A

Summer Training Report

At

“Flourbox Bakers”

Submitted by:

Mohit .R. Devre (20)

Bhargav .K. Kapadia (44)

Dev .J. Lakhpati (48)

(T.Y.BBA-V SEM)

Of

Bachelor of Business Administration

Submitted To:

The I/C Principal

Shree Uttar Gujarat BBA & BCA College, Bhatar, Surat.

Affiliated to:

VEER NARMAD SOUTH GUJARAT UNIVERSITY, SURAT.

2023
 PREFACE

The project report on Flourbox Bakers Pvt. Ltd. has been prepared as per the syllabus prescribed
by the Veer Narmada South Gujarat University for Third-year BBA.

Understanding both practical and theoretical knowledge is essential in this competitive world.
Training is an important aspect of the study. The basic aim of training in the management field is
to know how to apply management theories in practice. Practice makes a man perfect: therefore,
practical study is very important for management students.

Practical Training helps in comprehending the theory of the subject taught in the classroom. This
is more applicable in the case of management education. Our training at Flourbox Bakers Pvt.
Ltd. Has such effect to complete the knowledge acquired in training at Flourbox Bakers Pvt. Ltd.
Has such effect to complete the knowledge acquired in the subject of personnel, financial,
production, marketing, and others. Thus, it is our moral and obligatory duty to take this part of
our studies with great enthusiasm and seriousness and give them due importance.

Last but not least we receive all the required information and cooperation from the organization’s
various departments. We hope that this report will meet the educational requirement.

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 ACKNOWLEDGEMENT

We are greatly thankful to Flourbox Bakers Pvt. Ltd. for allowing us to work on this project at
their company.

We wish to convey heart-full gratitude to Mr. PINTUKUMAR PAINTER of Flourbox Bakers

Pvt. Ltd.

We are thankful to the campus director and principal of Shree Uttar Gujarat BBA & BCA
College.

Last but not least we are thankful to the internal guide, who was ready to help us at any time
during our project work. Without his constant inspiration, encouragement, and cooperation we
would not have been completed, we thank all-faculty members.

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 Table of Contents

SR.NO CONTENTS PAGENO.

Chapter-1 Aim & Establishment of the Company

1.1 Establishment of the Company 1

1.1.1 Conceptualization and Planning 1

1.1.2 Brief History of Company 1

1.1.3 Business Registration 1

1.1.4 Location Selection and Setup 2

1.1.5 Procurement of Equipment and Ingredients 2

1.1.6 Hiring Staff 3

1.1.7 Menu Development 3

1.1.8 Marketing and Launch 3

1.1.9 Opening and Operations 3

1.2 Position in Industry 3

1.2.1 Product Quality and Variety 3

1.2.2 Competitive Pricing 3

1.2.3 Reliability and Timeliness 4

1.2.4 Customer Relationships 4

1.2.5 Market Niche or Specialty 4

1.2.6 Local Sourcing and Community Engagement 4

1.2.7 Adaptation to Market Trends 4

1.3 Types of Services / Products Given / Produced 4

1.3.1 Bread: 5

1.3.2 Cakes and Cupcakes 5

1.3.3 Cookies and Biscuits 5

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 1.3.4 Savory Snacks 5

1.4 Mission Statement and Aim of the Company 5

1.4.1 Mission Statement 5

1.4.2 Aim of the Company 5

1.5 SWOT Analysis of the Company 6

1.5.1 Strengths 6

1.5.2 Weaknesses 6

1.5.3 Opportunities 7

1.5.4 Threats 7

1.6 Policy of the Company 8

1.6.1 Cost Optimization 8

1.6.2 Product Specialization 8

1.6.3 Customer Engagement 8

1.6.4 Market Research 8

1.6.5 Collaborations and Partnerships 8

1.6.6 Online Presence 8

1.6.7 Flexibility and Innovation 9

1.6.8 Community Involvement 9

1.6.9 Continuous Improvement 9

Chapter-2 Industry Profile

2.1 Industry Overview 10

2.1.1 Market Size and Growth 10

2.1.2 Types of Bakeries 10

2.1.3 Product Range 10

2.1.4 Consumer Trends 10

2.1.5 Competitive Landscape 11

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2.1.6 Technology and Automation 11

2.1.7 Food Safety and Regulations 11

2.1.8 Sustainability and Environmental Concerns 11

2.2 Industry Structure 11

2.2.1 Retail Bakeries 12

2.2.2 Commercial or Industrial Bakeries 12

2.2.3 Specialty Bakeries 12

2.2.4 In-store Bakeries 12

2.2.5 Franchise Bakeries 12

2.2.6 Online Bakeries 13

2.2.7 Supplier and Ingredient Providers 13

2.2.8 Equipment Manufacturers 13

2.2.9 Competitors 13

2.3 Entry & Exit Barriers 15

2.3.1 Entry Barriers 15

2.3.2 Exit Barriers 15

2.4 Strategies 16

2.4.1 Product Differentiation 16

2.4.2 Market Research 17

2.4.3 Customer Engagement 17

2.4.4 Online Presence 17

2.4.5 Collaborations and Partnerships 17

2.4.6 Quality and Consistency 17

2.4.7 Operational Efficiency 18

2.4.8 Brand Building 18

2.4.9 Adaptability and Innovation 18

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 2.4.10 Financial Management 18

2.5 SWOT Analysis of Industry 19

2.5.1 Strengths 19

2.5.2 Weaknesses 19

2.5.3 Opportunities 19

2.5.4 Threats 20

Chapter-3 Organizational Structure of the Company

Owner/Proprietor 21

General Manager 21

Production Department 21

Sales and Marketing Department 21

Administrative Department 22

3.1 Production Department 23

3.1.1 Plant Location 23

3.1.2 Plant Layouts Used 23

3.1.3 Raw Material Used 27

3.1.4 Systems Used 28

3.1.5 Heavy Machinery 31

3.1.6 Process Used 35

3.1.7 Material Handling Equipment Used and Layout 37

3.1.8 Inventory Control 39

3.1.9 Order Quantity, Lead Time, Reordering Level 40

3.1.10 Master production schedule 42

3.1.11 List of dependent demand inventory (BOM file) 44

3.1.12 CRP Plan 45

3.1.13 MRP 47

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3.1.14 Quality Control Techniques 48

3.1.15 Inspection Technique 50

3.1.16 Work Study & Time Study 52

3.2 Human Resource Department 54

3.2.1 Recruitment Procedure 54

3.2.2 Selection Process 56

3.2.3 No. of Employees 57

3.2.4 Attendance Maintenance 57

3.2.5 Leave Rules 58

3.2.6 Employee Safety Mechanisms 59

3.2.7 Wages & Salary Administration 61

3.3 Marketing Department 64

3.3.1 List of Products 64

3.3.2 Marketing Plan 65

3.3.3 Specific Distribution Channel 68

3.3.4 PLC concept and association of their product concerning the 69

PLC stage
3.3.5 Market Segmentation 70

3.3.6 Positioning Strategies 72

3.3.7 Promotion tools used 74

3.3.8 Pricing Method 74

3.3.9 Sales Force Management 75

3.4 Finance Department 78

3.4.1 Introduction 78

3.4.2 P & L Account 79

3.4.3 Balance Sheet 80

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 3.4.4 Ratios Analysis 81

3.5 Purchase Department 87

3.5.1 Purchase Procedure 87

3.5.2 Raw Materials Ordered 88

3.5.3 List of Suppliers 89

Chapter-4 Description of Work Responsibilities Taken

4.1 Describe the department you work 90

4.2 Job description 90

4.3 Machines and Computer programme used 90

4.4 Description of work responsibility taken 92

Chapter-5 Experience Gained and Problems Faced

5.1 What did you learn? How will this experience help you in the 93
future?
5.2 Problems faced 93
5.3 What was missing/ lacking? 93
5.4 How could you have gained more experience and done our work 93
better?
Chapter-6 Conclusion, Summary and Recommendations
6.1 Conclusion 94

6.2 Summary 94

6.3 Recommendations 95

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 CHAPTER 1:

Aim & Establishment of the Company

 FLOURBOX BAKERS PRIVATE LIMITED

1.1 Establishment of the Company

1.1.1 Conceptualization and Planning:
The founders of Flourbox Bakers Pvt. Ltd have developed a vision for their bakery,
identifying the type of baked goods they want to offer, the target market, and the unique
selling points that have set them apart from competitors. They have conducted market
research to assess the demand and feasibility of their company concept.

1.1.2 Brief History of Company:

FLOURBOX BAKERS PVT. LTD. is a Private Company, whose CIN Number is
U15549GJ2020PTC116230. FLOURBOX BAKERS PVT. LTD. is classified as a non-govt
company and has been registered at Registrar of Companies located in ROC-AHMEDABAD.
As regarding the financial status at the time of registration of FLOURBOX BAKERS PVT.
LTD. Company, its authorized share capital has been Rs. 100,000 and its paid-up capital has
been Rs. 100,000.

As per the registration of the Company, it has been involved in the Business Activity Class /
Subclass Code 15549, and the main activity of the said Company FLOURBOX BAKERS
PTV. LTD. has been the Manufacture of other non-alcoholic beverages N.E.C. It comes under
the Division MANUFACTURE OF FOOD PRODUCTS AND BEVERAGES, which comes
under the section MANUFACTURING.

1.1.3 Business Registration:

The founders have completed the necessary legal procedures to establish the business as a
private limited company. This has involved registering the business with the appropriate
government authorities, obtaining necessary licenses and permits, and fulfilling any other
legal requirements. They have obtained the FSSAI licenses, License Number:
10722022000160

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1.1.3-Figure 1 FSSAI License

Source: Provided by Company

1.1.4 Location Selection and Setup:

The founders have chosen a suitable location for their bakery, considering factors such as
accessibility, visibility, and proximity to the target market. They have acquired or leased
space and have set up the bakery, including installing equipment, designing the interior, and
ensuring compliance with health and safety regulations.

1.1.5 Procurement of Equipment and Ingredients:

To operate a bakery, Flourbox Bakers Pvt. Ltd has procured the necessary baking equipment,
such as ovens, mixers, and display cases. They have also established relationships with
suppliers to source high-quality ingredients, including flour, sugar, butter, and other baking
essentials.

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1.1.6 Hiring Staff:

The company has hired skilled bakers and staff members with expertise in baking and retail
service. The team has been responsible for creating and delivering delicious baked goods
while providing excellent retail experiences.

1.1.7 Menu Development:

Flourbox Bakers Pvt. Ltd has developed a diverse menu of baked goods, including bread,
cakes, cookies, and other treats. The menu has been crafted to cater to specific dietary
preferences or to incorporate unique flavors and innovative recipes.

1.1.8 Marketing and Launch:

Before the official launch, Flourbox Bakers Pvt. Ltd has developed a marketing strategy to
create awareness and generate interest in their bakery. This has involved creating a brand
identity, designing a logo and signage, and implementing marketing campaigns by their
previous contacts as they have been in this industry for the last 30+ years.

1.1.9 Opening and Operations:

Once all the preparations have been completed, Flourbox Bakers Pvt. Ltd has opened its
doors to the retailers of Surat and different parts of Gujarat. The company has been operating
according to its business hours, serving retailers with freshly baked goods, offering custom
orders for special occasions, and continuously refining its offerings based on retailer
feedback.

1.2 Position in Industry

1.2.1 Product Quality and Variety:
To stand out in the market, Flourbox Bakers Pvt. Ltd is focused on offering high-quality
baked goods with consistent taste and freshness. By providing a wide variety of products,
including bread, cakes, and cookies, they can cater to the diverse needs and preferences of
their wholesale customers in Surat.

1.2.2 Competitive Pricing:

Competing with other company wholesalers in Surat has required Flourbox Bakers Pvt. Ltd
to set competitive prices for their products. Pricing strategies have considered factors such as
ingredient costs, production efficiency, and market demand. Offering competitive prices
while maintaining quality can help attract and retain the retailers of the city.

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1.2.3 Reliability and Timeliness:

Reliability and timely delivery are crucial for company wholesalers. Flourbox Bakers Pvt.
Ltd has established a reputation for consistently meeting delivery schedules and ensuring that
their products arrive fresh and in excellent condition. This reliability would contribute to
building trust with the retailers of Surat.

1.2.4 Customer Relationships:

Building strong relationships with customers is essential for Flourbox Bakers Pvt. Ltd to
thrive in the Surat market. By providing excellent customer service, promptly addressing
concerns, and being responsive to customer needs, they can foster loyalty and gain an edge
over competitors.

1.2.5 Market Niche or Specialty:

To differentiate them, Flourbox Bakers Pvt. Ltd has considered developing a niche or
specialty within the Bakery Industry. They have been involved in focusing on a particular
type of baked goods (e.g., Khari & Jeera Toast). By becoming known for their expertise in a
specific area, they have attracted many retailers seeking those unique offerings.

1.2.6 Local Sourcing and Community Engagement:

Emphasizing the use of locally sourced ingredients and actively engaging with the Surat
community has helped Flourbox Bakers Pvt. Ltd to establish a strong local presence.
Supporting local suppliers has resonated with customers who prioritize sustainability and
local businesses, giving the company a competitive advantage.

1.2.7 Adaptation to Market Trends:

Keeping up with market trends and consumer preferences is crucial in the Bakery Industry.
Flourbox Bakers Pvt. Ltd has continuously assessed emerging trends, such as health-
conscious options, innovative flavors, or convenient packaging formats. By adapting their
product offerings and strategies accordingly, they can stay relevant and attract a wider
customer base.

1.3 Types of Services / Products Given / Produced

Flourbox Bakers Pvt. Ltd typically produces a wide range of baked goods to cater to the local
market. Here are some types of products that Flourbox Bakers Pvt. Ltd. Produce for their
Retailers on their order:

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 FLOURBOX BAKERS PRIVATE LIMITED

1.3.1 Bread:
The company produces various types of bread, including Wheat bread, Maida’s bread,
multigrain bread, and specialty toasted bread like Rava Toast, Jeera Toast, etc.

1.3.2 Cakes and Cupcakes:

Cakes and cupcakes are staples in a bakery's product lineup. The company creates an
assortment of cakes and cupcakes, including classic flavors like vanilla, chocolate, and
strawberry, as well as specialty flavors such as red velvet, black forest, butterscotch, and
fruit-based cakes.

1.3.3 Cookies and Biscuits:

A variety of cookies and biscuits are available, appealing to different tastes and preferences.
This includes butter cookies, chocolate chip cookies, oatmeal cookies, coconut cookies,
cream biscuits, and savory biscuits like jeera (cumin) biscuits.

1.3.4 Savory Snacks:

To cater to customers looking for savory options, the company offers a range of snacks. This
includes items like Nankhatai, Farmas, Bhakarwadi, Khari, etc.

1.4 Mission Statement and Aim of the Company

1.4.1 Mission Statement:
At Flourbox Bakers Pvt. Ltd, their mission is to delight their customers with exceptional
baked goods that are crafted with passion, creativity, and the finest ingredients. They aim to
create memorable culinary experiences that bring joy and satisfaction to every bite.

1.4.2 Aim of the Company:

They aim to become the preferred choice for locally and globally baked goods. They strive to
maintain the highest standards of quality, innovation, and customer service. By continuously
refining their recipes, exploring new flavors, and embracing modern baking techniques, they
aim to exceed the expectations of their customers and create a lasting impression in the world
of baking. They are committed to fostering a culture of excellence, teamwork, and integrity,
ensuring the growth and success of their company while contributing positively to the
community and the environment.

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1.5 SWOT Analysis of the Company

1.5.1 Strengths:

 High-quality products:
Flourbox Bakers have a reputation for producing high-quality baked goods, including bread,
pastries, cakes, and cookies. This quality can set it apart from competitors and attract loyal
customers.

 Variety of Offerings:
The company offers a wide range of products, catering to different tastes and preferences.
This variety can appeal to a diverse customer base and increase sales potential.

 Locally sourced ingredients:

Flourbox Bakers emphasize the use of locally sourced ingredients, which can enhance the
freshness and taste of its products. This approach may resonate with environmentally
conscious customers and support the local community.

 Convenient location:
Being situated in the Small Town of Surat, the company benefits from a convenient location
that is easily accessible to retailers and other businesses who can easily place the order and
get it conveniently.

1.5.2 Weaknesses:

 Limited marketing efforts:

Flourbox Bakers may not have a strong marketing strategy to promote its products
effectively. This could limit its visibility and hinder customer acquisition.

 Dependence on local customer base:

While being situated in the Small Town of Surat has advantages, it also means that the
company relies heavily on the local customer base. This may limit growth potential,
especially if the area has a small population or limited tourist traffic.

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1.5.3Opportunities:

 Online Presence and Delivery:

Establishing an online presence and offering delivery services can expand Flourbox Bakers'
reach beyond its physical location. This can attract customers who prefer the convenience of
online ordering and extend the customer base to other parts of Surat.

 Collaborations with local businesses:

Partnering with local cafes, restaurants, or event planners can open opportunities for Flourbox
Bakers to supply its baked goods to a broader customer base. This can lead to increased brand
exposure and revenue.

1.5.4 Threats:

 Intense competition:
The Bakery industry in Surat is likely to be highly competitive, with numerous established
bakeries and new entrants. Competing against established brands and attracting customers
may be challenging.

 Rising ingredient costs:

If the cost of ingredients increases significantly, it can impact Flourbox Bakers' profitability.
Keeping prices competitive while maintaining quality may become more difficult in such
circumstances.

 Changing consumer preferences:

Consumer preferences and trends in the Bakery Industry can evolve rapidly. Flourbox Bakers
need to stay updated with the latest trends and adapt its offerings accordingly to meet
changing customer demands.

 Economic downturns:
During economic downturns or recessions, consumers may reduce their discretionary
spending on baked goods. This can affect Flourbox Bakers' sales and financial stability.

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 FLOURBOX BAKERS PRIVATE LIMITED

1.6 Policy of the Company

1.6.1 Cost Optimization:
They prioritize cost optimization to ensure profitability in the current market conditions.
They carefully manage ingredient procurement, minimize waste, and streamline operational
processes to reduce expenses while maintaining quality.

1.6.2 Product Specialization:

They focus on product specialization to differentiate themselves from competitors and target
a specific niche market. By offering unique recipes or a specific type of baked goods, they
establish themselves as experts in that area and attract a loyal customer base.

1.6.3 Customer Engagement:

They place a high emphasis on customer engagement to build strong relationships and foster
brand loyalty. They actively seek customer feedback, address concerns promptly, and
personalize customer interactions to create a positive and memorable experience.

1.6.4 Market Research:

They regularly conduct market research to understand the evolving needs and preferences of
their customers in Surat City. This helps us adapt their offerings and marketing strategies to
stay relevant and meet the changing demands of their target market.

1.6.5 Collaborations and Partnerships:

They actively seek collaborations and partnerships with local businesses such as cafes,
restaurants, and hotels. These partnerships allow us to expand their customer reach and create
mutually beneficial relationships through joint marketing initiatives or by supplying their
baked goods to these establishments.

1.6.6 Online Presence:

They recognize the importance of a strong online presence in today's digital landscape. They
invest in creating a user-friendly website and online ordering platform, enabling customers to
easily browse and purchase their products. Additionally, they maintain an active social media
presence to engage with customers and promote their company.

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1.6.7 Flexibility and Innovation:

They remain flexible and open to adapting their strategies and product offerings to meet the
dynamic market conditions. They continuously innovate by introducing new flavors, and
seasonal items, and experimenting with unique baked goods to generate interest and attract
customers.

1.6.8 Community Involvement:

They actively engage with the local community to create a positive brand image. They
participate in local events, support charitable initiatives, and collaborate with nonprofit
organizations, showcasing their commitment to the community and building strong
relationships.

1.6.9 Continuous Improvement:

They foster a culture of continuous improvement by seeking regular feedback, conducting
performance evaluations, and reviewing processes. They proactively identify areas for
improvement and implement necessary changes to enhance their operations and overall
company experience.

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 CHAPTER 2:

INDUSTRY PROFILE
 FLOURBOX BAKERS PRIVATE LIMITED

2.1 Industry Overview

The Bakery Industry has been a sector of the food industry that has primarily focused on the
production and sale of baked goods, such as bread, pastries, cakes, cookies, and other
confectionery items. It has been a highly diverse and competitive industry with both small
local bakeries and large-scale industrial bakeries operating within the market.

Here is an overview of the Bakery Industry:

2.1.1 Market Size and Growth:

The Bakery Industry has experienced steady growth globally. Factors such as changing
consumer preferences, increased demand for convenience foods, and the popularity of
artisanal and specialty baked goods have contributed to the industry's growth. The market
size and growth rates have varied across regions and countries.

2.1.2 Types of Bakeries:

The Bakery Industry has comprised different types of bakeries, including retail bakeries,
commercial or industrial bakeries, specialty bakeries, and in-store bakeries. Retail bakeries
have typically served customers directly, while commercial bakeries have focused on large-
scale production for wholesale distribution. Specialty bakeries have specialized in specific
types of baked goods, and in-store bakeries have been found within supermarkets and grocery
stores.

2.1.3 Product Range:

Bakeries have offered a wide range of products, catering to diverse consumer preferences.
This has included bread, pastries (such as croissants, muffins, and Danishes), cakes, cookies,
pies, and other confectionery items. Healthier and organic baked goods have gained
popularity due to increasing consumer awareness and demand for healthier options.

2.1.4 Consumer Trends:

The Bakery Industry has been influenced by various consumer trends. Some key trends have
included the growing demand for healthier and organic baked goods, increased interest in
artisanal and handmade products, a preference for convenience and ready-to-eat items, and
the rise of customization options. There has also been a growing demand for products
catering to specific dietary needs, such as gluten-free, vegan, and allergen-free options.

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2.1.5 Competitive Landscape:

The company industry has been highly competitive, with both small and large players having
vied for market share. Local and independent bakeries have often competed based on product
quality, unique offerings, and personalized customer service. Larger industrial bakeries have
focused on large-scale production, cost efficiency, and distribution networks. Supermarkets
and chain stores with in-store bakeries have also contributed to the competitive landscape.

2.1.6 Technology and Automation:

The company industry has seen technological advancements and automation that have
improved efficiency and productivity. Automated production lines, dough mixing equipment,
and baking ovens with advanced features have commonly been used in larger-scale bakeries.
However, artisanal and specialty bakeries have often prioritized traditional baking methods
and craftsmanship.

2.1.7 Food Safety and Regulations:

Compliance with food safety regulations and standards has been crucial in the company
industry to ensure the production of safe and hygienic food products. Bakeries have had to
adhere to regulations related to ingredients, labeling, storage, and handling processes to
maintain product quality and safety.

2.1.8 Sustainability and Environmental Concerns:

The company industry has also addressed sustainability and environmental concerns. Many
bakeries have adopted eco-friendly practices, such as using organic and locally sourced
ingredients, reducing food waste, and implementing energy-efficient production methods.
Additionally, there has been a growing demand for eco-friendly packaging materials and a
reduction in the use of single-use plastics.

2.2 Industry Structure

The company industry has had a diverse structure, encompassing various types of bakeries
and players within the market. Here is an overview of the typical structure of the company
industry in the present perfect tense:

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 FLOURBOX BAKERS PRIVATE LIMITED

2.2.1 Retail Bakeries:

Retail bakeries have been independent establishments that have primarily focused on serving
customers directly. They have ranged from small neighborhood bakeries to larger specialty or
artisanal bakeries. Retail bakeries have often had a storefront or company shop where
customers have been able to purchase freshly baked goods.

2.2.2 Commercial or Industrial Bakeries:

Commercial or industrial bakeries have been larger-scale operations that have produced
baked goods in high volumes for wholesale distribution. They have supplied products to
grocery stores, supermarkets, restaurants, hotels, cafes, and other food service establishments.
Commercial bakeries have typically had more extensive production facilities and have
utilized automated equipment to increase efficiency and meet demand.

2.2.3 Specialty Bakeries:

Specialty bakeries have focused on specific types of baked goods or have catered to niche
markets. They have specialized in artisan bread, pastries, cakes, cupcakes, cookies, gluten-
free or vegan baked goods, or other specialty items. These bakeries have often emphasized
quality, craftsmanship, and unique flavors to differentiate themselves from larger competitors.

2.2.4 In-store Bakeries:

In-store bakeries have been found within supermarkets, grocery stores, and other retail
establishments. These bakeries have produced baked goods on-site and have offered a range
of products to customers. In-store bakeries have provided convenience for shoppers and have
enhanced the shopping experience by offering freshly baked goods within the store premises.

2.2.5 Franchise Bakeries:

Franchise bakeries have been part of a larger franchise network, where individual company
locations have operated under a common brand and business model. Franchising has allowed
for standardized processes, branding, and support from the parent company. Franchise
bakeries have benefited from the established brand recognition and marketing efforts of the
franchise.

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2.2.6 Online Bakeries:

With the rise of e-commerce, online bakeries have gained popularity. These bakeries have
operated primarily through online platforms, where customers have been able to browse and
order baked goods for delivery or pickup. Online bakeries have offered convenience, wider
reach, and have often catered to specific dietary needs or customization options.

2.2.7 Supplier and Ingredient Providers:

Suppliers and ingredient providers have played a vital role in the company industry. They
have supplied various ingredients, such as flour, sugar, butter, flavorings, and decorations, to
bakeries. These suppliers have been large-scale distributors or specialized companies
focusing on company ingredients.

2.2.8 Equipment Manufacturers:

Equipment manufacturers have produced and supplied company equipment, such as dough
mixers, ovens, proofers, slicers, and other machinery used in the baking process. They have
catered to both small and large bakeries, offering equipment solutions to enhance production
efficiency and quality.

The company industry's structure has varied based on factors such as location, market size,
and consumer preferences. Additionally, there have been independent artisanal bakeries,
family-owned bakeries, and company chains that have contributed to the overall structure of
the industry.

2.2.9 Competitors
1) Atul Bakery 2) Dotivala Bakers & Confectioners

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3) Mazda Bakery 6) Prashant Bakery

4) Modi Bakery 7) Suntosh Bakery

5) New India Bakery 8) Umrao’s Cakes N’ Bakes

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2.3 Entry & Exit Barriers

Entry and exit barriers in the Bakery Industry have significantly impacted the ease of entering
or exiting the market. Here are some common factors that have served as barriers:

2.3.1 Entry Barriers:

 Capital Investment:
Starting a company has required a significant initial capital investment to acquire or lease a
suitable location, purchase equipment, and obtain necessary licenses and permits. The cost of
ingredients, staffing, and marketing expenses has also added to the financial requirements.

 Expertise and Skills:

Baking has been a specialized skill that has required knowledge of recipes, techniques, and
food safety regulations. Entrepreneurs entering the Bakery Industry have needed to possess or
hire skilled bakers and staff with experience in baking and food handling.

 Brand Differentiation:
Establishing a strong brand and differentiating from existing competitors has been
challenging. Building a brand reputation, creating unique recipes, and developing a loyal
customer base have taken time and effort.

 Distribution Channels:
Securing distribution channels to reach customers, particularly for wholesale or large-scale
production bakeries, has been a barrier. Establishing relationships with retailers,
supermarkets, or food service establishments has required negotiations and agreements.

 Regulations and Compliance:

The Bakery Industry has been subject to various health and safety regulations, as well as
labeling requirements. Complying with these regulations, obtaining necessary permits, and
ensuring proper hygiene and food handling practices has posed a barrier to entry.

2.3.2 Exit Barriers:

 Fixed Costs:
Exiting the Bakery Industry has been challenging due to fixed costs associated with
equipment, lease agreements, and other financial obligations. Selling or disposing of baking
equipment has resulted in financial losses.

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 Brand Equity and Reputation:

Exiting the industry has resulted in the loss of brand equity and reputation that has been built
over time. Customer loyalty and goodwill have been difficult to transfer or recapture in a new
venture.

 Workforce and Employee Transition:

If a company has had a loyal and skilled workforce, exiting the industry has posed challenges
in terms of employee transition, severance costs, or retraining of staff. Maintaining employee
relations and ensuring a smooth transition for employees have been important considerations.

 Lease or Property Obligations:

Exiting the Bakery Industry has involved terminating lease agreements or selling property.
Early lease termination penalties or difficulty in finding buyers for company premises has
acted as barriers to exit.

 Market Conditions:
Poor market conditions or declining demand for company products have made it difficult to
exit profitably. Selling products at discounted prices to liquidate inventory or discontinuing
operations without significant financial losses has been challenging in a slow market.

It's important to note that the specific entry and exit barriers in the Bakery Industry have
varied depending on factors such as location, scale of operations, and market dynamics.
Assessing these barriers and developing strategies to address them has been crucial for
successful entry or exit into the Bakery Industry.

2.4 Strategies
To survive in the competitive Bakery Industry, here are some strategies that have proven
effective:

2.4.1 Product Differentiation:

Differentiate their company by offering unique and high-quality products. They have focused
on developing signature recipes, using premium ingredients, and experimenting with
innovative flavors and designs. They have catered to specific dietary needs or preferences,
such as gluten-free, vegan, or organic options, to expand their customer base.

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2.4.2 Market Research:

They have conducted regular market research to understand customer preferences, emerging
trends, and competitors' offerings. They have stayed updated on changing consumer demands
and adjusted their product portfolio and marketing strategies accordingly. They have gathered
feedback from customers to continually improve their products and services.

2.4.3 Customer Engagement:

They have built strong relationships with their customers through excellent customer service
and personalized experiences. They have engaged with customers on social media platforms,
responded to their queries and feedback promptly, and offered loyalty programs or special
promotions to reward their loyalty. They have encouraged customers to leave reviews and
testimonials to enhance their bakery's reputation.

2.4.4 Online Presence:

They have established a strong online presence to reach a wider audience and tapped into the
growing e-commerce trend. They have developed a user-friendly website or online ordering
platform where customers can browse their products, place orders, and arrange for delivery or
pickup. They have leveraged social media platforms to showcase their products, share baking
tips, and engage with their audience.

2.4.5 Collaborations and Partnerships:

They have sought collaborations with complementary businesses to expand their reach and
customer base. They have partnered with local cafes, restaurants, or event planners to supply
baked goods or create joint marketing initiatives. They have explored corporate partnerships
for catering services or supplying baked goods for office events.

2.4.6 Quality and Consistency:

They have maintained consistent product quality and ensured that customer expectations are
consistently met or exceeded. They have invested in staff training and quality control
processes to deliver consistently high-quality baked goods. They have paid attention to
details such as freshness, taste, presentation, and packaging.

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2.4.7 Operational Efficiency:

They have streamlined their bakery's operations to improve efficiency and cost-effectiveness.
They have optimized production processes, minimized waste, and managed inventory
effectively to reduce costs. They have implemented technology solutions, such as automated
ordering systems or inventory management software, to streamline operations and enhance
productivity.

2.4.8 Brand Building:

They have invested in branding efforts to create a strong and recognizable brand identity.
They have developed a compelling brand story, designed an appealing logo and packaging,
and maintained a consistent visual identity across all touch points. They have engaged in
community events or sponsored local initiatives to build goodwill and enhance their bakery's
reputation.

2.4.9 Adaptability and Innovation:

They have stayed agile and adapted to changing market trends and consumer demands. They
have continuously innovated by introducing new products, flavors, or seasonal offerings to
keep customers engaged. They have monitored industry trends, attended baking conferences
or workshops, and encouraged a culture of innovation within their bakery.

2.4.10 Financial Management:

They have implemented effective financial management practices to ensure profitability and
sustainability. They have monitored and controlled costs, maintained accurate accounting
records, and regularly reviewed financial performance. They have sought professional advice
when needed to optimize pricing strategies, manage cash flow, and make informed business
decisions.

Surviving in the Bakery Industry has required a combination of offering unique products,
providing exceptional customer experiences, and efficient operations. By implementing these
strategies and continuously monitoring and adapting to market dynamics, their company can
thrive and succeed in a competitive market.

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2.5 SWOT Analysis of Industry

2.5.1 Strengths:
 The Bakery Industry has experienced strong demand, with baked goods being staple
food items for many consumers.
 The industry offers a diverse range of products, including bread, pastries, cakes,
cookies, and more, catering to different consumer preferences and dietary needs.
 The growing popularity of artisanal and specialty baked goods has provided
opportunities for differentiation and higher-profit margins.
 Establishing brand loyalty can lead to repeat business and positive word-of-mouth
recommendations.
 The Bakery Industry allows for creativity in product development, recipe creation,
and unique flavor combinations.

2.5.2 Weaknesses:
 The Bakery Industry is characterized by intense competition, with numerous small
local bakeries, large commercial bakeries, and in-store bakeries vying for market
share.
 Baked goods have a limited shelf life, requiring careful inventory management and
potential waste reduction challenges.
 High operating costs, including ingredient procurement, equipment maintenance,
labor costs, and rental fees, can significantly impact profitability.
 Demand for certain baked goods may vary seasonally, necessitating adjustments in
production and marketing strategies.

2.5.3 Opportunities:
 The increasing consumer focus on health and wellness presents opportunities for
bakeries to develop and market healthier options, such as whole grain, gluten-free, or
organic baked goods.
 The rise of e-commerce and food delivery platforms offers opportunities for bakeries
to reach a wider customer base and expand their market reach.
 Providing catering services for weddings, parties, and corporate events can be a
lucrative avenue for revenue growth.

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 Consumers' preference for locally sourced ingredients and eco-friendly practices

presents opportunities for bakeries to promote their commitment to sustainability and
community support.

2.5.4 Threats:
 Shifts in consumer preferences, such as dietary trends or demand for healthier options,
may require bakeries to adapt their product offerings and ingredients.
 Price competition with large-scale commercial bakeries or discount retailers can pose
challenges for smaller bakeries with higher production costs.
 Compliance with food safety regulations and labeling requirements is essential but
may add complexity and costs to company operations.
 Company businesses may be sensitive to economic downturns, as consumers may
reduce discretionary spending on non-essential items like specialty baked goods.

A company should regularly assess its SWOT analysis and adjust strategies accordingly to
stay competitive and capitalize on emerging opportunities.

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 CHAPTER 3:

ORGANIZATIONAL STRUCTURE OF THE

COMPANY
 FLOURBOX BAKERS PRIVATE LIMITED

Owner/Proprietor:
The owner or proprietor is responsible for overall business operations, decision-making, and
strategic planning. They have the ultimate authority and oversee the bakery's functioning.

General Manager:
The general manager is responsible for overseeing day-to-day operations, managing
employees, coordinating production, ensuring quality control, and handling customer
relations. They report directly to the owner and supervise other departments.

Production Department:
Production Manager:
The production manager has overseen the bakery's production activities, scheduled
production runs, managed inventory, and ensured efficient use of resources to meet
production goals.

Bakers:
Bakers have been responsible for preparing and baking the bakery's products according to
recipes and quality standards.

Assistant Bakers:
Assistant bakers have supported the bakers in their tasks and helped with ingredient
preparation, measuring, and cleaning.

Sales and Marketing Department:

Sales Manager:
The sales manager has been responsible for developing sales strategies, managing customer
relationships, overseeing wholesale operations, and ensuring customer satisfaction.

Sales Representatives:
Sales representatives have handled customer inquiries, taken orders, managed accounts, and
maintained relationships with wholesale customers.

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Administrative Department:
Human Resources:
The HR department has managed employee recruitment, on boarding, training, and
performance evaluations, and has handled any employee-related issues.

Finance and Accounting:

This department has handled financial operations, bookkeeping, budgeting, and payroll, and
has managed financial records and transactions.

Administrative Staff:
Administrative staff has supported various administrative tasks such as answering phones,
managing correspondence, scheduling, and maintaining records.

Quality Control Department:

The quality control department has ensured that the bakery's products meet established
quality standards. They have performed inspections, monitored production processes,
conducted tests, and addressed any quality-related concerns.

Maintenance and Facilities:

This department has been responsible for the maintenance and repair of machinery,
equipment, and the company premises. They have ensured that all facilities are clean,
functional, and have met safety standards.

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3.1 Production Department

3.1-Figure 2 Production Unit

Source: From Production Unit

3.1.1 Plant Location

Address: Plot no. 216, Bhatpor GIDC Opp. ONGC Plant, B/H. Toyota Showroom, Hazira Rd,
Magdalla, Surat, Gujarat 394510

3.1.2 Plant Layouts Used

 Plant Layout
The efficiency of production depends on how well various machines, production facilities,
and employee amenities are in a plant. Only a properly laid out plant can ensure the smooth
and rapid movement of material from the raw material stage to the product stage. The plant
layout encompasses both new layout designs and improvements in the existing layout. It can
be defined as a technique of locating machines, processes, and plant services within the
factory to achieve the right quantity and quality output at the lowest possible cost of
manufacturing. It involves a judicious arrangement of production facilities to ensure a direct
workflow.

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 Definition
A plant layout can be defined as follows: Plant layout refers to the arrangement of physical
facilities such as machinery, equipment, furniture, etc., within the factory building in a
manner that allows for the quickest flow of material at the lowest cost and with the least
amount of handling in processing the product from the receipt of material to the shipment of
the finished product. According to Riggs, "The overall objective of plant layout is to design a
physical arrangement that most economically meets the required output – quantity and
quality."

An arrangement that most economically meets the required output quantity and quality.
According to J. L. Zundi, "Plant layout ideally involves the allocation of space and
arrangement of equipment in such a manner that overall operating costs are minimized."

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3.1.2-Figure 3 Plant Layout

Source: Provided by Company

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 Important
Plant layout is an important decision as it represents a long-term commitment. An ideal plant
layout should provide the optimum relationship between output, floor area, and the
manufacturing process. It facilitates the production process, minimizes material handling time
and cost, allows flexibility of operations and easy production flow, makes economic use of
the building, promotes effective utilization of manpower, and provides employee
convenience, safety, and comfort at work, maximum exposure to natural light, and
ventilation. It is also important because it affects the flow of materials and processes, labor
efficiency, supervision and control, use of space, and expansion possibilities, etc.

 Essentials
An efficient plant layout can be instrumental in achieving the following objectives:

 Proper and efficient utilization of available floor space.

 Ensuring work proceeds from one point to another point without delay.
 Providing enough production capacity.
 Reducing hazards to personnel.
 Reducing material handling costs.
 Utilizing labor efficiently.
 Increasing employee morale.
 Reducing accidents.
 Providing volume and product flexibility.
 Providing ease of supervision and control.
 Providing employee safety and health.
 Allowing ease of maintenance.
 Allowing high machine or equipment utilization.
 Improving productivity.

 Types of layouts
From the point of view of plant layout, they can classify small businesses or units into three
categories:

1. Manufacturing units
2. Traders
3. Service Establishments

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Baking Industry

 General Description
 Produces baked goods, such as rolls, muffins, cookies, cakes, pastries, and
similar items
 Relationship to Other Areas
 Pre-preparation
 Can be relatively separate from other functional areas
 Requires dry and refrigerated storage
 Locating the company near customers can increase sales

Biscuit plant layouts are unique for their production flow. The most popular layout for biscuit
plants is:

Sections that are considered in the biscuit plant layout design are

 Premixing
 Mixing
 Forming
 Baking
 Cooling
 Packing sections

3.1.3 Raw Material Used

A company typically uses various raw materials to produce baked goods. Here are some
common raw materials used in a bakery:

 Flour: Flour is a fundamental ingredient in baking and is usually made from wheat.
Different types of flour, such as all-purpose flour, bread flour, cake flour, and whole
wheat flour, may have been used depending on the recipe.
 Sugar: Sugar is used as a sweetener in many baked goods. Granulated white sugar,
brown sugar, powdered sugar, and other forms of sugar may have been used
depending on the desired taste and texture.
 Oil: Oil adds moisture to baked goods, keeping them tender and preventing them
from becoming dry. Certain oils, such as vegetable oil or coconut oil, may have been
added to provide a subtle flavor.

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 Butter or Margarine: Butter or margarine adds flavor, moisture, and richness to

baked goods. They also contribute to the texture and help with browning.
 Yeast: Yeast is used in bread baking to leave the dough. It produces carbon dioxide
gas, which creates air bubbles and makes the bread rise.
 Baking Powder and Baking Soda: Baking powder and baking soda are leavening
agents used in recipes that don't require yeast. They help the dough or batter rise and
create a light and fluffy texture.
 Milk or Water: Liquids such as milk or water are used to hydrate the ingredients and
provide moisture to the dough or batter.
 Salt: Salt is used to enhance the flavor of baked goods. It helps balance the sweetness
and can also control the fermentation process in bread baking.
 Flavorings and Extracts: Various flavorings, such as vanilla extract, almond extract,
or citrus zest, are often added to enhance the taste of baked goods.
 Fruits, Nuts, and Chocolate: Depending on the recipe, fruits, nuts, and chocolate
may be added to provide additional flavor, texture, and visual appeal.

It's important to note that different recipes and types of baked goods may require additional
or specific raw materials. The quantities and proportions of these raw materials may also vary
depending on the recipe and desired outcome.

3.1.4 Systems Used

The production process can be categorized as continuous or intermittent. Let's explore these
production systems and their associated subsystems:

 Continuous Production System:

The continuous production system involves a continuous and uninterrupted flow of
production. In this system, the company operates continuously, producing a large volume of
baked goods to meet wholesale demand.

Subsystems within the continuous production system may include:

 Conveyor System: A conveyor system is used to transport ingredients and products

between different stages of production. It ensures a smooth and continuous flow of
materials.

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 Automated Mixing and Baking: Automated mixing and baking equipment are used
to continuously mix the ingredients and bake products. These machines can handle
large volumes of dough or batter, resulting in a continuous production flow.
 Packaging and Labeling: Automated packaging and labeling machines are utilized to
package baked goods and apply appropriate labels efficiently.

 Intermittent Production System:

The intermittent production system involves periodic production runs based on demand. In
this system, the company operates in batches, producing specific quantities of baked goods at
regular intervals.

Subsystems within the intermittent production system may include:

 Batch Production Planning: Batch production planning involves determining the

production quantity, schedule, and sequencing of batches based on orders and
demand. This planning ensures efficient utilization of resources and minimizes
production downtime.
 Manual Mixing and Baking: Manual mixing and baking methods may be employed,
where bakers manually prepare smaller batches of dough or batter and use
conventional ovens for baking.
 Batch Packaging and Labeling: After each production run, the company staffs
manually packages the baked goods into appropriate containers and apply labels.
 Quality Control: Quality control measures are implemented throughout the
production process to ensure consistency and adherence to quality standards. This
may involve regular product inspections, taste tests, and quality checks.

It's important to note that a company can utilize a combination of continuous and intermittent
production methods based on its specific requirements and capacity. The choice between the
two systems depends on factors such as market demand, product variety, production capacity,
and efficiency considerations.

Flourbox Bakers Pvt. Ltd. is using an intermittent production system to produce its products.

In an intermittent production system of a small bakery, the production process is carried out
in periodic batches based on demand. This system allows for more flexibility in production

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and is suitable for smaller-scale operations. Here are some key components of an intermittent
production system in a small bakery:

 Batch Production Planning:

The company plans the production based on orders, customer demand, and inventory levels.
The production quantity and schedule are determined to ensure efficient utilization of
resources and meet customer requirements.

 Recipe Scaling:
The company adjusts the recipe quantities to match the desired batch size. The ingredients are
measured and scaled accordingly to produce the required amount of baked goods for each
batch.

 Mixing and Preparation:

The bakers manually mix the ingredients to create the dough or batter for each batch. They
follow the recipes and carefully measure and combine the ingredients to achieve consistent
results.

 Manual Baking:
After the mixing process, the dough or batter is placed in the oven for baking. The company
may use conventional ovens, such as deck ovens or rack ovens, to bake the products in
smaller batches. Baking times and temperatures are closely monitored to ensure proper
cooking and desired results.

 Cooling and Finishing:

Once the products are baked, they are removed from the oven and allowed to cool. After
cooling, the company staff may apply finishing touches such as glazes, toppings, or
decorations as required for the specific products.

 Packaging and Labeling:

The company staff manually packages the baked goods into appropriate containers, such as
boxes or bags, based on the order or customer requirements. They apply labels with relevant
product information, including ingredients, allergens, and expiration dates.

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 Quality Control:
Throughout the production process, quality control measures are implemented to ensure that
the products meet the bakery's standards. This may involve visual inspections, taste tests, and
adherence to food safety guidelines.

 Inventory Management:
The company keeps track of the finished products and manages inventory levels to avoid
overproduction or shortages. The batch production planning takes into account the current
inventory levels and adjusts production accordingly.

 Cleaning and Maintenance:

Regular cleaning and maintenance of equipment and work areas are essential to ensure food
safety and the proper functioning of machinery. The company staff is responsible for cleaning
utensils, equipment, and production areas between batches.

3.1.5 Heavy Machinery

 Rotary Oven:
A rotary oven, also known as a revolving oven, is a type of oven commonly used in company
factories for baking a variety of products such as bread, pastries, and cakes. It is designed to
provide even heat distribution and efficient baking of large quantities of baked goods.

3.1.5-Figure 4 Rotary Oven

Source: From Production Unit

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 Sheeter Machine:
A sheeter machine, also known as a dough sheeter or pastry sheeter, is a commonly used
piece of equipment in company factories for rolling and sheeting dough to achieve consistent
thickness and shape. It is especially useful for producing large quantities of dough-based
products like pastries, croissants, and puff pastries.

3.1.5-Figure 5 Sheeter Machine

Source: From Production Unit

 Planetary Mixer:
A planetary mixture mixer is a versatile and commonly used piece of equipment in company
production. It is designed to mix ingredients thoroughly and consistently, making it ideal for
preparing various company products such as dough, batter, and creams.

3.1.5-Figure 6 Planetary Mixer

Source: From Production Unit

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 Dropping Machine:
Dropping machines, also known as depositors, are commonly used in the baking industry to
deposit consistent amounts of batter, dough, or other viscous products onto baking trays or
molds. These machines are designed to automate and streamline the process of forming
uniform shapes and sizes for company items such as cookies, cupcakes, muffins, or pastries.

3.1.5-Figure 7 Dropping Machine

Source: From Production Unit

 Slicer Machine:
A slicer machine is a piece of equipment designed to slice bread, buns, or other baked goods
quickly and uniformly. These machines are commonly used in commercial bakeries and food
production facilities to increase efficiency and productivity in the slicing process.

3.1.5-Figure 8 Slicer Machine

Source: From Production Unit

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 Fork Mixer:
A fork mixer is a specialized type of dough mixer commonly used in bakeries, especially for
handling tough or artisan dough. It uses a unique mixing method that involves a pair of
rotating forks to mix and knead the dough.

3.1.5-Figure 9 Fork Mixer

Source: From Production Unit

 Spiral Mixer:
A spiral mixer is a type of dough mixer commonly used in bakeries for mixing and kneading
dough. It is especially well-suited for handling larger quantities of dough. Spiral mixers use a
spiral-shaped agitator that remains stationary while the mixing bowl rotates.

3.1.5-Figure 10 Spiral Mixer

Source: From Production Unit

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3.1.6 Process Used

3.1.6-Chart 1 Production Process

The process used in a small company unit engaged in wholesale operations typically involves
several steps to ensure the production and distribution of company products efficiently. Here's
an overview of the process:

 Product Planning and Recipe Development:

 Determine the range of company products to offer based on market demand
and customer preferences.
 Develop and refine recipes for each product, considering factors such as taste,
texture, quality, and cost.

 Ingredient Procurement and Inventory Management

 Source and procure high-quality ingredients from reliable suppliers.
 Maintain inventory of ingredients, packaging materials, and other necessary
supplies to support production.

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 Mixing and Preparation:

 Measure and combine ingredients according to the specific recipes.
 Use mixers, dough handlers, and other equipment to mix and prepare the
dough or batter.

 Proofing and Rising:

 Allow the dough to rest and rise for the appropriate time to develop flavor and
texture.
 Control temperature and humidity conditions to facilitate the proofing process.

 Baking:
 Preheat ovens to the required temperature.
 Load trays or pans with proofed dough or batter into the oven.
 Monitor baking times and adjust as needed to achieve desired results.

 Cooling and Quality Control:

 Remove baked products from the oven and allow them to cool.
 Inspect the products for quality, including appearance, texture, and taste.
 Discard any defective or substandard products.

 Packaging and Labeling:

 Package the company products in appropriate containers, such as bags, boxes,
or trays.
 Apply labels with product information, branding, and ingredients.
 Ensure proper sealing and packaging integrity.

 Inventory Storage and Management:

 Store finished products in proper conditions, considering factors such as
temperature and humidity.
 Implement a system for organizing and tracking inventory levels, including
FIFO/LIFO methods.

 Order Fulfillment and Distribution:

 Receive orders from wholesale customers, including retail stores, restaurants,
or distributors.
 Assemble and package the ordered products.

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 Prepare delivery schedules and routes for timely distribution.

 Delivery and Customer Service:
 Load company products onto delivery vehicles.
 Deliver products to customers while maintaining product quality and
freshness.
 Provide excellent customer service, including professional interactions and
addressing any customer concerns.

 Cleaning and Sanitation:

 Regularly clean and sanitize equipment, utensils, workstations, and storage
areas to maintain hygiene and food safety standards.

3.1.7 Material Handling Equipment Used and Layout

In a small bakery unit engaged in wholesale operations, various material handling equipment
can be used to facilitate the movement and storage of materials and products. Here are some
common types of material handling equipment used in such company operations:

 Hand Trucks or Dollies:

Hand trucks or dollies are manual devices with wheels and handles that allow company
workers to transport heavy loads, such as sacks of flour, containers of ingredients, or stacked
company trays. They provide mobility and ease of movement within the company facility.

 Company Racks and Shelving Units:

Company racks and shelving units have been used for storing ingredients, packaging
materials, finished products, and other company supplies. They have helped maximize
vertical space and provided organized storage for efficient inventory management.

 Baking Trays and Sheets:

Baking trays and sheets have been essential equipment for baking various company products
like bread, pastries, and cookies. They have been used to hold and transport the dough or
batter during the baking process.

 Ingredient Bins and Containers:

Ingredient bins and containers have been used to store bulk ingredients, such as flour, sugar,
and grains. They have been designed for easy pouring and scooping, allowing bakers to
efficiently measure and dispense the required quantities of ingredients.

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 Mixing and Dough Handling Equipment:

Depending on the scale of operations, small company units may have used mixers and dough-
handling equipment. This could have included countertop mixers, spiral dough mixers, or
dough dividers and rounder’s to automate the mixing and dough preparation process.

 Ovens and Baking Equipment:

Ovens have been a critical component of a bakery, and the size and type have depended on
the specific products being baked. These could have included deck ovens, convection ovens,
or rack ovens. Other baking equipment could have included proofing cabinets, cooling racks,
and baking racks.

 Bread Slicers:
For wholesale operations, bread slicers could have been used to slice large quantities of bread
quickly and uniformly. These machines could have enhanced efficiency and consistency in
preparing sliced bread for packaging and distribution.

 Packaging Equipment:
Packaging equipment such as sealing machines, labeling machines, and scales could have
been used to streamline the packaging process. This would have ensured accurate portioning,
proper sealing, and labeling of company products for wholesale distribution.

 Delivery Vehicles:
Small company units engaged in wholesale operations could have utilized delivery vehicles,
such as vans or trucks, for transporting products to retail stores, restaurants, and other
customers. These vehicles would have been equipped with temperature control systems to
maintain the freshness and quality of company products during transportation.

It has been important to select material handling equipment that suits the scale of their
company operations and the specific needs of their business. Ensuring proper maintenance
and training for the safe and efficient use of the equipment has optimized workflow and
enhanced productivity in their small wholesale company unit.

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3.1.8 Inventory Control

Effective inventory control has been crucial for a small company unit engaged in wholesale
operations. Here are some inventory control methods that you can implement:

 ABC Analysis:
Classify their company products based on their value and demand. Class A items have been
high-value products with high demand, Class B items have been moderate-value products
with moderate demand, and Class C items have been low-value products with low demand.
Prioritize their inventory management efforts and allocate resources accordingly.

 Just-in-Time (JIT) Inventory:

Implement a just-in-time inventory approach where you have kept inventory levels low and
ordered or produced items based on actual customer demand. This has reduced storage costs,
minimized the risk of product obsolescence, and optimized cash flow.

 Minimum Order Quantity (MOQ) and Economic Order Quantity (EOQ):

Determine the minimum order quantities from suppliers based on their bakery's demand
patterns and pricing structures. Calculate the economic order quantity to find the optimal
order quantity that has minimized ordering and holding costs.

 Safety Stock:
Maintain a safety stock of company products to account for unexpected fluctuations in
demand, delivery delays, or production disruptions. The safety stock has acted as a buffer to
ensure you can meet customer needs during uncertain situations.

 FIFO/LIFO:
Implement the FIFO (First-In, First-Out) or LIFO (Last-In, First-Out) method to manage the
rotation of their inventory. FIFO has ensured that older inventory has been used or sold first,
reducing the risk of spoilage or obsolescence. LIFO has been used for products with a longer
shelf life or when there have been specific advantages to selling newer inventory first.

 Regular Inventory Audits:

Conduct regular inventory audits to reconcile physical stock with recorded stock levels. This
has helped identify any discrepancies, such as theft, spoilage, or inaccurate recording.
Regular audits have also provided an opportunity to reassess inventory levels and make
necessary adjustments.

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 Demand Planning and Forecasting:

Utilize demand planning and forecasting techniques to accurately estimate future customer
demand. Analyze historical sales data, market trends, and customer feedback to generate
reliable forecasts. This has helped optimize inventory levels by aligning them with
anticipated demand.

 Real-Time Inventory Tracking:

Implement an inventory management system that has allowed for real-time tracking of
inventory levels. This system has provided visibility into stock levels, reorder points, and
item-specific information. It has also helped automate reordering processes, reducing manual
effort and ensuring timely replenishment.

 Supplier Relationship Management:

Cultivate strong relationships with their suppliers. Maintain open communication channels
and negotiate favorable terms, such as flexible delivery schedules and competitive pricing.
Good relationships with suppliers have helped streamline procurement processes and ensure
reliable inventory replenishment.

 Regular Performance Analysis:

Continuously monitor and analyze inventory performance metrics, such as inventory turnover
ratio, stock-out rates, and carrying costs. Regularly review these metrics to identify areas for
improvement, optimize inventory control strategies, and make data-driven decisions.

3.1.9Order Quantity, Lead Time, Reordering Level

For a Flourbox Bakers unit engaged in wholesale operations, determining the order quantity,
lead time, and reordering level is crucial for effective inventory management. Here's a guide
on these factors:

 Order Quantity:
The order quantity has been the number of units that have been ordered each time to replenish
their inventory. Balancing the cost of ordering with the carrying cost of holding inventory has
been important. Common methods that have been used to determine the order quantity have
included:

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A. Economic Order Quantity (EOQ): EOQ has been used to identify the optimal order
quantity that has minimized the total cost of ordering and holding inventory. Factors such
as demand, ordering costs, and carrying costs have been considered. The formula for
EOQ has been:

𝟐×𝐂𝐎×𝐃
EOQ = √ 𝐂𝐂

Where:

D = Annual demand (in units)

CO = Ordering cost per order

CC= Carrying cost per unit per year

B. Re-order Level (ROL) or Fixed Order Quantity:In this method, a specific inventory
level has been set at which an order has been placed to replenish stock. The order quantity
has remained constant, and the reordering level has triggered the order placement. The
reordering level has been calculated based on factors such as lead time and demand
variability.

 Lead Time:
(A) Historical Data: Past lead times for each supplier and product have been analyzed to
identify trends and variations. This data has been used as a reference for estimating
future lead times.
(B) Communication with Suppliers: Open communication with suppliers has been
maintained, and regular updates on lead-time expectations have been exchanged.
Collaboration with suppliers has been considered to reduce lead times and ensure
reliable deliveries.
(C) Safety Lead Time: Safety lead time has been incorporated into the calculations to
account for unexpected delays, such as supplier shortages or transportation
disruptions.

 Re-ordering Level:
The reordering level has been the inventory level at which an order should be placed to
replenish stock. It has ensured that there are enough inventories to meet customer demand
while minimizing the risk of stock outs. The reordering level has typically been calculated by

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considering the lead time and average demand during that time. The following formula has
been used:

Re-order Level = (Average Demand per Day/Week/Month) × Lead Time + Safety Stock

The reordering level should have been set in a way that has allowed sufficient time for the
order to be delivered before the stock has run out.

It has been important to regularly review and adjust these factors based on changes in
demand, supplier performance, and other factors impacting inventory management. Effective
inventory management systems and software have also assisted in automating calculations
and providing alerts when it has been time to reorder based on predetermined thresholds.

Remember that these factors have been specific to the unique circumstances of the small
wholesale company unit. Therefore, it has been important to analyze their demand patterns,
lead times, and inventory requirements to determine the most suitable order quantity, lead
time, and reordering level.

3.1.10 Master production schedule

The Master Production Schedule (MPS) has been planned to outline the production quantities
and schedule for each product in each period. The following steps have been taken in creating
the MPS for a small company in Surat:

 Forecasted Demand:
The demand for each company product has been forecasted based on historical sales data,
market trends, and customer feedback. Factors such as seasonality, special events, and
promotions have been considered to estimate the quantities needed for each product.

 Available Production Capacity:

The production capacity of their bakery has been assessed, taking into account factors such as
equipment, labor, and space availability. The maximum production output that their company
can achieve within a given time frame, such as per day or week, has been determined.

 Lead Time Analysis:

The lead times required for each product have been evaluated based on the production
process, including ingredient preparation, mixing, proofing, baking, cooling, packaging, and
any additional time for customization or decoration.

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 Safety Stock:
The safety stock levels for each product have been determined. Safety stock has acted as a
buffer quantity to account for unexpected variations in demand or production disruptions,
ensuring sufficient inventory to meet customer needs during unforeseen circumstances.

 MPS Calculation:
The production quantities and schedule for each product have been calculated using the
forecasted demand, available production capacity, lead times, and safety stock. Specific
quantities to be produced in each period, such as per day or week, have been determined.

 Production Schedule:
A detailed production schedule has been developed based on the MPS calculations. The
schedule has outlined when each product will be produced and in what quantities, considering
factors such as equipment availability, staff shifts, and delivery timelines.

 Material and Ingredient Planning:

Material and ingredient planning have been carried out based on the production schedule.
Adequate inventory levels have been ensured to support the production quantities specified in
the MPS.

 Capacity Planning:
Continuous monitoring and management of their bakery's capacity utilization have been
conducted. The production schedule and quantities have been adjusted as needed to optimize
resource utilization and prevent overloading or underutilization.

 Communication and Coordination:

The MPS has been shared with their production team, suppliers, and other relevant
stakeholders. Clear communication channels have been maintained to ensure everyone has
been aware of the production plan and can align their activities accordingly.

 Monitoring and Adjustments:

Regular monitoring of the actual production output and comparison with the MPS has been
done. Any discrepancies have been tracked, and adjustments to the schedule or quantities
have been made as necessary. The MPS has been continuously reviewed and refined based on
actual performance and changes in demand or production capabilities.

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3.1.11 List of dependent demand inventory (BOM file)

Bread:

 Flour
 Yeast
 Sugar
 Salt
 Water
 Butter or oil
 Other specific ingredients for flavor or variations

Cakes:

 Flour
 Sugar
 Butter or oil
 Baking powder/soda
 Flavorings (e.g., vanilla extract)
 Frosting ingredients (e.g., powdered sugar, butter, milk)

Cookies:

 Flour
 Sugar
 Butter or margarine
 Baking soda/powder
 Flavorings (e.g., vanilla extract)
 Chocolate chips or other specific ingredients for variations

Pasties:

 Puff pastry or other pastry dough

 Filling ingredients (e.g., fruit, custard, cream cheese)
 Sugar or glaze for topping

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Pies:

 Pie crust or pastry dough

 Filling ingredients (e.g., fruit, nuts, chocolate)
 Sugar or glaze for topping

Buns/Rolls:

 Flour
 Yeast
 Sugar
 Salt
 Water
 Butter or oil
 Toppings (e.g., sesame seeds, poppy seeds)

Packaging Materials:

 Bags, boxes, or containers for packaging the company products

 Labels and stickers for branding and product information

3.1.12 CRP Plan

 Forecasting:
Forecasting has involved analyzing historical sales data and market trends to forecast
customer demand for their company products. Seasonal variations, special events, and
upcoming promotions or marketing campaigns have been considered. This has provided a
basis for capacity planning.

 Review Current Capacity:

Their current production capacity has been assessed by evaluating factors such as equipment,
labor, and space availability. The maximum production output their company can currently
achieve within a given time frame has been determined.

 Determine Lead Times:

The lead times required for each product have been calculated based on the production
process, including ingredient preparation, mixing, proofing, baking, cooling, packaging, and
any additional time for customization or decoration.

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 Calculate Production Capacity:

The maximum production capacity of their company has been calculated by considering the
lead times and available working hours. The number of products that can be produced in a
given period, such as per day or week, has been estimated.

 Identify Capacity Constraints:

Any bottlenecks or constraints that may limit their bakery's production capacity have been
identified. This could be limited oven space, insufficient cooling or storage capacity, or a
shortage of skilled labor. These constraints have been addressed by exploring solutions such
as equipment upgrades, process optimizations, or hiring additional staff.

 Resource Planning:
Resources have been planned effectively based on the forecasted demand and calculated
production capacity. The number of staff required for each production process, the number of
ingredients needed, and the scheduling of production runs has been determined.

 Production Schedule:
A production schedule has been developed that optimizes the utilization of resources while
meeting customer demand. Factors such as equipment availability, staff shifts, and delivery
timelines have been considered. The schedule allows for efficient use of time and minimizes
downtime between production runs.

 Inventory Management:
An inventory management system has been implemented to track ingredient usage, monitor
stock levels, and ensure timely replenishment. This helps prevent shortages or excess
inventory, optimizing production and minimizing waste.

 Monitor and Adjust:

Production output has been regularly monitored and compared with the forecasted demand.
Any discrepancies have been tracked, and the production plan has been adjusted accordingly.
This includes adjusting production volumes, scheduling, or resource allocation to ensure
optimal capacity utilization.

 Continuous Improvement:
Their CRP plan has been continuously evaluated and improved based on feedback,
performance data, and changing market conditions. The forecast accuracy, production

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efficiency, and customer satisfaction levels have been regularly reviewed to refine their
capacity planning process.

3.1.13 MRP
MRP (Material Requirements Planning) has been a process that has helped determine the
materials and quantities needed for production based on the demand forecast. Here's an MRP
plan that can be implemented in a Flourbox Bakers production unit:

 Demand Forecast:
Historical sales data, market trends, and customer feedback have been analyzed to forecast
the demand for their company products. Factors such as seasonality, special events, and
promotions have been considered. This forecast has served as the basis for their MRP plan.

 Bill of Materials (BOM):

A comprehensive Bill of Materials has been created for each of their company products. This
list includes all the ingredients, packaging materials, and other components required for
production.

 Inventory Assessment:
Their current inventory levels for each item in the BOM have been reviewed. The quantities
on hand and their expiration dates have been determined. This has helped identify any
shortages or excess inventory that need to be accounted for in the MRP plan.

 Lead Time Analysis:

The lead times for each ingredient and packaging material have been evaluated. The time
required for ordering, delivery, and any additional processing step has been considered. This
information has enabled them to plan the timing of material procurement.

 MRP Calculation:
Using the demand forecast, BOM, and lead times, the materials needed for each product
within a specific time frame have been calculated. This has involved determining the
quantities required to fulfill the forecasted demand and adjusting for lead times and safety
stock.

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 Material Procurement:
Orders for the materials needed have been placed based on the MRP calculations.
Coordination with suppliers has been ensured to ensure timely delivery, taking into account
lead times and any minimum order quantities. Good relationships with suppliers have been
maintained to ensure a reliable supply chain.

 Inventory Management:
An inventory management system has been implemented to track material usage, monitor
stock levels, and maintain proper inventory control. Regular reviews of inventory levels,
stock takes, and reordering of materials have been conducted as needed to prevent stock outs
or excessive inventory.

 Production Scheduling:
A production schedule has been developed based on the MRP plan and the availability of
materials. The production process has been coordinated to align with the delivery of
materials, ensuring that there are no delays or bottlenecks in the production flow.

 Quality Control:
Quality control measures have been integrated into the MRP plan to ensure that the materials
used meet the required standards. Inspections have been conducted on incoming materials to
verify their quality and freshness. The quality of finished products has been monitored and
evaluated throughout the production process.

 Continuous Improvement:
Regular evaluations of the effectiveness of their MRP plan have been conducted by
comparing the actual production output with the forecasted demand. Any discrepancies have
been analyzed, areas for improvement have been identified, and necessary adjustments have
been made to the MRP calculations and processes.

3.1.14 Quality Control Techniques

Quality control has been essential in ensuring that the products of a Flourbox Bakers meet the
desired standards and maintain consistent quality. Here are some quality control techniques
that can be implemented in a Flourbox Bakers production unit:

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 Standardized Recipes:
Standardized recipes have been developed for all their company products, specifying
ingredient quantities, mixing instructions, baking times, and temperatures. This has ensured
consistency in the quality of their products.

 Ingredient Inspection:
Regular inspections of incoming ingredients have been performed to ensure their quality.
They have checked for freshness, proper labeling, and any signs of contamination or damage.
Any ingredients that have not met their quality standards have been rejected.

 Production Process Monitoring:

The production process has been closely monitored to identify any deviations from the
standard procedures. Their staff has been trained to follow the recipes accurately, pay
attention to baking times and temperatures, and maintain cleanliness and hygiene throughout
the production process.

 Product Sampling and Testing:

Regular samples have been taken from their company products and tests have been conducted
for taste, texture, appearance, and freshness. This has included sensory evaluations by trained
staff or laboratory testing if necessary. Benchmarks for acceptable quality have been set, and
adjustments have been made as needed.

 Equipment Maintenance:
Their baking equipment has been regularly maintained and calibrated to ensure accurate
performance. They have kept records of maintenance schedules and any repairs or
replacements.

 Hygiene and Sanitation:

High standards of hygiene and sanitation have been maintained in their bakery. Their staff has
been trained on proper hand washing, use of gloves, and cleanliness of workstations and
equipment. Regular cleaning schedules have been implemented, and all food safety
regulations have been followed.

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 Employee Training:
Investment has been made in training programs to educate their staff on quality control
procedures, food safety practices, and the importance of maintaining consistent quality.
Ongoing training and reinforcement have been provided to ensure that everyone understands
and follows the established quality standards.

 Customer Feedback:
Customers have been encouraged to provide feedback on their company products. This has
been done through surveys, comment cards, or online reviews. Customer feedback has been
analyzed to identify areas for improvement and address any quality concerns raised by
customers.

 Record Keeping:
Detailed records of quality control activities, including ingredient inspections, production
process monitoring, equipment maintenance, and product testing results, have been
maintained. These records have helped track trends, identify issues, and make informed
decisions to improve quality.

 Continuous Improvement:
Continuous evaluation of their quality control processes has been conducted, and
opportunities for improvement have been sought. Regular reviews of their recipes, production
techniques, and customer feedback have been carried out to identify areas where they can
enhance quality and make adjustments as necessary.

3.1.15 Inspection Technique

Incoming ingredient inspection has involved inspecting and verifying the quality of
ingredients as they arrive in their bakery. They have checked for freshness, proper labeling,
and signs of damage or contamination. They have ensured that the ingredients meet their
quality standards before they are used in production.

 Visual Inspection:
Visual inspection has involved performing visual inspections throughout the production
process. They have trained their staff to look for any abnormalities or deviations from the
expected standards. This has included checking the appearance of dough, baked goods,
toppings, fillings, and decorations for consistency and quality.

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 Taste Testing:
Taste testing has involved conducting regular taste tests on finished products to ensure they
meet their desired flavor profile. They have assigned trained personnel to sample products
and evaluate taste, texture, and overall quality. This has helped identify any variations or
issues that need to be addressed.

 Texture Evaluation:
Texture evaluation has involved assessing the texture of baked goods by conducting texture
evaluations. This has involved checking for the desired softness, crumb structure, crispness,
or any other specific characteristics based on their product requirements. They have used
trained individuals or specific tools to evaluate texture objectively.

 Weight and Portion Control:

Weight and portion control have involved weighing and measuring products to ensure
consistency in size and portioning. They have used scales or portioning tools to maintain
accuracy. They have set specific weight or portion targets for different products and have
regularly checked against those standards during the inspection process.

 Packaging Inspection:
Packaging inspection has involved inspecting the packaging of their company products to
ensure they are intact, properly sealed, and labeled correctly. They have checked for any signs
of damage, tampering, or expiration dates. Packaging has played a crucial role in maintaining
product freshness and overall presentation.

 Equipment Performance Check:

Equipment performance check has involved regularly inspecting and evaluating the
performance of their baking equipment. They have ensured that the equipment is functioning
correctly, calibrated accurately, and maintained as per the manufacturer's recommendations.
Malfunctioning equipment can impact the quality of the products.

 Cleanliness and Sanitation Audit:

Cleanliness and sanitation audit have involved conducting regular audits of cleanliness and
sanitation practices in their bakery. They have inspected workstations, utensils, and
equipment for cleanliness. They have checked if proper hand washing, hygiene, and food
safety protocols are being followed by the staff.

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 Record Keeping:
Record keeping has involved maintaining detailed records of all inspections conducted,
including dates, findings, and any corrective actions taken. This documentation has helped
track trends, identify recurring issues, and ensure compliance with quality standards over
time.

 Random Sampling:
Random sampling has involved performing random sampling of products at different stages
of production and from different batches. This has helped ensure that quality standards are
consistently met and has provided a comprehensive assessment of the overall product quality.

3.1.16 Work Study & Time Study

 Work Study:
Work study has involved analyzing work processes to identify areas for improvement,
eliminate waste, and increase efficiency. In a bakery, work study has been applied as follows:

 Method Analysis: Method analysis has involved examining the steps involved in
various tasks, such as dough preparation, baking, and packaging. The goal has been to
identify redundant or non-value-added activities and find ways to streamline the
processes.
 Work Measurement: Work measurement has focused on determining the standard
time required to complete specific tasks. These have helped establish benchmarks, set
production targets, and allocate resources effectively. For example, the time taken to
mix the dough, shape bread, or package products has been measured to optimize
productivity.
 Motion Study: Motion study has involved analyzing the movements and ergonomics
of workers during their tasks. It aims to eliminate unnecessary motions, reduce
fatigue, and improve work methods. In a bakery, this has involved assessing the
movement of bakers, decorators, or packagers to optimize their workflow.

 Time Study:
Time study has been a technique used to determine the standard time required to perform a
specific task or process. It has involved measuring and analyzing the time taken by workers
to complete each step. In a bakery, time study has been implemented as follows:

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 Define Task: Tasks have been defined by identifying specific tasks or processes to be
studied, such as mixing dough, baking, decorating, or packaging. These tasks have
been broken down into smaller elements or steps for accurate time measurement.
 Time Measurement: Time measurement has involved observing and recording the
time taken by workers to complete each task or step. Tools like stopwatches, digital
timers, or software applications have been used to capture precise time data.
 Analysis and Standardization: Analysis and standardization have involved
analyzing the time data collected and identifying any variations or inefficiencies. The
observed times have been compared with the desired or standard times to identify
areas for improvement. This has helped set realistic production targets and establish
standardized procedures for each task.
 Identify Bottlenecks and Improvements: Bottlenecks and improvements have been
identified by looking for bottlenecks or areas where time is being wasted. This could
be due to inefficient work methods, equipment limitations, or worker skill levels.
Based on the findings, process improvements have been implemented, such as
rearranging workstations, providing training, or investing in more efficient equipment.

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3.2 Human Resource Department

3.2.1Recruitment Procedure:

 Identify Job Vacancies:

The HR department has identified the job vacancies within the company based on the needs
of different departments or positions. This has included roles such as bakers, pastry chefs,
cashiers, kitchen assistants, and delivery personnel.

 Job Description and Requirements:

The HR department has created detailed job descriptions for each vacancy, outlining the
roles, responsibilities, and required qualifications. They have determined the necessary skills,
experience, education, and any specific certifications or licenses needed for the position.

 Job Advertisement:
The HR department has advertised job vacancies through various channels, such as online job
portals, social media platforms, local newspapers, and bakery-specific industry networks.
They have ensured that the advertisements are informative, appealing, and reach potential
candidates.

 Application Screening:
The HR department has received applications and resumes from interested candidates. They
have carefully reviewed each application against the job requirements to shortlist candidates
who meet the criteria.

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 Interview Process:
The shortlisted candidates have been invited for interviews. The HR department has
conducted initial screening interviews to assess the candidates' qualifications, experience, and
compatibility with the bakery's culture. They may have also conducted technical or practical
assessments specific to the role, such as a baking demonstration or a tasting session.

 Selection and Reference Checks:

After the interviews, the HR department has selected the most suitable candidates based on
their qualifications, interview performance, and overall fit with the bakery's requirements.
They may have conducted reference checks by contacting previous employers or professional
references provided by the candidates.

 Job Offer and Negotiation:

The HR department has extended a job offer to the selected candidate, including details about
salary, benefits, work schedule, and other employment terms. They may have negotiated
certain aspects of the offer, such as salary or start date, based on the candidate's expectations
and the bakery's budget.

 On boarding and Documentation:

Once the candidate has accepted the job offer, the HR department has initiated the on
boarding process. They have provided the necessary paperwork, including employment
contracts, tax forms, and any other legal or regulatory documentation required. They have
also ensured that the new hire receives necessary information about the bakery's policies,
procedures, and workplace culture.

 Training and Integration:

The HR department has coordinated with relevant departments to provide training and
orientation to the new employees. They have helped the new hires familiarize themselves
with the bakery's operations, systems, and work environment. This has involved training on
food handling, safety procedures, customer service, and other specific bakery-related skills.

 Probation Period Evaluation:

During the probation period, typically a few months, the HR department has assessed the
performance of new employees. They have provided feedback, guidance, and support as
needed. At the end of the probation period, they have made a final decision on the employee's
continued employment.

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3.2.2 Selection Process

 Application Screening:
The HR department has received applications and resumes from interested candidates. They
have carefully reviewed each application to assess the candidates' qualifications, experience,
and skills. They have compared the applicants' profiles against the job requirements to
shortlist candidates who meet the criteria.

 Initial Screening Interview:

The shortlisted candidates have been invited for an initial screening interview. The HR
department has conducted this interview to further evaluate the candidates' qualifications and
assess their compatibility with the bakery's culture. The interview has included questions
about their relevant experience, skills, and motivations for joining the bakery.

 Technical Assessment:
Depending on the nature of the position, the HR department may have conducted technical
assessments to evaluate the candidates' skills and competence in specific areas. For example,
for company roles, candidates may have been asked to demonstrate their baking skills or
participate in a practical exercise to showcase their abilities.

 In-depth Interviews:
After the initial screening, selected candidates have been invited for in-depth interviews with
the HR department, relevant managers, and sometimes, key personnel from other
departments. These interviews have delved deeper into the candidates' qualifications,
experience, problem-solving abilities, and fit within the bakery's work environment.
Behavioural-based questions may have been asked to assess how candidates handle specific
situations or challenges.

 Reference Checks:
The HR department has conducted reference checks to verify the information provided by the
candidates and gain insights into their past work performance and behaviour. They have
reached out to the references provided by the candidates, typically previous employers or
professional contacts, to obtain feedback on the candidates' skills, work ethic, and reliability.

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 Decision Making:
Based on the application screening, interviews, technical assessments, and reference checks,
the HR department, in consultation with relevant stakeholders, has made the final decision on
selecting the most suitable candidates for the positions. Factors considered in the decision-
making process have included qualifications, experience, skills, cultural fit, and potential for
growth within the bakery.

 Job Offer:
Once the selection decisions have been made, the HR department has extended job offers to
the selected candidates. The offers have included details such as salary, benefits, work
schedule, and other terms of employment. The HR department may have engaged in
negotiations with the candidates regarding certain aspects of the offer, such as salary or start
date, to reach mutually agreeable terms.

 On boarding and Integration:

After the candidates have accepted the job offers, the HR department has initiated the on
boarding process. They have provided the necessary paperwork, including employment
contracts, tax forms, and other legal or regulatory documentation. The new hires have been
introduced to the bakery's policies, procedures, and work environment, and they have
received any required training and orientation to ensure a smooth integration into their
respective roles.

3.2.3 No. of Employees

 There are total of 60 employees in factory

3.2.4 Attendance Maintenance

Attendance maintenance in the factory is done through a biometric system.

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3.2.5 Leave Rules

The HR department establishes different types of leave that employees can avail themselves
of such as:

 Annual Leave/Vacation Leave:

This is the leave granted to employees for taking time off for personal reasons, including
vacations, family events, or personal commitments. The number of annual leave days granted
to each employee may depend on factors like their length of service or employment contract.

 Sick Leave:
Sick leave allows employees to take time off work when they are unwell or need medical
attention. The HR department sets guidelines on how sick leave are accrued, the maximum
number of days allowed per year and the requirement for medical certificates or
documentation.

 Maternity/Paternity Leave:
Maternity and paternity leave policies are established to support employees who are
expecting a child or have recently become parents. The HR department ensures compliance
with applicable laws and regulations regarding the duration and benefits associated with these
types of leave.

 Bereavement Leave:
Bereavement leave provides employees with time off to grieve and attend to the loss of a
close family member or loved one. The HR department sets guidelines for the number of days
allowed and the required documentation, such as a death certificate or funeral invitation.

 Public Holidays:
The HR department ensures that employees are aware of public holidays and the bakery's
policies regarding their observance. They determine whether employees are entitled to leave
with pay or compensatory time off for working on public holidays.

 Leave Accrual and Balance:

The HR department establishes rules for leave accrual, determining how leave days are
earned or accumulated over time. They also keep track of employees' leave balances and
ensure that employees are aware of their available leave days.

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 Request and Approval Process:

The HR department sets up a procedure for employees to request leave. This may involve
submitting a leave application form, using an electronic leave management system, or
following a specific communication protocol. The department also establishes guidelines for
supervisors or managers to review and approve leave requests based on staffing needs and the
availability of resources.

 Leave Encashment or Carry Forward:

The HR department determines the policies regarding leave encashment or carries forward.
Encashment allows employees to receive payment for unused leave days, while carry forward
enables employees to carry over a certain number of unused leave days to the following year.

 Documentation Requirements:
The HR department establishes guidelines for the documentation required for different types
of leave. This may include medical certificates for sick leave, proof of pregnancy for
maternity leave, or any other supporting documentation as per the bakery's policies.

 Communication and Awareness:

The HR department ensures that employees are well-informed about the leave policies and
rules. They communicate the policies through employee handbooks, internal memos, or
dedicated leave policy documents. They also address any employee inquiries or concerns
related to leave rules and provide clarification as needed.

Leave is a provision to stay away from work for genuine reasons with prior approval of the
authorities. Flourbox Bakers Pvt. Ltd. provides 15 days leaves in a year to staff members only
and there are no leaves for the workers and if taken amount may be deducted from their
salary.

3.2.6 Employee Safety Mechanisms

 Safety Policies and Procedures:

The HR department develops and implements safety policies and procedures that outline the
bakery's commitment to employee safety. These policies cover areas such as hazard
identification, accident prevention, emergency response, and the proper use of safety
equipment and personal protective gear.

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 Training and Education:

The HR department conducts safety training programs to educate employees about potential
workplace hazards, safe work practices, and emergency procedures. This includes training on
proper handling of company equipment, food safety practices, fire safety, and first aid.

 Safety Inspections and Audits:

The HR department, in collaboration with relevant stakeholders, conducts regular safety
inspections and audits to identify potential hazards and ensure compliance with safety
standards. They inspect work areas, machinery, electrical systems, and other aspects of the
company to address any safety concerns promptly.

 Incident Reporting and Investigation:

The HR department establishes a mechanism for employees to report incidents, accidents, or
near-miss events. They ensure that all incidents are promptly reported, investigated, and
appropriate corrective actions are taken to prevent recurrence. Incident reports may be used to
identify trends and implement proactive safety measures.

 Safety Equipment and Facilities:

The HR department ensures that the company provides the necessary safety equipment and
facilities to mitigate risks. This includes maintaining fire fighting equipment, first aid kits,
safety signs, proper lighting, ventilation systems, and ergonomic workstations.

 Compliance with Legal Requirements:

The HR department ensures that the company complies with applicable safety laws and
regulations. They stay updated on the latest safety standards and revise safety policies and
procedures accordingly.

 Safety Communication:
The HR department promotes effective communication regarding safety matters. They
disseminate safety-related information, guidelines, and reminders through various channels
such as bulletin boards, emails, safety meetings, and training sessions. They encourage
employees to actively participate in safety discussions and provide suggestions for
improvement.

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 Employee Involvement:
The HR department encourages employee involvement in safety initiatives. They establish
safety committees or designate safety representatives who collaborate with management to
identify and address safety concerns. Employee feedback and suggestions are valued and
considered when making decisions about safety measures.

 Ongoing Safety Evaluation and Improvement:

The HR department regularly evaluates the effectiveness of safety mechanisms and programs.
They analyze safety data, review incident reports, and conduct safety performance
assessments. Based on these evaluations, they make necessary improvements to enhance the
overall safety culture within the bakery.

 Emergency Preparedness:
The HR department develops and implements emergency response plans, including
evacuation procedures, communication protocols during emergencies, and coordination with
external emergency services. They conduct drills and simulations to ensure that employees
are prepared to respond appropriately in case of emergencies.

3.2.7 Wages & Salary Administration

 Job Evaluation and Salary Structure:

The HR department establishes a job evaluation process to determine the relative worth of
different positions within the bakery. They assess factors such as job responsibilities, required
skills, qualifications, and experience. Based on the job evaluation, they develop a salary
structure that defines salary ranges for different job levels or positions.

 Salary Benchmarking:
The HR department conducts salary benchmarking by researching and analyzing salary data
for similar positions in the local job market or relevant industry. This helps ensure that the
bakery's salary structure remains competitive and aligns with market standards.

 Salary Administration:
The HR department manages the day-to-day salary administration, which includes various
activities such as:

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 Salary Calculation: The department has calculated salaries based on employees'

designated job positions, pay scales, and any applicable adjustments or increments.
They have considered factors such as experience, performance, and length of service
when determining individual salaries.
 Payroll Processing: The HR department has collaborated with the finance or
accounting team to process payroll accurately and on time. They have ensured that
employees' salaries, deductions, and benefits are properly calculated and disbursed
according to the bakery's policies and legal requirements.
 Salary Reviews and Adjustments: The HR department has conducted periodic
salary reviews to assess the need for salary adjustments or merit-based increases.
They have considered factors such as employee performance, market trends, and
budgetary constraints when determining salary adjustments.
 Benefits Administration: In addition to wages and salaries, the HR department has
administered employee benefits such as health insurance, retirement plans, leave
entitlements, and other applicable perks. They have ensured that employees are aware
of the benefits available to them and have assisted in resolving any benefit-related
queries or concerns.
 Compliance with Employment Laws: The HR department has ensured compliance
with relevant employment laws and regulations regarding wages, minimum wage
requirements, overtime payments, and other legal provisions. They have stayed
updated on changes in labour laws and have adjusted the bakery's compensation
practices accordingly.
 Communication and Transparency: The HR department has maintained clear and
transparent communication with employees regarding wages and salary
administration. They have provided employees with information about the salary
structure, salary policies, performance-based incentives, and any other relevant
details. They have addressed employee inquiries or concerns related to wages
promptly and confidentially.
 Performance Management: The HR department collaborates with supervisors and
managers to ensure that the performance management system is aligned with the
bakery's compensation practices. They have established performance evaluation
criteria and process that link individual performance to salary adjustments or rewards.

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 Record Keeping: The HR department has maintained accurate records related to

wages, salaries, and benefits. They have ensured that employee data, payroll records,
and compensation-related documents are securely stored and readily accessible for
auditing, reporting, or legal purposes.

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3.3 Marketing Department

3.3.1 List of Products

 Jeera Butter  Milk Toast

 Maska Khari
 Nankhtai

 Fruit Toast
 Farmas

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 Jeera Cookies  Badam Pista Biscuits

 Butterscotch Cookies
 Osmaniya Biscuits

3.3.2 Marketing Plan

The company aims to establish strong partnerships with retailers, increase product visibility,
and drive sales. By implementing an effective marketing approach, the company will enhance
brand recognition, attract new retailers, and increase market share in Surat.

 Target Market Analysis:

Identify the target market for the wholesale company in Surat, focusing on retailers. Consider
factors such as the type of retailers, their size, and their customer base. For example:

 Independent local grocery stores and supermarkets.

 Specialty food stores and gourmet shops.
 Cafes, coffee shops, and restaurants with in-house bakeries.

 Unique Selling Proposition (USP):

Determine the bakery's unique selling proposition that differentiates it from competitors and
appeals to retailers. For example:

 Emphasize the use of high-quality ingredients and artisanal baking techniques.

 Offer a diverse range of freshly baked products, including bread, pastries, cakes, and
cookies.

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 Provide customizable packaging and labelling options for private labelling by

retailers.

 Branding and Positioning:

Develop a strong brand identity and positioning strategy that resonates with retailers. This
includes:

 Creating a compelling company name, logo, and tagline.

 Designing professional and visually appealing packaging for products.
 Communicating the bakery's commitment to quality, reliability, and exceptional
customer service.

 Product Offering:
Highlight the bakery's product range and quality to entice retailers. Consider:

 Showcasing a comprehensive catalog of company products with detailed descriptions

and specifications.
 Offering seasonal and specialty items to cater to retailers' changing demands.
 Providing product samples to retailers to encourage them to try and introduce the
bakery's offerings to their customers.

 Pricing Strategy:
Determine competitive pricing strategies that provide value to retailers while ensuring
profitability. Consider:

 Analysing production costs, including ingredients, labour, packaging, and overhead

expenses.
 Offering competitive wholesale prices based on economies of scale.
 Providing volume-based discounts or promotional pricing for bulk orders.

 Distribution Channels:
Identify and establish efficient distribution channels to reach retailers effectively. Consider:

 Directly approaching retailers through targeted sales efforts, including cold calling,
personalized emails, or scheduled meetings.
 Collaborating with local food distribution companies or wholesalers to expand reach
and streamline logistics.

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 Developing an online ordering system or a dedicated retailer portal for convenience

and ease of ordering.

 Promotional Strategies:
Implement various promotional strategies to create awareness and generate interest among
retailers. This includes:

 Creating a professional website showcasing the bakery's products, capabilities, and

contact information.
 Utilizing social media platforms to share visually appealing images of baked goods
and engaging content targeting retailers.
 Offering introductory discounts or promotions for new retail partners.
 Participating in industry trade shows, exhibitions, or networking events to connect
with potential retailers.
 Providing product displays, brochures, or samples to retailers during in-person
meetings or visits.

 Customer Relationship Management:

Implement strategies to build and maintain strong relationships with retailers. Consider:

 Providing excellent customer service by responding promptly to inquiries, resolving

issues, and addressing special requests.
 Conduct regular check-ins with retailers to gather feedback and ensure customer
satisfaction.
 Offering training or workshops to retailers on product knowledge, handling, and
merchandising to maximize sales.
 Creating a retailer loyalty program with incentives for repeat orders and referrals.

 Performance Tracking and Analysis:

Monitor the effectiveness of marketing efforts and make data-driven decisions. Consider:

 Tracking sales data, order volumes, and revenue generated from different retailers.
 Collect feedback from retailers on product quality, packaging, and service.
 Analysing competitor activities and market trends to stay ahead.
 Adapt marketing strategies based on insights to optimize ROI.

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By implementing a well-executed marketing plan, the wholesale company can successfully

target retailers, differentiate itself from competitors, and build strong partnerships. Consistent
evaluation and adjustments to marketing strategies will help the company achieve sustained
growth and profitability in the competitive retail company market in Surat.

3.3.3 Specific Distribution Channel

Distribution is the process of making a product or service available for the consumer or
business user that needs it. This can be done directly by the producer using indirect channels
with intermediaries.

The main manufacturing house of Flourbox Bakers Pvt. Ltd. in Hazira. From Hazira, the
goods are supplied to the various retail stores of the cities these retail stores distributed the
product to the customers.

This company uses two types of levels/channels of distribution.

1. Zero-level channel

Manufacturer Customer

2. One-level channel

Manufacturer Retailer Customer

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3.3.4 PLC concept and association of their product concerning the PLC stage
The Product Life Cycle (PLC) concept is a marketing theory that describes the stages a
product goes through from its introduction to its eventual decline in the market. Each stage of
the PLC presents different challenges and opportunities for a business. Let's explore the
association of company products concerning the PLC stages for a Flourbox Bakers in Surat
supplying its products to retailers:

 Introduction Stage:
In this stage, the company introduces its company products to the market. The key focus is on
building awareness and generating initial sales. Strategies for this stage include:

 Offering samples and demonstrations to retailers to encourage trial and adoption.

 Implementing promotional activities such as introductory discounts and special offers
to attract retailers.
 Emphasizing the unique selling points of the bakery's products, such as quality
ingredients or artisanal techniques.

 Growth Stage:
During this stage, the bakery's products gain traction, and sales start to increase. The goal is
to expand market share and solidify relationships with retailers. Strategies for this stage
include:

 Expanding the product line to cater to the evolving demands of retailers and
consumers.
 Increasing production capacity and ensuring consistent product availability.
 Developing strong relationships with retailers through excellent customer service and
timely deliveries.
 Implementing marketing campaigns to differentiate the bakery's products from
competitors.

 Maturity Stage:
In the maturity stage, the bakery's products have reached wide market saturation. The focus
shifts to maintaining market share and maximizing profitability. Strategies for this stage
include:

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 Continuously innovating and introducing new Flavours, variations, or packaging

options to reignite interest.
 Offering promotional pricing, bundle deals, or loyalty programs to retain retailers and
encourage repeat orders.
 Strengthening brand loyalty through effective marketing campaigns, highlighting the
bakery's expertise and quality.

 Decline Stage:
In the decline stage, market demand for the bakery's products starts to decline, either due to
changing consumer preferences or the emergence of new competitors. Strategies for this stage
include:

 Assessing the viability of the product and considering potential modifications or

adaptations to extend its life cycle.
 Exploring new market segments or geographic areas to offset the decline.
 Making strategic decisions regarding product discontinuation or phasing out, and
reallocating resources to new product offerings or market opportunities.

It's important for the company to continually monitor market trends, consumer preferences,
and the competitive landscape to make informed decisions at each stage of the PLC. By
adapting strategies to align with the respective stage, the company can effectively manage its
product portfolio and maximize its success in the wholesale market in Surat.

3.3.5 Market Segmentation

Market segmentation is the process of dividing a target market into distinct groups based on
specific characteristics, preferences, and behaviours. For a Flourbox Bakers operating in the
wholesale sector and supplying company products to retailers in Surat, the following market
segmentation strategies has been followed:

 Demographic Segmentation:
Segmenting the market based on demographic factors helps target specific groups of retailers.
Key demographic variables for a company may include:

 Retailer type: Independent grocery stores, specialty food stores, cafes, restaurants,
etc.
 Size of retailers: Small, medium, or large-scale operations.

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 Geographical location: Targeting retailers within Surat or specific areas within the
city.

 Psychographic Segmentation:
Psychographic segmentation focuses on understanding the lifestyle, values, interests, and
preferences of retailers. This helps tailor company products and marketing messages
accordingly. Psychographic variables for a company may include:

 Health-conscious retailers: Offering gluten-free, vegan, or organic options.

 Gourmet and artisanal retailers: Highlighting specialty or premium company
products.
 Convenience-oriented retailers: Emphasising ready-to-eat or pre-packaged items for
quick and easy sale.

 Behavioural Segmentation:
Behavioural segmentation involves dividing the market based on retailers' purchasing
patterns, buying behaviour, and loyalty. Behavioural variables for a company may include:

 Purchase frequency: Differentiating between high-volume or regular buyers and

occasional buyers.
 Brand loyalty: Targeting retailers who have consistently ordered from the company
and offering loyalty rewards.
 Seasonal buyers: Identifying retailers who have specific seasonal demands for
company products.

 Usage-based Segmentation:
Usage-based segmentation considers the volume or quantity of company products that
retailers order or consume. Usage-based variables for a company may include:

 High-volume retailers: Targeting retailers who require large quantities of company

products regularly.
 Occasional or event-based retailers: Addressing the needs of retailers who require
company products for specific events or occasions.
 Daily or frequent replenishment retailers: Catering to retailers who have a high
turnover of company products and need daily deliveries.

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 Channel Segmentation:
Channel segmentation focuses on different distribution channels used by retailers. This
allows the company to tailor its approach to specific channels. Channel-based variables for a
company may include:

 Independent grocery stores and supermarkets.

 Specialty food stores or gourmet shops.
 Cafes, coffee shops, and restaurants.

By implementing market segmentation strategies, the Flourbox Bakers can effectively target
and customise its offerings to different segments of retailers in Surat. This enables the
company to cater to the unique needs, preferences, and behaviours of each segment, resulting
in improved customer satisfaction and increased sales.

3.3.6 Positioning Strategies

Positioning is the process of establishing a distinctive image and perception of a brand or
business in the minds of the target market. For a Flourbox Bakers operating in the wholesale
sector and supplying company products to retailers in Surat, the following positioning
strategies can be considered:

 Quality and Freshness:

Position the company as a provider of high-quality and fresh company products. Emphasise
the use of premium ingredients, artisanal baking techniques, and a commitment to delivering
fresh products to retailers. Highlight certifications, such as organic or gluten-free, if
applicable. This positioning strategy appeals to retailers who prioritise quality and seek to
offer their customers the best company products available.

 Customisation and Flexibility:

Position the company as a flexible and customisable company supplier. Showcase the ability
to tailor products, packaging, and labelling to meet the specific requirements of retailers.
Highlight the bakery's willingness to work closely with retailers to develop unique products
or exclusive offerings. This positioning strategy appeals to retailers who value personalised
solutions and want to differentiate their company offerings.

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 Variety and Innovation:

Position the company as a source of diverse and innovative company products. Showcase a
wide range of product offerings, including different flavours, seasonal specialties, and
trending items. Highlight the bakery's commitment to regularly introducing new and exciting
products to keep retailers' offerings fresh and enticing. This positioning strategy appeals to
retailers who want to provide their customers with a wide selection of company options and
stay ahead of industry trends.

 Reliability and Consistency:

Position the company as a reliable and consistent supplier. Highlight the bakery's ability to
consistently deliver high-quality products on time, in the desired quantities, and with
excellent customer service. Showcase testimonials or case studies from satisfied retailers who
have experienced the bakery's reliability. This positioning strategy appeals to retailers who
value a dependable partnership and want to ensure consistent supply to their customers.

 Local and Artisanal:

Position the company as a local and artisanal supplier of company products. Emphasise the
bakery's connection to the local community, support for local ingredients or suppliers, and
traditional baking methods. Showcase the bakery's story and heritage to create a sense of
authenticity and uniqueness. This positioning strategy appeals to retailers who prioritise
supporting local businesses and seek to offer artisanal products to their customers.

 Competitive Pricing:
Position the company as a provider of competitively priced company products. Emphasise the
bakery's ability to offer competitive wholesale prices without compromising on quality or
freshness. Highlight cost-saving benefits such as bulk discounts, promotional offers, or
favourable terms for long-term partnerships. This positioning strategy appeals to retailers
who are price-sensitive and seek value for their investments.

It's important to align the chosen positioning strategy with the bakery's capabilities, target
market preferences, and competitive landscape. Consistently reinforcing the chosen
positioning through marketing communications, product offerings, and customer interactions
will help solidify the bakery's desired image in the minds of retailers in Surat.

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3.3.7 Promotion tools used

 Product demonstrations:
Arrange product demonstrations or tastings specifically for retailers. Showcasing the quality
and taste of your bakery items can be a persuasive tool in encouraging retailers to stock your
products.

 In-store promotions:
Offer in-store promotional materials to retailers, such as posters, banners, or shelf talkers that
promote your bakery products. These eye-catching displays can draw attention to your
offerings and encourage retailers to showcase them prominently.

 Wholesale pricing and discounts:

Provide attractive wholesale pricing and discounts to retailers as an incentive for them to
stock your bakery products. Communicate these special offers through targeted email
campaigns or personalized communications.

 Relationship building:
Invest in building strong relationships with retailers by providing excellent customer service,
timely deliveries, and consistent product quality. Develop a reputation for reliability and
responsiveness, which can lead to long-term partnerships.

3.3.8 Pricing Method

 Cost-Plus Pricing:
This method involves calculating the total cost of producing the bakery products and adding a
mark-up to determine the selling price. The mark-up percentage can vary depending on
factors such as ingredient costs, labour expenses, overhead costs, and desired profit margin.
Cost-plus pricing ensures that all costs are covered and provides a consistent profit margin.

 Competitive Pricing:
With this strategy, Flourbox Bakers sets their prices based on what their competitors are
charging for similar bakery products. It requires researching and analyzing the prices of other
bakeries selling to retailers in Surat. The goal is to set prices that are either slightly lower,
similar, or justified by offering higher quality or unique products.

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 Promotional Pricing:
This strategy involves offering temporary discounts or promotional offers to retailers. For
example, Flourbox Bakers can provide introductory discounts for new retailers, seasonal
promotions, or special pricing for specific products or occasions. Promotional pricing can
attract new retailers, encourage repeat orders, and help generate buzz around the bakery's
products.

 Negotiated Pricing:
For larger or key retailers, Flourbox Bakers can engage in negotiation discussions to
determine customized pricing based on the specific needs and volume of the retailer. This
approach allows flexibility in setting prices that work for both parties while considering
factors like long-term contracts, exclusivity, or special requirements.

3.3.9 Sales Force Management

 Define sales objectives:

Set clear goals and objectives for your sales team. Identify key performance indicators (KPIs)
such as revenue targets, customer acquisition, and market share growth.

 Build a strong sales team:

Recruit, train, and retain talented sales professionals who understand the bakery industry and
have a passion for selling. Look for individuals with excellent communication skills and a
customer-centric approach.

 Territory management:
Divide Surat, Gujarat, into sales territories based on factors like geography, customer density,
and market potential. Assign sales representatives to each territory to ensure comprehensive
coverage.

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 Sales target allocation:

Establish sales targets for each representative based on market potential, customer
segmentation, and historical data. Consider factors like past performance, customer size, and
growth opportunities when assigning targets.

 Sales planning and forecasting:

Develop a comprehensive sales plan that outlines strategies, tactics, and timelines for
achieving sales targets. Regularly review and update the plan based on market trends,
competition, and customer feedback.

 Training and development:

Provide ongoing training to your sales team to enhance their product knowledge, selling
techniques, and customer service skills. Conduct regular workshops, role plays, and
mentorship programs to improve their performance.

 Sales tools and technology:

Equip your sales team with the necessary tools and technology to streamline their activities
and improve efficiency. This may include CRM (Customer Relationship Management)
software for tracking leads, managing customer information, and monitoring sales
performance.

 Sales performance tracking and evaluation:

Establish a system to track and evaluate the performance of your sales team. Monitor sales
metrics, such as revenue, conversion rates, and customer satisfaction. Provide regular
feedback and conduct performance reviews to identify areas for improvement.

 Incentives and rewards:

Implement a robust incentive and reward program to motivate and recognize high-performing
sales representatives. Offer commissions, bonuses, and non-monetary incentives like
recognition and career advancement opportunities.

 Collaboration and communication:

Foster a culture of collaboration and open communication within your sales team. Encourage
regular meetings, brainstorming sessions, and knowledge sharing to leverage the collective
expertise and experiences of your team members.

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 Customer relationship management:

Emphasize building and nurturing strong relationships with wholesale bakery customers.
Encourage your sales team to provide personalized service, understand customer needs, and
offer solutions that add value to their businesses.

 Market research and competitor analysis:

Stay updated on market trends, customer preferences, and competitive landscape in Surat,
Gujarat. Conduct regular market research and competitor analysis to identify opportunities,
address gaps, and stay ahead of the competition.

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3.4 Finance Department

3.4.1 Introduction
American Institute of Certified Public Accountants has defined Financial Accounting as:

The art of recording, classifying and summarising in a significant manner and in terms of
money transactions and events which are in part at least of a financial character and
interpreting the result thereof.

Financial Accounting records business transactions taking place during the accounting period
with a view to prepare financial statements. One of the important objectives of accounting is
to measure the profit of the business and to ascertain the financial position of the business.
Thus, Income and Expenditure or Profit and Loss Account is prepared for a particular period
to determine the profitability of the firm and Balance Sheet is prepared on a particular date
and it determines the financial position of the concern.

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3.4.2 P & L Account

Statement of P&L account as on 31-3-2022 with compare to 31-3-2021

3.4-Table 1 Profit & Loss Account

Year ended on Year ended on

Particulars Note 31/03/2022 31/03/2021

Revenue from operations 17 18757200 -

Other income 18 13040 -

Total Income 18770240 0

Expenses

Cost of materials consumed 19 12134610 -

Purchases of Stock-in-Trade - -

Changes in inventories of finished goods work-in-progress and Stock-in Trade 20 -209710 -

Employee benefits expense 21 2463620 -

Finance costs 22 363340 -

Depreciation and amortization expense 23 426800 -

Other expenses 24 3445020 4160

Total expenses 18623680 4160

Profit before exceptional, extraordinary and prior period items and tax 146560 -4160

Exceptional items - -

Profit before extraordinary and prior period items and tax 146560 -4160

Extraordinary items - -

Profit before tax 146560 -4160

Tax expense: 25

Current tax - -

Deferred tax 94830 -710

Profit/(loss) for the period from continuing operations 51730 -3440

Profit/(loss) from discontinuing operations - -

Tax expense of discontinuing operations - -

Profit/(loss) from discontinuing operations (after tax) - -

Profit/(loss) for the period 51.73 -3440

Earnings per equity share: 26

Basic 5.17 -340

Diluted 5.17 -340

Source: Provided by Company

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3.4.3 Balance Sheet

Balance sheet as on 31-3-2022 with compare to 31-3-2021

3.4-Table 2 Balance Sheet

Particulars Note as at 31/03/2022 as at 31/03/2021
EQUITY AND LIABILITIES
Shareholders' funds
Share capital 3 100000 100000
Reserves and surplus 4 48290 -3444.33
Money Received against share warrants - -
148290 96560
Non-current liabilities
Long-term borrowing 5 6220660 6966330
Deferred tax liabilities (Net) 6 94120 -
Other Long term liabilities - -
Long-term provisions - -
6314770 6966330
Current liabilities
Short-term borrowings 7 1833540 -
Trade payables 8
Total outstanding dues of micro enterprises and small enterprises - -
Total outstanding dues of creditors other than micro enterprises and small enterprises 471070 53770
Other current liabilities 9 511400 1200
Short-term provisions - -
2816010 54970
Total 9279070 7117860
ASSETS
Non-current assets
Property, Plant and Equipment and Intangible
Property, Plant and Equipment 10 6659180 -
Intangible assets - -
Capital work-in-progress 11 - 4087770
6659180 4087770
Non-current Investments - -
Deferred tax assets (Net) 6 - 710
Long-term loans and advances - -
Other non-current assets 12 417250 267860
7076440 4356340
Current assets
Current investment - -
Inventories 13 660660 -
Trade receivables 14 457950 -
Cash and cash equivalents 15 989560 1833640
Short-term loans and advances 16 94460 927880
Other current assets - -
2202630 2761520
Total 9279070 7117860

Source: Provided by Company

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3.4.4 Ratios Analysis

Ratio analysis is an important technique of financial analysis. Ratios are relative form of
financial data and very useful technique to check upon the efficiency of a firm very useful
technique to check upon the efficiency of a firm.

1. Current Ratio:
Current Assets
 Current Ratio=
Current Liabilities

 Current Asset= Cash in Hand, Cash at Bank, Short Term Investment, Bills
Receivable, Sundry Debtors, Inventories, etc.
 Current Liabilities= Outstanding expenses, Bills Payable, Sundry Creditors,
Short-term Advances, Income tax, etc.

3.4-Table 3 Current Ratio

Current Asset
Current Ratio=
Current Liab ilities
Year Current Asset Current Liabilities Ratio
2020-2021 2761520 54970 50.24
2021-2022 2202630 2816010 0.78
Source: Companies financial statement

Current Ratio
60
50.24
50
40
30
Current Ratio
20
10
0.78
0
2021 2022

 Interpretation:
 In the above analysis the current ratio of Flourbox bakers Pvt. Ltd. is not
satisfactory. It is decreasing by year on year. It assessed that the current ratio for
two is lower (less) than the standard rule 2:1. Because current liabilities are
increasing more than current asset.

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2. Debt-Equity Ratio:
Total Debts
 Debt-Equity Ratio=
Shareholder′s Equity
 Total Debts= Total long term borrowings, Total short term borrowings
 Shareholders Equity= Paid up share capital, Reserves and surplus

3.4-Table 4 Debt-Equity Ratio

Total Debts
Debt-Equity Ratio=
Shareholders Equity

Year Total Debts Shareholder’s Equity Ratio

2020-2021 6966330 96560 72.15
2021-2022 8054200 148290 54.31
Source: Companies financial statement

Debt-Equity Ratio
80
72.15
70

60 54.31
50

40
Debt-Equity Ratio
30

20

10

0
2021 2022

 Interpretation:
 The debt-to-equity ratio for the company has decreased from 72.15 in 2020-2021
to 54.31 in 2021-2022. This indicates a shift towards a lower proportion of debt
relative to equity in the company's financing structure.

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3. Net Profit Ratio:

Profit After Tax
 Net Profit Ratio= ×100
Revenue from operations

 Net Profit Ratio indicates net margin on sales.

3.4-Table 5 Net Profit Ratio

Profit After Tax

Net Profit Ratio= ×100
Revenue from Operations

Year Profit After Tax Revenue from Operations Ratio

2020-2021 NA NA NA
2021-2022 51730 18757200 0.28
Source: Companies financial statement

Net Profit Ratio

0.3 0.28

0.25

0.2

0.15
Net Profit Ratio
0.1

0.05

0
2021 2022

 Interpretation:
 For the year 2020-2021, the company incurred a loss of -3,440, which indicates
that the company's expenses exceeded its revenue, resulting in a negative net
profit.
 For the year 2021-2022, the company reported a profit after tax of 51,730, which
represents a positive net profit. The net profit ratio of 0.28% indicates that the
company's profit after tax accounted for approximately 0.28% of its revenue from
operations.

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4. Return on Equity Ratio:

Profit After Tax
 Return on Equity Ratio= ×100
Shareholders fund
 Return on equity (ROE) is a measure of financial performance calculated by
dividing net income by shareholders' equity. Because shareholders' equity is
equal to a company’s assets minus its debt, ROE is considered the return on net
assets.

3.4-Table 6 Return on Equity Ratio

Profit After Tax

Return on Equity Ratio= × 100
Shareholders fund
Year Profit After Tax Shareholders fund Ratio
2020-2021 -3440 96555.67 -3.57
2021-2022 51730 148290 34.89
Source: Companies financial statement

Return on Equity Ratio

40
34.89
35
30
25
20
15 Return on Equity Ratio
10
5
0
-5 2021 2022
-3.57
-10

 Interpretation:
 For the year 2020-2021, the company had a negative profit after tax of -3,440,
resulting in a negative ROE ratio of -3.57%. This indicates that the company
incurred a loss, and the loss was greater than the initial shareholders' equity.
 For the year 2021-2022, the company reported a profit after tax of 51,730,
resulting in a positive ROE ratio of 34.89%. This indicates that the company
generated a return of 34.89% on the shareholders' equity during that year.

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5. Trade Receivable Turnover Ratio:

Average Trade Receivable ×365 days
 Trade Receivable Turnover Ratio=
Gross Sales
 Trade Receivables Turnover Ratio, also known as the accounts receivable
turnover ratio or debtor’s turnover ratio, is an important ratio in accounting.

3.4-Table 7 Trade Receivable T/O Ratio

Average Trade Receivable ×365 days

Trade Receivable Turnover Ratio=
Gross Sales
Year Average Trade Receivable× Gross Sales Ratio
365days
2020-2021 NA NA NA
2021-2022 83575875 18757200 4.46
Source: Companies financial statement

Trade Receivable Turnover Ratio

5
4.46
4.5
4
3.5
3
2.5 Trade Receivable Turnover
2 Ratio
1.5
1
0.5
0
0
2021 2022

 Interpretation:
 For the year 2021-2022, the trade receivable turnover ratio is 4.46. This indicates
that, on average, the company collects its accounts receivable 4.46 times during the
year.

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6. Net Capital Turnover Ratio:

Revenue from Operations
 Net Capital Turnover Ratio=
Working Capital
 Revenue from Operations
 Working Capital= Current Asset, Current Liabilities excluding current maturity of
long term debts.
3.4-Table 8 Net Capital T/O Ratio

Revenue from Operations

Net Capital Turnover Ratio=
Working Capital
Year Revenue from Working Capital Ratio
Operations
2020-2021 0 2706550 0
2021-2022 18757200 -143020 -131.15
Source: Companies financial statement

Revenue from Operations

0
0
2021 2022
-20

-40

-60
Revenue from Operations
-80

-100

-120

-140 -131.15

 Interpretation:
 For the year 2020-2021, the company did not generate any revenue from
operations, resulting in a net capital turnover ratio of 0.
 For the year 2021-2022, the company generated revenue from operations
amounting to 1,87,57,200. However, the working capital is reported as -1,43,020
which is a negative value.

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3.5 Purchase Department

3.5.1 Purchase Procedure

 Identify your Product Requirements:

Determine the types of bakery products they have wanted to purchase, such as bread, cakes,
pastries, cookies, etc. Considered the quantity, variety, and quality of the products they have
needed.

 Research Suppliers:
Looked for reputable bakery product suppliers in Surat. They have searched online, asked for
recommendations from other bakery owners, or consulted local business directories.
Considered factors like price, product quality, reliability, and delivery options.

 Contact Suppliers:
After having a list of potential suppliers, they have contacted them to inquire about their
products, pricing, and any other relevant details. They have asked about minimum order
quantities, pricing discounts for bulk purchases, delivery schedules, and payment terms.

 Request Samples:
They have requested samples of the bakery products they have been interested in before
placing a large order. This has allowed you to evaluate the quality, taste, and freshness of the
products. Many suppliers have offered sample packs or have arranged for to visit their facility
to see their production process.

 Compare Offers:
They have evaluated the samples and compared the offers from different suppliers. They have
considered factors like product quality, pricing, delivery options, and customer service. It has
been important to strike a balance between quality and affordability.

 Negotiate Terms:
If they have been satisfied with a particular supplier, they have negotiated the terms of the
purchase, including price, payment terms, delivery schedules, and any other relevant details.
They have been prepared to discuss the quantities they have required and the frequency of
orders.

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 Place an Order:
Once they have agreed upon the terms, they have placed their order with the chosen supplier.
They have provided them with the required details, such as product codes, quantities, delivery
address, and any specific instructions or preferences.

 Arrange Payment:
Depending on the supplier's payment terms, they may have needed to make an upfront
payment, pay on delivery, or establish a credit account. They have ensured that the payment
method and terms have been agreed upon and clearly documented.

 Track Delivery:
They have monitored the progress of your order and have tracked the delivery to ensure it has
arrived on time. They have communicated with the supplier if there have been any delays or
issues.

 Quality Check:
Upon delivery, they have inspected the products to ensure they have met your quality
standards. If they have encountered any issues, they have contacted the supplier immediately
to address the problem.

3.5.2 Raw Materials Ordered

 Determine your Raw Material Requirements:

Identify the specific raw materials they need for your bakery products. This may include
flour, sugar, yeast, butter, oils, flavours, fruits, nuts, and any other ingredients specific to your
recipes.

 Calculate Quantities:
Estimate the quantities of each raw material they require based on their production needs.
Consider factors such as the volume of your orders, the variety of products you offer, and the
shelf life of the ingredients.

 Identify Suppliers:
Research and identify reliable suppliers of bakery raw materials in Surat, Gujarat. They can
search online, consult local business directories, or ask for recommendations from other
bakery owners. Look for suppliers who offer high-quality products, competitive prices, and
timely delivery.

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 Contact Suppliers:
Reach out to the selected suppliers and inquire about their available raw materials, pricing,
and other relevant details. Provide them with your requirements, including the quantities and
specifications of the raw materials you need.

 Request Samples:
If possible, request samples of the raw materials from the suppliers. This will allow you to
assess their quality, freshness, and suitability for their bakery products. It is particularly
important for ingredients like flour, sugar, and flavours to ensure they meet their standards.

 Compare Offers:
Evaluate the samples and compare the offers from different suppliers. Consider factors such
as product quality, pricing, minimum order quantities, delivery options, and any additional
services or benefits they may offer.

 Negotiate Terms:
Once you have identified a suitable supplier, negotiate the terms of the purchase. Discuss
pricing, payment terms, delivery schedules, and any specific requirements they have. Aim to
establish a mutually beneficial agreement that meets your needs.

 Place an Order:
After agreeing upon the terms, place your order with the chosen supplier. Provide them with
the details of the raw materials they require, including quantities, specifications, and delivery
address.

3.5.3 List of Suppliers

 Ambica Foods  Raj Plastic & Packing
 Arihant Enterprise  Prints-N-Lables
 Mahalaxmi Traders  Shree Asha oil and sugar centre
 Mahavir Namkeens Pvt Ltd  Shree Shakti Ganesh flour mill
 Mr. Bakers cakes & cookies  Vasant traders
 Nilkanth Corporation  Veegee Agencies

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 CHAPTER 4:

DESCRIPTION OF WORK AND

RESPONSIBILITIES TAKEN
 FLOURBOX BAKERS PRIVATE LIMITED

4.1 Describe the department you work

 There are multiple departments in all companies to perform different types of job.
The departments help in the smooth functioning of work as work is been divided
according the departments. Due to which clear allotment of work takes place. Work is
divided according to the skills so that the work is done effectively and efficiently.
 The departments in the companies are:
 Production
 Marketing
 Human Resource Management
 Finance
 We worked in production department of Flourbox. We did different types of sub work
that is packing, labeling, operating machine, learn to make few product and
understood the process of making products.

4.2 Job description

A job description list the main feature of a specific job. Human resource professionals often
use the abbreviation term job description. A job description typically includes the person’s
main duties, responsibilities and working condition. It also includes the job title and to whom
the person holding that job must report. It is only possible after carry job analysis. A job
analysis is a process to carefully examine a job and determine what its duties and
requirements are. We also call it a work analysis. It includes determining how important the
duties are that is ranking them. They also involve identifying the condition under which the
worker must perform those duties. Additionally, a job analysis includes listing what skills,
attributes and physical.

4.3 Machines and Computer programme used:

 Machinery:
 Rotary Oven:

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 Sheeter:

 Planetary mixture:

 Dropping Machine:

 Slicer Machine:

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 Fork Mixer:

 Spiral Mixer:

 Computer program:
 The computer program used by the company is ‘Microsoft excel’ and Fraxinus IT
Solution.

4.4 Description of work responsibility taken

 Packaging
 Labeling
 Stock maintaining
 Quality control

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 CHAPTER 5:

EXPERIENCE GAINEDAND PROBLEM

FACED
 FLOURBOX BAKERS PRIVATE LIMITED

5.1 What did you learn? How will this experience help you in the future?
 We would like to conclude that while making this summer internship project, we
gained practical knowledge about the working of the company. This summer
internship project is certainly going to help us in our personal life and in our business
in our near Future.
 Here we would learn that we should always getting new experience and learn
something every day in our life.

5.2 Problems faced

 As such we didn’t face any problems in the company, because whichever information
we want was given by them and some extra information by the staff members of the
company.
 But there is a minus point about the company is their employees are not much
cooperative as we thought. They did not provide us the documents that we need in
time, they delayed in that.

5.3 What was missing/ lacking?

 The company should focus on its technological up-gradation so that the productivity
of the workers may increase.
 The company should focus on its marketing and promotion.
 They should be more aware about hygiene and cleanliness.

5.4 How could you have gained more experience and done our work
better?
 We would gain experience if this project could be conducted for more time duration
than which we have got now, because in 1 or 2 months we could not study or the
process of the company properly.
 If the internship could be of at least more than the time we had got then it would be
better for us to get more experience and would understand the process of the company
properly and in better way and could be done very deeply.

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 CHAPTER 6:

CONCLUSION, SUMMARY AND

RECOMMENDATIONS
 FLOURBOX BAKERS PRIVATE LIMITED

6.1 Conclusion
Based on our experience at Flourbox Bakers Pvt. Ltd., we have identified several findings
that can lead to further improvements in the company. First and foremost, the company has a
talented and skilled workforce that consistently delivers exceptional products and services.
Additionally, the packaging of their products is attractively designed, catching the attention of
customers. The company's product mix is also unique and stands out from competitors, and
they have an effective distribution system in place. The implementation of Material
Requirements Planning (MRP) and Capacity Requirements Planning (CRP) processes is
efficient and carried out as needed. Furthermore, the company consistently prepares
important financial statements within the given timeframes. Even during times of recession,
the company shows strong vision and resilience, allowing it to thrive. Employee safety is
highly prioritized, demonstrating the company's commitment to the well-being of its staff.
Lastly, Flourbox Bakers diligently follows government rules and regulations, ensuring
compliance at all times. Overall, these factors create an ideal situation within Flourbox
Bakers Pvt. Ltd.

6.2 Summary
 For this Project we have studied the certain departments of Flourbox Bakers Pvt. Ltd.
Company.
 In this company we have studied in Human Resource Department, Marketing
Department, Production Department and Finance Department.
 By this Summer Internship Project, we get excellent and knowledgeable experience.
 In Human Resource Department we have broadly gone through Recruitment process,
Selection process, Performance Appraisal, Training and Development and many
Different forms.
 In Finance Department we have study and made analysis on the Balance sheet, and
interpret their financial condition using the ratios that we calculated using the data.
 In Production Department we have study and gone through levels of production. Also
seen various machines such as freezer, different type of mixtures, various scoops etc.
 In Marketing Department, we have study about Product mix which they are using,
pricing policies, promotion policies, etc.

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 This report is prepared with a view to get the knowledge of the bakery industry. This
report is prepared with the help of MR. PINTUKUMAR PAINTER and on the basis
of study done at Flourbox Bakers Pvt. Ltd.

6.3 Recommendations
During this summer internship project, we understand the perfect scenario of the Flourbox
Bakers Pvt. Ltd. Company. So, by our experience in the company, we are giving some
recommendation to the company for more improvement.

 They should make their website.

 They should expand their business at international level.
 They should spend more money on advertisement of their company. This will lead
them to compare as equal as or much better than their competitors.
 The finance department should invest more money on marketing and expanding their
business locally as well as at international level.
 The company should also provide the facility of hygienic washrooms for their
employees.

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