English Biscuit Manufacturers (Private) Limited was established as a joint venture company in 1965 with the name of Peek Freans Pakistan Limited EBM provide Pakistani consumers with nutritious and hygienically packed biscuits of the highest quality. The brand name 'Peek Freans' is a household name, and people trust and believe in the quality of the products produced under this brand EBM is also the first biscuit company in Pakistan to have achieved ISO - 9001 Certification in correspondence with its institutional slogan 'The Legend Leads'. EBM is also the only food company to have been awarded Environmental Excellence Award for seven successive years 2004 to 2010

2. PRESENTED BY:
HIRA SHAHID KHAN
DOULAT MALIK
AROOBA AZAM
SHAZADI NEELOFAR
BEENISH KABIR
SAHAR KHAN
SAMREEN LODHI

4. INTRODUCTION
English Biscuit Manufacturers (Private) Limited was established as a joint
venture company in 1965 with the name of Peek Freans
Pakistan Limited
EBM provide Pakistani consumers with nutritious and
hygienically packed biscuits of the highest quality.
The brand name 'Peek Freans' is a household name, and
people trust and believe in the quality of the products produced
under this brand
EBM is also the first biscuit company in Pakistan to have achieved
ISO - 9001 Certification in correspondence with its institutional
slogan 'The Legend Leads'.
EBM is also the only food company to have been awarded
Environmental Excellence Award for seven successive years 2004 to 2010
AROOBA AZAM

5. OVERVIEW OF THE ORGANIZATION
VISION:
•To provide high quality value-added food to contemporary and future generations.
To constantly endeavor for the acquisition of knowledge and excellence in developing
human skills, product innovations and state-of-the-art technologies.
To become a partner with the Government in sharing the responsibility of economic and
social uplift and development of Pakistan.
MISSION:
Strive for highly responsible management.
Highest standards of hygiene.
Protect and preserve the environment.
VALUES:
We believe that no individual is bigger than the institution.
We believe in integrity, transparency and commitment as our cultural ethos.
We continually adhere to the highest standards of hygiene and ecology.
We believe in governance in human face.
We believe in leading and innovating in all aspects of business.

6. EBM PRODUCT LINE:
PLAIN SWEET BISCUITS:
•Gluco
•Marie
•Sooper
CREAM BISCUITS:
•Lemon and chocolate sandwich
•Rio
CRACKERS:
•Butter Puff
•Saltish
NUTS:
•Party
•Peanut Pick
•Peanut Pista
SHAHZADI NEELOFAR

7. EBM’S MAJOR SUPLIERS:
EBM’S major suppliers are:
•Habib sugar mills.
•Millac and Saima packaging.
COMPETITOR:
The major competitor of English biscuits is
CONTINENTAL BISCUITS (LU), which has a
significant share of the market in terms of sales volume.
LU basically has five to six brands which it markets vigorously
in comparison to English Biscuits Manufacturers.

8. EBM’S SUPPLY CHAIN MANAGEMENT STRUCTURE:
STRUCTURE
PROCUREMENT OR WAREHOUSING
SOURCING
DOMESTIC RAW PACKAGING FINISHED
IMPORTS MATERIAL MATERIAL GOODS
PROCUREMENT
STORE STORE STORE
DIRECT MATERIAL INDIRECT
MATEIAL
RAW PACKAGING
MATERIAL HIRA SHAHID KHAN

9. EBM’S SUPPLY CHAIN MANAGEMENT PROCESS:
RAW
MATERIAL
SUPPLIER
RETAILER
COMPONENT
SUPPLIER
DISTRIBUTION PRIMARY
WAREHOUSE MANUFACTURER
EBM’s supply chain process is comprised of a series of interdependent steps and starts with the
collection of raw materials and ends with packaged brands on customer's shelves.
The supply chain at EBM comprises the following areas:
•FORECASTING:
Forecasting is a vital element of the business, and can be defined as an unconditional statement
of demand of biscuits.

10. •PLANNING:
The function of planning is to convert marketing forecasts into
manufacturing plans.
•MANUFACTURING:
The manufacturing process at EBM involves the conversion of raw and
packaging material into finished product .EBM production takes place
at the two factories located in Karachi and Hattar.
•DEPLOYMENT:
Deployment is the movement of finished goods (biscuits) to warehouses.
•MARKETING AND SALES:
The function of marketing and sales is to market the product with the aim
of maximizing the profit of the firm.
•SUPPLIERS:
For every item EBM have 3 to 4 suppliers, so to cope with any uncertainty.
•DISTRIBUTION:
Simply defined, distribution involves the execution (delivery) of sales orders
to a customer. EBM has more than 350 distributors all over Pakistan. BEENISH KABIR

11. •THE CONSUMER /SHOPPER:
The shopper and consumer are the individuals who eventually buy and
consume EBM’s products.
MARKETING & SALES DEPARTMENT:
EBM is very much concerned about its marketing as it is the backbone of
its sales. EBM does advertising through different media channels which
include TV commercials, Radio, Magazines etc. Furthermore, EBM
has more than 350 distributors all around Pakistan.
SALES FORECAST:
In EBM, sales forecast for the coming month is provided before the end of
current month and sometimes forecast of two additional months is
provided in advances.
PRODUCTION PLANNING:
On the basis of sales forecast production department will start production planning.
MANAGEMENT RESOURCE PLANNING (MRP):
The MRP process help the sales department provides reports forecasting future orders.
EBM is working to connect suppliers on MRP to have physical contact with them.

12. MANNER OF PLACING ORDER TO SUPPLIERS:
To many suppliers we provide material forecast that we have to do.
Afterwards the suppliers have their own requirements and lead times.
In short we got requirement, raise purchase orders and material is
available to us by our suppliers.
QUALITY ASSURANCES DEPARTMENT:
EBM, has developed a Quality Assurance & Development Department.
The basic function of this department is to check and maintain the quality
and standards of raw material used.
Four Labs are currently working at EBM, for checking and testing purpose.
•Construction.
•Analytical Lab (Centre of Excellence C.O.E )
•Packaging Lab
•Microbiological Lab
•Process Lab
SAHAR KHAN

13. Waqas Jalil
MIS (MANAGEMENT INFORMATION SYSTEM) DEPARTMENT:
EBM is an ERP (Enterprise Resource Planning) based Organization. All the departments are
linked with each other through networking called INTRANET. A central database has been
maintained at EBM where the information related to Payables, Receivables, Fixed Assets,
and Inventory etc. are saved.
LEAD TIME:
The lead time of every product of EBM is different from other products.
FOR LOCAL PRODUCTS:
On an average the lead time of local manufacturing products is 21 to 25
days, it may extend to a maximum of 30 days depending on their
requirements.
FOR IMPORTS:
In case of imports the lead time is about 2 to 4 months. For different
origins and different products lead times will be different.

14. EBM’s SUPPLY CHAIN STRATEGIES:
•Monitoring local and international pricing, comparing them, findings synergies and
switching towards it.
•Long term buying.
•Long term bookings when suppliers don’t need money and we trust them enough we book
orders.
COMPETITIVE EDGE OF EBM:
TIER 1 TIER 2
The buying at EBM takes place at two tier level. Tier 1 is our supplier. Tier 2 is our supplier
supplier’s. We monitor international and national prices. Converters are the one who are
purchasing us (SC department) do not have any money involvement in it. But the decision
is our, we decide the price point of material. Another important thing that we do we
negotiate with our suppliers on conversion cost. Annually we sit and discuss issues like
inflationary effects, utility expense, labor cost etc for the year
SAMREEN LODHI

15. EXPORTS:
EBM exports its products to USA, Canada, UK, UAE, Bahrain,
Djibouti, Saudi Arabia Mauritius, Sudan and South Africa.
LEVEL OF UNCERTAINTY:
As we are sitting in FMGC the level of uncertainty could be either +100 or -100. Because
on the shop consumer decides which biscuit they want to buy

16. EBM’S SUPPLY CHAIN MANAGEMENT DECISIONS:
Supply chain management decisions are often said to belong to one of three levels; strategic,
tactical or the operational level:
STRATEGIC LONG TERM DECISION
LEVEL
TACTICAL
LEVEL MEMEDIUM TERM DECISION
OPERATIONAL
LEVEL
DAY TO DAY OPERATION
STRATEGIC LEVEL:
Alignment of overall organizational strategy with supply chain strategy to achieve
organizational objectives.
•Decisions concerned with the size, number, and geographic location of the supply chain
•entities, such as plants, inventories, or distribution centers.
DOULAT MALIK

17. •To determine which products to produce, where to produce them, which suppliers to use
and to identify plants from which distribution centers are supplied.
•Development of information technology infrastructure to support supply chain
operations through planning and execution related applications.
TACTICAL LEVEL:
•Identification of sourcing locations, establishment of contracts and other purchasing
decisions.
•Inventory decisions including quantity, location and quality of inventory.
•Transportation s t r a t e g y including frequency, routes and contracting.
•Identification of new cost efficient markets for procurement of materials required for
production

18. OPERATIONAL LEVEL:
•Daily planning of all related nodes in the supply chain. Demand planning and forecasting,
coordinating the demand forecast of all the customers and sharing the forecast
with all suppliers.
•Source planning, including current inventory and forecast demand,
in collaboration with all the suppliers.
•Inbound operations, including transportation from suppliers and
receiving inventory along with Outbound operations including all
fulfillment activities and transportation to customers.
•Performance tracking of all activities pertaining to supply chain.
Since in today’s world only “survival of the fittest is the rule of the game.
One word to describe supply chain of EBM is “EFFICIENCY” in 4M’s man,
material, machinery and method.
By Senior Manager,
Waqar jalil