Objectives:

• To have practical knowledge

• To gain an insight on working of an industry

• To understand the definition and code of conduct of

professionalism

• To become familiar with the corporate environment

• To understand all levels of management, need of

delegation of authority, requirements of skilled
workers or exports in the industry

• To recognize the reason behind success of certain

industries

• To understand policies like pricing and marketing

policies implemented by the company
Zara
Introduction:

The legend began when Ortega established a dress

making factory in 1963 under the name of Inditex. The
success of his foundation led him to the path of retail
market for which he had a vision unmatched. Ten years
after having set up a factory Ortega with Rosalía Mera
started a small store called Zorba, which he had to
rename as ZARA.

Marking the year 1975 for a store setup, the investment

was merely nothing and yet another feather was pulled
out of Spain’s hat which has made a remarkable name all
across the globe.

After setting up the forst store in A Coruña, Galicia, in

Spain, ZARA slowly expanded its empire in the rest of the
country and later in Portugal in 1988 and the year after
that- 1989 ZARA made it to the United States of America.
This annual growth has not dropped since day one and
every year Zara has been expanding in countries and
places across the globe. France in 1990.

During the 1990s, Zara expanded to Mexico

(1992),Greece, Belgium and Sweden (1993). In the early
2000s, Zara opened its first stores in Japan and Singapore
(2002), Russia and Malaysia (2003),China, Morocco,
Estonia, Hungary and Romania (2004), the
Philippines,Costa Rica and Indonesia (2005), South Korea
(2008), India (2010),and South Africa and Australia
(2011).

History:

Founded by Amancio Ortega in 1975, Zara is a flagship

clothing chain store that is part of Inditex group, the
world’s largest apparel retailer. Amancio Ortega opened
the first Zara store in 1975 in central A Coruña, Galicia,
Spain where the company is still based.
Ortega initially named the store Zorba after the classic
film Zorba the Greek, but after learning there was a bar
with the same name two blocks away, the letters were
remolded for the sign to say “Zara”. It is believed the
extra “a” came from an additional set of letters that had
been made for the company.

The first store featured low-priced lookalike products of

popular, higher-end clothing fashions. Ortega opened
additional stores throughout Spain.

During the 1980s, Ortega changed the design,

manufacturing, and distribution process to reduce lead
times and react to new trends in a quicker way, which he
called “instant fashions”. The improvements included the
use of information technology and groups of designers
instead of individuals.

Manufacturing flow system:

The Zara factories are connected to the Cube by

underground tunnels with high speed monorails (about
200 kilometers or 124 miles of rails) to move cut fabric to
these factories for dyeing and assembly into clothing
items.

The monorail system then returns finished products to

the Cube for shipment to stores. Here are some facts
about the company’s manufacturing operations:

• Zara competes on flexibility and agility instead of low

cost and cheap labor. They employ about 3,000
workers in manufacturing operations in Spain at an
average cost of 8.00 euros per hour compared to
average labor cost in Asia of about 0.40 euros per
hour.

• Zara factories in Spain use flexible manufacturing

systems for quick change over operations.

• 50% of all items are manufactured in Spain

• 26% in the rest of Europe

 • 24% in Asia and Africa

Inventory / On store keeping:

RFID tags allow Zara to track items across countries and

run an smooth organized clothing empire. The biggest
advantage is to manufacturing where RFID tagging allows
for an agile and accurate operation.

When it comes to inventory management, RFID is the

most accurate system out there.

Zara’s inventory management software lets the store

managers communicate customer feedback on what
they’re looking for, what they like and dislike.
Inventory optimization models are used, so the company
can determine the quantity to be delivered to a single
retail store twice a week.

Its inventory well, creating great value for customers and

shareholders alike. It helps set it apart from other fast-
fashion retailers like H&M, Forever 21, and the
frighteningly cheap Primark.

Use of SCM:

Every hour store generates reports on sales in order to

replenish the stock.

To support its business model of leading fast-fashion

retailer Zara has built vertically integrated supply chain
focused on quick and flexible designing and
manufacturing, frequent distribution and vast retailing.
Relationship between manufacturer and supplier

We work with suppliers across 50 different markets to

source most of our products –53% of the factories that
perform our end product processes are close to our
headquarters in Arteixo (A Coruña, Spain), mainly in
Spain, Portugal, Turkey and Morocco–.

We are continually seeking to find the most

environmentally responsible and sustainable ways to
source raw materials, and to apply cleaner, more
efficient means to turn these raw materials into the
garments our customers want

All our suppliers and manufacturers all over the world

are required to follow our Code of Conduct, which
applies the highest standards for the protection of
human rights and the promotion of international labour
rights, health and safety, and environmental aspects.
Conclusion:

Zara has an unordinary supply chain, which gives them a

highly competitive advantage.

Zara has successfully introduced a new, unique business

model into the apparel manufacturing and retail industry

Zara choose to handle design, production, and

distribution in-house and concentrate the whole
production close to their headquarters in Spain.

By entire process, Zara can react much faster than its

competitors do to both the ephemeral trends in the
world of fashion and the capricious tastes of its
customers.

Zara have achieved their success by thinking out of the

box.
Their success is directly related to their ability to
understand their customers most innate needs and
desires and tie these to successful innovation strategies,
which ultimately lead to these new and unique
approaches to their business.
Shoppers Stop
Introduction:

The foundation of Shoppers’ Stop was laid on October27,

1991 by the K. Raheja group of companies, one of India’s
biggest hospitality and real estate players. The Group
crossed yet another milestone with its lifestyle venture-
Shoppers’ Stop.

With its immense expertise in the service industry and

creditability, Shoppers’ Stop today boasts of 84 retail
outlets across the country and is planning to spread its
wings with futuristic expansion plans to meet the
challenges of the retail industry.

History:

The first store was opened in Andheri, Mumbai on 27th Oct

1991.
The company opened its 22nd store at Lucknow in 2006. In
2007, it entered into partnership with Nuance Group AG,
and opened stores in Mumbai T1 and Bengaluru Airports.

An e-store with delivery across major cities in India was

launched in 2008, with a smartphone app in 2016.

In June 2018, the retail chain underwent a board rejig in

which promoter Chandru L Raheja resigned as the non-
executive chairman after having served for over two
decades.

Products:

With an unparalleled assortment of the leading

international and national brands in men’s, women’s and
kids apparel; gifts and fashion accessories like ladies
watches, men’s watches, artificial jewellery, fine
jewellery, handbags, fragrances, cosmetics, men’s and
women’s footwear, home furnishing and décor products
Manufacturing flow system:

Manufacturing and logistics industries will benefit the

most from the implementation of GST in India and the
new tax regime will also usher in an era of upgradation in
the warehousing infrastructure.

While the existing eight cities (mentioned above) are

expected to retain their leading positions after GST
rollout, India will also witness the emergence of at least
12 new feeder/ warehousing spoke locations.

Inventory / on store keeping

• Store Interior consists of Mannequins, Fixtures,

Graphics and Signage this all helps in visual
merchandising.
• Store Exterior Display and Prints consists of various
offers and sales that attracts and manipulates the
customers to purchase that product.

• Emphasises on Visual Merchandising i.e. the products

attracts the customers to itself which is often referred
to as a ‘silent sellers.

• Shoppers stop make use of an angular store layout so

that every product can be shelfed in its optimal style
and proper light.

• Shoppers stop puts well-known brands at the back of

the store giving the customer a chance to catch
someone’s eye and increase sales also they display
clothing from lightest colour to darkest colour for
optimum visual appeal.

Use of scm

Understanding the importance of distribution and

logistics in ensuring that merchandise is available on
the shop floors has led Shopper ‘s Stop to streamline
its supply chain.

The company has developed process manuals for

each part of the logistics chain. These modules
include vendor management, purchase order
management, stock receiving systems, purchase
verification and inventory build-up, fixing of price
and store tags, dispatch of stocks to the retail floor
and forwarding of bills for payment.

If we talk about various brands, then the answer is

that they have a direct tie ups with different
companies and companies deliver all the needed
products to their door-step means deliver all the
goods to every shopper ‘s stop showroom.

But there are some companies which do not provide

them these services so for those they have their own
carrieERP
Relationship between manufacturer and supplier:

Shoppers Stop will soon introduce a two-way

transaction system to interact with its suppliers
through the Internet.

The large format retail store will be able to receive

data on stocks, invoices and delivery channel from
its suppliers through BconnectB, a B2B portal
promoted by Siemens.

The plan is even to make electronic payments for

which Shoppers Stop will have to tie up with banks.
The way forward is to move from the one-way
system where we are providing data to the suppliers
to a two-way portal.

We are starting this by May, initially as a pilot

project. We want to get data from our suppliers and
start a system where we can autoforward the
payments into the banks.
This will ensure greater efficiencies and better
managerial practices as user time will get
considerably reduced, said Vikas Prabhu who heads
IT in Shoppers Stop.

Already, Shoppers Stop is technology ready. The

company has made an investment of Rs 10-12 crore
in IT since 1999.

Shoppers Stop has installed two ERPs for the supply

chain management: the retail ERP is JDA while for
financials it is Oracle.

The company has a centralised architecture with one

server in Mumbai. We do not have servers in our
other locations.
Conclusion:

To summarise, Shoppers Stop is a value-driven

company that focuses on offering high-quality
products while also increasing the bar.

They’ve been increasingly popular in recent years as

a consequence of marketing campaigns on a variety
of social media platforms, including Instagram and
Facebook.
Chitale
Introduction:

The veins of the rich Chitale legacy trace back to the 1939,
when the visionary Late Shri. Bhaskar Ganesh Chitale
started a humble milk distribution business at Bhilawadi in
Sangli district. This marked the beginning of the first ever
entrepreneurial dairying revolution in India. This worthy
lineage was ably carried forward by his sons Bhausaheb,
Rajabhau, Nanasaheb and Kakasaheb Chitale, who got
affiliated with the business on completion of their
education. The beginning of the 1950s was also marked by
yet another significant milestone: the establishment of
Chitale Bandhu Mithaiwale by Raghunath Chitale,
affectionately known as Bhausaheb. In his younger
brother Rajabhau (the Late Narsinha Chitale), he found an
able ally to take the brand from the nascent stages to
greater glory. In the meanwhile, Nanasaheb and
Kakasaheb, the second generation Chitale stalwarts,
played the role of formidable anchors by deciding to settle
in Bhilawadi to look after the dairy business.
PRODUCT PROFILE:

In terms of regional preferances, the khoa based mithais

are more popular in northern, western and southern parts
of the country while channa based sweets are popular in
eastern India.

The growth of cultural products like shrikhand in western

India and channa based sweets in northern and southern
India is levelling out the regional preferances for
traditional sweets.

Its first outlet was set up in Bajirao Road, Pune (Poona)

City. Although its outlets are limited to major cities of
Maharashtra, the products are distributed all across
India.Over the years, Chitale Bandhu has been known for
making namkeen (especially bakarwadis) and sweets. It is
also known to export its namkeen to countries such
asU.S., Singapore, and Israel. Brand menu consists of over
sixty different kinds of sweets and forty different kinds of
namkeen. The enterprise has an average turnover of
around 500 crore rupees with sale happening across over
40 retail stores and more than 1,00,000 retailers across
India. Today the business is run by the second generation
partners Madhav, Shrikrishna and Sanjay and third
generation partners Kedar and Indraneel.

Chitale Bandhu Mithaiwale has also created new brands in

2021 to cater to the wider demands of their customers :

1. Chitale Bandhu M Square : Mindful & Mouthful. It is

aimed for the providing consumers with healthy
choices of foods that includes no added sugars, gluten
free, dairy free range of products.

2. Chitale Bandhu Binge Bar : Bingebar is an innovative

concept designed by Chitale Bandhu towards making
Indian snacks accessible in convenient Bar style
packaging.

Chitale Bandhu Mithaiwale manufacture over 200

products in the range of Indian
Sweets(Mithai), Namkeen, Snacks that are sold in over
600 SKUs either in fresh or packaged form. Snacks and
namkeen

Chitale Bandhu Mithaiwale has over 40 varieties of

Namkeen sold at multiple outlets. Some of the common
and widely sold Namkeen include: bakarwadi, various
Chivda, Farsan, Gathi, Papadi, various sev, and
Shankarpali. Along with these there are also multiple
chaat products such as Samosa and Kachori.Bakarwad.

Chitale Bandhu has been known for selling bakarwadi

since the early 1970s. Although this snack was originally
made in Gujarat, it gained popularity in Maharashtra
when it was introduced (Many believe that this is due to
its spice which is common in Maharashtra).

“In 1970, a person from Surat, Gujarat introduced

Bhausaheb to the bakarwadi,” said Indraneel Chitale, one
of Bhausaheb’s grandsons. Technically, the Chitales didn’t
invent the crunchy besan- and maida-based snack. It has
been a part of traditional west Indian cooking, particularly
Gujarati farsaan, for a long time. But without Bhausaheb
Chitale and the rapid growth of India’s packaged food
industry, bakarwadi may not have been as popular among
Indians both in the country and abroad. Many sources,
such as NDTV foods, believe that although the enterprise
was performing well in the sweets sector, after the
introduction of bakarwadi in the menu, its sales increased
rapidly. NDTV foods also referred to this snack as a
“bronzed snack”.With the technological change, the
organisation made the production of bakarwadi
automatic, which allowed it to boost the production of
bakarwadi. This increased the sale of bakarwadis from 300
kilos a day in 1970, to over 1000 kilos an hour.

Manufacturing flow system:

We got to know the actual process of the making of

Bakarwadi, our favourite snak and other food items also
the manufacturing process was very new to us.
The factory has a big production area I which there are
many sections from store area, where they prepare the
ingredients and masala of Bakarwadi and other food
items, to the area where they have placed large
manufacturing machines to prepare the bakarwadis
without human touch. The ingredients used are maida,
coriander, shev, green chilli etc. and a special secret recipe
of the masala

They have a machine where the maida is turned into a

dough, there is one more where the other ingredients are
mixed. The maida mixture is processed through machines
in the form of rolls and by using cutting machines, they cut
the rolls according to the standard size and shape. After
this, the most important process is frying it in a fryer at a
temperature of 165 degrees. After this they cool the
bakarwadi’s to normal temperature.

After the production process is over, they pack the

bakarwadi’s in their specially designed packets which are
weighed accurately and dispatched for delivery.
Exports are made to the USA and Singapore daily.

The machines used for the entire process are totally

computerized and automated. The code are fed in the
machines according to the requirements.

We have complied reports of our research efforts in 24x7

ERP Business Solution implementations and support given
to our clients .Our client list comprises mainly of:

Following in the footsteps of his father Shri B.G. Chitale,

the visionary and founder of Chitale’s dairy business, Shri
Raghunath Rao (Bhausaheb) Chitale laid the foundation of
Chitale Bandhu Mithaiwale in 1950. Like all other Chitale
business undertakings, the enterprise made a humble
beginning with a small manual unit run with the assistance
of domestic help.

The enterprise began its operations in the heart of Pune

city, in Bajirao road, which is now one of the biggest and
largest selling outlets in Pune. The second outlet opened
at Deccan Gymkhana, under the guidance of Shri N.B.
(Rajabhau) Chitale, the younger brother of Bhausaheb. A
dream inspired by Shri B.G. Chitale, has now been
transformed into the most renowned and reliable name in
India’s food and confectionary industry.

The company continues to distinguish itself by

maintaining second-to-none quality levels, which has
always been their hallmark. A dedicated workforce, along
with technology and automation, ensures stringent
adherence to quality parameters.
Their products have been duly validated by industry
experts (with HACCP certification).

In all, six manufacturing units work in close tandem to

bring you a variety of ever-popular Chitale mithai,
namkeen, and snacks. Of these, the unit located at Ranje
Shivapur near Pune has two automated manufacturing
lines specifically devoted to the manufacture and export
of ‘Bakarwadi’, the Maharashtrian snack item which is
known the world over for its unique taste and quality.
Sweets like Gulabjamuns, Pedhas and Rasgullas are also
manufactured here, on hitech machines imported from
Japan. All Chitale products are manufactured with a
‘minimal manual intervention’ policy, to retain
consistency in quality and hygiene.

A foundation strongly engraved in the ethos of quality,

excellence and superior customer service has enabled the
company to expand to international markets. The
company currently exports its range of products to
countries across the European Union, USA, South East Asia
and Australia.

The far-reaching appeal is evidenced through the

increasing demand for its products in the international
markets. A classic example of this is the very popular
Bakarwadi, a quintessential Maharashtrian item that is
loved not just all across India, but has captivated the
imagination of culinary connoisseurs the world over.

Having consistently delivered a tasteful, fresh and

nourishing experience for more than five decades, the
company has successfully crafted a brand identity that’s
truly unique!
Inventory / On store keeping:

Experts estimate that 20% of all orders are filled

imperfectly, thus the ability to meet customer demand by
getting the right products to the right place, at the right
time and in the right condition is an essential competency
with bottom line implications. 24x7 ERP’s warehouse
module enables you to see what inventory is or will be
available. Organize work and align resources and labour to
satisfy customer requirements and optimize fulfilment
and distribution processes to ensure that products are
delivered on time and in full each and every time. 24x7
ERP provides result improved supply chain management
with end to end fulfilment from order inception to
delivery.

FEATURES AND BENEFITS

Define multiple godowns with rack, bins, and stack.
Define finished, wastage, WIP, export and raw material
godown.
Maintain material inward, outward register.
Gives all inventory movement analysis.
Creating Store & internal arrangement.
Records Material In-Out from factory.

Facilitates document management by scanning &

uploading challan, invoice copy and GIRIR.

Extensive reports available for Fast – Slow moving stock,

dead stock, Material Register, also location wise stock
report which help to find out material position.

Facility to generate Store requisition from various

departments

Have authority to generate Purchase requisition from

same place.

Vendor – Supplier rating as per ISO format.

Graphical representation for Store Movement

Use of scm:

Chitale food products supply their food products all across

the world.
Their various types of food as per the customers likes and
dislikes they own their products with their special
ingredients and their secret masala because of that there
products have their supplies across the world.

This was the time when the Chitale brothers were jointly
managing the fledging milk retailing network in the state
along with the growing confectionery chain.

Chitale Bandhu Mithaiwale grew tremendously in a short

span of time and its steady growth led to the
establishment of manufacturing and retail outlets for
mithai and snacks as well. Bakarwadi and mango burfi
(also known as amba burfi) became the most sought after
products by the brand, with their uniqueness captivating
the imagination of culinary connoisseurs across the world.
Relationship between manufacturer and supplier:

Suppliers is one of the ways manufacturing of Chitale

company can improve their performance. Typically, it has
been argued in the literature that close relationships with
suppliers should be developed, in contrast to the
traditional price-driven transactional relationships.

Manufacturing of Chitale company as they indicate the

potential for improving performance through the greater
adoption of best practices in the area of supplier
management.

Their suppliers are not just vendors and their customers

are not just numbers on an invoice. Beyond the financial
transaction, they are built on loyalty and trust. This
relationship is one of the keys to getting you more
business.
Conclusion:

Chitale Bandhu Mithaiwale sweets and snacks being the

popular shop in Pune and their branches all over the
Maharashtra.

Market share of Chitale Bandhu is more than double of its

competitors.

Quality of Chitale Bandhu’s product is excellent in every

aspect.

Running in an advance and computerized database

management system which makes it easier for them to
manage the entire operations of the company.

No other country has a wider selection of exotic sweets,

snacks, food, With some spicy flavours and No other
country can offer such a large variety of impulses for your
taste buds.
Tata consultancy
Introduction:

Tata Consultancy Services (TCS) is an Indian multinational

information technology (IT) services and consulting
company headquartered in Mumbai, Maharashtra, India
with its largest campus located in Chennai, Tamil Nadu,
India. As of February 2021, TCS is the largest IT services
company in the world by market capitalisation ($200
billion). It is a subsidiary of the Tata Group and operates in
149 locations across 46 countries.

TCS is the second largest Indian company by market

capitalisation and is among the most valuable IT services
brands worldwide. In 2015, TCS was ranked 64th overall in
the Forbes World’s Most Innovative Companies ranking,
making it both the highest-ranked IT services company
and the top Indian company.

TCS became the first Indian IT company to reach $100

billion in market capitalisation and second Indian
company ever (after Reliance Industries achieved it in
2007)
History:
Tata Consultancy Services Limited, initially started as
“Tata Computer Systems” was founded in 1968 by division
of Tata Sons Limited. Its early contracts included punched
card services to sister company TISCO (now Tata Steel),
working on an Inter-Branch Reconciliation System for the
Central Bank of India, and providing bureau services to
Unit Trust of India.

In 1975, TCS delivered an electronic depository and

trading system called SECOM for Swiss company SIS
SegaInterSettle [de]; it also developed System X for the
Canadian Depository System and automated the
Johannesburg Stock Exchange. TCS associated with a Swiss
partner, TKS Teknosoft, which it later acquired.

In 1980, TCS established India’s first dedicated software

research and development centre, the Tata Research
Development and Design Centre (TRDDC) in Pune. In 1981,
it established India’s first client-dedicated offshore
development centre, set up for clients Tandem. TCS later
(1993) partnered with Canada-based software factory
Integrity Software Corp, which TCS later acquired.
In anticipation of the Y2K bug and the launch of a unified
European currency (Euro), Tata Consultancy Services
created the factory model for Y2K conversion and
developed software tools which automated the
conversion process and enabled third-party developer
and client implementation. Towards the end of 1999, TCS
decided to offer Decision Support System (DSS) in the
domestic market under its Corporate Vice President and
Transformation Head Subbu Iyer.

Current it trends use of scm:

Modernize your shared services by exploiting the

following trends:

• Break functional silos and integrate better

• Unify governance and accelerate globalization

 • Transform all business functions using digitization

• Use technology and build a global network of delivery

hubs

TCS’ automation platform Ignio™, which now has its own

business unit, and its IOT-platform, which helped the
company win a large deal from Rolls Royce, have all come
out of the incubation programme.

TCS’ Digital Forces framework adds artificial intelligence

(AI) and robotics to social, mobile, analytics, and cloud and
applies them across the product lifecycle to facilitate
product realization.

TCS is a service based company with thousands of projects

on different technologies world wide, so I doubt their will
be any such technologies which isn’t being used in TCS .
TCS Retail Supply Chain Management (SCM) solutions
enable you to focus on re-imagining each area within the
supply chain—demand forecasting, replenishment, order
management, distribution center operations, and
logistics.

TCS’ position as a Leader was driven by its industry-leading

market share (by revenue) in the Supply Chain
Management (SCM) BPO landscape, strong technology
capability for SCM BPO with investments in augmentation
and platform-based solutions, and balanced delivery
capabilities with a wide portfolio of offerings across
industries.
Conclusion:

TCS is unquestionably the best in its industry. It has

numerous and noteworthy strengths. For a company like
TCS with such a great brand image, brand backing, market
command, portfolio, reach, and so on, it needs just a little
more work to address its weaknesses and be more alert to
threats.

If TCS pays more attention to its strengths and expands as

well as adjusts even further for new opportunities, TCS will
be able to keep its crown.