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Table of Contents
Chapter 01-Introduction..............................................................................4
1.1 Concept & Background...............................................................................4
1.2 Justification of the report............................................................................5
1.3 Communicating Objectives........................................................................6
1.3.1 Core objective...................................................................................... 6
1.3.2 Specific objective................................................................................. 6
1.4 Scope of Report.......................................................................................... 6
1.5 Acknowledging exceptions and limitations.................................................7
Chapter 02 Methodology............................................................................. 7
2.1 The Report Design...................................................................................... 8
2.2 Questionnaire Development.......................................................................8
2.3 Data Collection Procedure..........................................................................9
2.3.1 Primary Data........................................................................................ 9
2.3.2 Secondary Data................................................................................... 9
2.4 Scope of the Report....................................................................................9
2.5 Acknowledging Limitations.......................................................................10
Chapter 03 Theoretical Framework.........................................................10
3.1 Literature Review of Supply Chain Management......................................11
3.1.1 Definition of Supply Chain Management............................................11
3.1.2 Historical Perspectives of Total Quality Management.........................12
Chapter 04 Organizational Synopsis.......................................................16

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4.1 An Overview of the Organization..............................................................17
4.2 Mission, vision, strategy statement..........................................................18
4.2.1 Vision................................................................................................. 18
4.2.1.1 Satisfying Consumer Moments.....................................................18
4.2.2 Mission............................................................................................... 18
4.2.2.1 Deliver Commitments to Society.................................................19
4.2.2.2 Champion Informed Consumer Choice.........................................19
4.2.3 PRAN Groups Strategic Focus Areas..................................................19
4.2.3.1 Productivity..................................................................................19
4.2.3.2 Growth......................................................................................... 19
4.2.3.3 Winning organization...................................................................20
4.2.3.4 Sustainability............................................................................... 20
Chapter 05 Analysis & Interpretation.....................................................20
5.1 General Information.................................................................................22
5.1.1 History............................................................................................... 22
5.1.2 Achievements:................................................................................... 23
5.2 Company Analysis.................................................................................... 23
5.2.1 SWOT Analysis:.................................................................................. 23
5.2.1.1 S-strength (internal):....................................................................25
5.2.1.2 W-weakness (internal):..............................................................25
5.2.1.3 O-opportunities (external):..........................................................25
5.2.1.4 T-threat (external):.....................................................................25
5.3 Current Supply Chain of PRAN..................................................................26
5.3.1 Suppliers........................................................................................... 27
5.3.2 PRAN-RFL........................................................................................... 27

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5.3.3 Distributors........................................................................................ 28
5.3.4 Retailers............................................................................................ 28
5.3.5 Supply Chain Drivers of PRAN...........................................................28
Chapter 06 Findings...................................................................................31
6.1 Summary of Findings................................................................................32
Conclusions.................................................................................................. 33
References................................................................................................... 35

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Chapter 01-Introduction

1.1 Concept & Background

Poverty and hunger are curses- mission of PRAN Group. So their aim is to generate
employment and earn dignity and self-respect for our competitors through profitable
enterprises. For the achievement of this mission and aim the most recognized PRAN
group was established and started manufacturing in 1982.

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Major General (Ret) Amzad Khan Chowdhry people of Natore, was the founder and the
managing director of PRAN group. His son Mr. Ahsan Khan Chowdhury is the deputy
managing director of this group. PRAN group is now one of the greatest and significant
and most successful companies in Bangladesh. They are now challenging the other
multinational companies.
PRAN stands for Program for Rural Advancement Nationally. PRAN is currently the
most well-known household name among the millions of people in Bangladesh and
abroad also. Since its inception in 1980, PRAN Group has grown up in stature and
became the largest fruit and vegetable processor in Bangladesh. It also has the distinction
of achieving prestigious certificate like ISO 9001:2000, and being the largest exporter of
processed agro products with compliance of HALAL & HACCP to more than 70
countries from Bangladesh.
PRAN is the pioneer in Bangladesh to be involved in contract farming and procures raw
material directly from the farmers and processes through state of the art machinery at our
several factories into hygienically packed food and drinks products. The brand PRAN
has established itself in every category of food and beverage industry and can boost a
product range from Juices, Carbonated Drinks, Confectionery, Snacks, and Spices to even
Dairy products.
Today, our consumers not only value PRAN for its authentic refreshing juice drinks
products , but also for its mouth-watering quality confectionery products with high visual
appeal and exciting texture. We intend to expand our presence to every corner of the
world and strive to make PRAN a truly international brand to be recognized globally.
RFL Stands for Rangpur Foundry Limited (It is a water pump and plastic pipe industry).
From the time being it has now 17 associated companies and they are beverage, property,
agro based, tube wells, plastic pipes, etc. these associated industries are in- Natore,
Rangpur, Ghorashal and Dhaka.

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1.2 Justification of the report

We have collected the data from both primary source and secondary source. During our
course period we have collected the data by interviewing our supervisor Manager Human
Resources Department and, Corporate Sustainability and Supply Chain Department. They
have helped us a lot in preparing our report and gave us relevant information about our
topic. Whenever we went to them they have given us time and talked with us whenever
we faced any problem.

1.3 Communicating Objectives

Every project have some core and specific objectives. So does this. The objectives of our
report are stated bellow:

1.3.1 Core objective

To know and to evaluate the supply activities of PRAN Group through finding the Supply
Chain Management initiatives of the company and its annual expenditure behind these
activities.

1.3.2 Specific objective

Satisfying the requirements of our Supply Chain Management course through the
preparation and submission of our report on The supply chain activities of PRAN
Group.

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1.4 Scope of Report

This project will help to know about the current situation of supply portfolio and its
effectiveness of PRAN Group. The report will not highlight any confidential or
controversial internal informational of the organization. This report is also not related to
any internal strategy related to their supply chain portfolio

1.5 Acknowledging exceptions and limitations

We acknowledge that our report is not a comprehensive representation of all the
information regarding PRAN Group. Their security concern about revealing the
information will be one of the biggest challenges for mus. Our limited access in their
intranet will be another obstacle for more information. Their official website also
contains a limited amount of information required for making a report which could be
covered by the information given in their annual report and through the primary sources
of data.

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Chapter 02 Methodology

2.1 The Report Design

The research is conducted for finding out how Supply Chain Management practice on
PRAN Group is maintained, what things are considered and the tools used for this
purpose. As PRAN Group is an International Company and it has passed its 34 years of
glorious journey, it has already have a structured Supply Chain Management in action.
Our task is to find out the information are present it in this report in a structured way. As

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the task is discussing the procedure and the contents are pre structured the research will
be a DESCRIPTIVE RESEARCH METHOD.

2.2 Questionnaire Development

The questionnaire based on which we have collected our data is both prepared by
Aerolite, Study Group, Department of Management Studies, Jahangirnagar University.
We are thankful too to our course instructor for his concern and continuous support.

2.3 Data Collection Procedure

Every project a lot of data to reach to its objective. Among those data some are collected
from primary sources (like oral interview, meeting and so on) and others are from
secondary sources (like internet, websites and so on). For preparing this report need have
need some data.

2.3.1 Primary Data

The people working at Supply Chain Department specially the people related with supply
chain and Internal and External communication of PRAN Group will be the Primary
sources of data.

2.3.2 Secondary Data

Secondary sources of data will be the intranet of PRAN Group, the official website of
PRAN Group and the internship and annual reports from different years of PRAN
Group.

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2.4 Scope of the Report

The report will help us to realize the current supply chain management portfolio and its
effectiveness of PRAN. This will not highlight any confidential or controversial internal
information about the organization.

2.5 Acknowledging Limitations

Time is a major factor in this kind of work and due to the lack of enough time,

we could not prepare it as it should be.

Due to confidentiality and secrecy issues, the authority did not provide much

in-depth information about the organization.

There was not sufficient information available about supply chain
management in their official website.

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Chapter 03 Theoretical Framework

3.1 Literature Review of Supply Chain Management

This chapter provides with an overview on various aspects of Supply Chain Management
relating to the research. It traces the origins of the term supply Chain and describes the
numerous definitions employed by academics, consultants, engineers and practitioners.

3.1.1 Definition of Supply Chain Management

Supply chain management (SCM) is 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.

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Supply chain management flows can be divided into three main flows:

The product flow

The information flow
The finances flow

The product flow includes the movement of goods from a supplier to a customer, as well
as any customer returns or service needs. The information flow involves transmitting
orders and updating the status of delivery. The financial flow consists of credit terms,
payment schedules, and consignment and title ownership arrangements.

There are two main types of SCM software: planning applications and execution
applications. Planning applications use advanced algorithms to determine the best way to
fill an order. Execution applications track the physical status of goods, the management
of materials, and financial information involving all parties.

Some SCM applications are based on open data models that support the sharing of data
both inside and outside the enterprise (this is called the extended enterprise, and includes
key suppliers, manufacturers, and end customers of a specific company). This shared data
may reside in diverse database systems, or data warehouses, at several different sites and
companies.

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3.1.2 Historical Perspectives of Total Quality Management

Over the last 100 plus years of the history of supply chain management has evolved from
an initial focus on improving relatively simple, but very labor-intensive processes to the
present day engineering and managing of extraordinarily complex global networks. We
will take you through the last 60 plus years below and end the post with an amazing info
graphic.

Both industrial engineering and operations research have their roots in logistics. Fredrick
Taylor, who wrote The Principles of Scientific Management in 1911 and is considered the
father of industrial engineering, focused his early research on how to improve manual
loading processes. Operations Research began when scientists demonstrated the value of
analytics in the study of military logistics problems in the 1940s as a result of the
complex requirements of World War II. While Industrial Engineering and Operations
Research have each tried to maintain separate identities, many of their biggest successes
have occurred when used in an integrated framework to address supply chain and
logistics issues. Increasingly this is referred to by industry as "Supply Chain
Engineering."
In the 1940s and 1950s, the focus of logistics research was on how to use mechanization
(e.g., pallets and pallet lifts) to improve the very labor intensive processes of material
handling and how to take better advantage of space using racking and better warehouse
design and layout. The "unit load" concept gained popularity and the use of pallets
became widespread. In the mid 1950s, this concept was extended to transportation
management with the development of intermodal containers together with ships, trains,
and trucks to handle these containers. This was a prerequisite for the supply chain
globalization that was to come much later. Although the terms "warehousing" and
"materials handling" were used to describe many of these efforts, this work could be
viewed as fundamental applications of industrial engineering rather than as a discipline of
its own.

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By the 1960s, a clear trend had developed in shifting more time-dependent freight
transportation to truck rather than rail. This led to the need for joint consideration of
warehousing, material handling, and freight transportation, which emerged under the
label of "Physical Distribution." The National Council of Physical Distribution
Management was formed in 1963 to focus industry attention on this area and quickly
became the predominant organization in the field. Academic research and education
followed this trend to satisfy the growing industry recognition of the needs in this area.
This area gained much wider recognition in both industry and academia due in large part
to the fundamental paradigm change that occurred during the 1960s and 1970s with
regard to computers. Prior to the 1960s, virtually all transactions and record keeping were
done manually. The computerization of this data opened the door to a huge opportunity
for innovations in logistics planning, from randomized storage in warehouses to
optimization of inventory and truck routing. The technologies, particularly those from
Operations Research, that researchers had to this point only been able to examine in
theoretical models had now become much closer to reality. However, there were still
many difficult research issues to resolve in the transition from theory to practice. In the
late 1970s and early 1980s, this led to the creation at Georgia Tech of the Production and
Distribution Research Center, the Material Handling Research Center, and the
Computational Optimization Center. Each of these centers was focused on a different
aspect of what this new computer technology made possible.

The widespread recognition of the term "supply chain" has come primarily as a result of
the globalization of manufacturing since the mid 1990s, particularly the growth of
manufacturing in China. U.S. imports from China grew from about $45 billion per year in
1995 to more than $280 billion per year in 2006. The focus on globalization accented the
need for logistics strategies to deal with complex networks including multiple entities
spanning multiple countries with diverse control. There has been an increasing trend to
use the term supply chain management to refer to strategic issues and logistics to refer to

P a g e | 15
tactical and operational issues. This growing association of supply chain management
with strategy is reflected in the Council of Logistics Management's changing its name to
the Council of Supply Chain Management Professionals in 2005. They make the
distinction that "Logistics is that part of the supply chain process that plans, implements,
and controls the efficient, effective forward and reverse flow and storage of goods,
services, and related information between the point of origin and the point of
consumption in order to meet customers' requirements" while "Supply Chain
Management is the systemic, strategic coordination of the traditional business functions
and the tactics across these business functions within a particular company and across
businesses within the supply chain for the purposes of improving the long-term
performance of the individual companies and the supply chain as a whole."

Since the 1980s, computer technology has advanced at such a phenomenal rate that it is
currently far ahead of the ability of the supply and logistics field to adequately utilize the
new technologies. Given the extent of Internet usage today, it is hard to believe that
Microsoft's Internet Explorer 1.0 was released in 1995. The communication capabilities
have fundamentally changed the way we think about communications and information
sharing. However, supply chain and logistics planning is still primarily based on the
distributed models that came as the result of personal computers. There is no question
that academic research can enable a new generation of supply chain and logistics
planning technology based on centralized planning with distributed collaboration. These
technology advances can provide tremendous value in addressing traditional supply chain
and logistics areas such as warehousing and distribution, transportation, and
manufacturing logistics. However, there are also many non-traditional areas such as
health care logistics and humanitarian logistics which can get great value from building
on the concepts and technologies that have already proven successful in the traditional
supply chain and logistics areas. Finally, there are extremely valuable insights to be
gained by systematically studying the supply chain and logistics performance of
companies across multiple industries and countries.

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Chapter 04 Organizational Synopsis

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4.1 An Overview of the Organization

PRAN is a conglomerate company. It is the largest agro food processor and food exporter
of Bangladesh. PRAN is one of the most admired food & beverages brand among the
millions of people of Bangladesh and other 106 countries of the world where PRAN
products are regularly being exported. Their view is to create more employment to
eliminate poverty. Their target is to make their product available to every corner of our
country so, every customer get the right to consume.

All the PRAN products are produced as per international standards maintaining highest
level of quality at every stages of its production process. Still there is criticism about their
products. They have their selected target market and dissatisfaction about the quality
sometimes arises from the targeted market.

PRAN is currently producing more than 200 food products under 10 different categories
i.e. Juices, Drinks, Mineral Water, Bakery, Carbonated beverages, Snacks, Culinary,
Confectionery, Biscuits & Dairy. The company has adopted ISO 9001 as a guiding
principle of its management system. The company is complaint to HACCP & certified
with HALAL which ensures only the best quality products are reaches to the consumers
table across the Globe. PRAN has a renowned name around the globe but it is about its

P a g e | 18
own people, own country people give negative reviews. Truth is that not everything is
positive; there are both pros and cons. Though PRAN is globally famous but in
Bangladesh every people thinks twice before buying their Product or when they are left
with no suitable options they buy PRAN products. So overall, PRAN has a neutral review
about their products.

4.2 Mission, vision, strategy statement

4.2.1 Vision
The vision of the company is to create a wonderful brand image throughout the world
with the motto Improving livelihood.

4.2.1.1 Satisfying Consumer Moments

We believe that by being the worlds best at satisfying consumer moments, we will
become the leader in our industry. Consumers are at the core of everything we do and our
success depends on addressing their evolving concerns, needs and behaviors.

4.2.2 Mission
Poverty and hunger are curses- mission of PRAN Group. So their aim is to generate
employment and earn dignity and self-respect for our competitors through profitable
enterprise.

P a g e | 19
4.2.2.1 Deliver Commitments to Society
As society changes and priorities and needs shift, we must be ready to meet new
challenges and take advantage of new opportunities. We are a major international
business and with this status comes responsibilities such as being open about the risks of
our products, supporting rural communities worldwide and minimizing our impact on the
environment.

4.2.2.2 Champion Informed Consumer Choice

We need to continue to ensure that our adult consumers are fully aware of the choices
they are making when they purchase our products. We recognize that we have a
responsibility to offer a range of products across the risk continuum, but we will also
defend peoples right to make an informed choice.

4.2.3 PRAN Groups Strategic Focus Areas

4.2.3.1 Productivity
Effectively deploying resources to increase profits and generate funds.
4.2.3.2 Growth
Developing brands, innovations and new products to meet consumers' evolving needs.

P a g e | 20
4.2.3.3 Winning organization
Great people, great teams, great place to work.
4.2.3.4 Sustainability
Ensuring a sustainable business that meets stakeholders' expectations.

Chapter 05 Analysis & Interpretation

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5.1 General Information

5.1.1 History

PRAN is a concept, a way to fight poverty and hunger in Bangladesh in the shortest time
possible through employment generation. All the PRAN products are produced as per
international standards maintaining highest level of quality at every stage of its
production process. Their target is to make their product available to every corner of our
country so, every customer get the right to consume. The company has adopted ISO 9001
as a guiding principle of its management system. The company is complaint to HACCP
& certified with HALAL which ensures only the best quality products are reaches to the
consumers table across the Globe.

Actually PRAN was formed in 1980 by present CEO Maj. G. (rtd.) Amjad Khan
Chowdhury & RFL was founded in 1980. In 1981 they were merged and started their
group named PRAN Group. PRAN started its operation as a processors fruit and
vegetable in Bangladesh. Keeping in view the corporate mission of the Group they have
over the years diversified their activities in several areas. PRAN's biggest asset is their
competent team of hands-on managers and dedicated employees. PRAN is Bangladesh's
largest grower and processor of fruits and vegetables. Their contract growers cultivate the
choicest fruits and vegetables, which are processed in their modern and hygienic factories
to highest quality & international standards.

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5.1.2 Achievements:

PRAN has been awarded numerous trophies in home and abroad for excellence in export
market including product development, market development etc. In recognition of
contribution towards earning foreign currency, PRAN achieved Best National Export
Award for 8 consecutive fiscal years (FY 1999-2000, 2000-01, 2001-02, 2002-03, 200304, 2004-05, 2007-08, 2008-09, 2009-10, 2010-11). In recent times, PRAN is awarded
UDC BUSINESS AWARDS 2011 as the best food & beverage products manufacturer
in Malaysia.

The awards are welcome but if there is one thing that truly inspires every member of
PRAN its a vision to become the leading globally integrated agro based Food
Company by improving livelihood.

5.2 Company Analysis

5.2.1 SWOT Analysis:

PRAN is one of the most prosperous company as well as organization in Bangladesh. The
company never give up to accomplish an upright position in both national and
international market. So, its their one of the key responsibility to analyze the SWOT
matrix.

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SWOT analysis is a planning tool used to analyze an organizations STRENGTH,

WEAKNESS, and OPPORTUNITIES & THREATS. Strength and weakness are
organizations internal factor. Opportunities and threats are organizations external factor.
Now the SWOT analysis of PRAN is given below:

Figure: SWOT Analysis of PRAN

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5.2.1.1 S-strength (internal):

Factors that merges risk

Company Branding
Knowledge and Experiences
Financial Backup
Vast Distribution Network

5.2.1.2 W-weakness (internal):

Unequal Promotions Strategy

Lack of First Movers Advantages
Internal Media Planning
Unpreserved Item
Limited Product Range

5.2.1.3 O-opportunities (external):

Demand in Global Market

Large Demand in Local Market
Lower Labor Cost
Government Incentives
Cash Incentives

5.2.1.4 T-threat (external):

Huge Competition
Lack of Benefits
Changing Customers Demand
Foreign Competitor
Changing Market

5.3 Current Supply Chain of PRAN

PRAN being one of the largest food and beverage producers of South Asia, has a very
effective supply chain in terms of cost effectiveness and availability.

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Through our interview with the representatives at the PRAN center, we got a vague idea
about their supply chain. PRAN has been using the traditional supply chain structure
more effectively than any other company in Bangladesh. Their supply chain structure is
depicted below:

Figure: Supply Chain Structure of PRANs Fruit Juice SBU

So, as we can see it is the most basic supply chain structures we know of. Yet PRAN has
been able to manage it efficiently to the point that no competition can come close to cost
effectiveness and availability in the market. PRAN takes the market by storm and
provides incentives to retailers to fill their shelves with PRAN products.

5.3.1 Suppliers
PRAN has a number of suppliers both in the urban and rural areas of Bangladesh. PRAN
brings in raw materials needed to produce the main components from various suppliers
all over the rural areas of Bangladesh. These suppliers are basically Aratdaars indifferent
rural haats.

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5.3.2 PRAN-RFL
Most of PRANs production work is done in PRANs own production plants located in
various places in Bangladesh. Some of the biggest production plants of PRAN are located
in places mentioned below:

PRAN also outsources their production at times when the demand is too high for them to
handle. They have a list of carefully selected producers who are trusted, and have given
them their recipes and packaging materials. When demand cannot be handled by PRANs
own production capabilities, a portion of the manufacturing is outsourced to these
producers.

5.3.3 Distributors
PRAN has the strongest and fastest network of distributors operating all over Bangladesh
and even in the most remote areas of the country. PRAN has over 15000 distributors
operation in different locations of the country. Besides these PRAN also has its own
transportation system of covered vans that they use when they deem necessary.

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These 15000+ distributors ensure an impenetrable network of distribution and provide
unrivaled availability in the marketplace.

5.3.4 Retailers
PRAN sells its products to all kinds of places from high end super shops to local tea stalls
and everything in between through these distributors. Therefore all types of potential
customers are served. This is a prime example of how if supply chain is efficiently used,
it can make market leaders.

5.3.5 Supply Chain Drivers of PRAN

To understand the supply chain of any product properly, one must understand the
operations or the flow of its supply chain drivers. In our interview with the
representatives at PRAN center we asked them some questions regarding these drivers
that drive the supply chain of PRAN. Through these questions we have come to an
understanding as to how the supply chain drivers of PRAN works.

Facilities
Facilities refers to production locations and warehouses. As mentioned before
PRAN has various productions facilities strategically located all over the
country. These facilities also double as storage locations. These storage
locations are strategically considering the cost of production, transportation,
materials and most importantly near major markets. This is what allows
PRAN to provide responsive service to the market allowing high levels of
product availability.

Inventory
For PRAN Frooto is a cash cow, its a fast moving good with high demand.
PRAN focuses on maintaining high level of availability in the market for

P a g e | 29
Frooto. This is why PRAN keeps a decent amount of inventory in their
warehouses. They are trying to minimize inventory of Frooto to cut costs but
still they are forced to maintain an average amount of inventory. The dealers
or distributers also keep a low amount of inventory of Frooto in their storage
facilities. Though it adds a little to the cost the wide availability and sales
offsets these costs.

Transportation
PRAN has its own transportation but the generally the distributors use their
own transportations to load Frooto and distribute them. PRAN uses its own
transportation to supply products to a few super shops and in special cases
when they deem necessary.

Sourcing
Sourcing for the raw materials for Frooto is basically done from all over the
country. The fruits and vegetables are collected from Farias or Aratdaars in
different rural areas of North Bengal. The food colors and other chemicals
necessary are sourced from various suppliers in Dhaka.

Information
Demand and order information for Frooto flow upstream in a very traditional.
The orders are collected from the retailers by the distributers and are placed
using paper invoices. These orders are then placed to PRAN offices again in a
traditional manner using invoices. After the processing of orders the
distributors pick the products up from the PRAN warehouses located near
them. Unfortunately we were not able to uncover in a concrete manner
whether they use any ERP or not, but what we got from the conversation with
the representative was the do forecast demand using some sort of
computerized manner.

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Chapter 06 Findings

P a g e | 31

6.1 Summary of Findings

PRAN needs to develop more store houses in major district wise from where they can
collect the raw materials easily and can reduce the lead time of production. This will be
helpful for the farmer to get fair price of the raw material. This will also middleman cost
and that will be helpful to reduce the price of the production.

PRAN needs to improve the communication with local suppliers of the company to earn
much more profit for the long run. They need to more investment and attachment with
local suppliers and improve the way people cultivate the raw materials. Now-a-days in
terms of quality products and materials our local companies are also doing well.
Especially for Milk Powder, Spices or Oil items they can develop local supplier. PRAN
will be beneficial for our country by improving this.

Another thing PRAN can do that they can have more suppliers those play as safety
suppliers. If any epidemic occurs in any region, then PRAN can get the raw materials
from those back up option. This will help to continue the business smoothly.

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Conclusions

Finally, we must say we are very fortunate to have the opportunity to present a report on
PRAN, which is the renowned Company in Bangladesh. We have moved as a team in the
Supply Chain Management Department and got a practical knowledge about the job
environment, the process done by Supply Chain and other department as well. It has even
been more pleasant to us to make the report on the Supply Chain Management practice
in Pran Group. The research report has increased our practical knowledge about the
supply chain practice of an organization and its effect on the employees, general people
and the shareholders as well.

Therefore we would like to say, PRAN is doing a praiseworthy job in the Supply Chain
Management sector but is lacking the effectiveness and visibility due to limited
communication. The company wants to establish itself as a benchmark company in
supply chain practice. To gain this reputation, the company needs to focus more on the
communication of the brilliant Supply Chain Management initiatives that the company is
undertaking. The company should be more vocal about its achievements and in turn gain
effectiveness, visibility and hence appreciation.

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Recommendation

There are some problems with products of PRAN that can hamper the overall image of
the brand. PRAN-RFL is one of the biggest fame in country who is also exporting in the
major leading countries of world. Some recommendations are-

The lots of rival are showing up with similar products in the market. That is why
PRAN will improve the value and supply chain management to win the
competitive advantages of the market. The consumers are extremely conscious
about the quality of products, especially food, so they would not compromise on
that. That is why they may switch the products if they found any legit and good
alternative products.
Any problem with products must be solved from the root. This will help to
improve public image. Without cover up any faults, better solve it from the root of
the problem
PRAN can arrange the procurement process public so that customers can be sure
about safe and hygienic of the products that they are consuming.
As the Food and Beverage business in our country becoming very competitive
day by day, pricing is becoming the most important determinant for consumers.
That is why reducing cost in the value chain is an important factor that can be
helpful to be a market leader.
Lastly, tracking the suppliers performance is important. They are the main quality
insurer of the products.

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KOLENKO, S. (2014). A Brief History of Modern Supply Chain Management and Best
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(http://blog.procurify.com/2014/12/17/brief-history-modern-supplychain-management-supply-chain-management-best-practices/ ed.).
Pran group (http://www.pranfoods.net/ ed.). (n.d.).
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