Akshaya Patra Supply Chain ManagementCase

VIKALPA VOLUME 38 NO 4 OCTOBER - DECEMBER 2013 105

Akshaya Patras nutritious meal gives a lot of pleasure to small children.

And it provides a foundation for successful life. Narendra Modi, Chief Minister of Gujarat

It was September 18, 2010. Jaganmohan Krishna Dasa, President of The Akshaya

Patra Foundation (TAPF), Gandhinagar, was reviewing its activities and per-

formance in the mid day meal programme for school children. The Foundation

was being asked by the Government of Gujarat (GoG) to increase the number of benefi-

ciaries and move into other domains.

TAPF was being solicited based on the success it had acquired by serving nutritious

and delicious food to nearly 2.30 lakh children in Gujarat a rare achievement by any

Non Governmental Organization (NGO) encompassing mid day meal programme.

The Gandhinagar kitchen worth `210 lakh, had the capacity to feed around 1,50,000

children. A similar kitchen in Vadodara, which was opened a couple of months ear-

lier, had the capacity to feed around 80,000 children.

At 7:00 am, the Gandhinagar kitchen was alive with workers donning caps and gloves,

brewing rice and curry in the behemoth cauldrons. Some of them moved the cooked

rice for packing into containers, some others stirred the curry, while the rest managed

to fill the containers with the mechanically prepared meal in accordance with the

delivery requirement. Specially insulated vehicles were parked near a platform just

outside the kitchen, waiting to be loaded, where the containers were placed route-wise

for delivery.

Back in the schools, the children waited eagerly for the blue van to arrive. As soon as

the food arrived, they scampered to get their plates and formed a queue to wash them.

All of them gathered to sit cross-legged in a shed with their plates in front of them,

waiting for their share to be served. For some of them, it was the only wholesome meal

they could savour in a day. They continuously kept chanting Hare Krishna Hare Ram

(A mantra preached by the International Society for Krishna Consciousness (ISKCON),

the parent body of TAPF) as an act of thanking the deity before eating. United as they

seemed, each of them touched the food only after the last child was served.

M A N A G E M E N T

C A S E Akshaya Patra, Gandhinagar:Supply Chain Challenges

Shravanti Mitra, G Raghuram, and Atanu Ghosh

describes a real-life situationfaced, a decision or action

taken by an individual manageror by an organization at the

strategic, functional oroperational level

KEY WORDS

Mid Day Meal Programme

Supply Chain Management

Procurement

Distribution

Employment Opportunities

Gujarat

106

MID DAY MEAL SCHEME IN GUJARAT

The Mid Day Meal (MDM) scheme, introduced in 53

talukas1 of Gujarat in 1962, covered the age group of 6-11

years. In 1984, the Government of Gujarat (GoG) extended

the programme to the entire state, covering all the stu-

dents in that age group. The scheme was discontinued

during 1990-1991, and replaced by the Food for Educa-

tion Programme. This programme provided 10 kilograms

(kg) of food grains free-of-cost every month to children

with 70 per cent attendance in school. The MDM scheme,

however, was reintroduced in January 15, 1992.

In 1995, the Government of India (GoI) launched the Na-

tional Programme Nutritional Support to Primary Edu-

cation (NP-NSPE) scheme where all the children of the

primary schools (run by GoI/local bodies) from Stand-

ard (Std.) I to V were given 100 grams and Std. VI to VII

were given 150 grams of free foodgrains (wheat/rice) on

the basis of enrollment. Gujarat was one of the pioneer

states to introduce the concept of providing hot cooked

mid day meals to all children from Std. I to VII of primary

schools run by the State Government and Municipal Cor-

porations. (Exhibit 1 presents coverage comparison and

Figure 1 presents the administrative structure of the MDM

Programme in Gujarat). The total budget for 2009-10 was

`461.84 crore (GoI - ` 301.84 crore and GoG -`160.00 crore).

GoG entrusted the work of running the MDM scheme in

Ahmedabad Municipal Corporation and Gandhinagar

taluka to TAPF in June 2006. The Vadodara Municipal

Corporation and Kalol and Mansa talukas of Gandhinagar

district were assigned to TAPF in October 2009.

AKSHAYA PATRA

An initiative of ISKCON, the programme commenced in

Bengaluru in the year 2000. It served nutritious food to

1,500 children in five schools in Bengaluru. The original

idea was to extend the concept of prasadam2, from being

offered just in the temple to a more meaningful and needy

segment like poor school children. By August 20, 2010,

about 12,28,580 children were being fed in around 8,261

government schools in India across nine states.

On June 14, 2007, TAPF got underway to serve mid day

meals to 65,000 underprivileged students in Gujarat

covering government schools of Ahmedabad and

Gandhinagar. Initiated as a temporary kitchen, it soon

developed into a fully mechanized facility. By June 2010,

there were two TAPF kitchens in the state, both central-

ized, one in Gandhinagar and another in Vadodara.

TAPF had enrolled more than 1,30,000 school children in

529 schools of Ahmedabad and Gandhinagar and 80,000

children in 286 schools of Vadodara for the mid day meal.

In three years, they had experienced a jump of over 320

percent serving close to 2,11,000 children in the

state (Exhibit 2 outlines the reach of TAPF in Gujarat).

The number of beneficiaries in the Ahmedabad and

Gandhinagar schools usually varied from 95,000 to

96,000, implying a 74 percent utilization of the MDM

scheme in the schools served by TAPF.

The two service areas of Gandhinagar and Vadodara

were looked after by a unit called TAPF, Gandhinagar. It

was also responsible for a rural MDM at Nathadwara,

Rajasthan. TAPF, Gandhinagar reported to the Head Of-

fice (HO) in TAPF, Bengaluru (Exhibit 3 illustrates the

organizational structure of TAPF in 2010). TAPF,

Gandhinagar had a total of 260 workers. (Refer to Exhibit

4 for staff details).

Supply Chain Activities: From Grains to Meal

Procurement, Sourcing, and Storage

TAPF received rice from the Gujarat State Civil Supplies

Corporation (GSCSC) which in turn received it from the

Food Corporation of India. Fortified atta3 was procured

from the local mills in Ahmedabad which were outsourced

by GSCSC. GoG made advance provision for the next

months requirement of foodgrains like rice to TAPF. Grain

and atta requirements were calculated on the basis of ac-

tual attendance of each month for the following month.

While GSCSC was expected to deliver to the MDM cen-

tres, this did not always happen as per the required sched-

ule. TAPF felt more comfortable getting the supplies

directly from GSCSC, for which charges were

reimbursable. As of 2010, the charges were ` 75 per quintal

in Gujarat. GoG provided funds the following month af-

ter the receipt of the details for the current month from

TAPF. The flow of funds seemed to be a concern as bills1 A subdivision of a district consisting of a group of several villagesorganized for revenue purposes

2 A religious offering, usually an eatable that is first offered to thediety and then to the devotees 3 Whole wheat flour

AKSHAYA PATRA, GANDHINAGAR: AN EXAMPLE OF SUCCESSFUL SUPPLY CHAIN PRACTICES


were pending for the last three years which totalled to

approximately ` 15 lakh.

Vegetables, pulses, oil, and spices were purchased locally

as per requirement from Kalupur and Madhupura mandis4

in Ahmedabad at subsidized rates. The prices negotiated

with the vendors were 10-12 per cent lower than the mar-

ket price. For instance, the market price of moong dal5 was

`70 per kg, but vendors supply price inclusive of deliv-

ery was ` 64 per kg. In June 2010, turmeric, chilli, corian-

der, and cumin seeds were centrally procured from

different markets in India to have savings in purchases.

Mutter dal6 was procured from the retail chain of Reliance

for its superior quality. (Reliance imported mutter dal from

Australia). Among the various raw materials, moong dal,

oil, turmeric, cumin seeds, and tomatoes were the high-

value items.

On account of the inflation in 2009, bulk procurement

was done at the central level by the TAPF HO to hedge

against price increases of items like potato, mutter dal,

chilli, turmeric, and coriander. These items were kept in

cold storages and later released to different TAPF units

as per requirement. However, their forecasting seemed to

be fallacious as the prices came down drastically in 2010.

Therefore, local purchasing was preferred to centralized

procurement as the rates of these items varied across the

country. Further, the storage facility in the Gandhinagar

kitchen had space constraints.

Inventory at the storehouse mainly comprised of food

grains, provisions, and vitamin supplements. Invento-

ries received as government grants were determined at

the lower end of the market price or regulated price for

accounting purposes and a purchase requisition was

raised by the store department when the stocks reached

their reorder level. (Refer to Exhibit 5 for the minimum

stock, maximum stock, reorder level, and shelf life of some

of the items). In case the lead time of the items exceeded

the normal delivery time and the stocks hit their mini-

mum level, emergency purchases were made to continue

operations smoothly. Accordingly, the purchase depart-

ment collected samples and quotations from different

suppliers. The samples were checked by the quality con-

trol executives and the supervisor-in-charge of operations.

The criteria for the selection of vendors were governed by

market rate, offer rate, quality of samples based on the

raw material specification, and the past performance of

the suppliers commitment for delivery on a given date,

time, requirement, and quality as per the sample.

There was a reasonable level of automation in the prepa-

ration of meals. The necessary equipment and spare parts

were procured from different vendors as per specific re-

quirements. To maintain hygiene at the storehouse, the

Pest Control of India was contracted to carry out fly man-

agement operations every day, rodent check three times

in a month, and fumigation once a year.

Production

TAPF developed the menu keeping in mind the local

tastes and preferences of the children. The menu was pri-

marily designed to fulfill the norms of providing a whole-

some and nutritious meal as specified by GoI under the

MDM scheme. This implied a minimum of 450 calories

and 12 grams of protein consisting of dal7 with vegeta-

bles and rice, that is, a minimum of two items on every

working day to students studying in Std. I-VII. The calo-

rific value and protein content were analysed by third

parties who prepared reports on raw materials and

cooked food every month. (Refer to Exhibits 6a and 6b for

the menu and calorific and protein value of cooked meals

in TAPF Gandhinagar).

As required by GoI, the Memorandum of Understanding

(MoU) specified the average daily composition of a meal,

with the aggregate being 180 grams. (Refer to Exhibit 7 for

the average daily composition). This average was moni-

tored by the government and had to be achieved over the

meals served in a month. However, there were three rea-

sons because of which attaining the average could be dif-

ficult : (i) the choice of items in the menu constituting a

wholesome meal may not have the ingredients in the same

proportion as stated by GoI; (ii) the aggregate and the

proportion of the ingredients could vary because of the

difference in the number and specific weekdays and holi-

days in different months; and (iii) there was difference in

actual consumption habits of the beneficiaries and most

of them did not consume the specified aggregate.

Also, it was difficult to arrive at the composition of items

like Khichdi8 which comprised of both rice and dal. The4 Vegetable market5 A variety of yellow lentil6 Peas split

7 Stew prepared from lentil, peas, or beans8 A preparation made from rice and lentils

108

sabji9 provided in the menu varied based on seasonality

and availability, but the amount in grams complied with

the standards specified in the MoU.

TAPF did an initial survey on the schools to be covered

by the programme to arrive at an approximate number of

beneficiaries. Corresponding to this, GoG also provided

an estimate of the beneficiaries. A list of working days

and holidays was made, while deciding on the daily

menu. The number of working days varied from one year

to another and was usually fixed between 200-220 days.

On a daily basis, the drivers and helpers got the food

requirement figures from the school authorities and en-

tered them into the food list for the next days production.

In cases of high variation in demand during admissions,

festivals or post-vacation period, the supervisor-in-charge

personally visited the school and inquired with the school

authorities about the reasons that caused the change and

informed the production department.

A production planning report, derived from the food list,

was prepared to determine the start time for the produc-

tion, time required for cooking, and the quantities needed

for production such as the number of cauldrons, etc. The

material requisition was subsequently made based on the

number of dal and rice cauldrons to be utilized, the number

of rotis10 (or theplas11) to be prepared and the quantities

per batch which was submitted to the stores for the issue

of raw materials. On any given day, depending on the

menu, the Gandhinagar kitchen prepared any three of

approximately 2.4 lakh rotis, three tonnes of dal, eight

tonnes of sabji, and five tonnes of rice.

Pre-processing and Cooking

The kitchen was set in motion around 9:30 pm with the

pre-cooking activities such as washing and cutting of

vegetables. The masala-making process started at 4:30

am followed by cooking at 5:00 am. The total production

and cook-to-consume times varied between 5-6 hours and

6-7 hours respectively.

Being a centralized kitchen, mechanization facilitated

reduced human handling, thereby ensuring quality.

Grains, pulses, and spices were washed, sorted, and

stored. The vegetables were washed, sorted, peeled, and

cut using specifically designed vegetable-cutting ma-

chines and then stored. The cutting was done in different

patterns either by a machine or manually. It was preferred

to cut the vegetables into small shapes so that the chil-

dren could consume them easily. The condiments were

sorted, cleaned, ground, mixed, and stored. The oil was

stored in cans and used either directly for certain items or

poured into tanks for usage on tap or as a spray.

The rice-cleaning machine had a capacity of five tonnes

per hour. It was divided into three sections. The first sec-

tion separated metal adulterants such as nails, iron fil-

ings, etc. The second section filtered out dust, moth, chaff,

husk, and broken rice grains while the third section re-

moved stones from the rice.

Steam was the medium of cooking. It was generated us-

ing boilers and then passed into the cauldrons for cook-

ing. There were separate cauldrons for cooking rice or

rice-based items and for dal or dal-based items. Rice caul-

drons had the capacity to cook 100 kg of rice in 20 min-

utes for 1,000 children. Each dal cauldron had the capacity

to prepare 1,200 litres of dal in under two hours for 6,000

children. The Gandhinagar kitchen had deployed eight

rice cauldrons and five dal cauldrons for total produc-

tion.

One of the innovations of the TAPF kitchens was the roti-

making machine which could yield up to 40,000 rotis per

hour. Water was added to flour in vessels to make the

dough mechanically. The dough was fed manually into

the machine whose first step was to flatten the dough

through rollers. The flattened dough was cut into round

shapes using the rotatory cutting die. The rotis were fur-

ther moved into a burner for cooking them on both the

sides. They were then sprayed with oil through a mesh,

to keep them soft.

It was observed that, in general, children did not con-

sume more than two rotis. (Some did not even consume

more than one roti). This resulted in insufficient wheat

intake. In fact, even two rotis, which totalled 40 grams,

did not meet the norm for minimum wheat consumption

set at 50 grams per day. To improve the situation, a new

item sukhadi, a popular sweet made from fortified atta,

was introduced in the menu. TAPF designed and pro-

cured a special machine to prepare it. The approximate

cost of the machine was ` 1.6 lakh and it produced sukhadi

9 Cooked vegetables10 Unleavened flat bread made from whole wheat flour11 A roti made out of dough containing wheat flour and greens.



at the rate of 150 kg per hour. (Exhibit 8 displays the

equipments used in the kitchen for cooking).

Packing

The prepared food was packed into stainless steel con-

tainers with tight-fitting lids that prevented pilferage and

leakages, and retained heat. The expenditure on contain-

ers was borne by TAPF, while other utensils and plates in

schools were supplied by the GoG. By 2010, TAPF had

spent approximately `50 lakh on containers. The con-

tainers were in three different sizes - small, medium, and

big, with the capacity to accommodate food (other than

rotis) for about 50, 100, and 200 beneficiaries respectively.

The requirement for each school was determined in units

of containers based on the average beneficiaries, but mod-

erated based on the actual requirements for the next day.

However, even this led to supply mismatches since per

capita consumption of each school varied, affected by fac-

tors such as heavy rains, festivals, local events, etc. In

general, the supply was more than required.

For packing rotis, medium and big containers with the

capacity of about 600 and 1,200 rotis respectively were

generally used. This was because of insufficient number

of small containers, whose usage was preferred for dal,

sabji, or rice. After the rotis were produced, they were

packed school-wise (and thus not necessarily to its full

capacity), using a weighing machine. Since each roti

weighed 25 grams, the medium and big containers would

weigh about 15 kg and 30 kg respectively.

Each container was labelled after packing. The label com-

prised the name of the school and route number, and in

the case of rotis, the equivalent number was packed. The

packed containers were then placed on a platform route-

wise next to the vehicle allotted for that route. When all

the containers for a route were packed, a food-packing

report was prepared, giving the number of containers and

the packing time for each route. (Refer to Exhibit 9 for the

food-packing report. This report does not have the details

of Sukhadi, as it was introduced recently).

Distribution

Each vehicle was assigned a driver, a helper, and a su-

pervisor. The driver was responsible for ensuring that

the vehicle was loaded properly; he therefore kept a copy

of the food list and the packing report. The containers

were loaded into the vehicles in the Last In First Out

(LIFO) order, meaning containers for the last school were

placed inside and those for the first school were placed

near the door. After unloading, the driver/helper verified

the required quantity needed for the next day from the

school authorities. The supervisor had the responsibility

of ensuring that the food reached every school safely as

per the requirement and would often make surprise visits

to the schools.

The vehicles dropped the containers in the schools (about

14 to 18 schools per vehicle) and on their return trip,

picked up the empty containers. Since schools had differ-

ent timings, they were categorized into early morning and

late morning deliveries. The vehicles departed at 7:00 am

for an early morning delivery and around 8:30 am for

consumption at 9:30 am. The late morning departures

started at 10:00 am for consumption at 12:30 pm.

The schools were assigned to a specific route keeping in

mind that the food delivered to the last school should

retain the temperature of at least 60C. TAPF also tried to

ensure that the delivery to the last school did not exceed

the cook-to-consume time of six hours. Within these

norms, an attempt was made to cover the maximum

number of schools on a particular route.

TAPF started with 19 routes in 2007 and extended to 33

routes by 2010, to cater to the increase in the number of

schools and beneficiaries. Out of the 33 routes, three routes

made early morning deliveries while the rest made late

morning deliveries.

In case of unforeseen events like traffic diversion or road

blocks, the driver followed an alternate route to cover the

schools. If emergencies such as vehicle break-down oc-

curred, then alternate vehicles were arranged to ensure

uninterrupted distribution. To provide for such contin-

gencies, the departure time had a built in buffer of at least

45 minutes.

Delivery Vehicles

TAPF owned a fleet of specially designed vehicles pro-

cured from Mahindra & Mahindra Ltd. for maintaining

the temperature of the food while carrying it to their re-

spective destinations (Exhibit 10a). Some vehicles were

bought by TAPF while the rest were donated by several

firms for this cause (Exhibit 10b). However, there was

110

still a shortage of vehicles and funds for purchase. Hence,

more were hired on yearly contracts. TAPF deployed a

total of 33 vehicles (21 owned and 12 rented), one for each

route. The hired vehicles were deployed on the routes

that visited the rural areas. Most of the vehicles used in

Gandhinagar in 2010 were Maxx Pickup, costing approxi-

mately ` 8.6 lakh.

The owned vehicles were custom-designed. They had the

capacity to accommodate 72 containers (24 big and 48

medium). They had an inbuilt rack system for storing the

containers which prevented spillage even on bumpy

roads. The vehicles had thermocol insulation which pre-

served the temperature of the food for up to five hours.

The vehicles had a door in the rear which was closed

during transit to prevent contamination.

On the other hand, the hired vehicles, being for a tempo-

rary period, did not have the above additional features.

The absence of rack system resulted in lesser capacity of

containers (32 big and 23 medium) and a higher possibil-

ity of spillage. Lack of insulation and an open rear made

the food susceptible to external temperature and contami-

nation.

TAPF used four categories of vehicles across the country,

based on their capacity. (Refer to Exhibits 11a and 11b for

the capacity of each vehicle category and the cost struc-

ture of the hired vehicles across various locations).

Quality Measures

TAPF implemented a set of stringent regulations for con-

trolling the standard of food. These dealt with produc-

tion, storage, handling, and distribution, ensuring that

the food was safe to consume and free of any kind of

biological toxins. Mechanization of the facility had helped

them in achieving the highest standards of hygiene by

minimizing human handling of food. The parameters

defined by them for food safety and hygiene were:

Good Hygiene Practices

Personal Hygiene: Using safety gloves, shoe covers,

foot wears, aprons, hand sanitizers; and proper hand

washing

Equipment Hygiene: Washing of equipment with soap

solution; and sterilization of cauldron, and distribu-

tion containers

Good Manufacturing Practices

Adhering to the Prerequisite Programme for food safety

and following the production process stated in the

Standard Operating Process. (The programme and

process had been evolved and codified by TAPF to be

followed by all kitchens).

Cooking as per standards of ISO 22000:2005, and

monitoring the critical control points through tempera-

ture control.

Good Storage Practices

Maintaining good storage conditions for the raw ma-

terials to keep them cool, dry, and clean

Following the rule of First Expiry First Out (FEFO)

Controlling pest infestation

Good Distribution Practices

Proper packing by using tight-fitting lids and hygi-

enic containers

In terms of procurement, TAPF insisted that the raw ma-

terials be packed properly in clean gunny bags or any

other food grade/safe plastic materials and not be in con-

tact with bags of cement, chemicals, soap powders, non-

vegetarian items, etc. It was also ensured that raw mate-

rials were delivered in neat and clean, closed or covered

vehicles. The acceptance and rejection criteria were based

on the quality and safety of the raw material. (Refer to

Exhibit 12 for the quality checks imposed on certain raw

materials). The rejected goods were sent back to the sup-

plier, in case quality checks turned out to be negative.

Funding the Meal

TAPF received subsidy from the GoG. As of June 2010,

this was ` 2.00 + 100 grams of grains (a total equivalent of

`2.42) per capita for students in Std. I-VII. During 2009-

10, the average cost of a meal provided by TAPF was ` 4.69.

Hence, there was a gap of `2.27. In addition, there was

capital expenditure including, setting up of the kitchen.

(Refer to Exhibit 13 for the break-up of the average cost of

a meal and capital expenditure in 2009-10).

To cover the gap, TAPF raised donations from the general

public and organizations towards the meal costs of the

1.3 lakh children. Donations were raised through three

main channels: Preachers efforts, TAPF India marketing



effort, and international agencies (primarily, TAPF, USA).

Unsolicited donations to ISKCON for TAPF Gandhinagar

and donations from Trustees had yet to start. (Refer to

Exhibit 14 for the donations received for Gandhinagar).

Augmenting Employment Opportunities

The minimum wage policy was enforced in the

Gandhinagar and Vadodara units. There was also an

attempt to ensure retention. Minimum wages for unskilled

workers started at `3,513 per month and for skilled la-

bour at ` 3,578 per month. The Gandhinagar unit had 260

workers: 28 women and 232 men. The women worked

from 10:00 am to 6:30 pm and engaged in vessel washing,

vegetable cutting, dal cleaning, etc. The men worked in

multiple shifts in administration, production, and house-

keeping departments. The workers were trained to func-

tion in accordance with the quality requirements.

Attrition was a major challenge. Workers would leave

the job for better wages or to engage themselves in farm-

ing during the agricultural season. Some of the employ-

ees were addicted to tobacco and liquor consumption.

However, the stringent culture at TAPF forbade them from

these addictions, resulting in turnover.

To address the situation, going beyond the provisions of

the minimum wage policy, TAPF contributed an addi-

tional 12.5 percent wages towards provident fund and

insurance under the Provident Fund Act and Employees

State Insurance Corporation. Even though the kitchen

remained unutilized during the April to June vacation

period, the workers were paid 50 per cent of their salary.

Concerns

Effective management solutions were implemented such

as the deployment of Tally for purchase requisitions and

payables, and biometric Employees State Insurance card

to all employees. Department-wise task-lists and sched-

ules were provided to every employee by the Human Re-

source Department. It also consisted of task-tracking

sheets which were filled out by the employees and re-

viewed every week. TAPF also maintained an operations

dashboard which gave a comprehensive view of the ac-

tivities. This was used for planning and monitoring. (Re-

fer to Exhibit 15 for an abridged version of the operations

dashboard). For example, due to monsoon, the cost of in-

gredients went up. So, also the indirect cost. This resulted

in an increase in total cash cost per meal from `3.76 to

`4.36 and the deficit per meal from `1.76 to `2.36. Also,

due to a rate negotiation, the logistics cost per km went

up from `8.19 to `10.00.

In order to make the process lean, TAPF implemented

Kaizen12 in the Vadodara kitchen.

TAPF was considered to be a role model due to its inno-

vations in technology and processes, quality of food, va-

riety provided in the meal, large scale production, and

timely delivery. However, according to Dasa, there was

scope for improvement in the supply chain ranging from

procurement to distribution. Some of the specific concerns

were as follows:

While the functionaries (including the principals)

from the beneficiary schools were happy with the

TAPF-run MDM scheme, there were still issues on ob-

taining daily estimates for actual cooking. The prac-

tice of gathering information from the school

authorities for the next days requirement during the

delivery/pickup led to wrong estimation and thus

food wastage. Better systems were required for thought

out estimates which could be provided as late as pos-

sible, but before the commencement of the cooking proc-

ess.

Supplier selection and price fluctuations were major

challenges for purchase decisions.

Storage posed a concern because of space crunch. The

raw materials had to be used up within two weeks.

The rotis were prepared in one building while rice and

sabji were prepared in another. This resulted in load-

ing of containers at two places.

Rotis cut in squares or triangles would have served to

be more efficient than rotis cut in the classic round

shape. However, especially in case of square rotis, the

question of acceptability of the shape posed a doubt.

With a square or triangle shape, the left-over in one

cycle of the atta sheet would reduce. This would save

the recycling costs of the unused portion of the atta

sheet.

The width of the atta sheet being inserted into the roti-

making machine was always aligned with the width

of the rotary cutting die. Strips of the atta sheet were

being continuously cut out from the corner to ensure

12 Practice of continuous improvement of processes

112

alignment. These were also recycled.

The roti cut in the atta sheet was not always round;

some even had folds in them. These were manually

inspected, removed, and recycled. Due to this, instead

of 40,000 rotis per hour, approximately 35,000 rotis

were produced per hour.

Undercooked or overcooked rotis were discarded by

two workers stationed at the end of the roti machine.

Since this was being done manually, some inappro-

priately cooked rotis went unnoticed and got packed

into the containers.

Breakdown in the equipment being used in the kitchen

caused delay in the cooking time, thereby leading to

late distribution of food to the schools. (Refer to Ex-

hibit 16). There was not sufficient standby equipment,

and even when there was, they were not always ready

for quick and easy start up for use.

The kitchen area where the vegetables were being

cooked had an open section to facilitate the movement

of the containers to the vehicles which could lead to

contamination of the food. Air curtains were consid-

ered a possible solution. Also, the vegetables were be-

ing stirred in open containers. (Refer to Exhibit 16).

In case the requirement of any school was below 600

rotis, the capacity of the medium-sized containers

would not be utilized optimally, resulting in higher

space occupancy in the vehicle.

High temperatures in the kitchen owing to the steam

caused fatigue among the workers.

The routes were not optimized with respect to the

maximum number of schools that could be covered.

Global Positioning System was being proposed, given

the General Packet Radio Service network connectiv-

ity.

Children were happy with the meal and looked for-

ward to the arrival of the delivery vehicle. On rare

instances of delay, there was impatience, and even

distraction from the school work. Non-delivery had

never been an issue.

It was observed that if a few children in a group fin-

ished first, the rest would leave with their peers even

if it meant leaving food in the plate. Overall, food wast-

age at school was a critical concern. In most schools,

the left-over food was distributed to goshalas13.

FOSTERING GROWTH

GoG had asked TAPF to increase the number of benefici-

aries in the Ahmedabad and Gandhinagar schools. TAPF

had infrastructural limitations. The Gandhinagar

kitchen, though started as a temporary arrangement, had

evolved as a permanent facility. However, it was less than

adequate. A centralized kitchen required about 15 acres

of land with a good approach road. TAPF wanted GoG to

provide such land and fund the capital expenditure of

the kitchen (possibly in collaboration with a corporate).

TAPF was also looking for exemptions in sales tax/value-

added tax on the procured items and motor vehicle tax on

the vehicles. TAPF was included as a destination in the

government conducted educational tours of Gujarat.

GoG felt that the need of the hour was to make people

aware of the feeding programmes and to reach out to a

larger section of the needy population. On August 15,

2010, GoG had asked the TAPF to consider serving food

to the patients in the Civil Hospitals, starting October

2010. Lunch was to be priced at `25 and dinner at `20.

The menu would be designed in consultation with the

doctors and the dieticians.

Discerning the exigency that needed to be addressed, Dasa

reflected on whether and how to expand the noble cause

of the programme. Enthusiastic about the possibilities,

he hoped to erase the meaning of classroom hunger in the

cities of Gujarat, aligned with the TAPFs vision No

child in India shall be deprived of education because of

hunger.

13 Protective shelters for cows in India



Figure 1: Administrative Structure of MDM Programme in Gujarat

Education Department

Commissioner

Joint Commissioner

Assistant Commissioner Assistant Commissioner Deputy Collector/Deputy(Admin) (Implementation) Municipal Commissioner

Accounts Officer Mamlatdar Mamlatdar

Research Officer Deputy Mamlatdar Deputy Mamlatdar (Admin)/Deputy Mamlatdar (Accounts)

Accounts Branch

Deputy Mamlatdar (Inspection)/Deputy Mamlatdar

Organizer (School)

Source: Commissionerate of Schools & MDM, Gujarat State, Education Department - Government of Gujarat, 2010.

Exhibit 2: TAPFs Reach in Gujarat State

District Area Schools Children Routes Vehicles

Gandhinagar Kalol taluka 128 33,370 7 7

Mansa taluka 116 23,938 7 7

Daskroi taluka 33 9,011 2 2

Gandhinagar city and rural 186 48,374 12 12

Ahmedabad city schools 66 16,359 5 5

Total 529 131,052 33 33

Vadodara Vadodara city schools 100 40,000 8 8

Vadodara taluka 186 40,000 10 10

Total 286 80,000 18 18

Grand Total 815 211,052 51 51

Source: TAPF Monthly Dashboard , August 2010, and Google maps

Exhibit 1: Coverage Comparison and Administrative Structure of MDM in Gujarat

Particulars 2006-07 2007-08 2008-09 2009-10

No. of primary schools covered 31,682 32,577 32,453 32,762

No. of MDM centres 29,991 30,731 30,999 32,275

No. of children 38,26,586 39,50,173 40,01,502 39,30,051

Std. I-V 31,08,015 30,94,651 31,09,903 30,29,254

Std. VI-VII 8,08,571 8,55,522 8,91,599 9,00,797

No. of days of meal provision 207 214 208 147

No. of employees 86,421 86,643 87,485 88,442

114

Exhibit 3: Organizational Structure of TAPF in Gandhinagar

Source: TAPF Monthly Dashboard, September 2010.

Unit President

Operation Head

Planning Food Lab

Sourcing and Procurement Finance and Accounts

Inventory Management (Store) Audit

Production Quality

Distribution Public Relations and Liaison

Facilities and Utilities School Contact Programme

Human Resource Resource Mobilization

Information Technology

Vehicle Fleet Management



Exhibit 4: Details of TAPF Staff Members

No. Title Departments GrandTotal

A Management Staff

1 Head/ Senior Manager 0

2 Manager 1 1 2

3 Deputy Manager 1 1

4 Assistant Manager 0

5 Senior Executive 1 1 1 3

6 Officer/Executive 0

7 Junior Executive 1 2 2 5

8 Coordinator/Supervisor 3 1 2 2 1 9

9 Executive Assistant/Office Boy 1 3 1 2 7

B Workmen Category

1 Drivers 28 28

2 Cook 5 5

3 Assistance Cook 0

4 Distribution (Route Boys) 42 42

5 Vessel cleaner 34 34

6 Vegetable Cutting Staff 10 10

7 Electrician /Technician 6 6

8 Helpers/Casual Labour 73 6 10 11 8 108

Total 127 1 7 3 8 81 12 8 6 2 5 260

Source: TAPF Monthly Dashboard, September 2010.

Exhibit 5: Stock Norms

THE AKSHAYA PATRA FOUNDATION, Doc. No.: STGandhinagar Issue status: 01

Minimum Stock Level Revision status: 00Revision Date:Page: 1 of 1

No. Material Name Classification Min Stock Max Stock Reorder Shelf Life(Kg) (Kg) Level (Kg) (Months)

1 Moong Dal Dal 1,000 5,000 1,500 6

2 Moong Mogar Dal 1,000 5,000 1,500 6

3 Tuvar Dal Dal 1,000 5,000 1,500 6

4 Peas Pulses 300 2,000 500 6

5 Kabuli Channa Pulses 400 1,000 500 4

6 Desi Channa Pulses 400 1,000 500 4

7 Kapasiya Oil Oil 500 6,500 2,000 18

8 Ajwain Spices & Condiments 5 60 20 12

9 Cloves Spices & Condiments 4 25 8 24

10 Dhaniya Powder Spices & Condiments 30 300 60 4

11 Garam Massala Spices & Condiments 15 100 25 4

Pro

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ctio

n

Qual

ity

Mai

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nan

ce

Mat

eria

ls

Sto

re

Tran

spo

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ion

Ho

use

Kee

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Secu

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Fin

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HR

Mar

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116

No. Material Name Classification Min Stock Max Stock Reorder Shelf Life(Kg) (Kg) Level (Kg) (Months)

12 Haldi Powder Spices & Condiments 25 300 65 4

13 Hing Spices & Condiments 4 60 10 6

14 Kali Mirch Spices & Condiments 4 50 10 24

15 Rai Spices & Condiments 20 200 50 24

16 Red Chilli Powder Spices & Condiments 30 300 60 12

17 Red Chilli (Sabut) Spices & Condiments 3 50 10 12

18 Salt Spices & Condiments 250 1,500 400 12

19 Tej Patta Spices & Condiments 2 50 10 6

20 Tamarind Spices & Condiments 25 100 40 4

21 Jaggery (Gud) Spices & Condiments 100 1,000 300 3

22 Jeera Spices & Condiments 45 300 60 20

23 Sugar Spices & Condiments 100 1,000 200 6

Source: TAPF Monthly Dashboard, September 2010

Exhibit 6a: Daily Menu (as suggested by GoG)

Day Menu

Mon Lapsi, Sukhadi

Tue Khichadi, Sabji

Wed Dal Dhokli

Thu Plain Rice, Dal

Fri Muthiya, Handvo

Sat Vegetable Pulav

Note. As suggested by the government in the MOU, the required daily allowance was 450 calories and 12 gms of protein.

Exhibit 6b: Daily Menu and Calorific and Protein Value (as followed by TAPF, Gandhinagar)

Day Menu Energy (Kcal/100gms) Protein (Grams/100 Gms)

Monday Mutter Dal, Thepla, Mutter Pulav 153+194+378 = 725 7+5+9 =21

Tuesday Plain Rice, Roti, Sabji 156+371+159= 686 3+9+2= 14

Wednesday Jeera Rice, Dal Dhokli, Sukhadi* 143+86=229 5+4 = 9

Thursday Plain Rice, Alu Chana Dal, Thepla 378+156+156=690 9+3+8=20

Friday Khichadi, Roti, Mixed Sabji 371+82+159=612 9+6+2=17

Saturday Vegetable Pulav, Mutter Dal, Sukhadi* 135+153=288 5+7=12

* Calorific and protein value for Sukhadi was not provided.

Source: TAPF Monthly Dashboard, August 2010

Exhibit 7: Average Daily Composition (Specified by GoI)

Component Amount (gms)

Wheat/Rice 100

Pulses 20

Vegetables and condiments 50

Edible oil 10

Total 180

Source: TAPF Monthly Dashboard, August 2010.



Exhibit 8: Equipments in Akshaya Patra Kitchen

De-stoning machine Boiler

Sukhadi machineOil spraying on rotis

Cauldrons Roti-making machine

Rotatory cutting dieRoti-making machine

Source: Images provided by the Authors

118

Exhibit 9: Food Packing Report of September 8, 2010

THE AKSHAYA PATRA Doc No : PDN 03FOUNDATION, Gandhinagar Issue status : 01

Revision status : 00FOOD PACKING REPORT Date : 8.09.10

Page : 1

No. Boiler No. Route No. Big Medium Small Total Vessels Per Route Packing Time Remarks

RICE/SPECIAL RICE/KHICHDI

1 1,2 1 6 11 5 22 05:20

2 2,3 2 7 8 4 19 05:25

3 4 7 6 6 2 14 05:30

4 5,6 8 4 11 7 22 05:35

5 6 9 5 7 6 18 05:40

6 7,6 23 12 5 7 24 05:45

7 8,9 24 10 8 3 21 05:50

8 9,1 26 6 10 2 18 05:55

9 11 29 6 5 3 14 06:00

10 11,12 31 3 8 1 12 06:05

11 12 32 7 2 3 12 06:10

12 13 14 5 8 2 15 06:15

13 14 15 6 5 3 14 06:20

14 14,15 20 3 9 1 13 06:25

15 15,16 21 6 13 0 19 06:30

16 16,17 25 11 7 1 19 06:35

17 18 30 5 8 2 15 06:40

18 19 5 3 8 4 15 06:45

19 19,2 10 10 9 0 19 06:50

20 21 11 5 9 4 18 06:55

21 22 12 5 9 3 17 07:00

22 23 16 7 6 1 14 07:05

23 23,24 17 4 4 3 11 07:10

24 24 22 5 8 3 16 07:20

25 25,26 33 11 9 1 21 07:25

26 26,27 3 6 10 0 16 07:35

27 27,28 4 6 8 2 16 07:40

28 28 18 5 6 4 15 07:50

29 29 19 5 3 2 10 07:55

30 29,3 28 7 6 4 17 08:05

31 31,32 6 8 14 3 25 08:10

32 32,33 13 3 9 1 13 08:20

33 34,35 27 8 4 5 17 08:30

SUBJI/DAL/DAL DHOKLA

1 1 1 6 11 5 22 06:05

2 1 2 7 7 5 19 06:10

3 1;2 7 6 6 2 14 06:15

4 2 8 4 10 8 22 06:20



No. Boiler No. Route No. Big Medium Small Total Vessels Per Route Packing Time Remarks

5 2 9 5 7 6 18 06:25

6 2,3 23 12 5 7 24 06:30

7 3 24 10 8 3 21 06:35

8 3 26 5 10 3 18 06:40

9 3 29 6 4 4 14 06:45

10 4 31 3 8 1 12 06:50

11 4 32 7 2 2 11 06:55

12 4 14 5 8 2 15 07:00

13 4 15 6 5 3 14 07:05

14 5 20 3 9 1 13 07:10

15 5 21 6 13 0 19 07:15

16 5,6 25 11 7 1 19 07:20

17 6 30 5 7 3 15 07:25

18 6 5 3 8 4 15 07:30

19 6 10 10 9 0 19 07:35

20 7 11 5 8 5 18 07:40

21 7 12 5 9 4 18 07:45

22 7 16 7 5 2 14 07:50

23 7 17 4 4 3 11 07:55

24 7,8 22 5 7 4 16 08:00

25 8 33 11 9 1 21 08:05

26 8 3 6 10 0 16 08:10

27 8,9 4 6 8 2 16 08:15

28 9 18 5 6 4 15 08:20

29 9 19 5 3 2 10 08:25

30 9 28 7 6 4 17 08:30

31 10 6 8 12 4 24 08:35

32 10 13 3 9 1 13 08:40

33 10 27 8 4 5 17 08:45


Exhibit 10a: Delivery Vehicles

Type I: TAPF-owned Vehicle Type II: Hired Vehicle

120

Exhibit 10b: Delivery Vehicles Sponsored by Private Companies

Vehicle Donated Company Name Vehicle Donated Company Name

Maxx Pickup Gujarat Industries and Power Co Ltd. Maxx Pickup GMDC

Maxx Pickup GSPC Maxx Pickup Kalpataru Power Transmission Ltd.

Tata Ace Arvind Mills Maxx Pickup State Bank of India

Maxx Pickup Udgam School Maxx Pickup Gokulesh Petroleum

Maxx Pickup ONGC Maxx Pickup Navneet Publication India Ltd.

Maxx Pickup Gujarat Alkalies and Chemicals Ltd. Maxx Pickup Cadila Pharmaceuticals Ltd.

Maxx Pickup GAIL India Ltd. Maxx Pickup Wagh Bakari Group of Companies Ltd.

Source: Case Authors and TAPF Monthly Dashboard, September 2010

Exhibit 11a: Vehicle Capacity

Vehicle Actual Capacity Capacity Utilized Number of Total Beneficiary(Containers) (Containers) Beneficiaries Capacity

Eicher 180 91 4,116 8,147

Tata Ace 50 45 1,804 2,005

Owned Maxx Pickup 72 61 2,754 3,250

Hired Maxx Pickup 55 51 2,579 2,780

Exhibit 11b: Cost Structure of Hired Vehicles across Locations

Location Cost of Hired Vehicles (`)

Vrindavan 7 per km

Mangalore 1,050 per day (`17.50 per km for TATA 407)

Jaipur 420 per day for Maxx Pickup

Hyderabad 700 per day + Diesel for TATA Ace (`11.20 per km)

Puri 300 per day + Diesel for TATA Ace

Guwahati 800 per day + Diesel for Maxx Pickup

Bangalore 1,000 per day including Diesel

Hubli 16,000 per month (`615 per day + Diesel) for TATA 407

Bhilai 500 per day + Diesel

Ahmedabad 455 per day + Diesel (For Maxx Pickup)

Baroda 650 per day + Diesel

Bellary All TAPF Owned Vehicles




Exhibit 12: Raw Material Specification

Turmeric powder1 The powder should have characteristic odour and flavour and should be free from mustiness or other foreign odour.2 It should be free from mould, living and dead insects, insects fragmentation, rodent contamination3 The powder should be free from any added colouring matter including led chromate and morphologically extraneous

matter including foreign starch.4 Moisture not more than 10.0 percent by weight5 Salmonella Absent in 25grams6 Total ash on dry basis not more than 9% by weight7 Ash insoluble in dilute HCL on dry basis not more than 1.5% by weight8 Colouring powder expressed as curcuminoid content on dry basis not less than 2% by weight9 Total starch not more than 60% by weight10 Test for lead chromate negative11 Date of manufacture12 Expiry Date13 Batch Number

Palm oil1 It should be clear, free from rancidity, suspended or other foreign matter, separated water, added colouring and flavouring

substances or mineral oil2 Butyro-refractometer reading at 50oC should be 35.5-44.0, or refractive index at 50oC should be 1.4491-1.44522 Melting point not more than 37oC3 Iodine value - 45-56.4 Saponification value - 195-2055 Unsaponification value not more than 1.2%6 Acid value not more than 10%7 Date of manufacturing8 Expiry Date9 Batch Number

Moong dal/Peas dal/Urad dal/Gram dal1 It should be sound, dry, sweet wholesome and free from unwholesome substance.2 It should be free from mould, living and dead insects, insects fragmentation, rodent contamination3 Moisture not more than 14% by weight4 Extreneous matter not more than 1% by weight5 Other edible grains not more than 4% by weight6 Damaged grains not more than 5% by weight7 Weevilled grains not more than 3% by weight8 Uric acid not more than 100 mg per kg9 Aflotoxin not more than 30 micrograms per kg10 The product should be free from added colour, mineral oil and any other harmful substances

Vegetables

Tomato:Should be of orange gold color in semi-ripened form; should be free from infestation; should not have transit damage injuries.The lot should be in sorted form.

Carrot:Should be raw and color should be carrot pink; should be free from insects, fungus, mud and dust; should be having growth tillroot.

Potato:Should be in semi-ripe condition; should be free from insects, fungal growth mud and dust; should not have tuber/ root growthon the skin of the vegetable. should not have transit damage injury.

Quality Assurance Officer Procurement Manager BT Team Operation


122

Exhibit 13: Expenditure Details of TAPF, Gandhinagar in 2009-10

Particulars Cost (`)

Direct Costs 3.43

Cost of Food 2.93

Distribution Expenses 0.50

Indirect Costs 0.65

Administration Expenses 0.29

Fund Raising and Communication Expenses 0.05

Apportionment of HO Expenses 0.31

Notional Costs 0.61

Depreciation 0.61

Cost per Meal 4.69

Less: Subsidy Received 2.42

Cost Borne by TAPF 2.27

Capital Expenditure (`)

Assets Gross Block

April 1, 2009 March 31, 2010

Land

Buildings

Lease Hold Improvements 20,54,841 32,05,730

Kitchen and Related Equipment 47,87,908 1,13,89,907

Office Equipment

Computer Equipment 2,11,750 3,37,761

Furniture and Fixtures 7,09,621 9,56,262

Vehicles 1,01,22,107 1,46,31,593

Distribution Vessels 30,59,017 49,02,517

Total 2,09,45,244 3,54,23,769


Exhibit 14: Donations Received by TAPF

Preachers Efforts Marketing Effort International Agencies Total

2009-10 2010-11 2009-10 2010-11 2009-10 2010-11 2009-10 2010-11

April 2009 12,58,366 9,49,089 14,400 12,58,366 9,63,489

May 2009 5,89,913 10,33,936 6,72,000 12,61,913 10,33,936

June 2009 4,87,069 12,78,836 600 10,30,000 4,017 4,87,669 23,12,853

July 2009 13,86,661 19,01,821 41,200 13,86,661 19,43,021

August 2009 11,39,653 14,20,123 7,94,808 19,34,461 14,20,123

September 2009 12,59,054 12,59,054

October 2009 9,47,723 9,47,723

November 2009 27,55,072 2,42,000 54,58,287 84,55,359

December 2009 12,91,821 94,976 13,86,797

January 2010 13,31,764 92,315 14,24,079

February 2010 22,80,058 10,200 22,90,258

March 2010 40,66,635 40,66,635

Total 1,87,93,789 65,83,805 11,12,091 10,85,600 62,53,095 4,017 2,61,58,975 76,73,422




Exhibit 15: TAPF, Gandhinagars Operations Dashboard for July 2010-August 2010

July 2010 August 2010

CAPACITY DETAILS

Installed kitchen capacity (No. of meals) 1,08,000 1,08,000

Kitchen capacity utilization (in %) 83 83

Installed logistics capacity (No. of meals) 90,000 90,000

Logistics capacity utilization (in %) 95 95

KEY STATISTICS - SCHOOLS

Total beneficiaries (beneficiaries per day * total working days) 2,411,591 2,046,042

Total enrollment 131,227 132,031

Ratio of beneficiaries - PS14:UPS15:HS16 3:01:00 2:01:00

Overall ratio total beneficiaries: Total enrollment 0.68 0.65

No. of feeding days 27 24

No. of schools 525 525

COST PER MEAL (in `)

Ingredient cost 1.43 1.70

Rice/ Wheat (Notional) cost 0.38 0.40

Fuel (Cooking) cost 0.26 0.31

Direct Labour cost 0.28 0.36

Other direct costs 0.21 0.24

Total direct cost (cash only) 2.93 3.38

Distribution cost 0.51 0.49

Administrative cost 0.18 0.22

Publicity & Promotion cost 0.06 0.06

Finance charges 0.00 0.00

Total indirect cost (cash only) 0.83 0.98

Total cash cost per meal 3.76 4.36

Less: Subsidies 2.00 2.00

Grain subsidy 0.38 0.40

Cash subsidy 2.00 2.00

Cash cost per meal - Deficit 1.76 2.36

Cash deficit (in %) 47 54

NORMS COMPLIANCE (in %)

Primary school

Rice/Wheat 83.0 84.19

Dals & Pulses 100 103.75

Vegetables & Fruits 78 80.56

Oils & Fats 100 111.30

Salt

INCOME & EXPENDITURE (in `)

Income

Donations from local donors 1,026,349.00 1,051,558.00

Donations from corporate donors 368,565.00

Grants/Subsidies from MDM 4,823,182.00 4,091,084.00

Other Income -1,079.00 38,924.00

Expenditure (in ` lakh)

Cost of food (MDM) 2.81 3.14

14 Primary school15 Upper primary school16 Higher secondary school

124


Distribution cost (MDM) 0.42 0.60

Publicity & Promotion costs (MDM) 0.06 0.06

Administrative cost (MDM) 0.18 0.22

Excess of income over expenditure

CASH FLOW (in `)

Opening balance of funds in hand 10,385.00 8,025.00

Funds received from (in lakhs)

HO 0.00 3,000,000.00

Local donations (in lakhs) 10.26 10.51

Committed donors (in lakhs)

Foreign donations (in lakhs)

Realization of receivables (in lakhs)

Funds received (for capital expenditure) (in lakhs)

HO (in lakhs)

Local donations (in lakhs) 3.68

Committed donors (in lakhs)

Foreign donations (in lakhs)

Payments towards expenses (in lakhs)

Investments/ Capitalization 527,278.00 124,707.00

Inter unit transfers/ loans

Closing balance of funds in hand 8,025.00 26,332.00

Funds required from HO

FUND RAISING (in ` lakh)

Total local donations raised 14.01 14.19

Total local donations committed

Excess/ Deficit

No. of new donors added

Donations from new donors

Donations from existing donors

Top donor of the month

No. of donation leads

PROCUREMENT

Average cost of rice/ wheat per kg (market)

Average cost of dals & pulses per kg 33.30 34.26

Average cost of vegetables per kg 26.02 25.75

Average cost of oils & fats per kg 47.86 53.00

Average cost of groceries per kg 28.73 29.10

Average cost of spices per kg 135.73 138.96

INVENTORY

Value of inventory of direct material in ` lakh) 19.02 23.88

No. of days of inventory 9 9

PRODUCTION

Average cook-to-consume time (in hrs) 5.20 3.06

Average production hours per day 5 6.00

Average batches of cooking per day

No. of deviations from MPS 4 NIL

No. of deviations from MRP 4 NIL

LOGISTICS

No. of routes 33 33

Average length of the route (in km) 101 101




Average No. of schools/ route 16 16

Average No. of beneficiaries/ route 2,707 2,707

Ratio of owned: Hired vehicles 21:14 21:12

Average meals per vehicle 2,552 2,695

Average fuel cost per meal (in `) 0.10 0.14

Average logistics cost per km (in `) 8.19 10.00

No. of vehicle accidents reported

No. of beneficiaries affected due to delays 7,740 9,464

No. of vessel account discrepancies 14 12

HUMAN RESOURCES & COMPLIANCE

Average head count 261 261

Total wage bill (in ` ) 1,145,963.00 1,149,255.60

Total overtime (in hrs) 678.00 888.00

Average staff cost per meal (in ` ) 0.48 0.48

No. of statutes to which the unit has not complied with 2 2

PROCESS COMPLIANCE

Are you claiming subsidies based on beneficiaries and actual consumption Beneficiaries Beneficiaries

Adherence to preventive maintenance schedule Yes Yes

Adherence to planning process (MPS/ MRP) Yes Yes

Product substitutions/ new products introduced Yes No

Implementation of new tally Yes Yes

Physical stock take tallied Yes Yes


Exhibit 16: Operational Concerns

Cooking in open containers

Fixing the links to the chain of a machine Source: Case Authors

126

Shravanti Mitra graduated from Delhi University in 2008with a major in Operations research. She has more than fouryears of corporate experience in life sciences and one year ofresearch experience in supply chain/public policy. She is cur-rently working with Novartis Pharmaceuticals.

e-mail: [email protected]

G Raghuram has been a faculty at IIM Ahmedabad since1985and is currently the Dean (Faculty) of the Institute. He wasthe Vice Chancellor of the Indian Maritime University fromJuly 2012 to March 2013 and the Indian Railways Chair Pro-fessor from January 2008 to August 2010. He specializes ininfrastructure and transport systems and logistics and supplychain management. He conducts research on the railways,port, shipping, aviation and road sectors. He has publishedover 30 refereed papers in journals and written over 140 casestudies and is currently publishing his fifth coauthored book.He was awarded Academician of the Year by the CharteredInstitute of Logistics and Transport in 2012. He is a Fellow ofthe Operational Research Society of India, and Chartered In-stitute of Logistics and Transport. He has teaching experienceat universities in India, USA, Canada, Yugoslavia, Singapore,Tanzania, and UAE. He has offered consultancy services toover 100 organizations including multilateral agencies. He ison the board of seven companies in the fields of infrastruc-ture and logistics. He has served on various governmentpolicy-making and advisory committees for the Ministry ofRailways, Ministry of Shipping, Ministry of Civil Aviation,Planning Commission, Comptroller and Auditor General,

and the Cabinet Secretariat. He has a B. Tech degree from IIT,Madras, a postgraduate diploma in management from IIM,Ahmedabad, and a Ph.D from Northwestern University, USA.


Atanu Ghosh has been a Professor at Shailesh J Mehta Schoolof Management, IIT Bombay, since September 1999. He was aVisiting Professor in Business Policy area at IIMA from April2008 to June 2012 (on leave from IITB). He has a B.Sc.Tech inTextile Technology from Calcutta University, an M.Tech inTextile Technology from IIT Delhi, a PGDM from IIMAhmedabad, a Ph.D in Strategic Management from IIT Bombay,and is a Fellow of Institution of Engineers (FIE). During his14 years of experience as an academic and 18 years of seniorlevel corporate experience with many textile and apparel or-ganizations in India and abroad, he has undertaken manyconsultancy assignments, presented papers and deliveredinvited talks at many national and international conferencesand also at many institutions in India and abroad. He teachesand researches in the areas of Strategy, Leadership, Innova-tion, and Marketing He was an elected member of the Man-agement Council of AIMA for the year 2009-11, 2011-13, and2013-15, the Advisor to the Director of IIT Bombay during2006-07, and the Dean (Alumni & External Relationships) ofIIM Ahmedabad from August 2010 to June 2012. He hasauthored a book Strategies for Growth published by Ran-dom House India in 2010, under IIMA Business Book Series.


Acknowledgement. The authors acknowledge the access,time, and help provided by TAPF and particularly wish tothank Chanchalapathi Dasa, Shridhar Venkat, Jaganmohan

Krishna Dasa, Adi Keshava Dasa, Sushant Shetty, Chirag Seth,Rohit Agrawal, Nilesh Mehta, Vinay Kumar, and AshwinTrivedi.


Akshaya Patra Supply Chain ManagementCase

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