INTRODUCTION

SUPPLY CHAIN MANAGEMENT (SCM) A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. Supply chains exist in both service and manufacturing organizations, although the complexity of the chain may vary greatly from industry to industry and firm to firm. Supply chain management is typically viewed to lie between fully vertically integrated firms, where the entire material flow is owned by a single firm and those where each channel member operates independently. Therefore coordination between the various players in the chain is key in its effective management. Cooper and Ellram [1993] compare supply chain management to a well-balanced and well-practiced relay team. Such a team is more competitive when each player knows how to be positioned for the hand-off. The relationships are the strongest between players who directly pass the baton (stick), but the entire team needs to make a coordinated effort to win the race. To simplify the concept, supply chain management can be defined as a loop: it starts with the customer and ends with the customer. All materials, finished products, information, and even all transactions flow through the loop. However, supply chain management can be a very difficult task becausein the reality, the supply chain is a complex and dynamic network of facilities and organizations with different, conflicting objectives. DEFINITIONS Supply Chain Management (SCM) is the process of planning, implementing, and controlling the operations of the supply chain with the purpose to satisfy customer requirements as efficiently as possible. Supply chain management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from pointof-origin to point-of-consumption.

NEED OF THE STUDY

Traditionally, marketing, distribution, planning, manufacturing, and the purchasing organizations along the supply chain operated independently. These organizations have their own objectives and these are often conflicting. Marketing's objective of high customer service and maximum sales dollars conflict with manufacturing and distribution goals. Many manufacturing operations are designed to maximize throughput and lower costs with little consideration for the impact on inventory levels and distribution capabilities. Purchasing contracts are often negotiated with very little information beyond historical buying patterns. The result of these factors is that there is not a single, integrated plan for the organization---there were as many plans as businesses. Clearly, there is a need for a mechanism through which these different functions can be integrated together. Supply chain management is a strategy through which such integration can be achieved. In addition to cost reduction, the supply chain management approach also facilitates customer service improvements. It enables the management of: inventories, transportation systems and whole distribution networks so that organizations are able to meet or even exceed their customers' expectations.

SCOPE OF THE STUDY: The study was conducted to know the market position in supply process of planning, implementing, and controlling the operations of the supply chain with the purpose to satisfy customer requirements as efficiently as possible at ITC Ltd. The main focus was to know the needs to make a product or service and deliver it to customers.

OBJECTIVES This chapter is going to deal with the objectives and methodology used for the study. This part provides the information of which methodology has been used for the study and what are its main objectives to study the supply chain analysis with respect to selected ABD Nuts, Spices& Chilies. To provide the conceptual frame work on supply chain analysis. The result of these factors is that there is not a single, integrated plan for the organization. To study the supply chain operations and to understand the operations at ITC Ltd. To analyze the supply trends with market of selected ABD Nuts, Spices& Chilies. To offer the findings and suggestions based on the present study period.

METHODOLOGY

Data sources Data collection method Sample size Sample unit

Data Source
Primary data: Primary data, by contrast, is collected by the investigator conducting the research . Secondary data: The sources for the data collection for the present study are purely of secondary sources like books and websites.

Data Collection method

The secondary data which is needed for the present study period is secondary data. Sample size Sample Unit Data Analysis: The data has been analyzed using the following:

 Specific valuation ratios Key financial ratios DuPont model for Fundamental analysis and for Technical analysis Moving Average is applied as a statistical tool. Specific valuation ratios: These ratios are used by the banks for specific purpose unlike other companies. Such as credit deposit ratio, cash deposit ratio, investment deposit ratio Key financial ratios: These ratios are used by banks to evaluate the financial results of the banks unlike other companies. DuPont Analysis: The DuPont Model is a technique that can be used to analyze the profitability of a company using traditional performance management tools. To enable this, the DuPont model integrates elements of the Income Statement with those of the Balance Sheet.

LIMITATIONS OF THE STUDY

The study is confined to only ABD Nuts, Spices& Chilies, which are limited for coming to conclusion regarding the performance of whole spices industry. The study is limited by time and cost factors.

The study is analyzed on the limitation of values availability.

The study is also limited to the dates taken as the sample and the values that stand on that date.

The study period may not be in detailed or full-fledged in all aspects.

The data taken into account is limited on the time and availability

INDUSTRY PROFILE

HISTORYAND EVOLUTION OF ITC Ltd:

ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Company of India Limited. As the Company's ownership progressively Indianised, the name of the Company was changed from Imperial Tobacco Company of India Limited to India Tobacco Company Limited in 1970 and then to I.T.C. Limited in 1974. In recognition of the Company's multi-business portfolio encompassing a wide range of businesses - Cigarettes & Tobacco, Hotels, Information Technology, Packaging, Paperboards & Specialty Papers, Agri-business, Foods, Lifestyle Retailing, Education & Stationery and Personal Care - the full stops in the Company's name were removed effective September 18, 2001. The Company now stands rechristened 'ITC Limited'. The Companys beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was the centre of the Company's existence. The Company celebrated its 16th birthday on August 24, 1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of the Company was historic in more ways than one. It was to mark the beginning of a long and eventful journey into India's future. The Company's headquarter building, 'Virginia House', which came up on that plot of land two years later, would go on to become one of Kolkata's most venerated landmarks. Though the first six decades of the Company's existence were primarily devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco businesses, the Seventies witnessed the beginnings of a corporate transformation that would usher in momentous changes in the life of the Company.

ITC's Packaging & Printing Business was set up in 1925 as a strategic backward integration for ITC's Cigarettes business. It is today India's most sophisticated packaging house. In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'. The objective of ITC's entry into the hotels business was rooted in the concept of creating value for the nation. ITC chose the hotels business for its potential to earn high levels of foreign exchange, create tourism infrastructure and generate large scale direct and indirect employment. Since then ITC's Hotels business has grown to occupy a position of leadership, with over 100 owned and managed properties spread across India. In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited, which today has become the market leader in India. Bhadrachalam Paperboards amalgamated with the Company effective March 13, 2002 and became a Division of the Company, Bhadrachalam Paperboards Division. In November 2002, this division merged with the Company's Tribeni Tissues Division to form the Paperboards & Specialty Papers Division. ITC's paperboards' technology, productivity, quality and manufacturing processes are comparable to the best in the world. It has also made an immense contribution to the development of Sarapaka, an economically backward area in the state of Andhra Pradesh. It is directly involved in education, environmental protection and community development. In 2004, ITC acquired the paperboard manufacturing facility of BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to improve customer service with reduced lead time and a wider product range. In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint venture. Since inception, its shares have been held by ITC, British American Tobacco and various independent shareholders in Nepal. In August 2002, Surya Tobacco

became a subsidiary of ITC Limited and its name was changed to Surya Nepal Private Limited (Surya Nepal). In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing company and a major supplier of tissue paper to the cigarette industry. The merged entity was named the Tribeni Tissues Division (TTD). To harness strategic and operational synergies, TTD was merged with the Bhadrachalam Paperboards Division to form the Paperboards & Specialty Papers Division in November 2002. Also in 1990, leveraging its agri-sourcing competency, ITC set up the Agri Business Division for export of agri-commodities. The Division is today one of India's largest exporters. ITC's unique and now widely acknowledged e-Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Now it extends to 10 states covering over 4 million farmers. ITC's first rural mall, christened 'Choupal Saagar' was inaugurated in August 2004 at Sehore. On the rural retail front, 24 'Choupal Saagars' are now operational in the 3 states of Madhya Pradesh, Maharashtra and Uttar Pradesh. In 2000, ITC forayed into the Greeting, Gifting and Stationery products business with the launch of Expressions range of greeting cards. A line of premium range of notebooks under brand Paperkraft was launched in 2002. To augment its offering and to reach a wider student population, the popular range of notebooks was launched under brand Classmate in 2003. Classmate over the years has grown to become Indias largest notebook brand and has also increased its portfolio to occupy a greater share of the school bag. Years 2007- 2009 saw the launch of Children Books, Slam Books, Geometry Boxes, Pens and Pencils under the Classmate brand. In 2008, ITC repositioned the business as the Education and Stationery Products Business and launched India's first environment friendly premium business paper under the Paperkraft Brand. Paperkraft offers a diverse portfolio in the premium executive stationery and office consumables segment. Paperkraft entered new categories in the

office consumable segment with the launch of Textliners, Permanent Ink Markers and White Board Markers in 2009. ITC also entered the Lifestyle Retailing business with the Wills Sport range of international quality relaxed wear for men and women in 2000. The Wills Lifestyle chain of exclusive stores later expanded its range to include Wills Classic formal wear (2002) and Wills Clublife evening wear (2003). ITC also initiated a foray into the popular segment with its men's wear brand, John Players, in 2002. In 2006, Wills Lifestyle became title partner of the country's most premier fashion event - Wills Lifestyle India Fashion Week - that has gained recognition from buyers and retailers as the single largest B-2-B platform for the Fashion Design industry. To mark the occasion, ITC launched a special 'Celebration Series', taking the event forward to consumers. In 2000, ITC spun off its information technology business into a wholly owned subsidiary, ITC Infotech India Limited, to more aggressively pursue emerging opportunities in this area. Today ITC Infotech is one of Indias fastest growing global IT and IT-enabled services companies and has established itself as a key player in offshore outsourcing, providing outsourced IT solutions and services to leading global customers across key focus verticals - Manufacturing, BFSI (Banking, Financial Services & Insurance), CPG&R (Consumer Packaged Goods & Retail), THT (Travel, Hospitality and Transportation) and Media & Entertainment. ITC's foray into the Foods business is an outstanding example of successfully blending multiple internal competencies to create a new driver of business growth. It began in August 2001 with the introduction of 'Kitchens of India' ready-to-eat Indian gourmet dishes. In 2002, ITC entered the confectionery and staples segments with the launch of the brands mint-o and Candyman confectionery and Aashirvaad atta (wheat flour). 2003 witnessed the introduction of Sunfeast as the Company entered the biscuits segment. ITC's entered the fast growing branded snacks category with Bingo! in 2007. In eight years, the Foods business has grown to a significant size with over 200 differentiated products under

six distinctive brands, with an enviable distribution reach, a rapidly growing market share and a solid market standing. In 2002, ITC's philosophy of contributing to enhancing the competitiveness of the entire value chain found yet another expression in the Safety Matches initiative. ITC now markets popular safety matches brands like iKno, Mangaldeep, Aim, Aim Mega and Aim Metro. ITC's foray into the marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its partnership with the cottage sector. ITC's popular agarbattis brands include Spriha and Mangaldeep across a range of fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani and Nagchampa. ITC introduced Essenza Di Wills, an exclusive range of fine fragrances and bath & body care products for men and women in July 2005. Inizio, the signature range under Essenza Di Wills provides a comprehensive grooming regimen with distinct lines for men (Inizio Homme) and women (Inizio Femme). Continuing with its tradition of bringing world class products to Indian consumers the Company launched 'Fiama Di Wills', a premium range of Shampoos, Shower Gels and Soaps in September, October and December 2007 respectively. The Company also launched the 'Superia' range of Soaps and Shampoos in the mass-market segment at select markets in October 2007 and Vivel De Wills & Vivel range of soaps in February and Vivel range of shampoos in June 2008.

Board of Directors

CHAIRMAN Y C Deveshwar

EXECUTIVE DIRECTORS
Nakul Anand P V Dhobale K N Grant

NON-EXECUTIVE DIRECTORS A Baijal S H Khan H G Powell Basudeb Sen S Banerjee S B Mathur P B Ramanujam K Vaidyanath AV Girija Kumar D K Mehrotra Anthony Ruys
B Vijayaraghavan

P V DHOBALE P. V. Dhobale (56) was appointed a Director on the Board of ITC effective January 3, 2011. He holds responsibility for Paperboards & Specialty Papers and Packaging businesses of ITC and also represents the Finance and IT functions on the Board. A Chemical Engineer from IIT, Mumbai, he joined the erstwhile ITC Bhadrachalam Paperboards Limited (ITC Bhadrachalam) as a Management Trainee in

1977 and became its Managing Director in 2000. Following the amalgamation of ITC Bhadrachalam with ITC in March 2002, and subsequent merger of Bhadrachalam Paperboards Division with Tribeni Tissues Division, Dhobale took charge of the Paperboards & Specialty Papers Business as its Divisional Chief Executive. Dhobale is credited with the successful turnaround of ITC Bhadrachalam in 2001, and exponential growth thereafter. He spearheaded the growth involving capital infusion of over US$ 500 million through brownfield organic growth as well as acquisitions. Under his leadership, ITCs Bhadrachalam Mill has emerged as the largest single-location paper mill in the country producing more than 400,000 tonnes of papers & boards. Under his stewardship, and in line with ITCs sustainability strategy, 110,000 hectares of plantations were developed, the pioneering ECF and Ozone Bleaching Technology were introduced, ITC became a member of the Global Forest and Trade Network and successfully implemented a number of Clean Development Mechanism Projects.
Dhobale is an active member of several industry bodies. He is the past President of Indian Paper Manufacturers Association, past Chairman of the Andhra Pradesh State Council of Confederation of Indian Industry (CII), and Chairman, Energy Efficiency Council of CII - Sohrabji Godrej Green Business Centre, Hyderabad. Dhobale is also the Founder President of Indian School of Business - Centre for Executive Education Alumni Association, Hyderabad Chapter. Amongst others, he is a Member of the Development Council for Pulp, Paper & Allied Industries, the Council of Association of Central Pulp & Paper Research Institute, and the World Wide Fund for Nature (India) - A.P. State Committee.

kurush n grant Kurush N Grant (54) was appointed a Director on the Board of ITC on March 20, 2010. He oversees ITC's FMCG businesses Cigarettes, Foods, Personal Care, Lifestyle Retailing, Education and Stationery Products, Matches and Agarbattis. After completing his MBA in 1979, he worked with DCM as a Management Trainee before joining ITC in 1980 in the Marketing function. During his tenure in the Company, he has handled a wide range of responsibilities in Sales, Brand Management and Product Development. He was Executive Vice President, Marketing of the Tobacco Division before becoming Divisional Chief Executive in 1999.
He has been involved in the incubation and development of ITC's new initiatives in the FMCG sector. He is a Director on the Boards of King Maker Marketing Inc., USA and Surya Nepal Private Limited, Nepal. He is also the Non Executive Chairman of Wimco Ltd. He is the immediate past Chairman, CII Eastern Region, and is also a Member of the Executive Committee of the Indian Chamber of Commerce. He is the Vice Chairman of the Indian Society of Advertisers. He has been a past Chairman of the National Readership Studies Council, as well as the Audit Bureau of Circulations, India.

The ITC Vision & Mission

Sustain ITC's position as one of India's corporations through performance, creating growing value for the world class most valuable To enhance the wealth

generating capability of the enterprise in a

Indian economy and the Companys stakeholders

globalising delivering sustainable stakeholder value

environment, superior and

Core Values
ITC's Core Values are aimed at developing a customer-focused, high-performance organisation which creates value for all its stakeholders: Trusteeship As professional managers, we are conscious that ITC has been given to us in "trust" by all our stakeholders. We will actualise stakeholder value and interest on a long term sustainable basis. Customer Focus We are always customer focused and will deliver what the customer needs in terms of value, quality and satisfaction. Respect For People We are result oriented, setting high performance standards for ourselves as individuals and teams.

We will simultaneously respect and value people and uphold humanness and human dignity. We acknowledge that every individual brings different perspectives and capabilities to the team and that a strong team is founded on a variety of perspectives. We want individuals to dream, value differences, create and experiment in pursuit of opportunities and achieve leadership through teamwork. Excellence We do what is right, do it well and win. We will strive for excellence in whatever we do. Innovation We will constantly pursue newer and better processes, products, services and management practices.

Nation Orientation We are aware of our responsibility to generate economic value for the Nation. In pursuit of our goals, we will make no compromise in complying with applicable laws and regulations at all levels.

ITC SPICES
With its trading operations based at Mumbai, ITC-ABD has a procurement network covering Kerala, Gujarat, Maharashtra and Rajasthan. The products are packed in Jute bags, Polypropylene bags and Paper bags according to the buyers requirements. The specialty of the division lies in its ability to offer products according to the buyer's specification, and packaged specifically to suit his requirements. The Spices business offers a wide assortment of varieties under each product.

History: ABD Nuts & Spices

The division combines people with vast experience in agri-trading with the ITC Groups credibility to justify its standing in the trading arena. The division was set up in 1989 and since then has handled a wide range of products - such as Sesame Seeds, HPS Groundnuts, Castor Oil, Spices, and Processed Foods etc. Total volume handled is in excess of 1, 20,000 mts, and the division has established its presence as a reliable and competitive supplier in the Mediterranean countries, USA, Europe, Far East etc.

Perspectives: ABD Nuts & Spices

The success of a division depends on the team, their operational logistics, their positioning in the market and their productivity levels. The Nuts & Spices division has set certain standards by which it benchmarks its products:

Quality Control - This comes from strict quality focus at every stage, from procurement to processing and export. ABD has a presence both at the farm/produce marketing yard level as well as the processing stage. Quality is ensured through both an ABD representative and an independent quality surveyor.

Business Contacts - Loyalty and a strong relationship in business is built out of years of experience in a particular industry. ITC-ABD's expertise in the business and its contacts with Agents\Brokers, Suppliers, Markets etc., has made the supply chain process effective. It also instils faith in the buyers and makes them come back to ITC, time and again.

Operational Efficiency - ITC's capabilities on swift procurement and processing, freighting skills and an ability to deliver promptly as per the buyer's requirement have increased customer satisfaction levels considerably.

Spices
ITC forayed into the branded spices market with the launch of Aashirvaad Spices in May 2005. The offering currently consists of Chilli, Turmeric and Coriander powder in SKUs of 50g, 100g, 200g and 500g each. Aashirvaad Spices, operating in selected markets of south and east, have spread to a large consumer base and have emerged as a major player in basic spices in most regional markets.

Aashirvaad Pickle Mirch Powder In March 2008, Aashirvaad added a unique variant to its Spices range with the launch of Pickle Mirch Powder in Andhra Pradesh, a state known for its variety of spicy pickles. The Pickle Mirch Powder uses the finest of Warangal Bamboo Chillies, which are sourced directly from the farmers and selected by experts to ensure the right aroma, pungency and colour.

:: Instant Mixes

Convenience and authentic taste now has a new name with the Aashirvaad Instant Mix range. This range, launched in March '06, now includes Gulab Jamun, Rava Idli, Rice Idli and Rice Dosa. Aashirvaad Instant Mixes promise the discerning Indian homemaker perfect tasting dishes, consistently. The Rava idli Mix is available in 500g pack and rest of the products are available in 200g packs. :: Aashirvaad Ready Meals

Aashirvaad Ready Meals - a range of ten of the most popular Indian dishes in a ready-toeat format. This range endeavours to provide the consumer an experience of authentic, homemade food at an affordable price. These are 100% natural and have zero preservatives.

Chilli History
Everything You Wanted To Know About Chilli History - How They Circumnavigated The World On this page we'll take a look at the history of the chilli after Columbus arrived in the Caribbean and Central America. What we find fascinating is that the chilli was adopted around the world in a period of approximately 50 years. This was achieved in a period when horse-drawn and winddriven were the primary means of transport. It's almost as if the world was waiting for the chilli to arrive.

Despite Spain's apparent early claim to the chilli, the Portuguese appear to be the first traders to have spread the them globally. Portugal's maritime power rounding the Cape of Good Hope and reaching India in 1498 - set a course for the chilli to leave South America.

The Treaty of Tordesillas in 1494 had effectively split the world in half between Spain and Portugal, and the Portuguese were eager to exploit their half, especially Brazil. By the 1500's they were regularly exporting chillies from Brazil, the only part of South America which Portugal could claim under the Treaty.

During their trips to India, the Portuguese traders stopped in various African ports along the way. The Africans' fondness for Grains of Paradise, or Guinea Pepper (Aframomum melegueta), which have a gingery, peppery taste, prepared them to absorb the pungent chilli into their cuisine with ease. In only a few years, chillies had traveled as far east as Mozambique. But trade was only one agent of the chillis spread: Portuguese slave gathering in Africa also played a large part.

While it is possible to trace the chillis move from South America across the Atlantic Ocean, its crossing of the Pacific is more difficult to pin down. The 1529 Treaty of Zaragosa defined Spanish and Portuguese jurisdiction in the Asia-Pacific region: the Spanish received the Philippines, and Portugal received the Spice Islands, or Moluccas (part of Indonesia around Sulawesi).

By 1540, the Portuguese were trading in Indonesia; soon after, chillies made their way to China. However, it is unclear if the Portuguese were the first to bring the chilli to China. Indians and Arabs were actively trading with the Chinese long before the Europeans arrived in asia. Furthermore, Hunan and Szechuan provinces, whose cuisines use chillies most frequently, were connected to the nonChinese world by the Silk Road trade route rather than by coastal ports. Moreover, at the time, there were no direct overland routes from Chinese ports to those two provinces.

In 1549, the Portuguese reached Japan, but again it is unclear if they introduced the chili pepper there, because the Japanese had already ventured to Mexico in Spanish-designed ships.

While Africa, India, and Asia quickly absorbed the chilli, Europe seemed reluctant to use it as anything more than a curiosity or an ornamental. From Spain, the chilli moved to Antwerp, then to Italy in 1526, and on to England in 1548. Curiously, the chilli did not reach Eastern Europe through trade with other Europeans.

There are a number of similar but competing theories as to how the chilli did reach Eastern Europe;
o

Muslim merchants may have brought chilli from India through the Persian Gulf, on Alexandria, and then north into Eastern Europe.

Alternatively, the Turks could have brought chillies from Asia and then transported them through the Persian Gulf, Asia Minor, and the Black Sea in to Hungary, which they conquered in 1526. From Hungary, the chilli then probably moved into Germany.

A third possibility has the Portuguese exporting chillies from Hormuz, one of their colonies in the Persian Gulf, to Eastern Europe as a cheaper alternative to black pepper.

Interestingly, it was not until 1868 that Europeans learned that chillies were not originally from India.

Most surprising is the length of time it took for the chilli to arrive in North America. Despite being grown in Mexico for thousands of years, it was not until the slave trade was in full swing that the chilli appeared. By 1600, the British and Dutch had broken the Spanish and Portuguese naval domination, opening up the spice trade. However there does not appear to have been any demand for chillies from the Americans as a result of this. Instead, it was the use of chillies in the African cuisine that is the reason behind their spread. Chillies had become such a integral part of the African diet that slave traders had to bring large quantities with them on their trans-Atlantic voyages. Also, to maintain the African slaves' eating

habits once in North America (and consequently their performance), the plantation owners had to grow chillies. As a result, it was not until the 17th century that the chillies had become a staple in North America.

Growing Introduction
Weve put together a series of our most popular articles to help you grow healthy chilli plants. With the help of the below articles you should have all of the information you need to help you source chilli seeds, grow your plants, ward off pests and disease, harvest chilli peppers and even store your crop for use throughout the winter.

Growing Guide
This is our definitive guide to growing chili plants. It provides a step by step guide to all the stages youll need to go through from selecting and planting seeds, right up until you harvest your home grown chilies.

Pest & Diseases

Unless you are very lucky indeed there is a fairly high chance your chilli plants may encounter some form of pests or disease. Luckily this isnt as bad as it sounds and most problems are ones youll face with all types of vegetable growing. Our pests and diseases article runs down many of the common problems your plants may develop. For more specific advice take a look at these resources on combating slugs and snails or dealing with aphid attacks. Chilli Gro Lights We keep saying it but the key to growing healthy chilli plants is to give them lots of light. Many growers supplement natural light in order to get the maximum growth from

their chilli plants. You can just do this early in the season using cheap household lights (like we do) or you can go the whole hog and use purpose built gro lights to potentially get huge harvests all year round. Read more about chilli lights.

Over Wintering
A common misconception is that chilli plants are annuals. Too many chilli gardeners throw away their pepper plants at the end of the autumn thinking that they have served their purpose and will die off over the winter. With just a little luck and the invaluable advice from our overwintering article you should be able to get most of your chilli plants through the winter giving you larger, stronger plants next year.

Hydroponics
Growing your chilli plants in a liquid matter with a precise balance of nutrients and minerals (instead of compost) can produce outstanding growth rates and monster harvest of peppers. Take a look at our hydroponics guide here.

Chilli Pepper Seeds

Selecting the right chilli seeds to use and the initial germination are perhaps two of the most important factors in chilli growing. Our chilli seeds article gives you all the information you need to know about where to buy seeds, how to save your own and some great tips to germinating seeds.

Growing Bell Peppers

We get a lot of emails and questions from readers wanting to know if they need to treat their sweet peppers any different form their hot chilli peppers. Weve created a specific guide to growing bell peppers to try to help answer some of these questions.

Chili Pepper Seeds

Chili pepper seeds are now easier to come than ever. Once thought of by gardeners as specialist plants growing chili peppers is easier than most people think. The popularity of growing chili peppers has boomed over recent years, leading seed suppliers and garden centers to increasingly stock chili pepper seeds. A few years ago you were luck if you found a generic packet of Chili Seeds in your local garden center. Nowadays however many are stocking several of the more common varieties such as Cayenne, Jalapeno and Habanero. If you require something a bit more specialist such as chocolate habanero or tepin or bhut jolokia pepper seeds a simple search on the internet will usually lead you to what you want. There are a number of reputable companies now selling good seed on Amazon.

Hot pepper seeds lifespan

As with most types of seeds if stored in to cool, dark, dry place the seeds can successfully last a few years. However it is advisable to try to buy only what you intend to use for a particular growing season. As with any types of plant seed it is worth investing in good quality chili seeds from a reputable supplier as these tend to have a higher seed germination rate and produce stronger healthier plants that are more disease resistant and will produce more chillies.

Germinating chili pepper seeds

The first thing you will need to consider is when you should start to germinate your pepper seeds. If growing in North America or Europe then your aim should be as early in the year as possible. If you are growing (or just starting your plants off) indoors or in a greenhouse then you will be able to plant your pepper seeds as early as January/February. If you plants are destined to be kept outside then your exact timings will be dependent on your local weather conditions. If starting off indoors start early but remember you will

not be able to put any plants outside until the last frost has passed so be sure you have enough space and light available until then As with germinating any type of seeds the key to success is heat & moisture. Plant your chili seeds in a standard multipurpose compost, moisten with a mister (as opposed to soaking) and place somewhere warm. Ideal places are those that provide a constant warm temperature such as in an airing cupboard, on top of a fridge or computer monitor or in a cupboard. In addition covering the seeds (either with a propagator lid or clear plastic bag) will help to keep the moisture in the soil. There are several thing you can do in an attempt to increase your germination rates. Some of the techniques described below are believed to work, some are thought of as old wives tales. However as with any form of gardening none are an exact science and experimentation is best to see what works best for your particular circumstances. Pre Soaking your chili seeds in a little water for a few hours can be a good way to reduce the germination time. The reason this works is that it quickly softens the seeds outer casing while at the same time prompting the seed to swell in to life. There are various ideas that soaking your seed in weak tea solutions or vinegar can help increase germination rates or even help prevent disease in your plants. These may be worth a go and can be fun to experiment with however regular tap water usually does as good as any. Temperature of your soil is vital to germination. Annum varieties which include ornamental pepper seeds such as numex tend to germinate fine at lower temperatures but other varieties such as habanero or bhut jolkia will require warmer temperatures in the region of 70-90oF (20-32oC). The temperature will have a massive impact on the speed and success rates of germination so be sure to put your chili seeds somewhere warm during this phase.

Yield Definition: Yield can be defined as the amount of prime product manufactured from a given amount of materials. In other words to give forth or produce by a natural process or in return for cultivation. Yield Variance The yield variance is the result of obtaining a yield different from the one expected on the basis of input. It occurs when the actual yield differs from the standard yield expected from a given mix of inputs. The difference between actual output and standard output of a production or manufacturing process, based on standard inputs of materials and labor. The yield

variance is valued at standard cost. Yield variance is generally unfavorable, i.e., actual output is less than standard or expected output, and only rarely favorable. E.g.: In sugar refining, a normal loss of yield develops because, on the average it takes approximately 102.5 pounds of sucrose in raw sugar form to produce 100 pounds of sucrose in refined sugars. Part of this sucrose emerges as black strap molasses, but a small percentage is completely lost. Variance Analysis: Analysis of variance (ANOVA) is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form, ANOVA provides a statistical test of whether or not the means of several groups are all equal, and therefore generalizes t-test to more than two groups. There are three classes of models used in the analysis of variance, and these are outlined here. Fixed-effects models (Model 1) The fixed-effects model of analysis of variance applies to situations in which the experimenter applies one or more treatments to the subjects of the experiment to see if theresponse variable values change. This allows the experimenter to estimate the ranges of response variable values that the treatment would generate in the population as a whole. Random-effects models (Model 2) Random effects models are used when the treatments are not fixed. This occurs when the various factor levels are sampled from a larger population. Because the levels themselves are random variables, some assumptions and the method of contrasting the treatments differ from ANOVA model 1.

Mixed-effects models (Model 3) A mixed-effects model contains experimental factors of both fixed and randomeffects types, with appropriately different interpretations and analysis for the two types.

Agri Business Overview:

ITCs foray into the spices business, through its Agri Business arm (ABD), the ILTD Division, is an endeavor to provide quality differentiation across the value chain from the farmer to the customer. Farm interventions are designed to Produce The Buy rather than Buy The Produce. The customers derive value from Quality Assured and Identity Preserved spices at Globally Competitive Prices. ITC Spices serves as the benchmark for spice industry standards. Ever since its inception, it has ensured that it will grow by co-creating value for the Customer, Suppliers and Farmers. ITC Spices has gained immense success and reputation through its business activities and looks forward to place itself on the Global Spice Map as a One Stop Shop for Spices & Spice Derivatives. ITC Spices continues to work towards providing augmented quality offering of products and services to its esteemed customers. An endeavor to this end is achieved through customized growing programs and augmented service offerings spanning cleaning, blending, packing, storage and shipment. Its facilities are organic certified by Control Union (Formerly SKAL) and thus it is fully capable of offering organic spices as well. ITC shares a century long relationship with the farming community reaching directly to the farm gate, linking the farming community to the global business circuits and international best practices. ITC is Indias largest exporter of Agri products valued at over Rs. 15 Billion (US $ 380 Million) with a wide range of products including Spices.

CHILLIES. Chilli (Capsicum annuum L.; Capsicum frutescence.), also called 'red pepper', is an important cash crop in India and is grown for its pungent fruits, which are used both green and ripe (the latter in the dried form) to impart pungency to the food. As a condiment, it has become indispensible in every in every Indian home. It is also used medicinally, and in chutnies and pickles. The pungency is due to the active principle 'capsicin' contained in the skin and the septa of the fruit. Introduced from tropical South America in the seventeenth century, it is now grown in all parts of India covering about 7,33,800 hectares. Andhra Pradesh, Maharashtra, Karnataka and Tamil Nadu account for about 75 per cent of the total area and annual production. GENERAL BOTANICAL ASPECTS. Capsicum palnts are herbaceous or semi-woody annualsor perennials. The leaves are ovate, tapering to a sharp point, entire up to 15 cm long, dark green on the upper surface and pale green on the lower surface. The flowers are small, white and borne singly or in clusters of 2 or 3 in the axils of the leaves. The fruits are of diverse shapes and sizes depending upon the variety. CLIMATE AND SOIL. The crop is grown from almost the sea-level up to an altitude of 1500 metres in tropical and subtropical regions with an annual rainfall of 60-150 cm. Very high rainfall during its growth is harmful. When grown in the hot-weather or in lower rainfall tracts, it is cultivated as an irrigated crop. The rain-fed crop does well on deep-fertile, welldrained black cotton soils. In ill-drained soils the plants shed their leaves and turn sickly even in temporary water-logging. Under irrigation and good manuring excellent crops can be raised in sandy and light alluvial loams as well as in red loamy soils. ROTATION.

Under rain-fed conditions, the crops is rotated with jowar, ragi, cotton, groundnut and castor. As an irrigated crop, it is grown in rotation with sugarcane, turmeric, ragi, maize or with any of the vegetables. Since the pests and diseases are common to chilli, brinjal and potato it is not advisable to include them in a rotation. The irrigated chilli crop is sometimes grown mixed with millets, groundnut, cotton , ginger or vegetables. As a garden crop in northern India, it is sometimes allowed to grow as a stand-over crop for one or two seasons. CULTIVATION. The land is ploughed and harrowed 3 or 4 times to obtain a fine tilth. About 100 cartloads of farmyard manure or compost per hectare is applied at the last ploughing. Some farmers also do sheep-penning and pen about 5000 sheep per hectare, in addition to the application of manures. In Andhra Pradesh the crop receives a basal dressing of 10-12 tonnes of farmyard manure or compost. Green manuring is recommended for the areas of assured rainfall and also for the irrigated crop. In addition, 60 kg of N, 30 kg of P 2O5 and 50 kg of K2O per ha for tyhe rainfed crop and 60 kg of N, 60 kg of P 2O5 and 50 kg of K2O per ha for the irrigated crop are applied as a basal dressing. The land for irrigated chilli is laid out in beds, 2-3 square metres, or is made into ridges 1/2 to 1 metre apart. The winter crop is planted from July to September and the summer and the summer crop in February and March. Whereas these are the two important seasons for its cultivation, a third-crop, known as the mid-season (May-June) crop, is also taken in certain parts of the country. The chilli is generally transplanted, though direct sowing is also done in certain parts of the country, especially in Andhra Pradesh. Seeds taken from healthy, well-matured fruits selected for the purpose are mixed with ashes and sown evenly in well-manured nursery-beds. beds are generally 1.2m wide and 15 cm high with channels, with channels between the beds to facilitate the drainage of excess water. About 1100-1200g of seeds are sown in 0.01 ha will give sufficient seedlings to transplant in one hectare. The treatment of seed with Ceresan or Agrosan GN, as a plant-protection against seed-borne

diseases, is desirable. The seed is protected from the sun with a thin mulch of straw or leaves. The mulch is removed on the completion of germination in about 7-10 days. The seedlings are irrigated every day and manured either with ammonium sulphate or with some oilcake. Spraying the crop with 1% Bordeaux mixture or someother copper fungicide during the third week after sowing is desirable to prevent damping-off. The seedlings are thinned, if necessary and those growing too tall are sometimes topped. The seedlings are ready for transplanting in 40-45 days. They are generally transplanted on a cloudy evening preceding rain, or when it is actually drizzling. A shower at or after transplanting helps the seedlings to take a quick foothold; in the absense of it, a light watering is given. Seedlings are planted 45-60 cm apart in straight rows 1/2 to 1 m apart. In Karnataka furrows, 60 cm apart, are opened with a country-plough along as well as across the field and two good seedlings are planted along the water-line on one side of the ridges made 25-45 cm apart. Similarly, in beds a spacing of 45-60 cm is adopted. The irrigated crop is weeded and hand hoed 3 or 4 times. Irrigation is given at 7-10 day intervals, depending on the season and the crop growth. The rain-fed crop is given 2 or 3 hoeings with bullock-drawn implements and sometimes earthed up to help the surplus rain water to flow freely. The crop responds well to good cultivation , irrigation and manuring. The rain-fed crop is top-dressed with 20 kg of N per ha to be drilled in between the rows on the 45th day after planting, preferably a good shower. For the irrigated crop, 100-140 kg of N in 4-6 split doses, followed by a copious irrigation at fortnightly intervals , starting from the 45th day of planting is recommended to be top dressed. VARIETIES. The varieties under cultivation differ in the size, shape, colour and pungency of the fruits. The fruits may be thin and long, large and thick, short and bell-shaped, small and round. The unripe fruits may be green, creamy and yellow or orange. Similarly the ripe fruits may be of different shades of red. The variety of bell-shaped fruits is the least pungent and is cooked as an ordinary vegetable. Capsicum annuum and C. Frutescens are

the two principal species grown in the varieties of the former constitute the chief of the dry chilli or commercial use. Crop improvement research at the Indian Agricultural Research Institute, New Delhi, has produced 'NP 41', a high-yielding pungent chilli and 'NP 46', another chilli resistant to thrips. 'Hybrid 5-1-5'is high yielding and suitable for the production of green chillies. Among the non-pungent vegetable types, two American varieties, 'World Beater' and 'Bell Pepper', and one Russian variety, 'R. 449' are high-yielders. In Andhra Pradesh, the improved varieties, 'G-1','G-2','G-3','G-4' and 'G-5' and four cultures, 'X-200', 'Ca.960', 'X-196' and 'X-197' are high-yielding and are fast spreading in the state. The variety 'G-1' is high-yielding and tolerant to thrips, has a persistent calyx and is highly suited for export. 'G-3' responds well to higher doses of fertilizers. 'G-4' is a strain suitable for producing green chillies. It has a mild pungency and low seed content. It is more productive and more tolerant to pests and diseases than 'G-3'. 'G-5' is a short-pod variety. HARVESTING. The crop becomes ready for harvesting in about 31/2 months after planting . The picking of ripe fruit continues for about 2 months and about 6-10 pickings are taken for this purpose. The summer crop is wholly disposed of as green chillies. Ripe fruits are picked along with stalks and are heaped indoors for 3 or 4 days for the partially ripe fruit to develop the proper red colour. They are then dried in the sun for 4-5 days depending upon weather conditions and are graded for size and colour before marketing. Unripe chillies are sometimes oiled and dried for domestic consumption. Commercially, there are various grades such as the first sort, mixture etc. Grades, such as special medium and fair are also adopted. Good fruit length, shining red colour, high pungency and strong attachment of the calyx are the important factors which the merchants consider for fetching a high price.

In the USA and other countries, there is a liking for stalkless chilli pods of deeep red and glossy pericarp. Artificial drying favours the retention of the deep red colour and smooth and glossy pericarp, as the produce is dehydrated within a short period of 18 hours. Pods of 'G-3', which have a cup shaped calyx and compressed base are reported to withstand the removal of the calyx. The seeds can be retained intact since the thalamus portion, which is compressed prevents shedding. YIELD. The average yield of the rainfed crop is about 500 kg of dry chillies per ha and that of irrigated crop varies from 1000-2000 kg per ha. The recovery od dry chillies is 25-30 per cent of the fresh weight.

Chilli production scenario: India is the largest producer, consumer and exporter of chilli in the world. Other major producing countries are China, Pakistan & Mexico. India contributes to 30 % of world production and only 10-15% of Indian production is exported.

LOCATION GUNTUR (AP) KHAMMAM (AP) WARANGAL (AP) KURNOOL (AP) BYADAGI (KNTK) BELLARY (KNTK) INDORE (MP) RAMANTHAPUR (TN) VILATHIKULAM (TN) MAHARASTRA

VARIETIES 334, US341, 273, IND, BYADAGI TEJA WONDER HOT, CHAPATA, 334 341, DD K.BYADAGI, DABBI

PRODUCTION (MT) 40,000 10,400 8000 1,600

14,000 K.BYADAGI No.12, GANESH, US, JWALA MUNDU 1760 S.SANNAM BYADAGI, GANESH 500 14,000

Chilli varietal Profile:

Fruit VARIETIES Length Fruit % Stem % Seed % (cm) 273 334 Warangal 9.5 7.4 59.2 53.0 5.6 4.9 35.2 42.1 90.0 60.0 21000 32000 ASTA Capsaicin SHU

334 Guntur INDAM-5 341 Badrachalam 341Guntur 4884 Teja Karnataka Byadagi Guntur Byadagi Wonder Hot Chapata Devanur Delux Naga Chilli Birds Eye Chilli

6.7 7.8 8.6 8.2 6.8 6.8 8.4 9.5 12.3 9.0 10.3 5.0 2.0

52.4 58.4 74.0 45.2 50.4 53.0 55.2 73.0 77.6 79.7 69.4 71.0 45.0

5.6 5.2 4.0 9.2 7.6 6.5 6.0 4.5 4.8 8.0 4.8 4.0 4.0

42.0 36.4 22.0 45.6 42.0 40.5 38.8 22.5 17.6 12.3 25.8 25.0 51.0

50.0 75.0 120.0 130.0 70.0 80.0 145.0 145.0 100.0 110.0 130.0 32.0 29.70

23000 50000 50000 55000 80000 75000 11000 12000-15000 13000 8000 42000 420000 >120000

CHILLI SUPPLY CHAIN : The following are the segments of chilli value chain: A) Procurement B) Movement C) Storage D) Operations E) Quality Control

F) Processing G) Marketing Chilli procurement of Spices Business is spread across A.P., Karnataka, M.P., Tamil Nadu & Maharastra. The raw material (sun dried chilli) is procured from different sources. Post procurement, the raw material is moved from sourcing points to respective storage locations (dry warehouse or cold storages) or to operations points (SemiFinished/Finished handling points / processing plants). After the relevant operation, Final Product or Semi-Finished product is produced and packed in different proportions. Based on the demand and storage plan, stocks are moved to storage location from where they will be moved to the end customer once sale takes place.

C. Operations : Following are the operations involved in chilli supply chain :

Raasi Drying De-stemming De-seeding Packing Labeling Sampling Marking Fumigation Stacking

 Containerization

Raasi: Purpose Blending {uniform mix of grades (a+b / b+c / a+b+c)} To reduce moisture content of the product (11+-1%) Grading - Removal of damage & discolored (DD) pods; mould infested pods

(MIP); broken chilli (BC); insect damaged pods (IDP); pods without stalk (PWS), loose seeds (loose seeds)
Uniform standard packaging how, where, when man Labeling Cleaning (removal of foreign matter) Quality check

Requirement for Raasi Most farm buy material (IPM, 30.5kg packs) and dealer buy material (35 kg packs) do not require raasi. Duration of Raasi operation generally ranges from 4- 10 hours depending on the lot size, number of grades to be mixed, moisture content of material, prevailing weather condition, material texture (thick / thin pericarp). Raasi is mandatory for:
Material meant for connection to plant Export material Food Business Division Material

Yield percentage during Raasi operation varies: Moisture loss is (3-5%); loose seeds yield is (1%); talu/damaged pods - depends on grading intensity; material shrinkage depends on type of bag weighment recorded (exact weight or lower values) during procurement vs weighment during issue for Raasi. Raasi yield of 97% is achieved from material meant for FBD, this is due to: i) No grading is required, only single grade/blend

is subjected to cleaning and handling ii) FBD material is procured from Mandi (90%) & dealer buy (10%). In mandi buy, the lower gross weight of the bag is calculated during weighment. If bag weight is 35.4 kg, recorded weight is 35 kg gross & 34 kg as net; if bag weight is 35.8 kg, recorded weight is 35.5 kg gross & 34.5 kg net. If bag weight is more than 45kg, there is 1 kg standard deduction of material weight apart from deducting the gunny weight of 1 kg (44 gross & 43 net weight). Also lower gross weight is calculated during mandi buy to compensate anticipated yield loss due to handling, spillage, moisture loss. 95% yield is obtained from material meant for ILTD since grading & all other standard ops are conducted Post Raasi operations consists of :
Quality check of material Physical analysis for {(dd)damage & discoloured; moisture; mip(mould infested

pods); (bc) broken chilli; (idp) insect damaged pods; (pws) pods without stalk), (ls)loose seeds}
Sampling : 2 kg sample drawn by standard procedure. 1 kg to lab, 1 kg for control Uniform repacking ( For FBD (35kg net); ILTD-25/30/35kg) Individual bag labeling (operation date, grade, quantity, cost) Label stitching (FBD -white; ILTD - yellow) Yield reconciliation against issue in log book Preparation of repacking statement & physical analysis report & ERP data entry

Drying: Chilli drying operations is for moisture content regulation for processing, shipment and storage. :
For material to be connected to plant - <11% moisture For shipment of whole chilli 9% For shipment of crushed & powder 9-10% For storage of whole chilli in dry warehouse 11% For storage of whole & powder in cold storage

De-stemming : De-stemming is the process of removing the stem and calyx from the Chills pods. De-stemming operation is done as per customer specification or market demand. It is done manually by experienced workers. Loose seeds, calyx, white chilli etc are the by products of de-stemming operations. Documents required - Stack Card, De stemming report, Check weighment register, Issue register De-seeding: removal of seeds from chilli pods as per customer requirement Packing: Each lot is uniformly packed in different sizes and in different packing material as per customer specifications

Labeling: Labeling the bags/stacks for traceability during storage & transportation Sampling:

Sampling is done for physical analysis of the product and for QC lab analysis. 2 or 3 representative samples of 1 kg each are drawn from the lot following the standard sampling procedures; sample bag is tagged (commodity, crop year, grade, date, lot quantity, customer name, location); 1 sample is sent to the QC lab for analysis; 1 sample is retained as control; 1 sample is sent to customer (if required). Documents: Sample dispatch register, sample code format, sample issued book, sample register Marking: Markings are given on each bag at the time of buying for traceability: Marking process Company name(ITC Ltd.)/Bag weight(42.5)/ Grade(F2B)/Date of buy(19.11)/Lot size(26)/Serial no. of bag(7) Fumigation: Fumigation is done for safe storage by killing the insects and storage pests. Fumigation is done at least once in a year or whenever changes in procedures or processes occur. Fumigation to be carried by the authorized and trained fumigators only. All shipments to processing plant should be done only after fumigations and date of the fumigation to be declared on the loading sheet. Documents: Fumigation register & certificate Stacking: Stacking to be done for effective use of space at Godown and also to maintain lot identity till it moves out of the godown. Standard stacking pattern to be followed containing 3 bags/ Unit to ensure compactness and also for maximum utility of the space. Once the stacking is done, the godown in-charge should immediately tag the stack with stack card at a prominent location, which received from, operation no., grade, no. of bags, quantity(net) in kg/MT). Documents Stack card & loading sheet Containerization:

D. Storage:
Dry ware house and handling unit infrastructure:

TOTAL UNIT LOCATION OPERATIONS CAPACITY INCHARGE (MT)

NALLAPADU GODOWN

NALLAPADU (NPG) WARE HOUSING/STORAG E 100 PRAMOD B (7893563222)

CONTAINER STUFFING CERTIFIED BY SPICES BOARD / CFS POWDER STUFFING CONTAINERIZATI ON WHOLE STUFFING - 12MT(10KG PACKS)/ 14MT(25KG PACKS) 12/14 18 28

SPICES BOARD / CUSTOMS FUMIGATION CERTIFIED DE-STEMMING RAASI RAASI 22 330 220

WAREHOUSE/STO RAGE VIJAYA AGRO SERVICES(V AS) NALLAPDU

100

DEHUMIDIFICATI ON (BRY AIR) MACHINE CLEANING GRADING CONVE YOR DESTEMMING RAASI BY PASS ROAD (MADRAS HIGH WAY) BY PASS ROAD (MADRAS HIGH WAY)

220

BHASKER (8897565359)

66

15 264 80 15 176 45 KIRAN (9949928517) SUGUNA RAO CHENNAKE SAVA (9849919554)

KRISHNA SPICES

STORAGE DESTEMMING RAASI STORAGE

KANAKADU RGA (KDR)

RAASI WAREHOUSE/STO RAGE SHIVA CHILLIES (CKP) DEHUMIDIFICATI CHINNAKONDRA PODU ON (BRY AIR) MACHINE CLEANING GRADING CONVE YOR PALLAKALA RU DSU SATTANAPA LLI DSU SATULURU DSU PALLAKALARU DE-STEMMING

120 50 VANDANAM (9959452134) 44 VENKAT

220

33

SHUKUR (9948927543) SITTAIH (9704312069) NARENDRA (9989590952)

SATTANAPALLI

DE-STEMMING

33

SATULURU

DE-STEMMING

22

DOCUMENT WAREHOUSE OPERATION PROCESS FLOW FLOW Receipt register, On receipt of material at warehouse, 10% check weighment of loading sheet, the lot is done gate pass, weigh bridge challan Log book entry is done Cross check the marking on bags received from cold storage (grade, lot size, weight) Received material will be stored in 3 alternatives ways: i)Material stacked inside due to weather conditions, space utilization, operation purpose(fumigation / sun dry); ii) material stacked in outside platform for issuing to operations for next day; iii) material directly issued for Raasi on the same day Stacking of material and issue of bonds grade wise Warehouse bond

IN CHARGE

Issue for Raasi : 100% check weighment or 10% (square root Issue register, of bags) before Raasi issue - depending on variation in weights log book, work (if variation of weight is >10% during 10% check weighment, order book, 100% has to be done) Physical analysis report, sampling register, repacking statement, Post Raasi operations yield check weighment register, yield reconciliation statement, ERP by product register, register,

Location incharge, clerks dealing assistant and

Average Destemming Yields for the Year 2011-12

IND 334 334 NonCustomer BUCHAN AN EAST END FBD SNACKS HEY LANDS(st em cut) IBD ILTD NATCO TRS VPSA WHOLE HERBS Average Yield % 80.68 86.11 84.38 86.15 83.02 84.49 85.40 88.96 87.23 83.87 85.56 84.39 85.56 88.96 86.68 84.65 84.38 86.15 85.44 84.40 85.47 88.26 88.26 IPM 82.31 85.50 86.62 IPM 82.31 85.50 86.62 IPM 87.85 89.08 87.85 89.08 91.72 89.74 90.89 Total 341 341 Total Chapata NonIPM IPM Cpt Total INDAM NonIPM 86.29 90.14 IPM 86.29 90.14 82.61 84.07 83.84 AM Teja Total Total

90.14 86.38

90.14 86.38 89.25

90.67

90.67 89.25

90.06 85.49

85.57

88.19 85.49

82.81 82.00 82.08 82.14 80.81

80.56 90.20

90.00 90.16

85.28 90.18 87.42 85.57 87.09

82.04

ANNS FLAVOR

NSK PAKISTAN

FBD SNACKS

MA"S FOOD

BUCHANAN

P.T.TEGHU 97.06 95.98 96.13 95.76 95.01

EAST END

C.V JAYA

DELTA

NATCO

Variety

ELITE

334 SL 341 SL CPT SL IPM 273 IPM 334 IPM 341 IPM 4884 IPM CPT IPM CPT Pericarp IPM DD IPM INDAM SL IPM K Byd IPM Teja IPM WH IPM WH SL Naga chilli Non IMP Teja SL Non IPM 273 Non IPM 334 Non IPM 341 Non IPM CPT Non IPM IND Non IPM K byd Non IPM Teja Non IPM 95.95

95.30 98.45 97.29 97.67 97.18

96.24 95.83

97.09 97.77

96.00 97.87

97.38 95.74 96.34

93.83 93.13 97.41 96.47 96.94 97.23 98.39 94.62 97.39 96.34 95.95 97.53 93.99 97.88 97.08 96.34

94.23

96.07

95.34

96.02

95.42

96.98 95.14 97.58 94.67

95.60

TRS

WH Teja SL

95.66

Handling Yield ILTD Pkd Qty Customer BUCHANAN ELITE FBD-40-MS HEYLANDS IBD KFL MASS FOODS NATCO OMEROGLU SWANI TRS FBD SNACKS EUROMA CV JAYA NESTLE Grand Total I Qty (Kgs) (Kgs) Targetted Achieved Difference 3756.5 3404 92.8 90.61627 -2.18373 76709 68683 94 89.53708 -4.46292 50886 49356 96 96.99328 0.993279 28068 26525 93 94.50264 1.502636 19488.5 18870 97 96.82633 -0.17367 15744.5 14687.5 94 93.28654 -0.71346 12976 12483 96 96.20068 0.200678 105312.8 102834 96 97.6463 1.646296 7726.5 7544 97 97.638 0.637999 80550.5 77291 97 95.95347 -1.04653 48260.5 47163 98.15385 97.72588 -0.42796 12483 10225 80.5 81.9114 1.4114 15422.5 15156 96 98.27201 2.272005 14819.5 14119.6 97 95.27717 -1.72283 9545 9324 97 97.68465 0.684652 501748.8 477665.1 94.28 95.20006 0.920058 FBD Pkd Qty Customer FBD C1EW FBD C1UW FBD C1BW FBD C4HW FBD C2JW I Qty (Kgs) (Kgs) Targetted Achieved Difference 84852.5 82152 97 96.81742 -0.18258 147963.5 142285 97 96.16223 -0.83777 135852.5 131256 97 96.61655 -0.38345 24616 23700 97 96.27884 -0.72116 16891 16236 97 96.1222 -0.8778 410175.5 395629 97 96.45 -0.55 Destemming Yield ILTD I Qty (Kgs) SL Chilli Targetted Achieved Difference 3017.5 2697.5 89 89.35518 0.355177

Customer BUCHANAN

FBD SNACKS ILTD NATCO OMEROGLU SWANI TRS Others VPSA FBD SNAKS Sabatar Grand total

5270 7411 54416 6201 39623.5 50093 12776 1881.5 6392.5 6919 194001

4760 6033.5 47012.5 5179.5 33751.5 43715 10929 1476 5479 5245 166278.5

90 86 84.09677 84 85.95455 84.88889 85.63636 82 90 76 84.87891

90.15444 81.82806 86.17235 84.22487 85.18082 86.32284 85.12545 78.15746 88.53202 76.60471 85.17976

0.154444 -4.17194 2.075571 0.224866 -0.77372 1.433955 -0.51092 -3.84254 -1.46798 0.604705 0.300857

Handling Yield ILTD

FBD

Destemming Yield ILTD

Handling Yield ILTD

FBD

Destemming Yield ILTD

Calculation of some of squares

Customer BUCHANA N FBD SNACKS ILTD NATCO OMEROGL U SWANI TRS VPSA Sabatar Grand Total

I.Qty 3017.5 11662.5 7411 55746 7554 49716.5 50093 1881.5 6919 194001 418182088 9

SL Chilli 2697.5 10239 6033.5 48186.5 6459.5 42226.5 43715 1476 5245 166278.5 307205995 1

Targetted Achieved 89 90 86 84.1 84 86 84.9 82 76 84.9 89.36 89.61 81.83 86.21 84.52 85.01 86.32 78.16 76.6 85.18 806.1813 8

TOTAL 5893.36 22081.11 13612.33 104102.81 14182.02 92114.01 93979.22 3517.66 12316.6 360449.58 725388244 7

T2/n 8682923.02 121893855 46323882 2709348762 50282422.8 2121247710 2208023448 3093482.97 37924658.9 7306821144

TJ2/n

800.89

Raw sum of squares

TOTAL 3017.5 11662.5 7411 55746 7554 49716.5 50093 1881.5 6919 2697.5 10239 6033.5 48186.5 6459.5 42226.5 43715 1476 5245 89 90 86 84.1 84 86 84.9 82 76 89.36 89.61 81.83 86.21 84.52 85.01 86.32 78.16 76.6 16397718.71 240867157.2 91340135.4 5429569803 98802255.88 4254822297 4420324533 5731451.236 75394229.56 14633249582 3608997215 11024252367 3697823930 3644885233 3681543204

RAW SUM OF SQUARES(RSS) CORRECTION FACTOR(CF) TOTAL SUM OF SQUARES SUM OF SQUARES OF CUSTEMERS SUM OF SQUARES OF VARIATIES ERROR SUM OF SQUARES G2/N RSS-CF T2/N-CF TJ2/n-CF

ANOVA TABLE

SOURCE OF VARIATIO N

DEGRESS OF FREEDOM

SUM OF SQUARES

MEAN SUM OF SQUARES

F RATIO

CUSTOMER

3697823930

410869325.5

2.566856876

VARIATIES

3644885233

1214961744

7.590327906

ERRORS

23

3681543204

160067095.8

TITAL

35

11024252367

Table value of F at 5% level of signefecance at(9,23)degress of freedom is 2.32 Table value of t at 5% level of signefecance at(3,23)degress of freedom is 3.03

Calculation table for t-test

Customer
BUCHANA N FBD SNACKS ILTD NATCO OMEROGL U SWANI TRS VPSA Sabatar Grand Total

I.Qty(x)

SL Chilli(y) 2697.5 10239 6033.5 48186.5 6459.5 42226.5 43715 1476 5245 166278.5

RANK OF X 8 4 6 1 5 3 2 9 7

RANK OF Y 8 4 6 1 5 3 2 9 7

(XMEAN OF X)
2

(Y-MEAN OF Y)2 31555.66 20478 12067 20929.75 12919 84064.56 87430 2912.12 10490 219734.77

3017.5 11662.5 7411 55746 7554 49716.5 50093 1881.5 6919 194001

37076.34 13625.66 14822 111492 -60335.25 99433 99797.56 3763 13798.12 232068.4 3

MEAN(X) 194001/9 MEAN(Y) 166278/9 COMDIND VARIANCE STANDARD DEVIATION T VALUE Step 1

21555.67 18475.33 37721.625 194.22 19.94

The main reasons for achieving high yield is as follows Initial moitucher content ; Natco,TRS, Swani are Initial moitucher and the arm are optimum are lower. Hence the yield loss was low hence this was one of the primary reasons for achieving yield.

 Varity used; Natco,TRS, Swani are the high moitucher variety in thats way the yield is high for all the seasons in that varieties resistance power is high. Seed content; For applying seed content is less, then yield is high Natco,TRS, Swani are used for less seed content in thats way it gives a high yield. Shrinkage; If the less number of days shrinkage of yield is very high. The varieties Natco,TRS, Swani are less moitucher then it dry less number of days shrinkage then it given high yield. Stem content; In the Natco,TRS, Swani varieties of seed the stem content is less that will give high yield. Dry warehouse; Natco,TRS, Swani Chillis are stored in a cold storage at 6-8c at 65-75% of row material. If more number of days stored in a dry warehouse moitucher is high and yield is loss Quality of crop If the quality of crop is good. Grading of yield is high that means tallu is low. Natco,TRS, Swani seeds will give good quality of crop. In that case that will give high yield and low thallu.

Packing;

In general each packet weight age is 35 to 40 kegs. In that case yield loss is low. Otherwise if we use packet of wit age is 10kgs to 20kgs the yield loss is high. In that reasons we use each packet weight age is 35 to40 kegs. Customer specifications Customers will give direct specifications to the company in the field of grades, yield, moictures etc. that will give more helpful to improve company performance.

Step2
Sabater, Omerogiu, Buchanan The main reasons for achieving optimum yield is as follows Initial moitucher content ; Sabater, Omerogiu, Buchanan are Initial moitucher and the arm are high are lower. Hence the yield loss was optimum hence this was one of the primary reasons for optimum yield. Varity used; Sabater, Omerogiu, Buchanan are a high moitucher variety in thats way the yield is optimum for all the seasons in that varieties resistance power is high. Seed content; For applying seed content is less, then yield is high Sabater, Omerogiu, Buchanan are used for less seed content in thats way it gives a optimum yield. Shrinkage; If the less number of days shrinkage of yield is very high. The varieties Sabater, Omerogiu, Buchanan are less moitucher then it dry less number of days shrinkage then it given optimum yield.

 Stem content; In the Sabater, Omerogiu, Buchanan varieties of seed the stem content is less that will give optimum yield. Dry warehouse; Sabater, Omerogiu, Buchanan Chillis are stored in a cold storage at 6-8c at 6575% of row material. If more number of days stored in a dry warehouse moitucher is high and yield is loss Quality of crop If the quality of crop is good. Grading of yield is high that means tallu is low. Sabater, Omerogiu, Buchanan seeds will give good quality of crop. In that case that will give optimum yield and low thallu. Packing; In general each packet weight age is 35 to 40 kegs. In that case yield loss is low. Otherwise if we use packet of wit age is 10kgs to 20kgs the yield loss is high. In that reasons we use each packet weight age is 35 to40 kegs. Customer specifications Customers will give direct specifications to the company in the field of grades, yield, moistures etc. that will give more helpful to improve company performance.

Step3 FBD SNACKS, VPSA, ILTD The main reasons for getting low yield is as follows Initial moitucher content ; Fbd snacks, vpsa, Iltd are Initial moitucher and the arm are high are lower. Hence the

yield loss was optimum hence this was one of the primary reasons for low yield. Varity used; Fbd snacks, vpsa, Iltd are a low moitucher variety in thats way the yield is low for all the seasons in that varieties resistance power is low. Seed content; For applying seed content is less, then yield is high. Fbd snacks, vpsa , Iltd are used for more seed content in thats way it gives a low yield. Shrinkage; If the less number of days shrinkage of yield is very high. The varieties Fbd snacks, vpsa, Iltd are less moitucher then it dry more number of days shrinkage then it given low yield. Stem content; In the Fbd snacks, vpsa, Iltd varieties of seed the stem content is more that will give low yield. Dry warehouse; Fbd snacks, vpsa, Iltd Chillis are stored in a cold storage at 6-8c at 65-75% of row material. If more number of days stored in a dry warehouse moitucher is high and yield is loss Quality of crop If the quality of crop is good. Grading of yield is high that means tallu is low. Fbd snacks, vpsa, Iltd seeds will give good quality of crop. In that case that will give low yield and optimum thallu.

Packing;

In general each packet weight age is 35 to 40 kegs. In that case yield loss is low. Otherwise if we use packet of wit age is 10kgs to 20kgs the yield loss is high. In that reasons we use each packet weight age is 35 to40 kegs. Customer specifications Customers will give direct specifications to the company in the field of grades, yield, moistures etc. that will give more helpful to improve company performance.

FINDINGS

ITC Spices believes in the philosophy of Product++ offerings to cater to the entire bandwidth of requirements of the customers. It provides the following services to meet its customers specific requirements Controlled environment storage systems for augmented shelf life ITC Spices facilitates Just In Time shipments to adhere to processing plan of its customers for minimizing storage costs as well as minimizing deterioration in quality during storage Shipments in customized forms, blends and packing to meet the varying end use requirements ITC Spices offers its customers complete peace mind through a dedicated Value Added Support system which facilitates storage, negotiation of competitive freight rates, scheduling a wide array back end services ITC Spices takes utmost care at delivering the Best Quality Indian Spices adhering to various quality norms of ASTA, ESA, PFA and Agmark as per the requirement of the customers. The Supply Chain is modified to straddle the entire width of the value chain of production and processing to ensure its customers have the choice of different grades of spices on the basis of Active Ingredients and not just physical cleanliness ITC Spices team works towards innovation to facilitate availability of improved quality Indian spices to customers. The following classes of specialty products are available under the Spices portfolio ITC Spices' Quality Philosophy is premised on delivering value to customer, which starts from procuring Quality @ Source and Quality Mapping across various stages of value chain. ITC Spices' emphasis on hygiene and quality control is reflected in ts state-of-theart laboratory which is equipped with the best 'Quality Control' facility.

SUGGESTIONS

CONCLUSION
The study considered spices industry such as nuts, chilies etc, The performance of the company is studied through supply chain analysis i.e. fundamental and technical analysis. Supply chain management (SCM) is the combination of art and science that goes into improving the way your company finds the components it needs to make a product or service and deliver it to customers. It is the process of planning, implementing, and controlling the operations of the supply chain with the purpose to satisfy customer requirements as efficiently as possible. Supply chain management spans all movement and storage of goods, work-in-process inventory, and finished goods from point-of-origin to point-of-consumption

BIBLOGRAPHY

Reference Book:
Supply chain management Logistics approaches to supply chain management Logistics and supply chain management Supply chain management sunil chopra&peter meindle Edward J Bradi D.K.Agarwal Rahul V Altekar

Websites:
www.google.com www.itc.co.in www.itcspices.com www.itcportal.com www.wikipedia.com