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First, I am very thankful to the Mr. Deepak Kumar (Manager- West Commisaary, Domino’ Pizza), who gave me the opportunity to work in the commissary to know the supply chain management of the Domino’ pizza. I have completed this project under his proper guidance. I came to know how commissary works to supply all the outlets of the Domino’s Pizza in the West region of India. This is one of the best supply chain management models in the world.

Mr. Santosh Sawant gave me all the information about purchase. Actually he trained me to how to use the software Baan IV, which is used for supply chain management in the commissary. Mr. Sanjeev Pathak give me all the information about the commissary. Mr. Varun Verma taught me how to receive indent from each outlet and how to prepare challans and invoice for each outlet. Mr. Pravin was looking for warehouse and the availability of the stock i.e. warehouse management. Ms. Dipti Waghela looks over the quality checks in the commissary. She told me about how they maintained quality in a very high order. Mrs. Sulakshana handles the accounts for the commissary. Mr. Prashant Lad and Mr. Amit Sharma is assistant manager in commissary. They also guided me. Mr. Santosh Rane showed me all the dispatch process of the commissary. Mr. Rajesh and Mr. Namdev is junior executive. They give me some details of the work.

The other working staff of production, dispatch is also very hard working. They helped me as per their experience.

Without the help of above all, my project wouldn’t be successful.


Here I, Kishor Bhanushali as a faculty guide of the Gaurav Gurav, in Unitedworld, School of business declare that he has done Summer Internship Programme in Domino’s Pizza for the period of 10 weeks (5 April, 2010 to 12 June, 2010).

He has worked in the Domino’s Pizza Commissary for that particular period.

Here I have approved his project as a faculty of Unitedworld, School of business, Ahmedabad.

______________________ KISHOR BHANUSHALI, Faculty (Economics), Unitedworld, School of business. Ahmedabad. Date:


Here I, Gaurav Gurav , a student of Unitedworld, School of business, Ahmedabad, declare that I have done my training in the Domino’s Pizza commissary for the period of 10 weeks. (5 April, 2010 to 12 June, 2010). The data has been shown in this report is used for the academic purpose. It is under the consideration of Commissary Manager Mr. Deepak Kumar.

quality. . dispatch of commissary of Domino’s Pizza. It contains information about the production. The process start from here and ends with distribution to the outlets. Then I have explained how we take requirement of the outlet.EXECUTIVE SUMMARY This project contains all the activities happening in the commissary. This report is based on what I learned in my summer internship. It has production activities.

Michigan. Following his father's death in 1941. His mother. was born in 1937 near Ann Arbor. Monaghan lived in a succession of foster homes. after finishing .IINTRODUCTION Founding in the 1960s Tom Monaghan. including a Catholic orphanage. founder of Domino's Pizza. for much of his childhood.

Monaghan made decisions that streamlined work and greatly enhanced profits: on two separate occasions he dropped six-inch pizzas and submarine sandwiches from his menu when he was shorthanded at his shop. but she and Tom failed to get along.000 a year. Monaghan managed to sell Gilmore's restaurant. with a total debt of $75. both times Monaghan found that his volume and profits had increased. Monaghan opened a Pizza King store offering free delivery in Mt. The first board of directors included Tom.000 for his share in the pizzerias. but after that he was once again on his own. Gilmore persuaded Monaghan to open a Pizza King at a new Ann Arbor location. all papers were in Monaghan's name. in Monaghan's name. Monaghan was ready to begin franchising. Gilmore would keep two restaurants in Ann Arbor. but I may do something sensational yet. he joined the Marines and saved $2.000.000. driver Jim Kennedy came up with the name Domino's Pizza. profits climbed steadily to $750 a week. He hired lawyer Larry Sperling. Within eight months. made two attempts to have Tom and his brother live at home with her. and Larry Sperling. The store Monaghan bought had little room for sit-down dining. delivery was key. A quote from Monaghan in his high school yearbook read: "The harder I try to be good the worse I get. many of them on farms. On the advice of Jim Gilmore. agreed to work on commission.nursing school and buying a house. when Gilmore became ill. Monaghan was still dependent on Gilmore's success in business. leaving him immediately responsible for only $20. Although his salary rose to $20. Monaghan. Gilmore convinced Monaghan to continue expanding in a financially dangerous way: since Gilmore had been bankrupt when the partnership began. reasoning that he and his staff could handle the rush better without making special-sized pizzas or sandwiches in addition to regular pizzas. The first drivers. Under deadline for a Yellow Pages ad. from the start. although the Ypsilanti store was not doing well. After only $99 in sales the first week. which Gilmore would oversee while Monaghan went and whipped the original DomiNick's back into shape. The new company incorporated in 1965. Sperling drafted a franchise . Though their partnership was dissolved. a local chef with some restaurant experience. As Monaghan's operations grew. He asked for $35. During these years Monaghan worked a lot of jobs. in December 1960 Jim and Tom Monaghan were in business in Ypsilanti. laid-off factory workers. Pleasant. In February 1966 Monaghan bought one more shop from Gilmore. he did want to separate from Gilmore. the original owner of DomiNick's decided to maintain rights to the name.000. with the new owner of Gilmore's to pay off related debts on a month-by-month basis. two pizzerias in Ypsilanti and one in Ann Arbor. When Jim Monaghan overheard the pizza shop owner discussing a possible sale. who worked out a deal whereby Monaghan would pay Gilmore $20. Tom moved in across the street from his shop. he made his differences clear: he liked sit-down stores while Monaghan ran delivery. Early on. Gilmore ran the original DomiNick's as a full partner with Monaghan. When he went over the numbers the day after. but later that year Gilmore filed for bankruptcy. Keeping the menu simple made financial sense. His father's aunt took him in during his senior year of high school. Jim Monaghan took a beat-up Volkswagen as a trade for his half of the partnership. Margie.000. but gave it in several installments to a fly-by-night "oil man" he met hitchhiking. who took the money and ran. Michigan." For several years Monaghan worked to try and save money for college. Though Monaghan considered the price preposterous. By 1964. his wife and bookkeeper. near the Central Michigan University campus. who worked for the Post Office and did occasional carpentry work at a pizza shop called DomiNick's. Monaghan returned to Ann Arbor to live with his brother Jim. he mentioned buying it as a possibility to Tom. With the aid of a $900 loan from the Post Office credit union. By early 1962. Monaghan was not satisfied. Free from the Gilmorerelated debts.

and 1 percent for bookkeeping. While Tom worked on his task. was destroyed. dough. Looking for equipment ideas at a Chicago convention. with each existing store location responsible for producing one pizza item--cheese. . Dough. far too favorable to the franchisee. home of Michigan State University. The staff pulled together. and his practice later became a standard in the industry. Domino's Pizza moved to East Lansing. 2 percent to cover advertising. located above the Cross Street shop in Ypsilanti. Margie Monaghan brought in Mike Paul.agreement in which Domino's would keep 2.000 (only $13. Monaghan innovated. when Jenkins's store was up and running. Chuck Gray. at approximately 20. and periodic spot checks for employee neatness. the latter to build sales--Domino's Pizza slowly gathered a base of corporate staff. In February 1968 a fire swept through Monaghan's original pizza store. Dean Jenkins. By July 1967.5 percent as royalties from sales. he found a meat-grinder which he used to chop cheese as well as mix consistent pizza dough in less than a minute. he introduced caps. chopped toppings--which drivers then ferried from one store to the next to keep operations running. When observing the competition didn't result in better methods. climbing down a fireman's ladder. Kilby then worked on franchisee expansion with Monaghan. The biggest challenge for Monaghan was not simply covering the total fire losses of $150.000 of stored goods. was stored on oiled pans. which also became an industry standard. then began working at company headquarters. in contrast to standard mixers. was the largest in the nation. was a man visible in local and state politics. once mixed. originally hired to do some radio copywriting for Domino's. The first franchisee. and heat and steam from the pizza weakened them. Paul fired half of the staff and cleaned up operations. Dave Kilby. aprons. her contact at the Ypsilanti bank. Advertising manager Bob Cotman escaped the building just in time. While Sperling and Monaghan hammered out financial matters--the former wanted to control costs. Its dormitory population. who soon joined Domino's to run the commissary.000 paid for by insurance). Monaghan discovered an air-tight fiberglass container that stored dough very well. The second franchisee. but also paying the leases on five new franchises and finding store operators as soon as possible. he took over an original store on the east side of Ypsilanti. due in part to road trips he took to research business and learn from competitors. Monaghan learned a lot in the early years of Domino's. the outside edges of the dough hardened. with $40. although covered by towels. later bought into a franchise. Monaghan prodded his salesman to work with the supplier and devise a corrugated box with airholes. While the pizza shop reopened within two days.000. headquarters was wiped out and Domino's first commissary. which took eight to ten minutes to mix dough. was handpicked by Monaghan to take over the first store to be built from the ground up. Monaghan was also dissatisfied with standard pizza boxes: they were too flimsy to stack.

In the meantime. While Monaghan had worked on his plan to expand on college campuses.Franchising in the 1970s Plans began in earnest for Midwest expansion as Domino's jumped on the 1960s franchise bandwagon. In March 1971 Heavlin ended his agreement with Monaghan. creditors. and the law firm Cross. the company underpaid the Internal Revenue Service by $36. Wrock. in exchange for Monaghan's remaining stock. and spruced up his personal image. opening a new store a week in late 1968 proved to be the beginning of a nightmare. and Domino's was back in business. Their lawsuit was dropped. persuading them that Domino's would survive the crisis and they would all fare better working with him rather than against him. he also hired an accounting firm to computerize the company's bookkeeping. Heavlin. sales shot up from $600 to $7. When moving information from paper to computer.000 a week. As Domino's grew. a local man known for turning businesses around. One man instrumental in the growth of the early 1970s was Richard Mueller. 1970. during Domino's lowest period. and after two years keep a controlling 51 percent interest in the company. with Monaghan getting 49 percent. With the aid of loans. who shortly went to speak with each franchisee. Domino's lost all its records. Mueller bought a franchise in Ann Arbor in 1970. Monaghan was forced to sell his stock for the first time to raise the money to pay the IRS. Spurred by McDonald's great success going public in 1965.000. After Mueller ran this store for a year. recommended that he contact Ken Heavlin. Mueller soon operated ten Domino's franchises and incorporated as Ohio Pizza Enterprises. Dan Quirk. Monaghan opened 32 stores in 1969 and was hailed as Ypsilanti's boy wonder. Domino's became the target of lawsuits from various franchisees. . Originally from Ohio. within three months. Monaghan lost control of Domino's. however tight its financial strings. Perhaps as a result. Monaghan tried to do too much. This was only the beginning of the downturn: on May 1. would run the company. Monaghan sent him to Columbus to revive an ailing store. Within six-and-a-half years Mueller opened fifty stores. Monaghan pushed on. too fast. Inc. he bought a fleet of 85 new delivery cars. who had bought Monaghan's stock. get loans to cover IRS debts. Monaghan planned to do the same. Ohio stores opened before Domino's reputation had spread that far and sales were poor. Mueller went on to become vicepresident of operations in 1978.

Inc. several acquisitions contributed significantly to company growth. who had relocated during the Domino's slump. managed to build a strong base in Florida. joining with Dick Mueller's Ohio Pizza Enterprises.. and Nebraska.. for a total of 287 stores. Domino's planned to grow by 50 percent each year. Rapid Growth in the 1980s The 1980s were a decade of phenomenal growth for Domino's Pizza. a red domino flush against two blue rectangles. while the commissary was reorganized as a separate company. Domino's added 50 stores in Ohio and Texas. Dawson implemented the new accounting methods and moved on to become vice-president of marketing and corporate treasurer. but not until after having opened more than thirty new stores under the interim name Pizza Dispatch. The College of Pizzarology was founded to train potential franchisees. a top-selling manager who later rose to become president and COO of Domino's Pizza. in 1978. Arizona.Quick to rebuild Domino's. for the right to use the name. Domino's introduced its corporate logo. The company decentralized as well: accounting was moved from Ypsilanti headquarters to local accountants. but this time the company was prepared. Free to expand. Among other . The merger with this Boulder-based company allowed Domino's to move into Kansas. Domino's won. The company was sued the same year by Amstar Corporation. parent company of Domino Sugar. A significant hire by Kilby was Dave Black. The company ended 1979 by announcing plans to expand internationally. Monaghan encouraged trusted employees and friends to expand. Instrumental in Domino's surge was John McDevitt. Monaghan decided to design company-wide budgeting procedures. in 1975. a financial consultant Monaghan met in 1977. After a five-year battle. Domino's merged with PizzaCo Inc. The following year. with the advice of Doug Dawson. While Monaghan had always feared that formal budgeting systems promoted bureaucracy. which Domino's continued to use as training tools for potential franchisees. By the late 1970s. Steve Litwhiler opened five stores in Vermont. The year 1973 was a turning point for Domino's. gaining 23 open stores plus a handful more under lease. The company introduced its first delivery guarantee. while Dave Kilby. "a half hour or a half dollar off." as stated in the company newsletter the Pepperoni Press.

. Bob Cotman took over as senior vice-president of operations. in one eight-month period he opened a new commissary a month. he created and became president of TSM Leasing. He followed with the establishment of Domino's Farms in Ann Arbor. Both men (like Dick Mueller and Monaghan himself) had climbed every step of the Domino's ladder. To Monaghan.605 units. The company had grown to 3. "I want people here in the company to think of it as a war. Monaghan decided to regionalize Domino's operations. a financial services company which loaned money to franchisees who could not find other start-up financing. which went on to win the World Series in 1984. When he found that another commissary's manager was buying from a local cheese distributor instead of a less-expensive national one.000 units to Domino's 2. usually to one operator who could opt to subfranchise. all with state-of-the-art equipment. with a director fully responsible for each territory. When Dick Mueller left the post of vice-president of operations in 1981 to work as a franchiser once again. Once Vlcek had taken care of the basics. and Japan. the manager reworked his purchasing policies. stores were company-run. increasing media spending 249 percent over the previous year. The international marketing challenge was to convince buyers of the need for delivery. In 1983 he bought the Detroit Tigers baseball team. Dave Black advanced from field consultant and regional director to vice-president of operations. Competition in the late 1980s got so tough that Monaghan was quoted in Advertising Age as saying. Monaghan set up six geographic regions. newer. While 33 percent of U. international units were franchised. All the support Monaghan received gave him time to fulfill boyhood dreams on a dramatic scale. "gave us the long communication lines with tight controls at the working ends that we needed for rapid but well-orchestrated growth. posing a huge threat to Monaghan's empire. When he discovered that one commissary saved on laundry bills by rinsing out the towels used to dry trays. by moving the company's focus away from its top-performing stores to its weakest ones. and changes were necessary. In 1985.accomplishments. Inc. West Germany. operations was the backbone of the business. Wright advocated the integration of a high-rise building in a rural setting. Domino's imitated McDonald's by tailoring an ad campaign to attract the Hispanic market. In 1981 Black carried Monaghan's favored "defensive management" strategy-whereby each store concentrated on keeping the customers it had—ø a new level." The company had to keep pace with not only its own growth but with that of its competition. a $120 million corporate headquarters modeled after architect Frank Lloyd Wright's Golden Beacon tower. The regional system. One other element vital to Domino's 1980s growth spurt was choosing Don Vlcek. making them last a week before cleaning was necessary.300. Domino's sales reached $1. to head the eight commissary operations. As the company added an average of nearly 500 stores each year through the decade. after beginning as delivery driver and pizza maker. Monaghan planned to set up a working farm adjacent to the tower. Pizza Hut entered the delivery business in 1986. Advertising Age placed Domino's "among the fastest-growing money makers in the restaurant industry. formerly in the meat business. Vlcek focused on focused on uncovering best practices and disseminating them throughout the organization. . including marketing. Australia. with wars come casualties. Bringing the lower performers up worked extremely well.44 billion by 1987. Back in the United States. Pizza Hut. as Monaghan stated in Pizza Tiger. Vlcek made all other commissaries do the same. weaker stores were constantly given attention to improve sales. spreading to Canada." Unfortunately. which resulted in highly consistent. including the industry leader. Vlcek moved sauce-mixing from the commissaries to the company's tomato-packing plant. Mueller's previous job entailed far too much travel. rather than an urban one. quality pizza sauce.S. which had more than 4. Domino's stepped up advertising." At the executive level. the United Kingdom.

however. which had aired an ad showing unkempt Domino's drivers buying Pizza Hut products. sales hit $2 billion. Pepsico's Pizza Hut had converted half of its 7. Adding three new senior executives. A Pittsburgh-based attorney representing a couple whose car was broadsided by a driver subpoenaed Domino's for its records. Under fire.By 1989 more than 20 deaths had occurred involving Domino's drivers. At the store level. Domino's opened fewer than 300 units in both 1989 and 1990. Mexico. Domino's 1991 revenues remained flat at $2. cut regional offices from 16 to 9.S. Monaghan named Dave Black as president and chief operating officer. Monaghan made some personal sacrifices too. Payroll that year decreased by $24 million. While Monaghan was away. leaving his post on the boards of directors of 16 Catholic colleges and organizations. Domino's moved its advertising accounts to New York's Grey Advertising.6 billion. After a buyout attempt in the form of an employee stock ownership plan failed. a three-masted ship. Monaghan returned to Domino's in March 1991 to pull his company back on track. U. Kevin Williams. major news networks. who made his name as a regional director. announcing his own intentions to spend more time on community work. Costa Rica. and rivals Pizza Hut and Little Caesar's gaining market share. In May Domino's introduced pan pizza. a lavish Ann Arbor Christmas display. In an effort to be flexible--and to compete with Pizza Hut's pan pizza--Domino's offered a new pizza with more cheese and an increased number of toppings. Colombia. and various sports sponsorships. Retrenching for the 1990s and Beyond With Domino's sales slipping.. a travel agency. moving into Puerto Rico. the company geared up to battle Pizza Hut.000 units for home delivery. its first new product in 28 years. Former franchisee Phil Bressler became vice-president of operations. This news was hardly as big. Inc. replaced Mike Orcutt as vice-president of operations. along with other top executives. By April 1990 Domino's cut its public relations and international marketing departments and continued cutting executive and corporate support staff as part of a company-wide effort to improve profitability. from the local ad agency Group 243. Citizen's groups. calling the company's 30-minute delivery guarantee into question. and the company posted a loss of $67 million. as Monaghan's October announcement of his intent to sell the company. By December he had fired David Black. Panama.000th store by January 1989. One franchisee hired an off-duty police officer to track his drivers to ensure that they obeyed the law. Monaghan insisted on maintaining Domino's original concept of a simple menu that speeds order preparation. Guam. and the National Safe Work Place Institute joined in the heated criticism. Honduras. Taking another tip from its . Domino's closed 155 stores. and Spain. Domino's opened its 5. Monaghan went shopping for buyers. Domino's responded with a national ad campaign and with various tactics at the franchise level. allowing the company to uphold its 30-minute guarantee. and unloaded extravagances such as corporate planes.

Monaghan considered making a public stock offering again in 1992. John McDevitt. Earnings for 1993 picked up. "I plan on being at the helm a long time-at least fifteen years. with corporate headquarters in Ann Arbor assuming their duties." said CFO Harry Silverman. Domino's dropped its famous 30-minutes-orless pledge after a jury awarded a $78 million settlement to a woman who had been hit by a Domino's delivery driver in 1989. For his part. Monaghan says that he's back to stay." he said. in a suburb of Perth. Domino's worked on developing a single U.8 billion. including salads. Monaghan stated that "with our success in home delivery has come a negative public perception that we are not committed to safety. and Egypt in 1995. and Procter & Gamble who brought focus to Domino's efforts.then we hav to add the recipient to tht Sheehan was succeeded as vice-president of marketing and product development by Cheryl Bachelder. Pizza is my life. after dropping significantly the two previous years. and trends. and submarine sandwiches." And the changes seemed to work. and planned to have 3. Peru. "We believe the return to focusing on our core business--pizza delivery--coupled with great new products and strong international growth accounted for our tremendous results in 1996. In November 1992 Monaghan shook up his upper ranks by replacing his longtime adviser and vice-president of finance.5 billion in 1995. "We're not trying to be fun and wacky and do delivery and carry-out all at the same time. another financial executive at Domino's. The company also worked to lessen the number of company-owned stores. The overall goal was to decrease debt. While his departure was widely considered a loss to the company. his changes had taken hold.000 international stores by the year 2.6 million on sales of $2. Earnings were a record $50. Domino's opened stores in Ecuador. and Domino's revenues crept upward. With a stated goal of having more international than domestic stores. Gillette. "Basically.000th international store. Sheehan immediately put his stamp on the turnaround effort. to $2. which dispelled any doubts that the company was back on track. Shortly thereafter Domino's celebrated the opening of its 1.rival. In yet another change. God meant me to be a pizza man. By 1996 foreign sales stood at $503 million. a former executive vice-president of Little Caesar's. with Tim Carr. . but too few buyers were forthcoming. "Tom Monaghan is now very open about the pizza business. after a dispute with Monaghan over the size of his year-end bonus.000. "We're trying to excel single-mindedly on the basics of this business. a seasoned executive with experience at Planters. and in 1997 Domino's entered its 50th international market. and hiring Larry Sheehan. Australia. convincing Monaghan to experiment with new strategies and products. phone order number for Domino's customers and a new computer system to track sales. thin-crust pizza." In January 1994 Larry Sheehan left Domino's. costs." she said. as vice-president of marketing and product development. The company closed the Columbus and Minneapolis offices. "He believes we need to take a different approach to this business and be willing to change." In March 1997 Domino's announced its previous year results." he said.S.

Bangladesh and Nepal ○ ○ ○ ○ Pan India presence in more than 30 cities One of the largest pizza chain with 146 stores and 4 Commissaries Sells more than 6 Lac pizzas in a month is the # 1 pizza delivery company in India . Domino’s India is the master franchisee for India.Domino’s India. Sri Lanka. ○ ○ Is a part of the Jubilant Organosys group Incorporated in 1995...

VISION: Exceptional people on a mission to be the best pizza delivery company in the world. MINDSET AND GOAL MISSION: Domino’s is the pizza specialist who consistently delights the customer with great taste and choices in pizza with friendly. . VISION. courteous team members providing prompt. safe delivery service.○ Employs over 3700 people • • • • Our Stores have grown by approx 25% year on year Our turnover has grown by approx 35% year on year Our Cash Profit growth is approx 40% year on year We have offered fast track growth opportunities to high performers WHAT DOES DOMINO’S PIZZA STAND FOR MISSION.

➢ Use the freshest ingredients. We make great 10 pizzas every day.MINDSET: We will provide our customers with an unforgettable dining. professional image through our team members and store. GOAL: Customers for life! GUIDING PRINCIPLES: At the moment of choices…….. community minded team members safety delivering our hot. We operate with smart hustle and positive energy. We will do that by having friendly. fresh. . ➢ Project a clean. high quality correctly prepare products. We take great care of our customers. • • • • • We demand integrity. experience in home. ➢ Provide product quality second to none by making a perfect 10 Pizza every time. service dedicated. IN ORDER TO ACCOMPLISH MISSION ……. Our people come first.

DOMINO’S PIZZA SYSTEM • • Domino’s Pizza system and the success it has enjoyed are based on a several factors. TEAMWORK is the most important factor. Offer delivery. • • • • . Have limited delivery areas to ensure safe delivery without speeding or careless driving.➢ Create a safe environment in which all team members are valued and have an opportunity to achieve their fullest potential. Every person in the store is a part of a finely tuned machine that can function smoothly only if everyone works together to accomplish our goals. ➢ To focus our service on safe delivery. Have designed stores to maximise efficiency and speed inside the store. Stress speed inside the store. carryout and dine-in. ➢ To have fun and think safe. ➢ Price our product competitively and offer our customer the best value. It takes only 8-10 minutes to make a pizza giving plenty of time to deliver the order safety. at no extra charges from the customer.

Domino’s Pizza is recognized all over the world. we emphasize the importance of excellent image. upbeat manner. ATTITUDE • • • • • • • Greet each customer in cheerful. Drive safe and professionally. We understand that our image is reflected in our appearance as well as our product and services. Join with other team members to keep a clean store. To keep this recognition positive. Handle customer concerns with grace and congeniality. courteous attitude. Be personable and don’t forget to mile. Speed inside the store! Maintain a friendly. A Domino’s pizza team member should portray the same image no matter where on the globe he or she is seen.IMAGE As a leader in pizza delivery. APPEARRANCE STANDARD • • • • • Shirt Shoes and socks Belts Pants Caps Other Rules: Trimmed nails Short hair & clean shave No jewelry .

DOMINO’S CULTURE • • • • • • • • Our people come first Exceptional people working together as team in fun environment We make things happen with smart hustle and positive energy We recognize people as critical to the success of the business We make it right by doing it right. SAFETY AND SECURITY Safety: safety plays an important role in all operations of the Domino’s Pizza system and your role as a Domino’s Pizza team member can greatly affect the safety and health of yourself and other team members around you. First aid: Ensuring that the first aid box is refilled and checked periodically is everybody’s responsibility. everyday. HOW DOMINOS WORK FOR YOU .

That’s why people remember us. “30 minutes nahi to free!” The average pizza delivery time in India is 22.5 mins! .It takes only 30 minutes to deliver pizza at your Home!! This is the standard procedure of pizza delivery in the all the outlet of Domino’s pizza.


Pizza Corner 10% Pizza H ut 27% Domino's 59% Smokin Joes 4% THE SHARE OF DOMINOS PIZZA IN PIZZA DELIVERY IN INDIA .

Domino’s Hierarchy Structure A jay K au l C h ief E xec u tiv e O ffic er H em a D 's o u z a E xec u tive A s s is tan t R ajiv M alik ars h aran M arw ahA m rites h n B h as in R av i S .F ran c h is e O p eratio n s A C C h ain C h ief C h ief F H u m an rc es West Team of Domino’s India . G u p ta ajes h K arg eti H D ev Taru R H ead .S u p p ly h ief o f M arketin go f O p eratio n s in an c ial O ffic er R es o uH ead .K ato c h N eeraj H ead .Q H ead .

Support Rajesh Gupta Operations M anager W est HR Taradutt Pathak HR M anager W est Zonal M anager Farooq Sharif Training Naveen Kapoor Training M anager M aintenance Area M anager Sharif Chougule District M anagers District M anagers Asif Shaikh Kapil Sampat Chetan Kambli Nilesh Gautam Ashish Singh Rathore Hemant Sutha r Sushma Vijay Osw Albuquerque ald Bhavesh Parmar HOW COMMISSARY WORKS .Raj Shahi Regional M anager W est Ops .


The Domino’s Pizza warehouse is called as the Commissary. Storage 3. • • • • Noida (North commissary) Mumbai (West commissary) Kolkata (East commissary) Bangalore (South commissary) The main activities of commissary are as followings 1. Distribution . Production 2. Whatever ingredients required for the Domino’s Pizza outlets are provided from these commissaries. There are total four commissaries in India of Domino’s Pizza. They all are situated in the metro cities of India.

. The nearest backhand commissary to west commissary is situated in the Nagpur. They are controlled from Noida.BACKHAND COMMISSARY The backhand commissaries are also there in India.

.Hierarchy of Commissary VICE PRESIDENT COMMISSARY HEAD COMMISSARY MANAGER COMMISSARY DEPUTY MANAGER ASSISTANT MANAGER EXECUTIVES JUNIOR EXECUTIVES TEAM MEMBERS OUR PROPLE • • • • • • • • • • • Over 3700 full time and part time employees across India Highly experienced senior management team with over 100 years of aggregate experience Fastest pizza maker in the Asia Pacific region Strong and proven business model Rated as No 1 in quality of operations across the world in the Domino’s system 99 % Delivery under 30 minutes Highest achiever of Rolex Challenge in the Domino’s World Strong Presence in Delivery Area “Nobody Can Deliver Better” Ownership of “30 Min Or Free” concept prove Leadership in Delivery Improved Delivery Time 1st Rank worldwide in OER (Operation Evaluation Report).

PRODUCTION How we do! .

Thin crust and deep dish are other types of the pizza base. 13 inches Dough 10 inches Dough 7 inches Dough These are three sizes of dough produce. But these two bases are par baked (partially baked). Pasta is another product which is prepared in the commissary. There is machine for the dough ball making in the commissary. ACTIVITIES OF MACHINE • • • Mixing Cutting Dividing . They are also produced in the production department.Production is one of the core activities of the commissary. We put proper mixing of all ingredients in that machine as per the proportion mentioned in the standard manual. The dough required for making the pizza base is produced in the commissary. INGREDIENTS • • • • Flour Water Premix Yeast. They are in three sizes. Here we prepare boiled pasta in 100gm pack.

They are also available in packets. Each box contains 12 nos. THIN CRUST BASE The thin crust pizza base is available only in one size. Size (inches) Nos 6 10 10 8 3. They are put in number as per their size. 2. (at 4°C) PACKING OF OTHER PRODUCTS 1. PASTA Pasta is in the boiled condition which is stored in the aluminium foil container. THINNER TORTILLA This type of pizza base is also packed in the form of the packets. Each container is considered as the one nos.STORING OF DOUGH All dough balls are put in the plastic tray. which are in the sterile condition. 6 inches and 10 inches. Size of dough No. Then ROX sticker is put on each tray. They are packed in the box. 4. . After that all tray are stored in the walk-in freezer. of dough balls in the tray 7 inches 12 10 inches 10 13 inches 6 The arrangement of dough balls in the tray is showed in the diagrams. DEEP DISH BASE Deep dish pizza base is available in two sizes. It is available in 10 inches size. Thin crust pizza base available in packet. Each packet contains 12 nos. One packet contains 20 bases. THIS IS SHOWN AS PER THE PRICE OF THE ITEMS.

So ROX stickers are very important. R: O: X: R: DATE OF RECEIVING O: DATE OF OPENING X: EXPIRATORY DATE • • Many food items of domino’s pizza are perishable. Without ROX stickers items are not received in the outlets. .ROX STICKER • ROX sticker is labelled on each and every eatable product.

Outlet can change his indent but for that they should have permission of district manager. This indent contains the list of all the items required for the outlet. pasta. Based on the total indent we give the order to the production department. Daily on an average we receive indent of 50 stores. Here we receive indent in a special format file. we prepare separate challan for each outlet. We call it as POS file. (Dough. In commissary we use “BAAN IV” software for supply chain management. Goa and Gujarat state send their indent to the west commissary. All outlets from the Maharashtra. Then we check the total stock available in the commissary or not. and challan number with date. We upload this total indent in “BAAN IV” system. This is specially designed in a proper format. outlet code no. Commissary is responsible for providing all the items mentioned in the challan. It a excel file. After receiving total indent. This challan contains total requirement of the outlet. deep dish.RECEIVING INDENT FROM THE OUTLETS • • • • • • • • • • This is a basic activity of the commissary. • . thin crust and thinner tortilla). Outlet can increase or decrease the requirement in emergency.

Baan IV modules: Common Finance Project Manufacturing Distribution Process Transportation Service Enterprise Modeler Constraint Planning • • • • • • • • • .BAAN IV Baan was a vendor of enterprise resource planning (ERP) software that is now owned by Infor Global Solutions. Baan or Baan ERP was also the name of the ERP product created by this company.

Each dispatch team has supervisor for proper conduction of the work. They take print of total indent outlet wise and take out all items from warehouse to the dispatch area.DISPATCH TEAM • • • The work of the dispatch team start after taking the total indent of the outlets. .

So team should handle all the items very carefully.O. • HYGIENE 1. Then cooling of the vehicle should be started.• • • • • • • Then they separate the all items for each outlet. Then they pack those items in a box. where it is not meant to be there. The inner temperature of vehicle should attain proper cool temperature before loading the vehicle. Then they put a tape on them. Because most of the items are eatable. CLEANING: Removing food and other types of soil from a surface.X immediately on receiving . vegetables will get damaged. Then they have to load the vehicle with these boxes. Before loading the vehicle they clean the inner passage of te vehicle. So we need to take care of them. They are also perishable. They sent back it to the commissary. In the time of loading the vehicle they can be got damaged. Why clean? • Hygiene / Contamination • Legal Issues • Health & Safety • Protect Equipment/ Asset • Staff Morale • Image (Customer Assurance) GENERAL RECEIVING GUIDES • • • • • • • Schedule during off-peak hours Keep area clean Take Temperatures on receiving Inspect Packaging & Material Check Expiry dates of Products Plan ahead : Make room in the walk-in and dry store area in advance Label R. If the outlet member found the tape is broken then they don’t receive the indent. All vehicles are refrigerated. HAND WASHING 2. Otherwise dough.

. and some stored in cool temperature. WAREHOUSE There are three types of storage in the commissary. So we come to know by this instrument that the regular temperature. Many food item are frozen. This is very useful to cold chain to maintain the same temperature. • Dry storage Normally all dry items are stored in the dry storage. • Deep freezer The temperature of the deep freezer is 18°C-22°C.DATA LOGGER This instrument we use to check the temperature in the commissary as well as in the delivery. • Walk-in freezer The temperature of the walk in freezer is 4°C. . deep dish. By this process we standardise the thermometer. Mineral Water is also stored in this freezer. Because proper temperature should be maintained during many procedures in the production. We keep record of the required temperature. thin crust. All production items (dough. They can be stored up to six months from the date of manufacturing. All non-veg items are stored in the deep freezer. THERMOMETER CALIBRATION We use stem thermometer for the calibration of the thermometer. thinner tortilla and pasta) are stored in this freezer. which is used for the production. It also contains canning product. All vegetables are stored in the walk-in freezer.

• • • . We used proper vehicle for that purpose.LOGISTIC • This is a very important part of the commissary. Because each outlet should got delivered in a right time. Each vehicle contains material of 4 outlets on an average.












2. 4. 6. Helmet is compulsory in the warehouse for safety purpose.1. 3. 5. . PANJIM MARGOA POVORIUM CALANGUTE ANJUNA BARDES CAUTION & SAFETY • • • All people should follow proper hygiene. They should use surgical cap in the commissary.

Paste control is done two times in a week. The uniform is compulsory. CLEANING • • • Commissary is cleaned on daily purpose. No wooden. Proper sanitizers are used in a correct concentration. ENVIRONMENTAL POLICY The Group recognises that its day to day operations impact the environment.• • • Each people should wash hand with soap solution before entering in production department. before starting the production. We are committed to delivering great tasting hot pizzas and will aim for continuous improvement in . glass material should be in production department.

Our vehicles One of the areas where we have already made significant environmental progress is within our distribution fleet. These include the use of route planning software to minimise mileage. We have already implemented a number of projects which have reduced its carbon emissions and has further projects both in progress and planned. which is already compliant with the Euro V emissions standard. The Group has an internal environment group whose purpose is to investigate ways of reducing carbon emissions and implementing these wherever possible. . while continuing to deliver a great service to its customers.all aspects of its environmental performance. We also have a number of other initiatives to reduce our environmental impact in this area. The Group is committed to monitoring its carbon emissions. and the use of Saltron to improve diesel quality and reduce emissions. an on-board system that encourages drivers to drive in a manner that minimises fuel consumption. We will continue to put in place projects to reduce its carbon footprint. three years ahead of its implementation.

we jetwash the outside using an approved traffic film remover. we use 100ml of Biocidal all purpose cleaner with five litres of water to make a two per cent sanitising solution.Keeping our vehicles clean All our delivery trucks are cleaned on a daily basis when they return from making their deliveries to the stores. Every day. . Finally. We also jetwash the inside of the vehicle box to get rid of any debris. the floor and the walls and left to air dry. which is sprayed on the inside of the vehicle box.