C3-Jay Bharat Spices PVT LTD

W25298
JAY BHARAT SPICES PVT. LTD.: A SPICY QUANDARY
Shravan M Parsam, Amol S. Dhaigude, and Sidhartha S. Padhi wrote this case solely to provide material for class discussion. The
authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised
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Taught by Sidhartha S Padhi, from 18-Jan-2022 to 18-Jul-2022. Order ref F435861.
Copyright © 2021, Ivey Business School Foundation Version: 2021-10-06
On the busy Monday morning of October 12, 2020, Vikram Panda was anxiously looking out the window
while waiting to attend a product launch review meeting with his company’s senior management team.
Panda was the vice-president of East India operations for Jay Bharat Spices Pvt. Ltd. (JBS), a company
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based in Cuttack, India. Panda was content with his team’s overall sales to date, especially during the
ongoing COVID-19 pandemic. However, he knew that the company’s top management team was focused
on the future, in addition to past achievements. The previous week, Panda and Keshav Swain, JBS’s general
manager of operations, had met for a long discussion about management of the company’s warehouse
storage capacity, in preparation for a new product launch. The challenges related to that new product launch
were still weighing heavily on Panda’s mind.
JAY BHARAT SPICES
JBS was started in 1999 as Bharat Masala, a small traditional spice grinding business, and still marketed its
products under that brand. The company’s founder, Surendra Nath Panda, originally envisioned the new
company as providing the “Taste of New India.” Over the next two decades, the company grew
exponentially into a global brand and employed almost 1,000 workers by October 2020, both directly and
indirectly at various levels. By October 2020, the company had expanded across the entire country and was
exporting internationally to Dubai, Oman, Malaysia, Kuwait, Nepal, and Bangladesh, among other
countries. Its annual revenue turnover grew steadily from ₹2 billion1 in 2017 to ₹4 billion in 2019, driven
mainly by the company’s exports.
The JBS product portfolio consisted of a wide array of spices. Its major sellers included the powder format
of basic spices such as turmeric, coriander, cumin, chili, black pepper, garlic, and ginger. Recently, the
company had expanded into various blended spices known as masala (e.g., chicken, fish, chole), whole
spices (e.g., bay leaf, poppy seeds, fenugreek leaves), and pastas (e.g., vermicelli, fusilli, macaroni).
To assure its customers of the company’s superior product quality, JBS was a registered member of both
the Indian government’s Spices Board and the Federation of India Export Organization. The company was
also certified with the International Organization for Standardization (ISO 9001-2015 and ISO 22000-
1 ₹ = INR = Indian rupee; US1 = ₹73.37 on October 12, 2020; all currency amounts are in ₹ unless otherwise specified.
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Page 2 W25298
2005), the Hazard Analysis Critical Control Point, the Government of India’s AGMARK, and the Food
Safety and Standards Authority of India. JBS aimed to deliver quality products to its customers and support
the country’s social welfare. Its year-round corporate social responsibility activities provided education to
underprivileged children. The company also provided relief during natural disasters and made sizeable
donations to charitable trusts. In recognition of these efforts, the company had received many prestigious
awards including the 2018 Brand of Odisha Pride of India for Corporate Excellence, the 2015–16 State
Export Award, and the 2017 Award of Excellence from the Government of Odisha.
SPICES MANUFACTURING
India had a rich heritage in the vast spices market. The country contributed approximately 9.21 million
metric tons (2,200 pounds) of product2 and was projected to grow at an annual rate of 4.8 per cent between
2019 and 2025.3 The quality and purity of spices, which added flavour to foods in all cuisines, had a

significant effect on the taste of the foods being prepared.
The JBS spices manufacturing process started with quality control right at the farms where crops were
grown and harvested. An expert procurement team from the company visited the various agricultural lands
to procure the best quality harvest. After crops reached the JBS factory, they were grouped in batches and
carefully sun-dried, which had a direct impact on the quality of the product. Improper drying could cause a
loss of both aroma and flavour.

After drying was complete, each batch of crops underwent a thorough cleaning process to remove organic
and inorganic impurities, thereby achieving the highest possible level of purity in the product. Both physical
inspection and scientific methods were employed during the cleaning process to ensure the final product’s
perfection.
The next step in the manufacturing process was to grind the clean and dry spices, which also affected the
flavour, colour, and aroma of the product. During the grinding stage, a temperature-controlled environment
was essential to ensure that the flavour of volatile oils was retained. The spice’s oils contributed a large part
of the product’s rich and desirable flavour.
The spice powder was then checked rigorously during the quality control stage to ensure that it met the high
standards of purity and taste before moving on to the packaging stage. The packaged products were stored
in various factory warehouses and sold in various product sizes to meet consumer demand. After being
taken through a robust supply chain, JBS’s products eventually reached the homes of customers in
numerous marketplaces.
OCTOBER 6, 2020 CORE TEAM MEETING
On October 6, Panda called a meeting of his core team to plan for the launch of a new product called garam
masala and for the related inventory space requirements. The core team members in attendance included
five department heads and their assistants. In addition to Panda, the five core team members were Swain,
the general manager of operations; Raashi Mohanty, the general manager of marketing and sales; Saagar
Mishra, the company’s head of production; Debasish Banerji, the general manager of procurement; and
Aarti Tripathi, the general manager of finance.
2
Statista Research Department, “Spice Market in India—Statistics & Facts,” Statista, November 19, 2020,
https://www.statista.com/topics/4672/spices-market-in-india.
3
“Spice Market Overview,” IndustryARC, accessed August 21, 2021, https://www.industryarc.com/Report/7475/spices-
market-analysis.html.
Page 3 W25298
During that meeting, the following discussion among the key participants took place:
Panda: Good morning team, as you all know, yesterday I was party to the senior management
meeting regarding the launch of garam masala. I have called this meeting to discuss the
course of action against all open points from that meeting. The decisions we make today
will be presented to the senior management on October 12. I have already appraised Swain
on this, and he will be leading today’s assembly. I would want to impress upon everyone
that we have a scheduled product launch in the next six months and request this team to
participate positively in solving the issues at hand before they turn into weaknesses.
Swain: Thank you, Panda. Good morning everyone. Let us start by celebrating our expected
sales numbers. Everyone deserves applause for their hard work and dedication, even
during a pandemic-struck year.
The team was happy with Swain’s words and applauded with mild enthusiasm:

Mohanty: My team and I put in the extra hours required and left no stone unturned to achieve our
targets. Market research report also anticipates no significant rise in our product demand
in the upcoming year due to the ongoing pandemic. But the good news is we expect it to
rise by 4.8 per cent in the subsequent years until 2025.
Panda: That is wonderful news Mohanty.
Swain: Yes, Panda. By building a robust distribution network in West Bengal, Sikkim, Bihar,
and Jharkhand (see Exhibit 1), we have reduced our order fulfillment lead time to just
seven days, from twenty-five days in 2006.
Mishra: I’m sure of that Swain. Production efficiency is higher than ever.
Swain: Yes, possibly. There has also been a jump in our order fulfilment rate to 96 per cent from
92 per cent in the last year. After three years, we have surpassed our target of 95 per cent
order fulfillment. However, over the past three years, we have observed both pile-up and
stock-out of inventory in turmeric powder served to the West Bengal market. Maybe we
need to revisit our forecasting techniques.
Mohanty: Swain, I would stop you right there. This is an issue with a single product market. I do
not want you to generalize this issue.
Swain: Mohanty, I agree. The demand for turmeric powder in West Bengal is increasing (see
Exhibits 2 to 6), and we cannot manage it properly. All I suggest is that a better
forecasting method can be applied, as opposed to our typical three-period moving
average method.
Mohanty looked toward Panda in disappointment:
Mohanty: I have joined this meeting to discuss operational issues. Nevertheless, my team will
investigate this.
Panda: Mohanty, I believe Swain is right. Forecasting errors would hamper our inventory space
for storing garam masala on one hand and reduce our margins on the other. This can’t
be taken lightly. I want an update on this within the next three days.
Page 4 W25298
Mohanty seemed to reluctantly accept Panda’s advice, and Swain continued:
Swain: Next, I want to turn everyone’s focus to our factory warehouse storage policy. We have
a space for storing 485 metric tons of products at our factory location, of which 10 per
cent is dedicated to buffer inventory, which leaches out significant warehouse space.
Mishra: Swain, hold your horses. Last I checked, 96 per cent was greater than 95 per cent. Why
are we discussing warehouse storage policy when we are surpassing our targets?
Swain: Mishra, we treat markets in silos and collect their orders on different days of the week, which
adds up to nearly fifteen to sixteen times a month. Why can’t we do four times a month?
Mishra: Why fix it if it isn’t broken? It has been working smoothly for the past fifteen years.
Swain: Mishra, this doesn’t mean there aren’t better methods. I believe we can reduce the
inventory we carry by changing our regime.
Mishra: Swain, you can imagine what you want. At the end of the day, the numbers speak for
themselves.

Swain: Mishra, all I’m saying is the end doesn’t justify the means. We can slightly modify our
practices to become more efficient and decrease inventory, as we have been successful
in reducing our order fulfillment lead time to just seven days.
Mishra: Decrease inventory? Are you serious, Swain? Give me a break.
Mishra was not convinced, but Panda seemed interested. Tripathi was paying close attention, whereas
Mohanty seemed completely disinterested in the proceedings and Banerji was yawning.
Panda: Mishra, please stop it. Swain, I understand. But do you think this is a risk worth taking
in a product launch year? Would it free up the required ten metric tons of capacity at our
facility?
Mishra interrupted before Swain could respond:
Mishra: Panda, if you ask me, I would not change this policy at all. It has too many production
issues.
Swain: Mishra, that is not true. Please don’t term the inertia of your team as production issues.
What I’m suggesting is backed by theory and numbers. By changing our policies, we
can increase batch sizes and reduce the number of set-ups and safety stock.
Mishra: Swain, I agree with you; what you suggest holds good, but only in theory. I predicted the
turn this meeting would take. That is why I went ahead and got a quotation on my own for
expanding our warehouse. As per the quote, by making a one-time investment of ₹50
million we can have a 550-metric ton facility within five months. I suggest we act fast.
Tripathi was becoming visibly angry, but before she could speak, Banerji interrupted:
Banerji: Mishra, last I checked, procuring a quotation was my job. Please stick to your own
responsibilities.
Mohanty: Banerji, Mishra is not wrong. We can’t rely on your team to fulfill our demands at their
own pace. That is why I’ve done my research. I believe the best solution is to hire a
third-party warehouse facility management agency. They quoted ₹150,000 per month to
manage our inventory, on which I single-handedly negotiated and got us a 15 per cent
discount. By choosing a third-party agency, we can do away with unnecessary capital
expenditure and other day-to-day hassles.
Page 5 W25298
Banerji was about to respond but Tripathi interjected, looking straight at Panda:
Tripathi: Panda, I would respectfully decline any more spending this year. With a product launch
in six months, we have already spent tens of millions on marketing expenses; anything
more would increase our financial risk.
Banerji: Panda, it is because of these myopic restrictions from the finance team that we get our
raw materials later than promised.
Mishra, who looked clearly disappointed, gave Banerji a wry smile.
Tripathi: Banerji, please don’t portray your issues with the suppliers as a problem created by us.
My team has a set of rules and guidelines, and executes all payments accordingly.
Mohanty: Tripathi, if that is the case, why am I still receiving emails from the advertising agency
to clear their bills, which are ninety days overdue?

The meeting room had soon become a setting for verbal disagreement. Banerji was unhappy with Mishra
and Mohanty for going over his head to get quotations. Tripathi was worried about the company’s finances
in preparation for an upcoming product launch. She was further irked by the solutions proposed by the
team, which demanded more money. Mishra and Swain launched into their own debate on whether the
inventory policy should be changed.
Panda was distraught by the poor behaviour of his core team members, who seemed oblivious to the key
issues at hand. As the participants continued arguing, he stormed out of the meeting room without a word.
Gazing at his phone, once in the serenity of his office, he thought about the current challenges and wondered
who could provide the best solution: Mohanty, Mishra, or Swain?
As Panda considered his next move, his eyes wandered to the inspirational message on his desk calendar:
We cannot direct the wind, but we can adjust the sail.
Shravan M. Parsam is currently pursuing a career in Technology Consulting. Amol

S. Dhaigude and Sidhartha S. Padhi are faculty members at T A Pai Management
Institute and the Indian Institute of Management Kozhikode, respectively.
Page 6 W25298
EXHIBIT 1: JAY BHARAT SPICES DISTRIBUTION NETWORK (EAST DIVISION)
Location of Warehouses Location of

Distributors
Berhampore
Kolkata Medinipur
Raiganj

Siliguri Jalpaiguri
West Bengal
Mangan
Gangtok
Sikkim Gezing
Jay Bharat
Spices Factory
Arwal
Nawada
Patna
Banka Bhagalpur
Purnia
Bihar
Palkot
Ranchi
Saraikela
Netarhat
Jharkhand Daltonganj
Source: Prepared by the case authors.

Page 7 W25298
EXHIBIT 2: ACTUAL DEMAND FOR JAY BHARAT SPICES TURMERIC POWDER IN WEST BENGAL
(2017–2020)
West Bengal
Month Turmeric Powder
50 gm 250 gm 1 kg
October 2017 335,769 96,423 26,326
November 2017 286,454 83,549 23,347
December 2017 305,144 92,846 27,125
January 2018 309,927 79,372 26,005
February 2018 307,937 82,213 25,783
March 2018 324,748 95,951 25,822
April 2018 341,458 106,892 31,050
May 2018 283,600 82,996 23,568
June 2018 343,901 97,899 24,762

July 2018 340,109 94,644 30,736
August 2018 334,831 93,959 23,568
September 2018 342,655 75,360 21,383
October 2018 349,759 100,440 27,422
November 2018 314,784 91,812 25,656
December 2018 324,621 98,772 28,856
January 2019 326,238 83,549 27,373

February 2019 338,392 90,343 28,332

March 2019 331,375 97,909 26,348
April 2019 344,907 107,971 31,363
May 2019 315,111 92,217 26,186
June 2019 373,805 106,411 26,915
July 2019 347,049 96,575 31,363
August 2018 372,034 104,398 26,186
September 2019 360,689 79,326 22,508
October 2019 364,332 104,625 28,564
November 2019 349,759 102,013 28,506
December 2019 327,899 99,769 29,147
January 2020 358,503 91,812 30,080
February 2020 375,991 100,381 31,479
March 2020 356,317 105,278 28,331
April 2020 351,945 110,174 32,003
May 2020 338,829 99,157 28,156
June 2020 393,478 112,011 28,331
July 2020 354,131 98,545 32,003
August 2020 400,036 112,255 28,156
September 2020 400,765 88,140 25,008
Note: gm = gram; kg = kilogram; 1 kilogram = 1,000 grams = 2.205 pounds.

Page 8 W25298
EXHIBIT 3: ACTUAL DEMAND FOR JAY BHARAT BASIC SPICES IN WEST BENGAL (NUMBER OF PACKETS)
West Bengal
Month Turmeric Powder Coriander Powder Cumin Powder Chili Powder
50 gm 250 gm 1 kg 50 gm 250 gm 1 kg 50 gm 250 gm 1 kg 50 gm 250 gm 1 kg
October 2019 364,332 104,625 28,564 196,268 57,418 15,608 20,084 5,876 1,598 646,944 191,620 50,494
November 2019 349,759 102,013 28,506 162,851 39,124 13,029 16,664 4,004 1,334 545,907 178,152 45,811
December 2019 327,899 99,769 29,147 139,727 45,599 11,179 14,298 4,666 1,144 636,255 152,854 50,087
January 2020 358,503 91,812 30,080 157,314 39,124 12,335 16,098 4,004 1,263 691,736 168,674 52,530
February 2020 375,991 100,381 31,479 178,811 44,048 11,179 18,297 4,508 1,144 602,406 193,687 52,530
March 2020 356,317 105,278 28,331 159,269 50,067 12,586 16,298 5,124 1,288 661,196 185,135 54,973
April 2020 351,945 110,174 32,003 162,851 44,596 14,305 16,664 4,564 1,464 614,622 162,474 49,476
May 2020 338,829 99,157 28,156 158,292 45,599 12,742 16,198 4,666 1,304 698,608 172,095 55,889
June 2020 393,478 112,011 28,331 178,811 43,173 13,029 18,297 4,418 1,334 622,257 195,611 49,170
July 2020 354,131 98,545 32,003 157,314 44,322 11,882 16,098 4,536 1,216 636,255 174,232 49,170
August 2020 400,036 112,255 28,156 154,188 50,067 14,165 15,778 5,124 1,450 698,608 178,152 49,781
September 2020 400,765 88,140 25,008 148,521 44,048 14,305 15,198 4,508 1,464 580,265 185,135 50,901

Page 9 W25298
EXHIBIT 4: ACTUAL DEMAND FOR JAY BHARAT BASIC SPICES IN SIKKIM (NUMBER OF PACKETS)
Sikkim
October 2019 4,850 1,202 310 3,384 711 751 1,523 320 99 10,979 3,004 770
November 2019 4,042 1,070 319 2,644 751 645 1,190 338 85 11,226 2,347 784
December 2019 4,419 985 329 2,977 645 711 1,340 290 94 12,205 2,590 822
January 2020 4,931 1,204 308 2,918 825 817 1,313 372 107 12,326 2,735 779
February 2020 4,940 946 274 2,811 726 825 1,265 327 108 10,238 2,843 797
March 2020 4,635 1,077 344 3,384 726 645 1,523 327 85 10,629 2,974 822
April 2020 4,338 1,182 350 3,082 735 825 1,387 331 108 10,845 2,495 774
May 2020 4,365 1,057 350 2,977 730 685 1,340 329 90 11,226 2,675 770
June 2020 4,177 1,064 308 2,996 751 735 1,348 338 97 12,326 2,643 875
July 2020 4,392 1,130 310 3,014 825 726 1,357 372 95 11,666 2,843 860
August 2020 4,311 1,094 312 3,082 645 751 1,387 290 99 9,632 2,735 717
September 2020 4,491 1,123 313 3,714 946 900 1,672 426 118 11,415 2,942 790

Page 10 W25298
EXHIBIT 5: ACTUAL DEMAND FOR JAY BHARAT BASIC SPICES IN BIHAR (NUMBER OF PACKETS)
Bihar
October 2019 172,474 28,469 7,798 146,906 24,744 10,206 44,660 7,523 3,103 363,334 100,033 23,964
November 2019 140,332 31,591 8,834 139,219 33,345 8,709 42,323 10,137 2,648 443,791 94,676 29,211
December 2019 129,140 29,938 9,088 122,137 30,368 7,736 37,130 9,232 2,352 427,050 78,168 26,614
January 2020 138,611 33,060 9,979 142,350 29,700 9,900 43,275 9,029 3,010 412,531 83,087 26,290
February 2020 133,445 29,754 8,779 138,365 30,368 8,818 42,063 9,232 2,681 468,901 88,007 29,698
March 2020 139,472 29,571 9,979 137,511 29,518 8,223 41,804 8,974 2,500 427,050 89,100 26,127
April 2020 148,081 30,122 9,815 156,301 29,336 7,736 47,516 8,919 2,352 404,331 99,049 27,912
May 2020 157,551 33,685 8,779 134,777 33,345 9,802 40,973 10,137 2,980 468,901 91,104 26,452
June 2020 140,332 31,591 8,834 139,219 33,345 8,709 42,323 10,137 2,648 443,791 94,676 29,211
July 2020 137,750 30,611 8,888 142,350 26,056 9,016 43,275 7,921 2,741 366,409 91,104 24,342
August 2020 143,489 31,395 8,906 171,561 38,240 10,801 52,155 11,625 3,284 434,225 97,992 26,831
September 2020 141,193 27,550 9,379 137,511 26,056 8,536 41,804 7,921 2,595 464,289 86,258 27,912

Page 11 W25298
EXHIBIT 6: ACTUAL DEMAND FOR JAY BHARAT BASIC SPICES IN JHARKHAND (NUMBER OF PACKETS)
Jharkhand
Month Turmeric Powder Coriander Powder Turmeric Powder Chili Powder
50 gm 250gm 50 gm 50gm 50 gm 1kg 50 gm 250gm 50 gm 50gm 50 gm 1kg
October 2019 91,210 17,405 4,673 42,150 6,822 2,186 30,509 4,938 1,582 107,267 22,604 6,032
November 2019 76,009 15,503 4,808 32,937 7,206 1,875 23,841 5,216 1,358 109,680 17,663 6,144
December 2019 83,103 14,267 4,962 37,083 6,183 2,069 26,841 4,475 1,498 119,244 19,491 6,444
January 2020 92,730 17,443 4,644 36,346 7,912 2,376 26,308 5,727 1,720 120,429 20,587 6,106
February 2020 82,596 16,359 4,673 37,544 7,912 2,111 27,175 5,727 1,528 113,980 21,394 6,743
March 2020 87,156 15,598 5,193 42,150 6,961 1,875 30,509 5,038 1,358 103,845 22,382 6,444
April 2020 92,899 13,696 4,125 35,010 6,961 2,400 25,341 5,038 1,737 100,028 21,394 6,244
May 2020 82,089 15,313 5,279 37,083 7,004 1,993 26,841 5,070 1,443 109,680 20,134 6,032
June 2020 78,542 15,408 4,644 37,314 7,206 2,138 27,008 5,216 1,547 120,429 19,887 6,856
July 2020 84,454 16,258 4,712 46,266 9,073 2,618 33,488 6,567 1,895 111,523 22,143 6,194
August 2020 81,076 15,852 4,702 38,388 6,183 2,186 27,786 4,475 1,582 94,106 20,587 5,619
September 2020 81,583 17,120 5,279 38,388 7,047 2,400 27,786 5,101 1,737 105,951 18,775 6,069


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W25298

JAY BHARAT SPICES PVT. LTD.: A SPICY QUANDARY

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

JAY BHARAT SPICES

Distributed by The Case Centre North America Rest of the world

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

loss of both aroma and flavour.

OCTOBER 6, 2020 CORE TEAM MEETING

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

Mohanty looked toward Panda in disappointment:

Mohanty seemed to reluctantly accept Panda’s advice, and Swain continued:

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

Mishra interrupted before Swain could respond:

Mishra, who looked clearly disappointed, gave Banerji a wry smile.

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

Shravan M. Parsam is currently pursuing a career in Technology Consulting. Amol

EXHIBIT 1: JAY BHARAT SPICES DISTRIBUTION NETWORK (EAST DIVISION)

Location of Warehouses Location of

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

Source: Prepared by the case authors.

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

January 2019 326,238 83,549 27,373

February 2019 338,392 90,343 28,332

Note: gm = gram; kg = kilogram; 1 kilogram = 1,000 grams = 2.205 pounds.

Month Turmeric Powder Coriander Powder Cumin Powder Chili Powder

50 gm 250 gm 1 kg 50 gm 250 gm 1 kg 50 gm 250 gm 1 kg 50 gm 250 gm 1 kg

Note: gm = gram; kg = kilogram; 1 kilogram = 1,000 grams = 2.205 pounds.

Month Turmeric Powder Coriander Powder Cumin Powder Chili Powder

50 gm 250 gm 1 kg 50 gm 250 gm 1 kg 50 gm 250 gm 1 kg 50 gm 250 gm 1 kg

Note: gm = gram; kg = kilogram; 1 kilogram = 1,000 grams = 2.205 pounds.

50 gm 250 gm 1 kg 50 gm 250 gm 1 kg 50 gm 250 gm 1 kg 50 gm 250 gm 1 kg

Note: gm = gram; kg = kilogram; 1 kilogram = 1,000 grams = 2.205 pounds.

Month Turmeric Powder Coriander Powder Turmeric Powder Chili Powder

50 gm 250gm 50 gm 50gm 50 gm 1kg 50 gm 250gm 50 gm 50gm 50 gm 1kg

Note: gm = gram; kg = kilogram; 1 kilogram = 1,000 grams = 2.205 pounds.

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