the performance of the DSR. His main responsibility is to ensure visibility of the products through proper merchandizing and point of sales/purchase displays. the ADSR makes it manually and informs the computer operator on getting back to office. channel characteristics. The CMs are paid for by Unilever.• Distributor pays through Demand Draft and the stock is delivered the next morning to the distributor warehouse. It represents the outlets to be covered at one go. necessary changes are then made in DMS+ and the corresponding Memo. • The grievance procedure for damaged goods follow the following sequence: o The trader first informs it to the DSR o If the DSR finds the claim to be logical as per company policy for replacement. A territory is divided into routes based on geographical proximity. • Memo is sent to the warehouse and orders prepared and products loaded into the delivery vans (mechanized or non-mechanized) accordingly • ADSR carries the printed invoices and the respective supply to the market the next day. Routes are 50 . gives delivery and collects the money • In case of any change in memo – additions or deductions.

Even then there are areas of improvement. Itself. o times a week and household once) Mechanized vehicles cover 2 sections per day. we will first analyze the problems with the previous system of operation. The objective of this report is to evaluate a recently implemented solution to bring increased efficiency in the distributor’s process of ordering inventory from UBL.divided into sections – the number of times a route is serviced in a week.0 BUSINESS ISSUE The distribution system in UBL is one of the most advanced in the FMCG industry in Bangladesh. non-mechanized vehicles cover 1 section per day. 51 . whereas. The distributor’s organogram is as follows: Territory Manager Distributor/Owner House Manager Supervisor Computer Operator Distributor’s Sales Representative (DSR) Contract Merchandisers (CM) Delivery Man Assistant DSR(ADSR) Driver 4. To understand the need for the new system. There are several areas from where inefficiency rises in the business of the distributor and Unilever Bangladesh Ltd.

The business issues are as follows:

1. Distributors need to maintain a certain amount of safety stock in their warehouses to account for unpredicted circumstances. Previously, Unilever Bangladesh Ltd. had mandated a fixed number of days cover for inventory. Stocking inventory requires forecasting, but most distributors lack forecasting tools; thus, inventory management is often done without them. Improper stock management methods result in capital blockage in slow moving stock and stock out in fast moving stock

2. There is no systematic method to measure how much stock of each product there should actually be. There is no forecasting and demand planning done by the distributor

3. Warehouse keepers don’t understand the proper stock requirement. Indent is made based on Judgment and Physical verification by the house manager

4. There is significant time loss in decision making regarding primary sales orders.

5. Indent is sometimes modified due to conversation between the distributor and the depot manager. If there is an order for a particular product but no stock available, then indent is not placed for that product. What happens as a result of this is that, true picture of the efficiency of production and Supply Chain Management is not apparent. And unless a problem is identified, it can’t be solved.

6. Finally, indent is often adjusted according to cash availability- since UBL does not sell on credit; order size is often reduced even though market demands more. This represents lost sales for UBL, since even though there is demand in the market & there might even be stock in UBL depots- sales is lost because of cash problem of the middleman- the distributor.

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5.0 THE SOLUTION: CONTINUOUS REPLENISHMENT SYSTEM

To address all of these issues, Unilever Bangladesh Ltd has decided to roll out state of the art software for turning the manual process of making indent into a fully automatic, standardized process. This system is called Continuous Replenishment System. To allow a better and more fully integrated application of the system, Unilever Bangladesh Ltd. has also devised another system called Distributor Financing.

Continuous Replenishment System and Distributor Financing run together can deliver the maximum benefits. CRS will address the forecasting issues of inventory management, while Distributor Financing arranged by UBL itself will ensure that the inventory levels suggested by the CRS system can be fully implemented by the distributors, with the financing problems taken care of by the banks-under the direction of UBL. Each process will be discussed in detail, and combined benefits of the 2 systems are analyzed to give future recommendations.

Currently in UBL, 60 distributors have been equipped with CRS, due to longer time & more formalities involved in processing bank financing. However, only 19 distributors have been implemented with CRS along with distributor financing. This is because arranging Distributor Financing is much more complicated by installing the CRS software. However work is underway on making all distributors CRS distributors with Distributor Financing

5.1 CONTINUOUS REPLENISHMENT SYSTEM

Continuous Replenishment System is the total automation of the Product replenishment from UBL to the Distributors. It starts from generating indent based on SKU wise stock norm and ends with receiving the stocks without any manual entry.

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Electronic data interchange (EDI), used traditionally to exchange business documents, has recently been extended to facilitate inter-organizational collaborative processes such as the Continuous Replenishment System (CRS).

Manufacturers and retailers have been reengineering supply chains using information technology (IT) such as point-of-sale (POS) systems and electronic data interchange (EDI). While EDI has been used traditionally to exchange business documents between trading partners, its capabilities have been extended recently to facilitate collaborative business processes across firms. Continuous replenishment program (CRP) is one such IT-enabled reengineering effort. The key features of CRP are as follows: (1) Retailers provide the manufacturer with real time access to their inventory positions. (2) Based on this information, the manufacturer replenishes retailer inventory (3) Products are sold to retailers at an pre-agreed price

In CRS, retailer orders are essentially eliminated because manufacturers determine quantities to ship to retailers based on observed retail sales.

CRS is a way to cope with demand uncertainty because it coordinates the supply chain players to work with common forecasts. Theory of coordination or "coordination science" often focuses on the value of information sharing in achieving intra-inter-firm coordination (Malone and Crowston 1994). However, information sharing is only one aspect of coordination; business processes are also redesigned along with information sharing.

CRP restructures the supply-chain ordering process in two fundamental ways. • First, it requires the customer to share inventory level, which is traditionally viewed as sensitive and secret information. • Second, under CRS, the retailer inventory management is performed by the manufacturer and not by the not customer.

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It is well known that traditional Electronic Data Interchange (EDI) reduces transaction costs and errors (Mukhopadhyay et al. 1995, Wang and Seidmann 1995, Srinivasan et al. 1994, Riggins and Mukhopadhyay 1994). Although the benefits of EDI for ordering were widely publicized, few firms in the retail industry had experienced significant savings from using EDI to automate the existing ordering process (Clark and Hammond 1997). Many authors have also noted that EDI must involve changes in business processes to realize savings enabled by the EDI innovation (Riggins and Mukhopadhyay 1994, Venkatraman 1994).

Case studies of CRS implementation speculated that for continuous replenishment systems to work effectively, demand must either be stable or reasonably predictable (Clark and Hammond 1997). Products that change frequently such as seasonal goods may not be appropriate for the CRS approach. Retail grocery product demands are relatively stable and are effectively managed by CRP (Clark 1994b).

When there is no CRS, the retailers communicate only their orders to the manufacturer. Under CRP, the manufacturer has real-time access to participant retailers' inventory levels, and the manufacturer replenishes the inventory for each participant retailer. CRS reduces the expected inventory holding costs of both the manufacturer and customer participants.

Research on CRS is recent. Pioneering empirical research has been carried out by Clark and others in a series of case studies of the grocery industry (Clark 1994a, Hammond 1995, Clark and Hammond 1997, Lee et al. 1999). The primary result of this stream of research is that channel transformation, defined as the combination of process and technological innovation, provides significantly greater performance improvements than either technological innovations or process redesign changes implemented independently.

Analytical modelling of the CRS innovation is limited and has focused primarily on channel coordination through information sharing. These studies discuss how a manufacturer can elicit information from retailers through inventory, lead-time, and shortage allocation policies (Bourland et al. 1996, Gavirneni et al. 1996, Aviv and Federgruen 1998, Moinzadeh and Bassok 1998, Cachon and Fisher 1998). In these studies, the benefit of information
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Co-Managed Inventory (CMI) and Vendor Managed Inventory (VMI). depending on which party. The consumers are ultimately better 56 . INTEGRATED DEMAND MANAGEMENT The rationale behind Continuous Replenishment System is more than product replenishment. CO-MANAGED INVENTORY (CMI) In CMI. The order messages sent merely update the retailer’s information system. with a series of enabling technologies like Electronic Data Interchange. the responsibility for inventory management and replenishment shifts totally to the supplier. supplier or buyer. can be used by the management for demand analysis and achievement of integrated demand management. The key characteristics of CRS are the sharing of real-time inventory data by retailers with manufacturers and continuous replenishment of retailer inventory by manufacturers. the data captured along the chain.sharing to the manufacturer comes primarily from the manufacturer's ability to forecast more accurately the size of retailer's future orders and/or the actual timing of the future order placement. the buyer maintains the responsibility for inventory management and replenishment. This embraces two main initiatives . Inventory and sales data is transferred electronically by the buyer to the supplier as often as the replenishment system is executed. This is used by the supplier as input to ongoing forecasts and adjustments to the next production cycle. In today's global marketplace. VENDOR MANAGED INVENTORY (VMI): In VMI. When a supply chain is viewed as a demand chain. A firm order is generated by the supply for the required quantities without further confirmation by the retailer. with partnership being the key word traditional replenishment processes are fast giving way to the Continuous Replenishment concept. A proposed order is generated by the supplier and revised and confirmed by the retail buyer. actually manages the inventory and on the extent to which information gets shared. product numbering and bar-coding.

i. store and pull.e. Indent will be generated in distributors system. The process applies lean principles to distribution operations as a way to increase inventory velocity." CRS can help make warehouse function closer to a crossdocking operation where items are received. Option will be provided to view the value of the Indent. 5. As opposed to the old "receipt.2 CRS IN UBL INVOLVES: Full Automation of Indent process Electronically fund transfer & indent submission Electronically receiving the stock Stock Auto updating Cash transfer according to indent 5. Activity. 3) This system generated suggestive indent must be authorized by distributor/ distributor’s authorized person in DMS+. logic for indents which will be generated from the distributors’ computer system must be setup in Unilever central system. There will be electronic signature of the acknowledgement regarding the indent and financial issues. Innovation and Seasonal SKUs etc. After authorization. it will be freeze. Strong cooperation between trading partners is essential for the success of good demand management.e.3 CRS INFORMATION FLOW 1) Initially.served. 57 .DMS+. 2) Indent Logic and lifting schedule will be sent to distributors system-DMS+ online using UniBD. Nevertheless the effort of one party alone is not enough. Lifting Schedule etc. Stock Norm by SKU. The goal of CRS is to bring in inventory when the customer needs it.Nucleus. based on received Indent logic. then staged to go out. Once an indent is authorized. Distributor will be able to change only three types of SKUs i. the Indent will be uploaded to UniBD.

In any point of time distributor’s Current Stock = Physical Stock + Safety Stock 58 . The pro forma indent value will go to the concerned bank for financial clearance. 5) From UniBD the indent will move to Unilever Main System.4) RSM / ASM or their authorized person in their absence has to then authorize the indent in UniBD for their designated distributors. firm invoice will be created and sent to UniBD through an Interface to change item codes compatible to DMS+.MFGPro through an interface to convert DMS+ item code to MFGPro item code using a cross table. Supply Chain department can make limited correction with proper reason. 10)Finally. 6) A pro forma invoice will be auto generated in MFGPro. 8) The electronic advice will be uploaded to MFGPro as balance confirmation. 9) Getting confirmation from bank. The invoice will first enter as Transit Stock and after getting the product it will move to current stock. which will be maintained in MFGPro. DMS+ operator in the distribution house will download the Invoice from UniBD to DMS+. 7) The Bank will arrange transfer of required fund to UBL account either from distributor’s balance or his OD limit and confirm UBL through electronic advice.

b) Parameter for Indent calculation • • • Nucleus: Duration for Sales SKU wise ( Number of days ) Nucleus: SKU Factor – SKU wise manual entry ( with decimal ) Nucleus: Avg Lead Time : Distributor wise separate manual entry (Decimal) 59 . Option will be provided to upload manually from Nucleus to MFGPro.5 CRS PROCESS FLOW Nucleus will be basically used for setup necessary logic. which are as follows 1) Master Setup: SKU a) Cross table: This is a table where there will be a related DMS+ item code for every MFGPro item code.DMS generated Indent Indent uploaded to UNIBD RSM/ASM authorization Pro forma Invoice Bank Declaration Firm Invoice Invoice uploaded in UNIBD Invoice downloaded in DMS Stock Updated in DMS Stock Norm Limited Edit Option Based on Availability OD Arrangement & Account Transfer FIGURE 6 CRS PROCESS FLOW 5. Everyday this cross table will be uploaded to MFGPro.

For any innovative SKU where there are no history sales Benchmark SKU will be taken into consideration for Indent generation in DMS+ and provide the result in the original SKU. At the same time Nucleus user have to send the new SKU code to distributor also.2. default benchmark is the original SKU itself. if any invoice contains any new SKU code which does not have equivalent DMS+ code in cross table. 60 . Then the NUCLEUS user will update the cross table and refresh the invoice. DISTRIBUTOR a) Lifting pattern: Distributor wise lifting pattern will be entered in NUCLEUS and will be uploaded to DMS+ 2) INVOICE ISSUE : In MFGPro.4 etc ) and Weightage (with decimal ) – Different for different lifting pattern) • Nucleus: SD of Lead time – distributor wise manual entry c) Benchmark SKU: Will be selected in current Stock Keeping Unit (SKU).3.• Nucleus: OCF=OCF Weight*SD (Order Cycle weekly (1. 3) DOWNLOAD OPTION: One common download option under heading CRS DMS+ INDENT: 1) Indent Logic • DMS+ generated Indent date and the corresponding firm invoice in MFGPro must be in the same date. After that the invoice will go to UniBD using interface system. the corresponding flat file containing the total invoice information will go to NUCLEUS from MFGPro and in NUCLEUS there will be a pop up message for the user. In this case distributor has to first upload the SKU flat file then the invoice.

2) Indent Generation ( Schedule and Unscheduled ): a) During indent generation DMS+ will check schedule or unscheduled day.• If the Depot user fails to create firm invoice within the same date. iii) Schedule Missed – If any schedule indent missed for any reason.e. Distributor must send a fresh indent from DMS+ in the following day maintaining the same approval process by RSM & ASM and with updated quantity.unscheduled) + Serial no (4 digit). • Indent no.scheduled. b) Indent will be generated in the benchmark SKU for innovation SKUs. but will be displayed for the original SKU. • 2 types of indent can be generated from DMS+. will be of 8 digits – Distributor code (3 digit) + Flag (1 digit – ‘S’ . i) Scheduled– Auto generated indent on lifting days. i. in the next day it will be treated as scheduled even if the day is unscheduled • Only one indent can be generated in a day. ii) Unscheduled– Manually generated indent on non-lifting days. For example D01S0815. ‘U’ . in the next day the indent will be closed and if distributor requires a fresh indent will be generated with updated quantity but in the same indent number. • If any invoice missed. the indent will be closed automatically. Indent will be zero quantity with all SKUs. c) Indent formula: • • SS – Safety Stock SD: StdDev = Standard Deviation 61 . indent will become ineffective in MFGPro & DMS+. After receiving corresponding firm invoice or notification for not invoiced from MFGPro. There will be no system generated suggestion for unscheduled indent.

But the user must enter a reason (drop down list) at the time of modification.4 etc ) and Weight (with decimal) Distributor wise manual entry • Nucleus: SD of Lead time – Distributor wise manual entry SD = StdDev (Particular Duration Daily Sales Value) Avg Sales = Total duration sales value / Total duration SS = 3. b) Weekly allocation from month target will also be taken in to consideration during indent generation.72 X SqRt (Avg Lead Time X SD^2 ) + ( Avg. Activity and Seasonal (definition should be set at Nucleus) SKUs only.• • • • • • • OCF: Order Cycle Factor FC : Fixed Cover ROQ : Re-Order Quantity Nucleus : Avg Lead Time : Distributor wise separate manual entry (Decimal) Nucleus : Duration for Sales SKU wise ( Number of days ) Nucleus : SKU Factor – SKU wise manual entry ( with decimal ) Nucleus : OCF – Order Cycle weekly (1. user will be able to manually edit Innovation.3. 62 . Sales^2 X SD of Lead Time^2) FC Value = Safety Stock + SKU Factor + OCF FC Days = FC Value / Average Sales Value FC Quantity = Round in Higher Side (FC Value / Trade Price ) ROQ = FC Quantity – Current Stock If ROQ is positive that will be suggestive quantity or if this will be negative than suggestive quantity will be zero. a) After suggestive indent has been created.2.

will be uploaded to UniBD along with tag (scheduled/ unscheduled).3. After indent generation. 63 . a flat file will be created in encrypted mode along with Site code and with not ordered SKU list.

As Unilever moves ahead globally to be the best supplier in its class. Market demand is taken as the order every day from distributors every day. CCFOT is a consistent measure of Order to Delivery (OTD) performance across Unilever. The process has been implemented in 19 distributors fo 1.e. EFFECT OF CRS IMPLEMENTATION ON CUSTOMER DEMAND SATISFACTION MEASURED THROUGH (CCFOT) Customer Case Fill on Time (CCFOT) is a measure to see how much of the demand from the market on time is being met by supply chain.6.0 EVALUATION OF CONTINUOUS REPLENISHMENT SYSTEM AND DISTRIBUTOR FINANCING The CRS+DF project proposal stated the above benefits to be realized after CRS implementation. i. it has become important to adopt a consistent measurement of its relationship with the customer including service to customer and efficiency in providing this service. CCFOT has been given great importance in recent times both globally and locally. requiring the business to understand loss areas and develop action plans. More than a measure. CCFOT forms part of a root cause analysis process. With this in mind. distributors against what had been ordered. case fill has been a key performance indicator (KPI) which measures what was shipped to customers. It enables measurement of customer service as seen by the customer and a common mechanism for sharing performance and major losses to facilitate improvement by the sharing of best practice. CCFOT enables the business to identify opportunities and actions necessary to improve the order to delivery process. 64 . Over recent years.

even the 10% gap between demand and supply didn’t seem to corroborate with the market feedback of gross undersupply. Because of this practice. which allows for automatic indent generation. Thus.on the basis that was not enough market demand for the product. Sales were being lost. Without a true picture of the situation. After the conversation. the distributors only placed orders for the products currently in stock at the company depot. This was another problem that was going to be addressed by CRS. 10% of potential sales was being lost every month. that is.g.but there was no concrete way to measure these lost sales and to identify areas for action to be taken on. but the CCFOT figures for that month show a completely misleading result of a very good performance.CCFOT in UBL This has always been measured in UBL. The reason for such misleading CCFOT figures was a result of a common business practice of distributors to check stock levels with the depot manager before placing an order. E. even though market was demanding the product. CRS automatically calculates how much quantity of each product should be ordered given the current stock level and the market demand measured by memos from retailers-based on the prescribed 65 . as demand was not being met in all cases. and has consistently shown strong positive resultsaround 90%. This was a big enough problem. This was a vicious cycle that needed drastic measures to come out of. because there was no way of gauging the demand without a correct CCFOT figure. it is often seen that a particular products in currently under supplied in the market in a particular month. the company used to run on the belief that almost 90% of market demand is being fulfilled. with minimum human intervention. there were no orders placed for products which were under produced and hence undersupplied. it was not possible to devise any remedies. The production team did not remedy the production situation. However. and hence there was undersupply.

FIGURE 7 UBL CCFOT JAN-'09. The business implication of this was huge. the market demand is being fulfilled. 66 . As we can see from the figure below: CCFOT for the Total Company has shown a drastic fall in April-which was the month that CRS was fully operation in more than 50% of the distributors. guided in the right direction by the CCFOT results. CCFOT fell to 77% in April from 89% in January: a drastic 10% fall. the supply could now be adjusted accordingly.e.stock norm built into the system as explained before. it is actually quite the opposite. Once the demand figure was accurate. This is again evident from the CCFOT results of May’09. Although this might seem deterioration in performance.MAY'09 It prompted the necessary changes in the business. The potential sales being lost was actually 23%. now there is simply a way to measure this and hence take corrective steps to improve it. The CCFOT figure rose to 83% in May from 77% in April: a rise of 6%. This shows the company a true picture of how much of the customers’ (distributors’) demand. The situation has always persisted in the company. we see a sharp increase from the downward trend starting from Janaury’09. In the very next month. And the results of this move to automatic indent generation by CRS are quite obvious from latest changes in CCFOT. not 10% that was believed previously. Thus CRS generated indents from all the distributors in the country the company a real number of the demand for each type of SKU. i.

These heads account for the balance between 100% and the CCFOT figure. Out of Stock criteria makes up about 14% of it. and is a reason for a shortage from 100% CCFOT. But due to positive steps taken the Supply Chain Team. Customer Order Issues. From there it jumped to 14% in April. it fell by 2% to 12% in May. The major ones among those are: Out of Stock.which again reinforces our previous deduction. However.hence it can be said 14% of potential sales has been lost in April due to stock out situations alone. It was very low at 7% in January. 67 . Transit Time Delay. the Out of Stock % rose only by 2% while CCFOT by 6%. This shows changes being made to increase the supply vs demand ratio. Of the 23% lacking. 14% of all order cannot be supplied it is out of stock. The rest 9% is divided among the other 9 categories. etc. So the only major category of inefficiency is Out Of Stock. The remaining was due to increase in efficiency in other areas such as: Transit Time Delay & Credit Limit Issue.CCFOT Components CCFOT calculation has 10 criteria of measurement. FIGURE 8 OUT OF STOCK% JAN'09-MAY'09 The figure above shows the changes in Out of Stock from January to May. Each contributes to the CCFOT figure. and CCFOT could be greatly improved.the CCFOT. That is.

A further breakdown shows which categories have suffered the worst from out of stock situations: TABLE 2 PRODUCT CATEGORY WISE CCFOT Category Deodorant Skin care Oral care Skin cleansing Detergent Hair care Household care Tea Out of Stock 28% 24% 23% 13% 12% 9% 8% 1% The highest out of stock situation occurs in Deodorant. All of these 3 categories are Personal Products.Category Wise CCFOT Across all major categories as well. In addition. CCFOT could be significantly improved by focusing on these areas. The situation of Deodorant growth is even more hampered by such Out of Stock Situations. & Oral Care. and constant efforts are under way to increase its growth. then at least a higher percentage of demand received from the market • Higher growth in sales by streamlining the supply chain 68 . if not fully. Deodorant is a very young market in Bangladesh. Skin Care. which consequently will have several impacts on the business: • Meeting. we can see that CCFOT has drastically fallen in April’09 contributing to the overall fall in Total Company CCFOT. and hence the loss the company is even more.which carry the highest Gross Margin %.

UBL saw a lot of changes in the marketplace and within itself in 2008. EFFECT OF CRS IMPLEMENTATION ON SALES GROWTH OF UNILEVER AND DISTRIBUTORS Forecasting sales and inventory levels is probably one of the most difficult jobs as companies need to unite demand signals with supply. By not carrying enough inventories. We are going to evaluate the impact of CRS+DF implementation of distributor’s sales by comparing growth level of YTD 2008 and 2009 of CRS+DF distributors versus that of non CRS+DF distributors UBL Growth Rate The average growth level of all distributors in the company has fallen by 5% in 2009 compared Same Period Last Year. determined by forecasts. although the initial instinct for distributors is to overstock rather than lose sales because of stock out situations. their costs rose and they had less cash to spare on trade and consumer 69 . However.had to start paying them then.rather than achieving low or high inventory levels.2. which they fear they might run out of. As a result. We have established previously that CRS+DF implementation has helped distributors lower their stock levels to an optimum level based on a stock norm. UBL’s local competitor’s who were previously not paying income taxes and VAT. However this can be attributed to extraordinary reasons. for us to get full view of the benefits and costs of CRS+DF implementation. But the impact of the decrease in stock levels on sales levels need to be examined. and also fast moving SKUs. and law enforcement was much stronger than in any other democratic government. As a result. The key here is moving towards optimal stock levels. • The Caretaker government was in power. So distributors often make the mistake of overstocking: both for slow moving SKUs. in case there is an order in which case they don’t want to miss out. companies can not only lose out on sales but also suffer reputation damage by not meeting customer needs. rather than an indication of performance. it has been proved over time to the contrary.

However.MAY 2009 YTD Distributors Change In Growth Level 14% 18% -5% -5% 50% -2% 70 G1 G2 G3 G4 G5 G6 . now we look at the growth performance of the 19 CRS+DF distributors are isolated from rest of the distributors. CRS+DF Distributors’ Growth Rate Having established the falling growth rate of the company.which was the highest in the history of UBL’ performance. In addition. “G” represents the change in growth rate from 2008 May YTD to 2009 May YTD. such huge sales growth is not possible this year.which contributed to higher value from each product being sold All of these resulted in a 30%+ growth rate in 2008 from 2007. • This was also coupled by a price hike the company pulled in 2008.promotions. the actual growth rate has fallen in comparison to 2008. So even though the growth of the company is modest by previous standards. the base for growth in 2009 is much higher than ever. The actual names of the distributors have been encoded to protect confidentiality of information. TABLE 3 CRS+DF DISTRIBUTORS CHANGE IN GROWTH FROM MAY 2008 YTD. The growth rate comparison of these distributors can be seen below: The table below. Consequently competitor sales fell. with the democratic government back in power in 2009.and sometimes even less than planned. while UBL sales rose while spending the same amount. an entirely different picture can be seen.

2009 MAY YTD Change In Growth Level Rest of the company -11% Thus. and ship the items when they arrive at their warehouse from the 71 . while that of the rest of the 100 distributors have gone down by 11%. TABLE 4 NON CRS+DF DISTRIBUTORS CHANGE IN GROWTH RATE FROM 2008 MAY YTD.this performance is even more significant given the performance of the rest of the company. CRS+DF has thus enabled UBL distributors to only buy what they need based on the computer information. The combined effect on UBL is 5% decreases in growth level. this enables us to see that CRS+DF has enabled these distributors to actually increase their growth levels while that of the rest of the company has gone down.G7 G8 G9 G10 G11 G12 G13 G14 G15 G16 G17 G18 G19 Average 7% 1% 30% -9% -4% 13% -2% 22% 0% 6% 3% 3% 8% The average growth rate of the CRS+DF distributors have actually gone up by 8%. we can conclude CRS+DF have enabled the distributors to achieved higher growth in sales. since a mere only 15% of total distributors are CRS+DF distributors. However.

We have established previously that CRS+DF implementation has helped distributors lower their stock levels to an optimum level based on a stock norm. As a result UBL enjoys 2 benefits: • • If the distributor sells more to retailers. For many companies. They still carry a ‘comfort zone’ inventory level just in case shipments get delayed. which they fear they might run out of. Companies need to 72 .depot. companies can not only lose out on sales but also suffer reputation damage by not meeting customer needs. EFFECT OF CRS IMPLEMENTATION ON DISTRIBUTOR STOCK LEVELS Forecasting sales and inventory levels is probably one of the most difficult jobs as companies need to unite demand signals with supply. it has been proved over time to the contrary. The key here is moving towards optimal stock levels. and also fast moving SKUs. for us to get full view of the benefits and costs of CRS+DF implementation. and becoming eligible for Trade Return. in case there is an order in which case they don’t want to miss out. If the distributors buy of the right kind of stock at the right time in the right time. But the impact of the decrease in stock levels on sales levels need to be examined.rather than achieving low or high inventory levels. they will have to buy more from UBL Lesser amount of claims for Trade Return. By not carrying enough inventories. So distributors often make the mistake of overstocking: both for slow moving SKUs. This is also beneficial for UBL itself. determined by forecasts. 3. they will be able to sell it off faster. effective inventory management is a critical component of financial health. However. Inventory Management is a delicate process of balancing. but their inventory level is substantially lower compared to what they carried in the past. although the initial instinct for distributors is to overstock rather than lose sales because of stock out situations. which has not at all resulted in increased lost sales due to stock out.thus not building up stock reaching expiry dates. rather than being afraid of running out of stock and buying additional inventory every time the company receives large new orders.

movement and storing brings in economies of scale. management is about two things: not running out. There is often a paradox: holding too much inventory ties up valuable cash. supply and movements of goods. Uncertainty .balance inventory to meet customer needs while accommodating shifting preferences. from supplier to user at every stage.Ideal condition of "one unit at a time at a place where user needs it. requires that you maintain certain amount of inventory to use in this "lead time" 2. Essentially. 3.The time lags present in the supply chain. thus inventory. Time . So bulk buying. UBL works at to avoid. Inventory There are three basic reasons for keeping an inventory: 1. However holding too much of the wrong inventory can bring down the profitability of the distributor-which is something. Excess inventory ties up money and needs to be reduced in order to free up cash for investment in revenue-growth activities. inventory is a reserve system to prevent a stock out. arbitrarily set. companies can not only lose out on sales but also suffer reputation damage by not meeting customer needs. Economies of scale . and whether this has been realized by UBL will be tested using 2 measures: Stock Cover & Stock Value 73 . UBL had previously mandated all distributors to carry at least inventory enough for 7 days stock cover. By not carrying enough inventory. along with uncertainties in demand and supplier lead times are why inventory is maintained in the first place.Inventories are maintained as buffers to meet uncertainties in demand. but too little inventory is risky since some suppliers could lose their financial footing. as important as it is to prevent such a stock out. The business needs to avoid stock outs. and not having too much. businesses also don’t want to hold onto too much inventory because of holding costs. One of the established benefits of continuous replenishment as observed by the industry is stock level optimization. when he needs it" principle tends to incur lots of costs in terms of logistics. However.

Stock Cover Inventory days represent the number of days cover for inventory. it is communicated to all distributors. which is then implemented. based on the weekly stock level 74 . since UBL conducts selling on 6 days of the week. Apart from buffer stocks that businesses sometimes need in case of shortages of supply and strategic stocks in case of war. but to keep the plan more dynamic and most closely resembling current scenario. The formula for determining Stock Cover: Planned Distributor Stock Cover Value = Q1 Average Secondary Sales/ Sales days in the week* Days Cover as per lifting Sales Days in the week: This is fixed at 6. modern stock control theory tells us to minimise our investment in stocks. Planned Q1 Days Cover as per lifting: This is pre-planned number of days fixed every based on the number of days delivery is made to a particular distributor. the lower the investment in stocks the better. the last quarter sales data approach has been undertaken by UBL. Distributor Stock Cover Value is fixed every quarter based on the average sales of the previous quarter. This is divided into 3 categories: o For distributors that are not CRS implemented o For distributors that have a 6 day lifting and are CRS implemented o For distributors that have a 3 day lifting and are CRS implemented Actual Days Cover: After the plan is made every quarter. Previously it was based on average Year Till Date (YTD) sales. In principle. sudden changes in demand and so on. Actual Days Cover is monitored every week.

6 5.6 7.4 7.0 8.9 8.4 7.7 6.7 6.2 6.5 6.8 6.1 7.7 8.5 8.9 5.4 6.CRS Distributors.9 7. It measures how many days’ sales are maintained by each distributor.9 9.1 Average 6 6 7 8 8 6 10 6 7 6 6 7 7 7 7 75 .2 5.1 7. The distributors are in no particular order.2 8.0 7.5 6.4 6.3 February 6. TABLE 5 CRS+DF DISTRIBUTORS DAY COVER FROM JANUARY 2009 TO MAY 2009 Days cover D1 D2 D3 D4 D5 D6 D7 D8 D9 D10 D11 D12 D13 D14 D15 January 5.5 8.4 4.2 6.8 7.4 7.9 6.1 6.9 8.7 8.8 7.1 7.3 6.2 8.0 11.7 7.8 10.0 7.2 6.8 May 5. The actual names of the distributors have been encoded to protect confidentiality of information.6 April 6.6 7.1 5.2 6.maintained by the distributor.9 5.0 7.9 March 7.6 4.0 6.8 7.0 8. Actual Days Cover= Actual Stock Value/ (Q1 Stock Cover Plan/ Planned Days Cover) To find out whether CRS has helped distributors reduce their stock levels the stock cover for CRS distributors is compared with stock cover figure for Non.7 6.1 7.5 8.0 6.5 6.2 7.7 6.2 6. “D” represents the stock days cover from January 2009 to May 2009.8 6.8 5.0 7.0 6.8 5.4 7.2 7.9 6.1 6.9 6.0 5.

4 6.3 April 6.6 8.1 8 5.0 8.9 February 8. while the average Stock Cover of all the other Non-CRS Distributors is 8 days. TABLE 6 NON CRS+DF DISTRIBUTORS DAYS COVER FROM JANUARY 2009 TO FEBRUARY 2009 Days cover Total Others January 7.9 7.1 6.6 6.5 6.0 9.D16 D17 D18 D19 Total Average 6.4 March 8.2 6.9 6 6 7 7 8 7 As we can see Days Cover for CRS distributors is perfectly 7 days as recommended by UBL.2 6.5 8 6. Below the tables are graphically represented FIGURE 9 STOCK DAYS COVER TREND FOR CRS+DF DISTRIBUTORS FIGURE 10 STOCK DAYS COVER TREND FOR NON CRS+DF DISTRIBUTORS 76 .1 8.4 6 6.1 8.1 9.3 4.1 Average 8 The tables above show the month by month Average Days Cover for both CRS and Non CRS distributors.8 May 7.2 7 6.9 8.

As we can see from the figure above. The ROI was expected to increase because of lower level of investment in stock. as shown in the figure below. On the Other hand. Actual Days cover for CRS+DF implemented Distributors has been on a downward trend. Days Cover for Non CRS+DF distributors have actually gone up in the months from January to May. 4 EFFECT OF CRS IMPLEMENTATION ON PROFITABILITY OVER INVESTMENT OF DISTRIBUTORS The second objective of this report was to analyze the impact of CRS implementation on Return of Investment (ROI) of distributors.which is supposed increase profitability over investment. 77 . stock cover for CRS distributors have been significantly lower than that of Non-CRS Distributors. FIGURE 11 STOCK DAYS COVER FOR CRS VS NON CRS DISTRIBUTORS Thus. The following bar chart again demonstrates that in each of the months in 2009. We will examine whether and how this impacted their growth and profitability in the following hypotheses. the hypotheses is proved that by implementing CRS+ DF in the selected distribution houses UBL has been able to reduce their stock levels compared to those operating without CRS+DF.

in each of the months.2. etc. which is a very weak negative correlation. instead of in isolation. A lot of other factors play in a role in influencing ROI: Sales levels. we created a scatter plot of average ROI and average stock days cover of the CR distributors in 2009. ROI of CRS Distributors has been consistently higher than that of Non-CRS Distributors. The chart is as follows: FIGURE 12 RELATION BETWEEN DISTRIBUTOR ROI AND STOCK DAYS The test yielded a correlation of -0. Cost Structure.To examine the relationship between stock days cover and ROI. This suggests it is unlikely to significantly raise ROI by simply reducing stock levels. As shown in the table below.we can get a better picture. TABLE 7 DISTRIBUTOR ROI COMPARISON OF CRS+DF & NON CRS+DF January February March CRS+DF Non CRS+DF 45% 40% 28% 28% 35% 36% April 23% 24% Average 37% 32% 78 . Sales Growth. If we view the ROI performance of CRS Distributors in comparison with that of Non-CRS Distributors.

the ROI performance of the 19 CRS+DF distributors have gone up from 2008 by 6%.FIGURE 13 DISTRIBUTOR ROI COMPARISON OF CRS+DF & NON CRS+DF DISTRIBUTORS The ROI performance of CRS+DF distributors could also be looked at from another anglecomparison of the ROI of these 19 distributors in 2009 against that in 2008. 79 . FIGURE 14 CRS+DF DISTRIBUTORS ROI 2008 VS 2009 As can be seen in the figure above. The results can be seen in the figure below.

0 CONCLUSION From the above analysis. Unilever could explore alternative banks for distributor financing bring further efficiency in the process of approval of Distributor Financing to all distributors. the results will be truly significant. 80 . The effectiveness of the model can be further improved if it is rolled out with majority of the distributors. That is probably when the high sales growth of the pilot distributors could be reflected on Unilever sales levels. although this is not due to lower level of stocks. As a pilot model. 7. In addition. lower level of stock buildup. using both measures we can conclude that implementing CRS+DF does have a positive influence on distributors’ profitability over investment. that is the major time consuming part of the model. we can conclude that implementation of CRS+DF has delivered quite significant value additions in the pilot group of distributors. to maximize the benefits of CRS+DF implementation.Thus. higher sales growths and ultimately greater customer satisfaction of the distributors due to higher Return on Investment. and after complete integration into business processes. has been quite successful. Continuous Replenishment System with Distributor Financing implemental in 19 distributors of Unilever Bangladesh Ltd. Currently. The model promises enormous benefit to the business in the form of more dynamic stock movement.

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