Effective Supply Chain Management as a Strategic Advantage

Supply Chain
Management
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INTRODUCTION
In my Management Thesis, I am going to make “Effective Supply Chain
Management as a strategic advantage at TSS” (The Totagar‘s Co-operative Sale
Society Ltd, Sirsi .)‖
TSS was established in 1913 and since then it has been in Sirsi. The products have
got their own brand image and also customers. Based on the service provided by TSS to
its customers we can know how the organization considers its customers and its products
to the customers.
A study Effective supply chain management as a strategic advantage at TSS is
undertaken for assessing the supply towards the customers and to understand the
expectations of the customers towards arecanut and its products which will in turn help to
take appropriate action by the management for removing the loop holes.
To interrogate customer‘s area-sampling system was adopted, since the population
is undefined so 50 customers were interrogated to elicit the information, which are
analyzed, interpreted and placed under with comments, charts and findings. The idea that
customers prefer one product or one service over another is not new.
The ability to identify and measure the elements of such preference decisions
with any accuracy and reliability has only recently become available. Most importantly,
we have come to realize that high customer satisfaction does not assure continued
customer Preference. Satisfaction research over the past fifteen years demonstrates that
high satisfaction scores, while a measure of organization performance on a set of
important criteria, do not adequately explain the composition of preference formation and
therefore often serve as insufficient predictors of sustained preference or what is normally
referred to as customer loyalty.

Supply Chain
Management
Statement of the problem:-
The co-operative society in India has a significant role to play in the economy.
Enormous intermediaries are dependant for managing supply chain in the sector, like
wholesalers and retailers. Due to this, the sector is engulfed with unhealthy cut throat
competition among themselves and because of this its being cumbersome task for the
marketers to create awareness about their product, brand and to induce consumers.
The TSS has its business presence across Karnataka and the consumers are scattered
among various elements like geographical, religion, age, occupational, economic etc.
Hence the statement of problem is,
“Effective supply chain management as a strategic advantage at TSS”
Need For the Study
Management needs to know the supply chain information in order to make sound
decisions. Surveys on customer, retailers, and wholesalers can produce favorable or
unfavorable result, but brings a number of benefits to management. A study on supply
chain helps to understand the performance of the organization and the behavior of the
customers and the merchandisers. The study of supply chain indicates the expectations of
the firm. Customer preference helps to understand the loyalty of the customer towards the
products. The management finds a possible way to fulfill the expectations of customers
and wholesalers and attracts new customers and wholesalers.
Scope Of The Study
The study aims to find how the supply chain management plays its important role
at TSS. The study has been carried out for a period of 3 months and has focused on all
type of customers.
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Supply Chain
Management
Objectives of the study:-
 To study the supply of arecanut to the customers.
 To study the brand awareness of TSS.
 To analyze the branding system.
 To assess the perceptional factors of customers.
Research Design
1. Research is an art of scientific investigation.
2. Research is a process of systemic study.
3. Research is a search of knowledge.
4. Research is an area of investigation which includes collection, analysis and
Interpretation of data.
Research has to proceed systematically in the already planned direction with the
help of a number of steps in sequence. To make the research systemized the researcher
has to adopt certain methods. The method adopted by the researcher for completing the
project is called Research Methodology.
Research Design
A Research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy in
procedure. A Research is purely and simply the framework and plan for the study that
guides the collection and analysis of data. It is a blue print that is followed in completing
a study.

Supply Chain
Management
Types of Research Design
1. Exploratory research design.
2. Descriptive research design
3. Experimental research design.
Data Collection Method
Data refers to information or facts. It not only refers to numerical figures but also
includes descriptive facts. The method of data collection includes two types of study,
such as primary data and secondary data.
Primary Data Collection Method
It was collected directly from executives and customers. The information
collected from executives through personal and direct interview to collect primary data, a
detail and structured questionnaire was formed to suit the objectives of the study which
contain definite and predetermined questions, containing information relating to arecanut
and its products.
Primary data is the data that is collected for the first time by the researcher. The Primary
data are collected with specific set of objective to assess the current status of any variable
studied. Primary data is useful only for particular period.
Methods of Primary Data Collection
The Main three methods used in primary data collection are:
a. Questionnaire
b. Schedule
c. Interview
In this study questionnaire method have been used

Supply Chain
Management
Questionnaire
In this method, pre printed list of questions arranged in a sequence which is used
by the researcher for collecting data.
The questionnaire is filled by the respondents. The questionnaire is considered as the
heart of the survey.
Secondary data:-
It was used mainly to support the primary data. Secondary data was collected
through books, annual reports, significant, literature from the organization and previous
reports, magazines, vouchers etc.
Research Design Tool:-
To make research various surveys are conducted they are as follows:
The various data are collected from primary and secondary source through the
questionnaires; books, journals, old reports and annual report were used.
Sampling Scheme:-
A sample is a portion of the whole on which the study is based. Here a sample size
of 50 respondents were chosen from different areas of Sirsi(U.K.), and the questionnaires
were duly filled data relating to the objectives of the study is obtained by meeting
customers, consumers, retailers in area like Sirsi town.

Supply Chain
Management
Sampling Design
A Sample design is a definite plan for obtaining a sample from a given population.
It refers to the technique or the procedure that the researcher would adopt in selecting
items for the sample. Sample design may as well lay down the number of items to be
including in the sample i.e., the size of the sample. Sample design is determined before
data are collected. There are many sample designs from which a researcher can choose.
Some designs are relatively more precise and easier to apply than others.
Sample Procedure
Sampling is a procedure by which the respondents are selected. There are basically two
types of sampling methods are:
1. Probability sampling methods.
2. Non-Probability sampling methods.
In this study area sampling method was adopted (Probability Sampling) the required
number of customers were not selected according to area sampling procedure but the
required number of sample (sample size 50) were selected.
Limitations of the Study
 The responses given by the respondents may not be true.
 The respondents may be careless in responding to the questionnaire.
 The respondents may be illiterate.
 This study limits to the geographical area of Sirsi.

Supply Chain
Management

Supply Chain
Management
2.1 INDUSTRY SCENARIO
Co-operative movement took its birth in England for the first time in 18
th
century.
Robert Oven, a labour leader introduced co operative movement to the world. Then in
Germany, Denmark, Japan co operative movement was started. In India co-operative
movement came into existence in 1904.the first ever Credit Co-operative Societies Act
facilitated to make credit available to the farmers and artisans from the clutches of local
money lenders. In order to provide further strength to the base level co operatives in the
spheres of marketing, consumers, textiles, housing etc.
Co operative movement which started with enactment of Co operative Credit
Societies Act of 1904 has already completed 100 years of its eventful existence During
this long period co operative have struggled hard and diversified manifold in terms of
numbers, membership, deposits and working capital and have extended its reach to credit
banking, fertilizers, sugar, dairy, marketing, consumers, housing, labour, fisheries and
handlooms etc. They have done commendable work for the upliftment of downtrodden
and weaker sections of the society.

Supply Chain
Management
2.1.1 Arecanut Marketing:
Arecanut (Areca catechu L.) is one of the important commercial crops of India. It
plays a prominent role in the religious, social and cultural functions and economic life of
people in India. The economic produce is the fruit called “betel nut” and is used mainly
for masticator purposes.
Arecanut has uses in ayurvedic and veterinary medicines. The habit of chewing
arecanut is typical of the Indian sub- continent and its neighborhood. It is estimated that
nearly ten million people depend on arecanut industry for their livelihood in India
(Rethinam 2001).The quality, variety and types of arecanut vary from one place to
another. Betel nut, also known as Pinang or Arecanut.
Arecanut palm (Areca catechu L.) is cultivated primarily for its kernel obtained
from the fruit which is chewed in its tender, ripe or processed form. Arecanut belongs to
the family Palmae. It is native of Malayan Archipelago, Philippines and other East Indian
Islands. Commercial cultivation is confined only in India, Bangladesh and Sri Lanka.
Kerala, Karnataka and Assam account for more than 90 per cent of the total area and
production in our country.
Arecanut production in India has now almost reached a level of self-sufficiency.
Uses for Arecanut other than chewing are negligible. Its export prospects are also very
much limited. Therefore, the present policy is not to expand the area under arecanut, but
to adopt intensive cultivation and take up replanting of the aged and unproductive
gardens. Inter and mixed cropping in arecanut gardens is advocated to augment the
income from the existing arecanut garden.
Betel nuts are often chewed for their helpful effects, which are caused by the
relatively high levels of alkaloids in the seed. Chewing betel nuts is an important and
popular cultural activity in many Asian countries. It is also used as an offering in
Hinduism.

Supply Chain
Management
2.1.2 General Characteristics
1. Arecanut (Areca catechu L) is an important commercial crop in India. Arecanut is
the seed of the arecanut palm.
2. There are two varieties of arecanut, called white Supari and Red Supari. White
variety supari is prepared by harvesting fully ripe arecanut and by sun drying for
40 to 50 days. Red variety supari is prepared by harvesting the tender (green)
arecanut, boiling it and peeling off the husk.
3. Mainly used in gutkha industry and in religious, social and cultural functions. It is
also used in Ayurvedic and veterinary medicines.
4. It is estimated that nearly ten million people depend on arecanut industry for their
livelihood in India.
5. The quality, variety and types of arecanut vary from one place to other.
2.1.3 Major Indian Markets
TSS is the main nodal agency for procuring arecanut. Mumbai, Ahmadabad,
Indore, Jaipur, Delhi, Nagpur, Patna, Calcutta, Cuttack, Bangalore, Rajkot, and Chennai
are the important marketing centers of arecanut in India.
2.1.4 Market Influencing Factors
1. Weather condition during the growth period.
2. Demand from overseas consuming centre like Nepal and Pakistan.
3. Quantum and timing of imports from Indonesia, Thailand and Burma.
4. Government intervention through MSP purchase.
5. Carryover stocks.
6. Growth of the Gutkha industry

Supply Chain Management
2.1.5 A Bird View of Arecanut Market:
Arecanut is a commercial crop which is also known as garden crop. The other
crops produced along with arecanut are pepper, card mum vanilla, banana by the farmers
of this region. The arecanut is the backbone of the economic activities of this region. The
price fluctuation makes its impact on the whole economic, social, cultural activities of
this region. So our study of agricultural produces concentrates on the marketing of
arecanut.
The arecanut (Areca Catechu Linn) is a commercial crop in India, and is popularly
known as ―Betel nut or ―Supari . Philippines is supposed to be the origin of arecanut‖ ‖
mainly because of the presence of larger number of varieties.
Table No. 2.1
The table showing India‘s Share in the World Arecanut Production.
Sl.No. Countries Percentage in Arecanut
Production
1 India 59%
2 Indonesia 16%
3 China 10%
4 Bangladesh 7%
5 Myanmar 6%
6 Other Countries 2%
(Source Annual Report of TSS)
The India‘s share in the global market accounts for 59% of the total production.
So India is having a most of the arecanut producer in the world.

Graph No.2.1
India‘s Share in the World Arecanut Production.
Production
India
Indonasia
China
Other
Bangladesh
Countries, 2%
Myanmar, 6%
Bangladesh, 7%
China, 10%
India, 59%
Indonasia, 16%

Table 2.2
Showing share Of Karnataka in Total Domestic Arecanut Market:
Sl.No. States Percentage in Arecanut
Production
1 Karnataka 46%
2 Kerala 24%
3 Assam 16%
4 West Bengal 4%
5 Meghalaya 3%
6 Other states 7%
(Source Annual Reports of TSS)
Karnataka leads the Arecanut production having 46% of the India‘s total arecanut
production. It is followed by kerala having 24% and Assam with 16%.

Graph No.2.2
Share Of Karnataka In Total Domestic Arecanut Market:
Production
Karnataka
Other States, 7.00%
Meghalaya, 3.00%
West Bengal, 4.00%
kerala
Assam
West Bengal
Assam, 16.00% Karnataka, 46.00%
Meghalaya
Other States
kerala, 24.00%

Table No. 2.3
The table showing Uttara Kannada Share in Karnataka State
Sl.No. States Percentage in Arecanut
Production
1 South Canara 20%
2 Chitradurga 18%
3 Shivamogga 17%
4 Uttara Kannada 11%
5 Chikkamagalore 8%
6 Bangalore Rural 7%
7 Udupi 7%
8 Tumkur 6%
9 Other districts 6%
South canara leads the arecanut production share by 20% of the Karnataka‘s
production. Followed by Chitradurga 18%, Shivamogga 17%, Uttara Kannada‘s share is
11% of the Karnataka‘s production and next is Chikkamagalore 8%, Bangalore Rural and
Udupi 7% each, Tumkur 6% and other districts accounts for 6% of the total production of
Karnataka.
The Uttara Kannada district has two main geographical regions. The costal land
comprising karwar, Ankola, kumta, Honnavar, and Bhatkal talukas and upperghat section
having Sirsi, Siddapur, Yellapur, Joida, Haliyal, and Mundgod taluks. The Uttara
Kannada district economy revolves around agriculture and majority of the people drive
their livelihood from arecanut cultivation.
It is one of the major centers of arecanut cultivation and marketing in Karnataka.
Here arecanut is grown over an arecanut of 9013 hectors constituting around 11% of total
production in the state for the year 2007-08.

Graph No.2.3
Graph Showing Uttara Kannada share of Arecanut in Karnataka :
Other
districts
Tumkur
6%
6%
Udupi
7%
Banglore rural
7%
South canara
20%
Chikkamagalore Chitradurga
18%8%
Uttara kannada
11%
Shivamogga
17%

Supply Chain
Management
2.2 PROFILE OF THE TSS AS AN ORGANISATION
Sirsi was and is the main trade centre for agriculture produces particularly
commercial crop like arecanut, pepper and cardamom in Uttara Kannada District. For a
long time, the planters, particularly with small holding, were exploited by private
merchants and dalals. There were no institutions either to provide finance for agricultural
operation or to supply fertilizers, seeds and agricultural equipment etc. These dalal cum
merchant cum money lenders provided credit during rainy season, supply groceries etc, at
exorbitant prices and purchased garden produce in return at low rates. Besides they
manipulated the accounts of theirs Customers (Assamese).
To put and to this oppressive practices and exploitation some local leaders and
selfless co-operative organizers started the Sirsi Totagar‘s Co-operative purchase,
distributive and Credit society Ltd. on 12-11-1913.
But due to lack of adequate funds to make advance on produce, the lack of loyalty
of the members and non involvement of the rural credit societies in the production and
sales process there was an initial set back. As a result to separate the credit and sales
function, the new society was born and was registered as the Sirsi Totagar‘s Co-Operative
Sale society on 21-9-1923 with a share capital of Rs. 280 and membership of 28
individuals. In its long journey the TSS has weathered money storms and passed through
the period of trial and turbulence.
Late, Shripad. R. Hegde Kadave was one of the main founders of the T.S.S. Now,
T.S.S. is major Co-operative Society in Karnataka state, the head office is incorporated at
Sirsi. It has two branches, one at Siddapur started at 1947 and another at Yellapur started
in 1955 which are 35 and 50 kms away from Sirsi.

Supply Chain
Management
2.2.1 Marketing:
In our country agriculture is the main occupation of 67% of its population. The
importance of agriculture is obvious. Marketing is a comprehensive term which includes
capacious functions like, assembling, storing, financing, insuring, standardizing, selling,
transporting, and after sales services. The market is derivative of Latin word
―Marcatus , meaning thereby merchandise were, traffic trade or place where business is‖
conducted.
―A market is a center about which or an area in which the forces leading to
exchange or title to a particular product operate and towards which the actual goods tend
to travel .‖
(Memoria CB and Joshi. R.L. principles and practice of marketing in India 1997-P.5)
According to American Marketing Association ―Marketing is the performance of
business activities that direct the flow of goods and services from the producer to the
consumer .‖
It is an atmosphere or a region in which forces of demand and supply operate
directly or indirectly to bring about transfer in the title of goods and services. It is an
arrangement that provides opportunity of exchanging goods and services for money or
money‘s worth. ―Therefore a market consists of a group of persons on one side holding
the goods which they want to sell and on the other side a group of prospective buyers
who want to pay for and buy .‖
( Sontakki. C. N. marketing management P.1)
To use economic jargon, marketing is nothing but creation of utilities, i.e. place,
time and ownership. Therefore, marketing is the center point around which production
activities revolve. Marketing is of paramount importance in modern business activities
which make the commodities meaningful and raise the consumer‘s standard of living. It is
a bridge between producers and consumers and provides employment to middlemen and
other functionaries engaged in. Actually, marketing is the foundation stone of National
Prosperity. Its activities like market research, publicity, salesmanship, product promotion,
innovation, improvement in life value lend wonderful dimension to the produce which
contributes to the growth of a dynamic society.

Supply Chain
Management
2.2.2 Agricultural Marketing:
―Agricultural marketing is the performance of all the business activities involved
in the flow of goods and services from the point of initial agricultural until they are in the
hands of ultimate consumer‖
(Kohl‘s L. Richards and UHL N.J. marketing of agricultural products, New York 1980 P-
8.)
Agricultural marketing has been an important subject matter of stud in developed
countries, but in developing countries like ours it has been some what neglected though a
strong foundation of agriculture is necessary for to sustainable and rapid development of
the country.
The development of agriculture depends on smooth flow of out puts of the
farmers to consumers to consumers. Marketing of agricultural produce forms an integral
part of the over all agricultural development strategy. Marketing of agricultural produce is
a specialized job since there are certain peculiarities involved in it, and it must be
understood and attended to accordingly.
The green revolution was the outcome of successful efforts in the front of
agricultural production and indeed the agricultural marketing could be called the second
generation problem of green revolution. Indeed the very purpose of production is not
complete unless and until it reaches the ultimate consumers.
The process of production ends only with final consumption and marketing which
provides a link between production and consumption. In a subsistence economy, where
agricultural surplus does not exist, marketing is not an important problem, but it emerges
as a major problem as soon as surplus develops in the agricultural economy. It is in the
context of growing agricultural surplus that the problem of marketing becomes all the
more important.
The importance of improving marketing of agricultural products was brought to
the limelight with the publication of the report of the Royal Commission on Agriculture,
and subsequently b the publication of the report of the Central Banking Equity

Supply Chain
Management
Committee. Even though some form of regulation of markets prevailed in the country
from as far back as in 1897, the movement gained momentum only after the second world
war, when some of the states like Bombay, Madras enacted legislation to organize
regulated markets in the country, the five year plan emphasized the need for improving
the conditions of marketing of agricultural products by the establishment of more
regulated markets particularly by encouraging co-operative marketing societies.
2.2.3 Objectives:
The objectives of TSS are stated below -
i. Proper marketing of agriculture products of the members to the possible best
advantage.
ii. To advance loans to members on the security of their produce.
iii. To rent or own godowns, own warehouses and also undertake warehousing
business.
iv. To undertake processing activities with the prior sanction of the registrar.
v. To export agriculture products or processed materials and to open sales depots in
the consuming centers.
vi. To arrange for pooling, packing and grading of the agricultural produce of the
members.
vii. Supply to member through their local society manure, seeds and implements
required for their farm business and essential domestic requirements and to
appoint societies as their agents.
viii. To encourage thrift, self-help and co-operation among its members.
ix. To encourage members to grow pure and high grade agricultural produce.
x. To act as agents of primary credit societies for recovery production loans given by
them to the members and also to act as agent of the federal Co-operative
Institution in marketing of agricultural requisites and consumer goods.
xi. To open branches, depots, godowns, sale-shops and show-rooms if necessary in
the areas of operation of the society or to close them with the previous approval
of the Registrar and to undertake manufacture of Agricultural Implements and to
establish work-shops.

Supply Chain
Management
xii. To undertake all other activities required to further the objectives mentioned in(i)
to (xi) above and to promote, disseminate education and to undertake any
activities for the betterment of the agriculturists.
The society has been able to achieve many of these objectives. Since the
objectives laid are comprehensive in nature, some of them are yet to be achieved.
2.2.4 Quality Policy
―We are committed to provide quality service through TQM approach to ensure
satisfaction of member and society on a sustained basis‖
2.2.5 Membership:
The membership of the society consists of four types. They are,
I. ‗A‘ class consisting of Agricultural Co-operative Institution.
II. ‗B‘ class consisting of individuals residing in area of operation.
III.‗C‘ class consisting of traders, commission agents, merchants, depositors
and others, having dealings with the society. They will not have any
right to vote or participate in this management.
The conditions to be fulfilled to become a member are specified in no. 4(2),
4(4), and 4(5) of the byelaws of the society.
Conditions to withdraw the membership of a member and seizer of
membership are contained in no. 4(5), 4(6), and 4(7) of the byelaws of
society.

Table No.2.4
Table containing particulars of members:-
Sl.No. Year Membership
Primary Societies Individuals
1 1923-24 - 28
2 1932-33 18 172
3 1941-42 19 151
4 1950-51 23 1200
5 1959-60 29 2393
6 1968-69 53 3740
7 1977-78 65 7359
8 1986-87 65 4047
9 1995-96 63 3490
10 2007-2008 67 2965

Supply Chain
Management
2.2.6 Competitors Information
The society facing a stiff competition from the Campco,TMS (Sirsi) and TMS
(Siddapur) and by private companies.
2.2.7 Infrastructure Facility
Society having a good infrastructure facility, all the departments are computerized, and
having a vehicles for the transportation of goods namely, Tractors with two trailors of
capacity 4 tones only for self use especially for trading section.
Ace with 1 tone capacity: Hire charges Rs.8/- per k.m. within 20kms minimum
Rs150/- Hire charges Rs10/-per km.
TATA 207 DI- With 2.5 Tones , Within 20 kms minimum Rs200/- Hire charges Rs 15/-
per km.
TATA 608 - Within 20 k.m minimum Rs 300. Hire charges Rs 20/- per km.

Organization Structure:
Chairman
Manager
Secretary
Branch Internal Sectional Accountant Cashier Godown
Manager Auditor Heads Superintendent
Junior Mill Grader Cashier Godown
Accountant Superintendent Keeper
Senior
Clerk
Clerk

Supply Chain
Management
Board of Directors:
Mr. Shantaram Hegde – Chairman
Mr. Devendra D. Vishwamitra – Managing Director
Mr. Sitaram S. Hegde
Mr. Gajanan V. Joshi
Mr. Mahabaleshwar V.Hegde
Mr. Ganapati M. hegde
Mr. Vishwanath V. Hegde
Mr. Mahabaleshwar S. Hegde
Mr. Shripad V. Bhat
Mr. Ramakrishna R. Hegde
Mr. Raveendra J. Hegde
Mr. Raveesh Hegde – General Manager
Mr. Manjunath Hegde – Assistant Managing Director
Mr. Balakrishna L. Hegde – Internal Auditor
Mr. Rajendra G. Joshi – Finance Manager
2.2.8 Administration Department:
Mr. Shantaram Hegde is the Chairman and Mr. Manjunath Hegde is the
Managing Director and including them, TSS is having twelve in Board of Directors. All
the major policies and decisions are framed by administration department. TSS‘s policies
(top to bottom), intake of new employees, market policies is taken by Administration
Department. The department is having the strength of highly intelligent twelve members
forming a cutting edge team.
Presently TSS is trying to increase its business in foreign market and as well as capturing
more shares of domestic market.

Chairman
Board of directors
General Manager
Employees
2.2.9 Finance and Accounting Department:
All the financial transactions of the society are maintained by Finance and
Accounting department personnel. TSS‘s financial policies like receivable management,
payment management are done by this department. Financial borrowings, salaries and
wages to employees etc are maintained.
This department is headed by Mr. Rajendra V. Joshi with a group of twelve personnel.
Finance Manager
Sectional head Asst. Finance Cashier
Manager
OFFICE BOYS OFFICE BOYS OFFICE BOYS

2.2.10 Sales and Marketing Department:
TSS has sold both in local market as well as in foreign market. Around 80% of
sales are from local market and left 20% are exported.
MARKETING MANAGER
SALES MANAGER ASST. MANAGER
MARKETING
SALES MAN BRANCH MANAGER
ASST. SALES MAN
Sales:
SALES
LOCAL SALES EXPORTING

Supply Chain
Management
2.2.11 Human Resource Department:
Human resource management means managing the function of employing,
developing and compensating and human resource resulting in the creation and
development of the human relations with a view to contribute to the organizational,
individual and social goals.
The HR department in TSS is taking care of employee details, salary
records, paying bonus to workers, managing industrial relations, providing other facilities
to employees, Employee Sate Insurance Scheme (ESIS) etc.
General Manager
HUMAN RESOURCE
MANAGER
H.R. ASSISTANT
HELPERS HELPERS HELPERS
2.2.12 Quality Management Department:
This department is situated scattered in all departments. Main function is to
maintain the quality of the goods, which prescribed by the customers. This department
maintains every process of the Arecanut quality.
After the arecanut grading and brandings are ready they are checked for their
sizes and quality with the help of sophisticated measuring instruments which includes
observation.

Supply Chain
Management
2.2.13 Inventory and Purchasing Department:
The Arecanut are purchased by the farmers. In inventory department raw
materials are stored in bulk for export and sales.
Arecanut are packed as per packing standards and stored in inventory
department before they are dispatched.
General manager
PURCHASE & STORES
INCHARGE
STORES ASSISTANTS
HELPERS HELPERS HELPERS

2.2.14 Products and Services of TSS:
2.2.14.1 Procurement and Marketing of Arecanut
TSS started procurement initially in 3 centers and now it operates through 96
procuring centers through the district of Uttara Kannada in Karnataka. During the year
2000-01 up to February 2001 TSS procurement and sales of arecanut 30,320 tones and
31,565 tones valued at Rs. 286.35 Crores and Rs.311.28 Crores respectively. There TSS
is able to procure only 10% of the produce available in the country and the rest is handled
by the private traders and others.
2.2.14.2 The Sirsi Market:
The Sirsi is a leading producer of arecanut in the Uttara Kannada district. Sirsi is
a main commercial center of Uttara Kannada district. It is also a major Co-operative
center of the district.
The reports of agriculture produce marketing committee SIRSI (APMC) given
some interesting figures. Various agricultural produce are brought and sold in the market.
It includes arecanut, pepper, paddy, rice, dry chillies, banana, pineapple, ground nut,
coconut, cotton, card mum. The following table gives the details of arrivals and sales of
various agricultural products.

2.2.14.3 Marketing Operation:
The activity of the T.S.S. is in 3 taluks of Uttara Kannada District of
Karnataka State. The Head Office is situated at SIRSI which is also a commercial centre
of the district. The T.S.S. has two branches in the neighboring talukas SIDDAPUR and
YELLAPUR.
The T.S.S. has two types of members. ‗A‘ class and ‗B‘ class members. Theirs
total share capital as at 31-3-2008 is from - A Class – 3, 56,000, B Class – 14, 23,700.
Around 225 purchasers are registered as purchasers in the T.S.S. The purchaser is to make
deposit of Rs. 30000/- as safety deposit. The purchaser is given godown facility. The
grading and sorting of arecanut facility is also available. Some charges are levied for
these facilities. The transportation facility is also available for the purchaser. The VAT,
Market Cess, commission, Association fees are included in the purchasers bill.
2.2.14.4 As a Commission Agent:
The T.S.S. gives the marketing facility to its members. The farmers will become
nominal members by paying nominal fees and they can transact in the society. The T.S.S.
act as a commission agent. The commission earned by the T.S.S. is shown in the
following table.
Table No.2.5
The table shows percentage of increase in commission earned by T.S.S.
Year Percentage of Increase in Total Commission Earned
Commission Annually Annually
(in Rs.)
2003-04 - 1,17,48,969
2004-05 11.68 1,31,22,408
2005-06 11.95 1,31,52,990
2006-07 43.87 1,69,04,054
2007-08 0.89 1,04,57,063
(Source Annual Report of TSS The percentage calculated 2003-04 year is taken as base
year)

Commission earned by TSS shows an increasing trend during the period of study
from 11.68% in 2004-05 to 0.89 in 2007-08 recording an average growth of about 17.63%
per year. It reflects upon the increase in sales through TSS, as commission is levied at a
fixed percentage in sales.
2.2.14.5 Direct Purchase By TSS In The Market:
The TSS purchases the arecanut, and vanilla, in its sale yard. It has resorted to
direct market intervention to scuttle the attempt of private traders to browbeat farmers by
charging lower prices. Such a move has a big impact on the market. The artificial
fluctuation in the market price is the main reason for TSS to enter in to the market as a
purchaser which ensures price stability. It is a noble attempt to ensure remunerative price
for agriculture produce of its members. The following table shows direct purchase made
by the TSS during 2003-04 to 2007-08.
Table No.2.6
The table showing direct purchase made by TSS and its share.
Year Value of the Total purchase in TSS share in
purchase by TSS the market (in Rs.) percentage
(in Rs. Crores) (To values)
2003-04 3.00 69 4.3
2004-05 5.79 77 7.52
2005-06 11.25 71 15.84
2006-07 23.33 63 37.03
2007-08 39.01 68 57.36
The TSS has purchased 4505 quintals of arecanut and the TSS share is 4.3%
in the year 2003-04. Likewise 8232 quintals in 2004-05, 16261 quintals in the year 2005-
06, 23098 quintals in year 2006-07, and 30968 quintals in the year 2007-08.
TSS direct purchase share in the market is 7.52%, 15.84%, 37.03%, and 57.36%
in the respective years. The purchasing initiative by TSS in the study period has grown in

Supply Chain
Management
the market share by 4.3% in the year 2003-04 to 57.36% in the year 2007-08. The
increasing is around 13 times compared to year 2003-04.
The TSS has purchased Rashi, Old chali, the type of varieties of arecanut.The
year 2003-04 the value of purchaser during the year Rs. 3.00 crores where as it has grown
up to Rs.39.01 crores. There is a significant rise in the volume and value of the arecanut
purchased by TSS.
2.2.14.6 The Marketing Strategies Adopted By TSS:
Effective marketing strategies are adopted by TSS dynamic management in
recent years which had great effect on better price realization.
I. Export:
As a part of trade negotiation with Pakistan and other Asian countries keen
interest is shown to purchases arecanut from TSS. But due to political reasons
arecanut trade has not grown as per the expectation. However TSS has continued
to explore the possibility of entering into international market.
II. Branding:
The management of TSS showing special interest in creating the brand to
its product. The packing, the quality of the produce, labeling, the trade mark logo,
and the competitive price are also contributing to the growing popularity of the
TSS arecanut brand. The branding results are very positive.
TSS is hopeful that in the days to come market expansion will take place and
fetch better price.

III. Cold Storage Unit:
The cold storage unit is under construction to strengthen the holding
capacity of planters which will eventually help price stabilization. The unit will be
available to arecanut growers shortly.

IV. Grading:
The arecanut purchased by TSS directly is graded before they are sent to
outside markets. The grading of whole arecanut is done by hand picking, by
skilled labors. While making different sizes, circular services with octagonal holes
or big sieves are used. Specification of grading generally varies depending upon
market and merchant to merchant. Following are the different varieties sold in the
terminal markets Moti, Sini, Hindi, Pooja, Borli, Jamabarada,Nagarabarada,etc.

Table No.2.7:
The table shows different arecanut grades.
RED – VERIETY (KEMPU) WHITE – VARIETY (CHALI)
Sl. No. Number Trade Name Sl.No. Number Trade Name
1 A-51 Marvadi Bar 1 A-1 Moti
2 A-55 Marvadi Bar 2 A-2 Vajras
3 A-35 Nani-Aapi 3 A-3 Jamnagar
4 A-32 Nani-Aapi 4 A-4 Jini
5 A-25 To- Aapi 5 A-5 Barali
6 A-23 Dappa 6 A-6 Lindi
7 A-21 Dappapi 7 AA-6 Charminar Lindi
8 A-20 Gundu Barada SECOND
9 A-8 Ramuda Borada 1 A-114 Moti
10 A-7 Vajras Barada 2 A-115 Vajras
11 A-11 Jam Barada 3 A-116 Jamnagar
12 A-9 Nagar Barada 4 A-117 Jini

Supply Chain
Management
2.2.14.7 Market Extension:
Arecanut of this region has gained popularity in the marketing centers of
Maharashtra, Gujarat, Uttara Pradesh, West Bengal and Karnataka. The important
marketing centers in the state are Dharwad, Hubli, Bijapur, Gulbarga, Belgaum, Raichur,
Haveri, Gadag, Bangalore, and Mysore. Other important marketing centers out of state
include Ahmadabad, Jamnagar, Nagpur, Mumbai, Salgaon, Indhore, satna, Jabalpur,
Banaras, Lucknow, Kanpur, Ranchi, Patna, etc. However TSS does not have any sort of
direct link with the ultimate consumers. It is through middlemen at different levels that
arecanut is delivered to final consumers.
2.2.14.8 Measures to popularize TSS brand of arecanut:
To popularize branded arecanut consumption and to expand market the following
measures are initiated by the TSS.
1) TSS is planning to give advertisements for its branded products in North Indian
states so that the branding will become popular through different media of mass
communication.
2) Release arecanut in small attractive packages of different sizes to make the retail
sale easy and convenient.
3) TSS is planning to allow quantity discount to dealers to improve sales.
4) There is plenty of export opportunities. TSS is also making efforts to explore
foreign market particularly in South Asia and Arab Countries.

Supply Chain
Management
2.2.14.9 Strengthening Supply Channel:
The TSS bears special relationship with the service Co-operatives, Shri
N.P.Gaonkar (N.P.Gaonkar, ―The role of Totagar‘s Sale Society in Co-operating
marketing system Golden jubilee souvenir of TSS 1977 ) wrote, ―Totagar‘s Sale Society‖
has played an important role in the development of many co-operative institutions in
Sirsi, Siddapur, and Yellapur taluks . It is only because of the help and support of the‖
TSS that these service Co-operatives could grow and could function with good measure
of success. In that way it has cultivated a regular supply channel to Sirsi market and
ensured perennial supply of arecanut and other agricultural produce.
Marketing of product through primary societies is a precondition for
advancing loan to their members. The TSS has helped service Co-operatives in achieving
this goal. In the name of each society separate Assami Account is opened. Whenever a
member of the society brings produce to the TSS the sales proceeds are credited to the
concerned society‘s Assami Account and he is requested to receive payment from the
concerned society only. On the other hand, such society credits the Assami Account of
such members with the amount of sale proceeds. The society make advances to members
on the produce marketed through them. This arrangement has helped these societies to
achieve high recovery rate in case of Assami loan advanced to members and has reduced
over dues.

Supply Chain
Management
2.2.14.10 Other Services provided by TSS
1) The supply of medicines at competitive price:
Medicine store was started by TSS on 8-10-1962 to supply medicine to members
and general public at competitive price. The turn over of medicine for the year 2007-08 is
Rs. 218866/-.
2) Supply of Agricultural inputs and Groceries:
The TSS is providing the agricultural equipments, chemicals, groceries to its
members at competitive price. The cattle feeds, fertilizers, pesticides are the other
products which are made available to the members for their agricultural activities and also
for day to day life. All these products available the credit facilities for the members. There
are two separate sections, one for Groceries and another for Agricultural equipments.
Both are worked in only one department. In these department‘s turn over for the year
2007-08, Agricultural Department – 2,00,14,469/- and Grocery Department –
51,09,722/- .
3) Lodging facilities through Hotel Samrat:
The Samrat Guest House was acquired and lodging is made available to the
members of TSS and other tourists at a competitive charges. In this hotel and lodging
facilities net profit for the year 2007-08 is Rs. 546339/-
4) Rice Mill to process paddy:
On 9-5-1965 Rice Mill was opened by TSS. This paddy processing facility is
available to the members at the concessional rate. In 2006 mill has modernized improve
quality of milling. For the year 2007-08 net profit in this section is Rs. 1, 58,710/-
5) Transportation Facility:
TSS is offering the transportation facility to its members for transporting the
agricultural produces from plantation to the sale-yard at the concessional rate. There is
separate van section maintained to provide the above said facility.

Supply Chain
Management
6) Providing Credit Facility to Member Co-operative Societies:
Facility extended to member credit primary co-operative for their various
operations so that they can serve their members better.
7) Other Facilities to the members by TSS:
Cash payment facility all throughout working day in the office.
The availability of ATM to its members.
The free storing in godown to the members for their produce. When the same is
not
Sold.
Scholarship to poor and meritorious students.
The arecanut grading facility to the members produce.
The transfer of funds from branches to Head Office or Head Office to branch
at free of cost.
Office work fully computerized for speedy service.
Bonus is given to members on the basis of value of produces sold.
Dividend is given on members share.
The availability of conference hall for agriculture related function.
The library is opened on 6-6-2006 to enhance the knowledge base of
Agriculturists.
12 .Health cards has been given to members to get medical facility from the Hi-
tech
Hospital opened with financial assistance from TSS
2.2.14.11 Credit Facility to Maintain Loyalty:
Each member and member societies can avail the loan from the TSS. Farmers
need not borrow from money lenders now because they get the amount required in the
form of Assami loan for consumption purpose from the TSS easily at a reasonable rate of
interest. TSS acts as a friend in need to these members and members‘ societies by
liberally providing credit to them, at a reasonable rate of interest. It is also giving

Supply Chain
Management
advances against the produce which are brought to the TSS but not sold. In this way it has
earned goodwill and retained the loyalty of its members. In fact it has helped to have big
market share for the TSS.
2.2.14.12 Linking of Credit with Marketing:
All members of societies in SIRSI, SIDDAPUR, and YELLAPUR taluk have
borrowed from the KDCC Bank for advancing crop and medium term loans their
members. There dependence on the KDCC Bank has been increasing year by year. At the
direction of the societies the TSS has directly credited the amount of their loan accounts
maintained at the KDCC Bank out of sales proceeds of produce marketed by their
members at TSS. Necessary adjustments are made by the societies against the individual
loan accounts of members on receipt of information.
In this way, the TSS has not only helped societies in their loaning operations
but also served its members in facilitating prompt payment of loan borrowed from other
sources.

Supply Chain
Management
2.3 ACHIEVEMENTS:
Since 1923, when the Totagar‘s Co-operative Society was established, up to
2008, it made various achievements in different fields. These are:-
a. In 1923, establishment of T.S.S. for protecting the interest of farmers.
b. In 1947, it opens a branch office in Siddapur Taluk.
c. In 1955, another branch office opens in Yellapur Taluk.
d. In 1962, Medical stores and petrol bunk were also set up in the same year.
e. In 1965, Paddy processing unit (Rice Mill) has been opened.
f. Uttara Kannada District Printing Association has been started by the request of
T.S.S.
g. K.S.R.T.C. divisional office started its operation with the co-operation of T.S.S.
h. Soil Testing and Research Centre has opened by the K.D.C.C. Bank at premises
of T.S.S.
i. In 1970, T.S.S. repaid the Government loan and shares.
j. In 1973, promoting member of CAMPCO.
k. Financial aid to various educational institutions, meritorious students and
agriculture research.
l. Loans to members and another financial aids from the own funds.
m. In 2005, the T.S.S. started A.T.M. facility to the members.
n. Computerization of all departments.
o. In 2005, Livestock Development Center was started with the Co-operation of
BIFE.
p. In 2006, T.S.S. started the Public Library.
q. In 2007, T.S.S. has been started in High-tech tss hospital.
r. In this year T.S.S. has sent to many branded Areca‘s to other states.

2.4 SWOT ANALYSIS
STRENGTH:
1. Highly influenced by Agriculture as it‘s the back bone of this society.
2. Government funding to the agriculture has improved recently.
3. Low cost of production.
4. Less usage of chemicals.
5. Ever lasting demand.
WEAKNESS:
1. Un-recognized sector.
2. Monsoon/Weather Dependent.
3. Less attention given in production of quality goods.
4. Inadequate usage of new technology.
2.4.3 OPPORTUNITY:
1. Government and bank will aid financial help to improve agriculture.
2. Opportunity to adopt modern techniques.
3. Government will provide local market facility to the producer.
4. TSS has got huge untapped markets, where brand areca is in demand.
5. TSS has also got the opportunity to enter the retail areca packs at national level.
2.4.5 THREATS:
1. Commission by other country.
2. Price fluctuation.
3. Natural calamities.
4. New entrants from the foreign markets.

Supply Chain
Management
3.1 SUPPLY CHAIN –
When we speak of a ‗supply chain‘ we are focusing on different actors who are
linked from ‗farm to fork‘ to achieve a more effective and consumer-oriented flow of
products. This project focuses on agri-supply chains that incorporate actors from
developing and developed countries. This supply chains may include growers, pickers,
packers, processors, storage and transport facilitators, marketers, exporters, importers,
distributors, wholesalers, and retailers. Supply chain development can thus benefit a
broad spectrum of society, rural and urban, in developing countries.
3.1.1 Introduction to Supply Chain Management
If your company produces a product where the raw materials or inputs are
purchased from suppliers, those converted products are sold to end users or customers, the
process underwent are called as ―Supply Chain . Some supply chains are simple, while‖
others are rather complicated. The complexity of the supply chain will vary with the size
of the business and the intricacy and variety of products they manufacture.
3.1.2 Elements of the Supply Chain
A simple supply chain is made up of several elements that are linked by the
movement of products along it. The supply chain starts and ends with the customer.
Customer:
The customer starts the chain of events when they decide to purchase a
product that has been offered for sale by a company. The customer contacts the
sales department of the company, which enters the sales order for a specific
quantity to be delivered on a specific date. If the product has to be manufactured,
the sales order will include a requirement that needs to be fulfilled by the
production facility.

Planning:
The requirement triggered by the customer‘s sales order will be combined
with other orders. The planning department will create a production plan to
produce the products to fulfill the customer‘s orders. To manufacture the products
the company will then have to purchase the raw materials needed.
Purchasing:
The purchasing department receives a list of raw materials and services
required by the production department to complete the customer‘s orders. The
purchasing department sends purchase orders to selected suppliers to deliver the
necessary raw materials to the manufacturing site on the required date.
Inventory:
The raw materials are received from the suppliers, checked for quality and
accuracy and moved into the warehouse. The supplier will then send an invoice to
the company for the items they delivered. The raw materials are stored until they
are required by the production department.
Production:
Based on a production plan, the raw materials are moved inventory to the
production area. The finished products ordered by the customer are manufactured
using the raw materials purchased from suppliers. After the items have been
completed and tested, they are stored back in the warehouse prior to delivery to
the customer.
Transportation:
When the finished product arrives in the warehouse, the shipping
department determines the most efficient method to ship the products so that they
are delivered on or before the date specified by the customer. When the goods are

received by the customer, the company will send an invoice for the delivered
products.
3.1.3 Supply Chain Management
To ensure that the supply chain is operating as efficient as possible and generating
the highest level of customer satisfaction at the lowest cost, companies have adopted
Supply Chain Management processes and associated technology. Supply Chain
Management has three levels of activities that different parts of the company will focus
on: strategic; tactical; and operational.
Strategic:
At this level, company management will be looking to high level strategic
decisions concerning the whole organization, such as the size and location of
manufacturing sites, partnerships with suppliers, products to be manufactured and sales
markets.
Tactical:
Tactical decisions focus on adopting measures that will produce cost benefits such
as using industry best practices, developing a purchasing strategy with favored suppliers,
working with logistics companies to develop cost effect transportation and developing
warehouse strategies to reduce the cost of storing inventory.
Operational:
Decisions at this level are made each day in businesses that affect how the
products move along the supply chain. Operational decisions involve making schedule
changes to production, purchasing agreements with suppliers, taking orders from
customers and moving products in the warehouse.
3.1.4 Supply Chain management must address the following problems:
Distribution Network Configuration: Number and location of suppliers, production
facilities, distribution centers , warehouses and customers.

Supply Chain
Management
Distribution strategy: Centralized Vs decentralized, cross docking, direct shipment,
pull or push strategies, third party logistics.
Information: Integrate systems and processes through the supply chain to share
valuable information, including demand signals, forecasts, inventory and transportation.
Unshackling of the Supply Chain
Officiating of the supply chain can happen on many fronts
Physical
Fiscal
Process
Technology
Physical
As the length of the chain is reduced, each player has to do more Work.
The resultant crashing of the link(s) will enable economies of scale to build up.
For this consolidated chain to be competitive, their procurement costs must
decrease.
Large players are most likely to be able to service this requirement.
The big players in the process will bring in systematic ways of working and better
practices and improved infrastructure like cold chain.
Fiscal
Acts of Law that do not offer a level playing field will need to be Re-looked at
(e.g. The APMC Act).
Introduction of uniform tax rates will encourage the disbanding of ‗Artificial‘ and
fragmented links like C&F Agents in each state.
Impact of issues relating to subsidies will need to be studied for relevance in
current context.

Process
The supply chain business processes will need to be revamped in line with
changing or improving practices
Adversarial relationships (e.g. with the wholesalers) will need to be converted into
one of genuine ‗partnerships‘
Technology
Farm production technologies will need to be modernized
Usage of IT in agri-business will need to be enhanced.
Linkages between farmers and the other players in the chain will need
to be strengthened and IT offers this opportunity.

Supply chain chart

Supply Chain
Management
3.1.5 Inventory management:
Quantity and location of inventory including raw material, work-in-process and
finished goods service providers and customers.
Thus Supply chain management (SCM) can also be described as the oversight of
materials, information, and finances as they move in a process from supplier to
manufacturer to wholesaler to retailer to consumer. Supply chain management involves
coordinating and integrating these flows both within and among companies. It is said that
the ultimate goal of any effective supply chain management system is to reduce inventory
(with the assumption that products are available when needed). As a solution for
successful supply chain management, sophisticated software systems with Web interfaces
are competing with Web-based application service providers (ASP) who promise to
provide part or all of the SCM service for companies who rent their service.
3.1.6 Activities/functions
Supply chain management is a cross-function approach including managing the
movement of raw materials into an organization, certain aspects of the internal processing
of materials into finished goods, and the movement of finished goods out of the
organization and toward the end-consumer. As organizations strive to focus on core
competencies and becoming more flexible, they reduce their ownership of raw materials
sources and distribution channels. These functions are increasingly being outsourced to
other entities that can perform the activities better or more cost effectively. The effect is
to increase the number of organizations involved in satisfying customer demand, while
reducing management control of daily logistics operations. Less control and more supply
chain partners led to the creation of supply chain management concepts. The purpose of
supply chain management is to improve trust and collaboration among supply chain
partners, thus improving inventory visibility and the velocity of inventory movement..
Organizations increasingly find that they must rely on effective supply chains, or
networks, to successfully compete in the global market and networked economy. In Peter
Drucker's (1998) new management paradigms, this concept of business relationships
extends beyond traditional enterprise boundaries and seeks to organize entire business
processes throughout a value chain of multiple companies.

Supply Chain
Management
3.1.7 Developments in Supply Chain Management
Six major movements can be observed in the evolution of supply chain
management studies: Creation, Integration, and Globalization (Lavassani et al., 2008
a
),
Specialization Phases One and Two, and SCM.
1. Creation Era
The term supply chain management was first coined by a U.S. industry consultant
in the early 1980s. However, the concept of a supply chain in management was of great
importance long before, in the early 20th century, especially with the creation of the
assembly line. The characteristics of this era of supply chain management include the
need for large-scale changes, re-engineering, downsizing driven by cost reduction
programs, and widespread attention to the Japanese practice of management.
2. Integration Era
This era of supply chain management studies was highlighted with the
development of Electronic Data Interchange (EDI) systems in the 1960s and developed
through the 1990s by the introduction of Enterprise Resource Planning (ERP) systems.
This era has continued to develop into the 21st century with the expansion of internet-
based collaborative systems. This era of supply chain evolution is characterized by both
increasing value-adding and cost reductions through integration.
3. Globalization Era
The third movement of supply chain management development, the globalization
era, can be characterized by the attention given to global systems of supplier relationships
and the expansion of supply chains over national boundaries and into other continents.
Although the use of global sources in the supply chain of organizations can be traced
back several decades (e.g., in the oil industry), it was not until the late 1980s that a
considerable number of organizations started to integrate global sources into their core
business. This era is characterized by the globalization of supply chain management in

Supply Chain
Management
organizations with the goal of increasing their competitive advantage, value-adding, and
reducing costs through global sourcing.
4. Specialization Era—Phase One: Outsourced Manufacturing and Distribution
In the 1990s industries began to focus on ―core competencies and adopted a‖
specialization model. Companies abandoned vertical integration, sold off non-core
operations, and outsourced those functions to other companies. This changed management
requirements by extending the supply chain well beyond company walls and distributing
management across specialized supply chain partnerships.
This transition also re-focused the fundamental perspectives of each respective
organization. OEMs became brand owners that needed deep visibility into their supply
base. They had to control the entire supply chain from above instead of from within.
Contract manufacturers had to manage bills of material with different part numbering
schemes from multiple OEMs and support customer requests for work -in-process
visibility and vendor-managed inventory (VMI).
5. Specialization Era—Phase Two: Supply Chain Management as a Service
Specialization within the supply chain began in the 1980s with the inception of
transportation brokerages, warehouse management, and non-asset-based carriers and has
matured beyond transportation and logistics into aspects of supply planning,
collaboration, execution and performance management.
At any given moment, market forces could demand changes from suppliers, logistics
providers, locations and customers, and from any number of these specialized participants
as components of supply chain networks. This variability has significant effects on the
supply chain infrastructure, from the foundation layers of establishing and managing the
electronic communication between the trading partners to more complex requirements
including the configuration of the processes and work flows that are essential to the
management of the network itself.

Supply Chain
Management
Supply chain specialization enables companies to improve their overall competencies in
the same way that outsourced manufacturing and distribution has done; it allows them to
focus on their core competencies and assemble networks of specific, best-in-class
partners to contribute to the overall value chain itself, thereby increasing overall
performance and efficiency. The ability to quickly obtain and deploy this domain-specific
supply chain expertise without developing and maintaining an entirely unique and
complex competency in house is the leading reason why supply chain specialization is
gaining popularity.
6. Supply Chain Management (SCM )
Building on globalization and specialization, the term SCM has been coined to describe
both the changes within the supply chain itself as well as the evolution of the processes,
methods and tools that manage it in this new "era" is defined as a trend in the use of the
World Wide Web that is meant to increase creativity, information sharing, and
collaboration among users. At its core, the common attribute that brings is to help
navigate the vast amount of information available on the Web in order to find what is
being sought. It is the notion of a usable pathway.
SCM follows this notion into supply chain operations. It is the pathway to SCM
results, a combination of the processes, methodologies, tools and delivery options to
guide companies to their results quickly as the complexity and speed of the supply chain
increase due to the effects of global competition, rapid price fluctuations, surging oil
prices, short product life cycles, expanded specialization, near-/far- and off-shoring, and
talent scarcity.
Supply Chain Planning & Optimization
Successful business operation resolve around getting the right amounts of the right
products to the right markets at the right time in most economical way.TSS assists clients
in doing so by working in the following areas directly related to the efficient functioning
of the supply chain.
Customer Service Standardization:
Determining customer needs and wants related to logistics, recording of the response to
the service and finally benchmarking the service levels.

Supply Chain
Management
Transportation:
Assistance is provided in selection of mode and transport, service selection, freight
consolidation, carrier routing, vehicle scheduling etc.
Warehousing
Supply chain planning assists in space determination, stock layout, warehousing, material
handling, equipment selection etc.
3.1.8 EMERGING TRENDS
Likely Transformation of the Supply Chain:
To counter the unbeatable advantages of convenience of a hop, skip and a jump
access and home delivery, organized retailers seem to have just one option - offer
attractive prices to the consumer. A successful retailer's winning edge will therefore come
from sourcing - how best it can leverage its scale to drive merchandise costs down,
increase stock turns and get better credit terms from its vendors. There are obvious and
hidden areas where costs can be pruned and the benefits of this lower cost of retailing can
be passed on to customers as lower prices, which in turn should fuel demand.
One way of trimming costs is if the pressure points in the long, often unnecessary,
supply chain for produce and staples can be identified and suitably dealt with. The supply
chain in India is full of inefficiencies - a result of inadequate infrastructure, too many
intermediaries, complicated laws and an indifferent attitude. Corporate and NGO
interventions at the farm end in the form of Farm Management Services are emerging to
ensure quality and timely supply of produce for the operations.

Supply Chain
Management
Innovations in Transportation Logistics
The logistics service providers have been innovating several interesting formats
and models for the retail sector. As of now, organized retail chains in India do not, by far,
outsource logistical requirements, they develop their own network. This was due to the
fact that the supply-chain was still in its infancy stage, which has begun to mature and the
systems are being well defined. As retail chains begin to focus more and more on the
retail end, the logistics support would begin to get outsourced. The logistics service
providers have begun to come out with innovative customized solutions for the retail
chains.
Online Retailing
The single most important evolution that took place along with the retailing
revolution was the rise and fall of the dotcom companies. A sudden concept of `non-store'
shopping emerged, which threatened to take away the potential of the store. More
importantly, the very nature of the customer segment being addressed was almost the
same. The computer-savvy individual was also a sub segment of the `store' frequenting
traffic. Internationally, the concept of Net shopping is yet to be proven. In addition, the
poor financial performance of most of the companies offering virtual shopping has
resulted in store-based retailing regaining the upper hand.
Other forms of nonstore shopping including various formats such as
catalogue/mail order shopping, direct selling, and so on are growing rapidly. However,
the size of the direct market industry is too limited to deter the retailers. For all the
convenience that it offers, electronic retailing does not suit products where `look and see'
attributes are of importance, as in apparel, or where the value is very high, such as
jewellery, or where the performance has to be tested, as of consumer durables. The most
critical issue in electronic retailing, especially in a country such as ours, relates to
payments and the various security issues involved.
However, using the internet to be able to source products and check for
availability of stock among stores of retail chains has been proven effective and cuts
down on wastage by a vast amount. It makes logistical support very easy and efficient.

Supply Chain
Management
The trend in India is such that usage of the electronic medium for business
purposes and integrating it into the systems is increasing. This would slowly spread into
the retailing sector as well. It has already started in the case of some large retail houses
where the affects are here to see. This again would result in the supply chain getting
leaner and vertically integrated. Though the initial costs to implement these systems are
high, in the long run it results in cost reduction where this privilege can be passed on to
the final consumer.
Impact of Technology
The other important aspect of retailing relates to technology. It is widely felt that
the key differentiator between the successful and not so successful retailers is primarily in
the area of technology. Simultaneously, it will be technology that will help the organized
retailer score over the unorganized players, giving both cost and service advantages.
Retailing is a `technology-intensive' industry.
It is quoted that everyday at least 500 gigabytes of data are transmitted via satellite from
the 1,200 point-of-sales counters of JC Penney to its corporate headquarters.
Successful retailers today work closely with their vendors to predict consumer
demand, shorten lead times, reduce inventory holding and thereby, save cost. Wal-Mart
pioneered the concept of building a competitive advantage through distribution and
information systems in the retailing industry.
They introduced two innovative logistics techniques - cross-docking and
electronic data interchange. Today, online systems link point-of-sales terminals to the
main office where detailed analyses on sales by item, classification, stores or vendor are
carried out online. Besides vendors, the focus of the retailing sector is to develop the link
with the consumer.
`Data Warehousing' is an established concept in the advanced nations. With the
help of `database retailing', information on existing and potential customers is tracked.

Besides knowing what was purchased and by whom, information on softer issues such as
demographics and psychographics is captured. Retailing, as discussed before, is at a
nascent stage in India. Most organized players have managed to put the front ends in
place, but these are relatively easy to copy. The relatively complicated information
systems and underlying technologies are in the process of being established.

Supply Chain
Management
4.1 TYPE OF RESEARCH:
Descriptive method has been used in this research for the collection of data .As the
research is related to the study of supply chain management, which can more effectively
be studied through direct question, experimental research will not be much effective.
Also, considering the constraint, descriptive research is the most suitable design for this
research.
4.1.1 Qualitative research
Qualitative research allows you to explore perceptions, attitudes and motivations
and to understand how they are formed. It provides depth of information which can be
used in its own right or to determine what attributes will subsequently be measured in
quantitative studies. However, it relies heavily on the skills of the moderator, is inevitably
subjective and samples are small. Techniques include group discussions/workshop
sessions, paired interviews, individual in-depth interviews and mystery shopping (where
the researcher plays the role of a potential student, etc in order to replicate the overall
experience).
4.1.2 Quantitative research
Quantitative research is descriptive and provides hard data on the numbers of
people exhibiting certain behaviors‘, attitudes, etc. It provides information in breadth and
allows you to sample large numbers of the population.
4.1.3 Descriptive research:
Descriptive research is used to obtain information concerning the current status of
the phenomena to describe "what exists" with respect to variables or conditions in a
situation. The methods involved range from the survey which describes the status quo, the
correlation study which investigates the relationship between variables, to developmental
studies which seek to determine changes over time.

 Statement of the problem.
 Identification of information needed to solve the problem.
 Selection or development of instruments for gathering the information.
 Identification of target population and determination of sampling procedure.
 Design of procedure for information collection.
 Collection of information.
 Analysis of information.
 Generalizations and/or predictions.
4.1.4 Source of Data:
Data which is collected for the first time is called primary data. In the study
primary data includes the data which is collected from the customer directly with
interaction. The study includes data got with personal interaction.
4.1.4.1 Primary and secondary data:
The market analyst must know what they are and what affects them. All data used
in market studies should be current, relevant, reliable, accurate, and conceptually correct.
This article presents a discussion of each of these terms and their significance in the
context of the data and in the analysis. The article then discusses the nature of potential
errors that can affect primary and secondary data. Several categories of errors can exist.
The analyst needs to be able to recognize the error, understand its significance and
evaluate the applicability of that data in the analysis.
Secondary data--Information from secondary sources, i.e., not directly compiled
by the analyst; may include published or unpublished work based on research that relies
on primary sources of any material other than primary sources used to prepare a written
work.
Secondary data has been gathered by others for their own purposes, but the data
could be useful in the analysis of a wide range of real property. In general, secondary data
exists in published sources.

4.1.5 Sampling:
Sampling is a process of learning about the population on the basis of which
sample is drawn. A sample is a subset of a population unit.
Sample Design:
Sampling is a practice a researcher uses to draw data on people, places, or things
to study. Sampling allows statisticians to draw conclusions about a whole by examining a
part. It enables us to estimates characteristics of a population by openly observing a
portion of the entire population. The whole that the researcher wants to know something
about is the population is called a sample.
Sampling Technique:
The sampling technique used in the study includes both simple random sampling as well
as judgment sampling.
Respondent Size: 50
Tool for data collection: Structured questionnaire
Geographical area: Sirsi.
Data collection instrument
The primary data collection instrument for the survey is self administrated and
structured questionnaire which consists of preference and scaling questions. This method
of data collection is quite popular, particularly in case of big enquires. The questionnaire
consists of close-ended and open ended questionnaire.
The study includes questionnaire of 15 questions to determine the supply chain
management of TSS.

The modes of data collection:
Interviewing face-to-face
Interviewing by telephone
Remote self-completion e.g. postal, internet.
The amount
The complexity
The quality of the data they can collect
Interviewing is the most powerful mode in all these respects.
But interviewing, particularly in the field, is also by far the most expensive.
Choosing modes of data collection is a fundamental survey design decision.
When survey aims are being defined in detail, strengths and limitations of modes
must be kept in mind.

Profile of the respondent
1. Are you a?
a. Sole trader b. General Merchant
b. Agent d. Processor
Table No 5.1 Profile of the Respondent
Frequency Percent
Sole trader of Areca 30 60%
General merchant 02 4%
Agent 16 32%
Processor 02 4%
Total 50 100
Graph No5.1 Profile of the respondent
processor
4%
Agent
32%
Sole trader of Areca
60%
General merchant
4%
Interpretation:
Of the 50 respondents surveyed 60% are sole trader, 4% are general merchants, 4%
processors and 32% agents of Arecanut.

Customer of TSS brand Arecanut
2. Are you a customer of TSS brand Arecanut?
a. Yes ( ) b. No ( )
Table No 5.2 indicates the percentage of actual and potential customers of TSS brand
arecanut.
Frequency Percent
Yes 34 68%
No 16 32%
Total 50 100
Graph No 5.2 Customer of TSS brand Arecanut
Interpretation:
68% of the surveyed are customers of TSS brand arecanut and remaining 32% are
potential customers who show their interest to buy TSS brand.

Willingness to buy TSS brand Arecanut
3. If no, are you ready to buy TSS brand Arecanut?
a. Yes ( ) b. No ( )
Table No 5.3 depicts the customers interested in buying TSS brand.
Frequency Percent
Yes 06 38%
No 10 62%
Total 16 100
Graph No 5.3 Willingness to buy TSS brand Arecanut
Yes
38%
No
62%
Interpretation:
Among the 16 customers 06 show willingness to buy the TSS brand and others have their
own firm working in areca growing area participating in direct auction. So they feel this
to be costly and others mainly try to avoid taxes by purchasing the areca without bill so
they can‘t opt for the TSS brand which supply only with bill.
(Note: Total of 16 Respondents was considered from the Question 2 where the selected
respondents were not the customers of TSS.)

Usage of TSS brand
4. Have you used TSS brand before?
a. Yes ( ) b. No ( )
The table indicates the respondents who have used the TSS brand Areca nut.
Table No 5.4 Usage of TSS brand
Total Percent
Yes 32 64%
No 18 36%
Total 50 100
Graph No 5.4 Usage of TSS brand
No
36%
Yes
64%
Interpretation:
64% of the surveyed customers have used TSS brand and 36% have not used but are
potential customers where TSS can concentrate.

Reason for not using TSS brand
5. Why you are not dealing with TSS currently?
a. Quality ( ) b. Price ( )
c. Delivery time ( ) d. Other ( )
Table No 6.5 shows the Reason for not using TSS brand Arecanut
Frequency Percent
Quality 2 04%
Price 15 30%
Delivery time 3 06%
Other 30 60%
Total 50 100
Graph No 6.5 Reason for not using TSS brand Arecanut
Quality
4%
Price
30%
other
60%
Delivery time
6%
Interpretation:
Among 50 respondents 4% are not using TSS brand for quality and 30% are not using
TSS brand for high price. 6% are not using because of delivery time and 60% are not
using TSS brand because of other reasons like to avoid taxes by purchasing the areca
without bill so they can‘t opt for the TSS brand which supply only with bill.

Variety preferred
6. Which variety of Areca do you prefer most?
a. Red ( ) b. White ( )
Table No 5.6 shows the Variety preferred
Frequency Percent
Red 22 44%
White 28 56%
Total 50 100
Graph No 5.6 Variety preferred
Interpretation:
56% of the customers preferred white variety and 44% of the customers preferred red
variety.

Variety preferred in white
7. If white, which variety?
a. A1-A2 ( )
b. A3 ( )
c. A4 –A6 ( )
Table No 5.7 shows the Variety preferred in white
Frequency Percent
A1- A2 12 24%
A3 30 60%
A4-A6 8 16%
Total 50 100
Graph No 5.7 Variety preferred in white
A4 - A6
34%
A1 - A2
42%
A3
24%
Interpretation:
Among the variety A3 is mostly consumed for panmasala followed by A1-A2 and A4-A6
are mainly used in religious customs and ceremonies.

Quantity purchased per month
8. On an average what will be the total quantity you purchase per month?
a. < 10 quintals ( ) b. 10-50 quintals b. 50-100 quintals ( ) d.
>100 quintals
( )
( )
Table No 5.8 Shows the Quantity purchased per month by Customers.
Frequency Percent
<10 Quintals 6 12%
10-20 Quintals 14 28%
50-100 Quintals 16 32%
>100 Quintals 14 28%
Total 50 100
Graph No 5.8 Shows the Quantity purchased per month by customers.
more than 100
0 -10 Quintals
quintals
12%
28%
10-20 quintals
50-100 quintals 28%
32%
Interpretation:
32% wholesalers buy 50-100 quintals per month and 28% buy more than 100 quintals per
month. Majority of the agents purchase 10-50 quintals per month.

Awareness of branding strategy of TSS
9. Are you aware of the branding strategy of TSS?
a. Yes ( )
b. No ( )
Table No 5.9 Indicates the Awareness of branding strategy of TSS
Frequency Percent
Yes 42 84%
No 8 16%
Total 50 100
Graph No 5.9 Indicates the Awareness of branding strategy of TSS
No
16%
Yes
84%
Interpretation:
84% of the customers know about the branding strategy and 16% they are not aware of
the branding strategy of TSS.

Satisfaction on the packaging pattern
10. Do you like the packaging of TSS?
a. Yes ( )
b. No ( )
Table No 5.10 shows the satisfaction level of the wholesalers as well as customers
towards packaging.
Frequency Percent
Yes 40 80%
No 10 20%
Total 50 100
Graph No.10 satisfaction with the packaging pattern.
No
20%
Yes
80%
Interpretation:
Majority of the customers are happy with the packaging and ask to continue with the
same packaging pattern.

Is the lead time fair?
11. Is the lead time fair?
a. Yes ( ) b. No ( )
Table No 5.11 How satisfied are you with the Total turnaround time taken by TSS?
Frequency Percent
Yes 44 88%
No 6 12%
Total 50 100
Graph No 5.11 satisfaction with the Total turnaround time
Interpretation:
Out of the total 50 respondents, 88 percent of the respondents are satisfied with the Total
turnaround time taken by TSS to meet the customer expectation.

Do you expect to see any decrease in the total lead time?
12. Do you expect to see decrease in the total lead time?
a. Yes ( ) b. No( )
Table No 5.12 indicates the expectation of Customers on the total lead time.
Frequency Percent
Yes 15 30%
No 35 70%
Total 50 100
Graph No 5.12 indicates the expectation of customer on the total lead time.
Y es
30%
No
70%
Interpretation:
Out of total available 50 respondents,30% of the respondents wants the total lead time
less when compared to 70% of the respondents who are satisfied with the present total
lead time.

Reason for buying TSS brand Arecanut
13. What would attract you to buy TSS?
a. Discounts ( ) b. Even better quality ( )
c. credit sales ( ) d. Timely supply ( )
Table No 5.13 shows the reason for buying TSS brand Arecanut.
Frequency Percent
Discounts 2 4%
Even better quality 8 16%
Credit sales 2 4%
Timely supply 38 76%
Total 50 100
Graph No.13 Reason for buying TSS brand Arecanut
Discounts
4%
Even better
quality
16% Credit sales
4%
Timely supply
76%
Interpretation:
Timely supply by TSS causes 38 respondents out of 50 respondents to opt for TSS with a
total percentage of 76.

Brand satisfaction
14. Are you happy with the TSS brand Arecanut?
a. Yes ( ) b. No ( )
Table No 5.14 shows the Brand satisfaction of the customers.
Frequency Percent
Yes 46 92%
No 4 8%
Total 50 100
Graph No 5.14 brand satisfaction of the customers.
.
Interpretation:
92% of the customers are happy with the TSS brand. Only 8% of the customers are not
happy with the TSS brand.

Rating of TSS on the scale of ten
15. How would you rate TSS on a Scale of Ten?
a. 0-4 ( ) b. 5-6 ( )
c. 7-8 ( ) d. 9-10 ( )
Table No 5.15 indicates the rating scale of TSS
Frequency Percent
0-4 2 4%
5-6 18 36%
7-8 27 54%
9-10 3 6%
Total 50 100
Graph No 5.15 indicates the rating scale of TSS
Nine-Ten zero-Four
6% 4%
Five-Six
36%
Seven-Eight
54%
Interpretation:
Out of the available 50 respondents, total of 27 respondents with percentage of 54 has
rated TSS between 7-8 which shows that more than 50% of the respondents are quite
satisfied with TSS.

FINDINGS OF THE STUDY:
The TSS has successfully achieved its goal in upliftment of its member‘s and
their economic conditions. The findings of this study are as follows:
1. Majority of the wholesalers are sole trader of areca and among them 50% are the
customer of the TSS brand.
2. The wholesalers who are not the customer of TSS would like to deal with TSS and they
are potential customers for the brand. Others have denied dealing mainly due to the price
as many of them directly buy without billing in the auction at sale yard and other levied
charges will be less.
3. Arecanut industries are not well perceived by the public since they believe that it is
injurious to health.
4. Arecanut price is highly volatile and fluctuates constantly based on market demands.
5. Lack of brand awareness among the normal public.
6. Lack of exposure to the international market.
7. TSS has got huge markets which are still untapped due to fewer initiatives in
promotion, where brand areca is in demand.
8. Maintaining the same quality and price in the same area where the areca is being
supplied in order to make sure that there is no dispute among the retailers and
wholesalers.
9. Proper warehouse and packaging of the products in order to make sure the purchased
products stay the same till it‘s processed to the next level.

SUGGESTIONS:
1. Avoiding the agents or mediators will help TSS in cost cutting due to significant
payment made to them.
2. Need to think on expanding its business across countries.
3 There is a high potential in arecanut export, hence overseas market can be tapped. This
requires professional approach to marketing.
4. The effective advertising of areca product is necessary for market expansion and
creating awareness among the general public.
5. One novel way to command consumer‘s confidence is to supply branded products. In
that direction TSS has initiated the branding of areca products and releasing them in the
cities of North India to gain customer preference.
6. TSS should create a strategic wing to track the areca business in the other countries and
compete in International market.
7. Should concentrate on getting better quality of arecanut from the farmers by educating
them and providing them training on the same.
8. Creating awareness among the farmer‘s about the disadvantages or loss caused when
the products are directly sold to agents or mediators.
9. Quoting the right price for the farmer‘s products which in turn yield well for both
farmer as a seller and TSS as purchaser.
10. Management should consider the effective maintenance of warehouse and packaging
to keep the products safe and fresh.

Supply Chain
Management
CONCLUSION:
Based on the collected data through questionnaire and brief
interviews with the respondents and after my analysis and evaluation, I hereby conclude
that ―TSS as an organization in the area of arecanut supply is doing an excellent job in
their own backyard. However, I feel that they can
1) Reach the wider space by tapping more market across various states in India and across
international borders where there is high demand for arecanut as a product.
2) Create brand awareness among the public by showcasing the positive effects of
arecanut.
3) Utilise the available resources and government‘s facilities there is a huge scope for
geographical expansion and be a leader in that sector.
4) Educate farmers and create awareness about growing arecanut in an effective manner
to uplift the quality of the arecanut which will help TSS to compete the product at
International market.
5) TSS can move ahead in the supply chain and can produce numerous number of by
products like Sweet Supari/Gutkha/Pan Masala etc which has significant demand in
modern market.

Supply Chain
Management
Bibliography:
Books
Ronald.H.B. Allou Business Logistics/Supply chain Management 5
th
edition
Pearson Education publication, page number – 7
Sunil Chopra, Peter Meindl , D.V.Kalra Supply Chain Management 3rd edition
Pearson Education publication, page number - 3,4,5,7
Donald R Cooper, Pamela S Schindler Business Research Methods 9th edition
Tata McGraw-Hill Publication, page number – 138
Dr.Vigneshwara Varmudy Future of Arecanut 1
st
edition ARDF® Mangalore
page number – 36,81
C.R.Kothari Research Methodology 2nd Revised edition New age international
publication page number - 2-4, 31-32 , 95-105, 55-67
Magazines
Annual report of TSS co-operative, Sirsi 2008-2009.
APMC monthly report of March and April.
The various issues of cooperator.
Websites:
1. www.tss.tssindia.com
2. http://www.supplychainbrain.com/content/technology-solutions/product-
lifecycle-management/single-article-page/article/five-emerging-trends-in-the-
aftermarket-service-supply-chain/
3. http://ezinearticles.com/?Importance-of-Supply-Chain-Management-in-
Modern-Businesses&id=1240176
4. http://ezinearticles.com/?Importance-of-Supply-Chain-Management-in-
Modern-Businesses&id=1240176v

Annexure
QUESTIONNAIRE
Questionnaire method is used to collect primary data, which is confidential. In this
method of collecting data, a set of questions pertaining to the survey is prepared by keeping
in mind the information required. This method is used to collect information where of
investigation is very vast and large samples of information‘s are selected for the survey
before we frame the questionnaire it is essential to set out in detail the information, which we
desire from the questionnaire. The questions should be arranged logically.
Dear Sir/Madam,
A survey being conducted by Adithya.K.M the student of HRIHE Hassan,
Please co-operate by filling the questionnaire for “A study on the Supply Chain
Management at TSS’ all the information provided by you will be kept as a confidential
by me.
1. Name :
__________________________________________________
2. Address :
______________________________________________________________
____________________________________________________________
3. Contact : __________________________________________________
4. Are you a?
a. Sole trader
b. Agent
b. General Merchant
d. Processor
5. Are you a customer of TSS brand Arecanut?
a. Yes ( ) b. No ( )

(a) If no, are you ready to buy TSS brand Arecanut ?
a. Yes ( ) b. No ( )
6. Have you used TSS brand before?
a. Yes( ) b. No ( )
7. Why you are not dealing with TSS currently?
a. Quality ( ) b. Price ( )
b. Delivery time ( ) d. other ( )
8. Which variety of Areca do you prefer most?
a. Red ( ) b. White ( )
9. If white , which variety?
a. A1-A2 ( )
b. A3 ( )
c. A4 –A6 ( )
10. On an average what will be the total quantity you purchase per month?
a. < 10 quintals ( ) b. 10-50 quintals ( )
b. 50-100 quintals ( ) d. >100 quintals ( )
11. Are you aware of the branding strategy of TSS?
a. Yes ( ) b. No ( )
12. Do you like the packaging of TSS?
a. Yes ( ) b. No ( )
13. Is the total lead time fair?
a. Yes ( ) b. No ( )

Supply Chain
Management
14. Do you expect to see decrease in the total lead time?
a. Yes ( ) b. No ( )
15. What would attract you to buy TSS?
a. Discounts ( ) b. Even better quality ( )
c. credit sales ( ) d. Timely supply ( )
16. Are you happy with the TSS brand Arecanut?
a. Yes ( ) b. No ( )
17. How would you rate TSS on a Scale of Ten?
a. 0-4 ( ) b. 5-6 ( )
c.7-8 ( ) d. 9-10 ( )
18. In case of any further suggestion, through which further improvements can be
considered?
Signature
THANK – YOU

Effective Supply Chain Management as a Strategic Advantage

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