REPORT

i. Title
ii. Table of content
iii. Summary
iv. Introduction
v. Body
vi. Conclusion
KFC COMPANY
 TABLE OF CONTENT
1. Company introduction
2. Vision statement
3. Mission statement
4. Supply chain management of KFC
5. Conclusion.
SUMMARY
KFC was founded by Colonel Harland Sanders, an entrepreneur who began selling
fried chicken from his roadside restaurant in Corbin, Kentucky, during the Great
Depression. Sanders identified the potential of the restaurant franchising concept,
and the first "Kentucky Fried Chicken" franchise opened in Utah in 1952

1.COMPANY INTRODUCTION:

Company Background

Name KFC (Kentucky Fried Chicken)

Logo

Industries served Restaurants, Fast Food

Geographic areas
Worldwide
served

Headquarters U.S.

Current CEO Roger Eaton

 Revenue $ 9.5 billion (2012)

Profit N/A

Employees N/A

Parent Yum! Brands

McDonald’s Corporation, Burger King Worldwide Inc., Subway, Wendy’s Company and ma
Main Competitors
other companies.

BODY

2) VISION STATEMENT
Kfc vision statement covers a number of business aspects. The company implies innovation to satisfy
current market needs, as stated in the “contemporary customer experience” component of the vision
statement. Also, Kfc characterizes its products in the “great-tasting, high-quality food” component of
the vision statement. In saying “modern, progressive” Kfc shows that its vision statement defines the
kind of business approach it uses for organizational development. A strategic objective linked to this
vision statement is the innovation of Kfc goods and services to match consumer preferences
and expectations.

3.Mission:
Kfc Steel focuses on enhancing the success of its business partners, associates and customers
while embracing its values of teamwork, respect, accountability, integrity and innovation.

4.SUPPLY CHAIN MANAGEMENT OF KFC:

. 1)The main requirements planning

Manager of the store orders the use of term-type orders filled, raw materials into frozen
goods, dry goods, wet goods (short shelf life of bread, vegetables, etc.), the number of
weekly orders are 1,1,2 – 4, ordering volume = demand – inventory. Demand is the
purchase cycle, lead time and safety stock of, and, ordering the manager considering the
historical sales data and promotional activities, or weather factors to calculate the turnover
of an order cycle, and then converted according to the amount of thousands of round
needed the number of raw materials. Demand plans to form form, set the table, including
raw materials, estimated demand, not yet reached the volume of the end of the stock,
order quantity, the amount of allocation of the purchase details, the form signed by the
store manager sent to distribution centers .

2. Inventory File

Every day before work, the staff of the provisions of the inventory of raw materials
inventory and registration. This data is the order quantity is essential calculations, this data
can also be used for costing the same day.

3. Supply resource file

It is affected by supply-side arrival time. This time depends on the time of transmission and
processing orders, supplier response time of the order, the efficiency of distribution centers.

4. Procurement Plan
Distribution Center branch of the restaurant received orders for processing, such
as the number of orders found abnormal fluctuations in a restaurant, the
communication and confirm, the restaurant orders must be received 15 points in
the end of the afternoon, after ordering the distribution center personnel view
existing inventory and shipment data are not revised order, the next day by email or fax
sent to the supplier, which according to the quantity and date for production and
transportation to distribution centers.

5. Distribution Planning

According to the distribution centers indicated by the restaurant’s order number and the
required raw material arrival time in the system, picking orders and shipments to generate
summary tables, pickers, picking, packing, shipping transportation officer under the
distribution plan summary arrangements, including: capacity approval, vehicle selection,
delivery routes, transfer. The assessment team through the delivery vehicle loading
efficiency, punctuality rate of fuel consumption and goods, safe rate were carried out.

3, the evaluation mode of supply logistics KFC

Through the above analysis we can see the following advantages Kentucky logistics system:
First, strong support for the normal operation of the enterprise and rapid expansion; the
second is based on the various restaurants on the basis of accurate demand planning
procurement strategy makes the company’s inventory costs are greatly reduced; third
distribution center in the entire logistics system in a central location, status and role of
information systems to be truly reflected; Fourth, demand forecasting, distribution planning
and other aspects of quantitative and standardized management reflects the high level of
enterprise management.

Long Run Growth/ Decline

Fast food franchising was still in its infancy in 1954 when Harland Sandlers begun his
travels across the United States to speak with prospective franchises about his “colonel”
sanders recipe Kentucky fried chicken”. By 1960 “colonel” Sandlers had granted KFC
franchise to over 200 take home retail outlets and restaurants across the unite states. They
had also succeeded in establishing a number of franchises in Canada by 1963, the number
of KFC franchises had risen to over 300 and revenues had reached $500,000 per unit, on
average.
5.CONCLUSION:
KFC is having a very good atmosphere for its employee to work and the corporate culture

is also good to deal with but there is little problem with the management issues that should be

solved. The food quality and services offered by KFC are excellent.

Logistics and supply chain management is crucial to any business and is especially important in
a fast food business with a global presence like KFC. When evaluating the efficiency of a certain
point in the supply chain, the criteria shouldn’t be just the monetary cost involved in the process
but the value added at each point should also be given equal weight. In order to avoid any other
faux pas in the future that could potentially turn into a logistical nightmare of the magnitude KFC
is just recovering from in the UK, contingencies should be built and the decision-making process
should involve an in-depth research and permutations of the possible outcomes while taking into
account all the aspects in which the decision can affect the business operations before making
any major decisions like changing the logistics partner.