A

Table of Contents
Indian Dairy Industry........................................................................................................ 2
Govt. Schemes/ Programs.................................................................................................. 3
Challenges Faced By The Indian Dairy Supply Chain..................................................4
Procurement (collection)......................................................................................... 4
Price negotiation by milk producers based on:........................................................4
Advent of organized retail channels........................................................................4
Distribution.............................................................................................................. 4
Lack of supporting information systems..................................................................4
Technology solutions............................................................................................... 4
Introduction - Amul.......................................................................................................... 5
Objective & Scope of Amul............................................................................................. 6
The Amul Model............................................................................................................. 6
Heres how it works:...................................................................................................... 7
Dynamic Logistics System At Amul................................................................................... 8
The IT angle........................................................................................................... 10
Role of Computer application........................................................................................ 10
Automatic Milk Collection Systems............................................................................. 12
Automating the Weighing Scales.................................................................................13
Geographic Information Systems (Gis)..................................................................13
Dependence on 3PL.................................................................................................. 14
Conclusion:.................................................................................................................. 14
References................................................................................................................ 15

Indian Dairy Industry

Indian Dairy sector has grown substantially over the years. As a result India ranks first among the world's
milk producing nations, achieving an annual output of 132.4 million tonnes of milk during 2012-13
recording the growth of 3.5%. India's milk production accounts for 16% approx. of the world total output.
Constituting an important segment of the Indian rural economy, dairy and dairy products provide
livelihood to millions of homes in villages and ensure supply of quality of milk and milk products to
people of both urban and rural areas. Dairying has become an important secondary source of income for
millions of rural families. The accelerated socio-economic development during the 21st century is
throwing up challenging issues like food security, food safety, quality and their linkages with the national
and international markets as the demand for food is increasing.
Dairy activities have traditionally been integral to Indias rural economy. The country is the worlds
largest producer of dairy products and also their largest consumer. Almost its entire produce is consumed
in the domestic market and the country is neither an importer nor an exporter, except in a marginal sense.
Despite being the worlds largest producer, the dairy sector is by and large in the primitive stage of
development and modernization. Though India may boast of a 200 million cattle population, the average
output of an Indian cow is only one seventh of its American counterpart. Indian breeds of cows are
considered inferior in terms of productivity. Moreover, the sector is plagued with various other
impediments like shortage of fodder, its poor quality, dismal transportation facilities and a poorly
developed cold chain infrastructure. As a result, the supply side lacks in elasticity that is expected of it.
On the demand side, the situation is buoyant. With the sustained growth of the Indian economy and a
consequent rise in the purchasing power during the last two decades, more and more people today are
able to afford milk and various other dairy products. This trend is expected to continue with the sector
experiencing a robust growth in demand in the short and medium run. If the impediments in the way of
growth and development are left unaddressed, India is likely to face a serious supply - demand mismatch
and it may gradually turn into a substantial importer of milk and milk products.
Fortunately, the government and other stakeholders seem to be alive to the situation and efforts to
increase milk production have been intensified. Transformations in the sector are being induced by factors
like newfound interest on the part of the organized sector, new markets, easy credit facilities, dairy
friendly policies by the government, etc. Dairy farming is now evolving from just an agrarian way of life

to a professionally managed industry - the Indian dairy industry. With these positive signals, there is hope
that the sector may eventually march towards another white revolution.
IMARC Group, one of the worlds leading research and advisory firms, has come up with its new report
entitled Dairy Industry in India: Market Size, Growth, Prices, Segments, Cooperatives, Private Dairies,
Procurement and Distribution, which is the fourth edition of our highly acclaimed publication. The study
is an outcome of an intensive research of the Indian dairy industry that draws upon a comprehensive
analysis of every major dairy segment in India. The study, which is based both on desk research and four
waves of qualitative primary research, has delved deeply into the following aspects of the Indian dairy
market:

Govt. Schemes/ Programs

Union Agriculture Ministry had launched the ambitious Dairy Project named as National Dairy Plan
Phase-I to increase the productivity of milch animals and provide more revenues to India's 70 million
small milk producers and upgrade milk processing plants in cooperatives and private sectors. The total
amount of Rs. 2242 crores (426 Million USD) will be spent by International Development Association,
World Bank and Govt. of India. Milk production is growing at 3.5% while consumption is growing at 5%
leaving a gap between demand and supply. We are sure that with the implementation of NDDB National
Dairy Plan, Govt. would be able to plug the gap between the demand and supply. Besides NDDB, the
Department of Animal Husbandry, Dairying & Fisheries of Ministry of Agriculture is focusing on
increasing the animal population, production and productivity as a thrust area, offering financial
assistance to the organizations and departments working in dairy sector. Ministry of Food Processing
Industries also has its own programs targeting to increase the dairy processing and value added products
in the country. In the fast changing world scenario and increasing competition, there is a need to exploit
the available resources to the maximum level and to use the best technologies to cope up with the rising
domestic demand for dairy products and also to target export markets to become A Food Factory to the
World. The 5th Edition of DairyTech India 2015 exhibition at BIEC, Bangalore from 21-23 August 2015
will, therefore, be an opportunity for stake holders of every segment of Animal Farming, Dairy Industry
& Allied activities to utilize the platform to expand and/or diversify their business activities. Concurrently
4th Edition of International Poultry & Livestock Expo 2015 - An International exhibition on Poultry,
Livestock and Technologies alongwith 2nd Edition of MeatTech Asia 2015, 7th Edition of India Foodex
2015 and 7th Edition of AgriTech India 2014 will also be held for the benefit of all kinds of visitors. To
support the overall efforts for food and dairy sectors and their products development, we have introduced
for the first time, India Food Park Expo 2015 - An International Exhibition on Food Parks, Infrastructure,

Warehousing, Automation, Supply-Chain Management & Technologies to provide more opportunities for
our valuable business and consumer community.

Challenges Faced By The Indian Dairy Supply Chain

Procurement (collection)

The four-tier system of milk collection

Fluctuation of volume due to presence of too many intermediaries

Price negotiation by milk producers based on:

Volume and locality factors

An average regional price
Raw milk production costs
Domestic prices at wholesale and retail levels
Overall consumer demand conditions
Little room for negotiation for Indian milk producers

Advent of organized retail channels

Increased availability of branded, packaged milk

Reduced role of middlemen, mainly the milk vendors

Distribution

Lack of superior cold-storage transport

Distribution wastage due to improper storage
Inefficiency in milk processing
No enforcement of HACCP principles
o Hazard Analysis and Critical Control Point
o Systematic preventive principles for food safety

Lack of supporting information systems

Database maintained by Milk Producers Organizations in developed countries

o Data on dairy farmer production costs, imports and exports of dairy products, domestic
o

and world stock of different traded dairy products

Helps in price negotiations

Technology solutions

Automated milk collection systems

Use of Electronic Data Interchange
As a feedback channel for information feedback
Track demand and capacity

Introduction - Amul
The Birth of Amul Gujarat Cooperative Milk Marketing Federation Ltd. (GCMMF), is India's largest food
product marketing organization with annual turnover (2010-11) US$ 2.2 billion. Its daily milk
procurement is approx 12 million lit (peak period) per day from 15,712 village milk cooperative societies,
17 member unions covering 24 districts, and 3 million milk producer members. It is the Apex

organization of the Dairy Cooperatives of Gujarat, popularly known as 'AMUL', which aims to provide
remunerative returns to the farmers and also serve the interest of consumers by providing quality products
which are good value for money. Its success has not only been emulated in India but serves as a model for
rest of the World. It is exclusive marketing organization of 'Amul' and 'Sagar' branded products. It
operates through 47 Sales Offices and has a dealer network of 5000 dealers and 10 lakh retailers, one of
the largest such networks in India. GCMMF is India's largest exporter of Dairy Products. It has been
accorded a "Trading House" status. Many of our products are available in USA, Gulf Countries,
Singapore, The Philippines, Japan, China and Australia. GCMMF has received the APEDA Award from
Government of India for Excellence in Dairy Product Exports for the last 13 years. For the year 2009-10,
GCMMF has been awarded "Golden Trophy' for its outstanding export performance and contribution in
dairy products sector by APEDA. For its consistent adherence to quality, customer focus and
dependability, GCMMF has received numerous awards and accolades over the years. It received the Rajiv
Gandhi National Quality Award in1999 in Best of All Category. In 2002 GCMMF bagged India's Most
Respected Company Award instituted by Business World. In 2003, it was awarded the The IMC
Ramkrishna Bajaj National Quality Award - 2003 for adopting noteworthy quality management practices
for logistics and procurement. GCMMF is the first and only Indian organisation to win topmost
International Dairy Federation Marketing Award for probiotic ice cream launch in 2007. The Amul brand
is not only a product, but also a movement. It is in one way, the representation of the economic freedom
of farmers. It has given farmers the courage to dream. To hope. To live. Amul has reported its slowest
growth in the past eight years for 2014-15 due to a fall in global milk prices that impacted the rate of
revenue increase at India's largest dairy brand for bulk commodities such as skimmed milk powder, whole
milk powder and ghee.
Gujarat Cooperative Milk Marketing Federation ended the fiscal with revenue of Rs 20,730 crore, an
increase of 14.2% over the previous year while it achieved a compounded growth rate of 20% over the
past five years in marketing its Amul brand of milk and milk products. "We have achieved volume sales

growth in all product categories. The cooperative dairy, which processes 154 lakh litres of milk procured
from Gujarat and other states daily, is focusing on expanding its plant capacity by 14% to process 175
lakh litres of milk per day.

Objective & Scope of Amul

The main objective of Amul is to help farmers i.e. Milk producers. Amul system works under objective of
highest possible compensation to the milk [reducers and lowest possible price to consumers. Farmer are
paid money in cash payment for the milk. Milk gives them money for the daily.
GCMMF is India's largest food products marketing organization. It is a state level apex body of milk
cooperatives in Gujarat, which aims to provide remunerative returns to the farmers and also serve the
interest of consumers by providing affordable quality products. GCMMF markets and manages the Amul
brand. From mid-1990s Amul has entered areas not related directly to its core business. Its entry into ice
cream was regarded as successful due to the large market share it was able to capture within a short
period of time primarily due to the price differential and the brand name. It also entered the pizza
business, where the base and the recipes were made available to restaurant owners who could price it as
low as 30 rupees per pizza when the other players were charging upwards of 100 rupees.

The Amul Model

Amul has a Co-operative form with a blend of professionalism. In the corporate form of an organization
the shareholders are non-participative members whereas in this form the members are the participative
owners of the organization. There are basically three tiers a dairy co- operative viz., the village societyprocurement unit, the union- which is the processing unit and the federation which is the marketing unit
all being an institution in itself. The institutions at each tier have the bond of organic and interinstitutional linkages and obligations which provide sense of purpose and directions in their activities. To
manage these units efficiently the leaders felt a need of the professionals. These professionals have a
hierarchy similar to that of the corporate structure with the managing director as their head. The
Managing Director of all these units is appointed by the board of directors. The board of directors
comprises of the farmers members who come from the respective societies. So, at each level the decision
making lies in the hands of the producers only, which give them a feeling of ownership to them. Amuls
Organizational design is a formal, guided process for integrating the people, form of the organization as
closely as possible to the purpose of an organization. It is used to match the organization seek to achieve.
Through the design process, organizations act to improve the probability that the collective efforts of

members will be successful. Organizational design involves the creation of roles, processes and formal
reporting relationships in an organization.

Heres how it works:

Anyone in the state of Gujarat is able to join the cooperative provided they own at least one cow. In doing
so, that farmer is granted one vote toward electing what is known as a Village Dairy Cooperative Society
a hyperlocal group who manage milk collection at the village level and pay farmers on the spot for their
milk. The village society is the lowest of three tiers of management which continues to the district and
state level. It was during Operation Flood that the NDDB commissioned the services of experts in the
Research Design and Standards Organisation of the Railways to indigenously design a carriage that would
carry 30,000-40,000 litres of milk on metre gauge and broad gauge lines, respectively. At the same time,
the NDDB also commissioned indigenous manufacturers such as Larsen and Toubro and Mohan

Machines to design and manufacture insulated stainless steel tankers of the required capacity. These
ultimately helped realize the dream of setting up the National Milk Grid (NMG). The carriage and tanker
were so designed as to prevent the milk from churning while in motion, and maintaining its temperature.
The tankers were normally loaded with pasteurised milk cooled to 2 degrees Celsius. At the end of the 40hour journey from Anand to Calcutta (now Kolkata), the temperature of the milk would be 4 degrees
Celsius. It was this efficiency that helped move milk from surplus areas like Gujarat to deficit areas like
Delhi and Kolkata, where Mother Dairy then took the milk to consumers. As milk procurement picked up,
the movement from hinterland feeder and feeder-balancing dairies included other large metros such as
Bangalore, Madras (now Chennai) and Bombay (Mumbai). Supplying centres such as Anand and
Mehsana (in Gujarat), some receiving centres such as Madhavaram (in Madras) and dairies such as the
Delhi Milk Scheme had excellent railway siding facilities that eased the incantation and decantation of
milk. the NMG successfully linked milk producers in far-flung villages of various states and consumers in
the metros. The NMG became the most significant tool of Operation Flood; it has made India the number
one milk producer in the world. Gowdas announcement further boosts the NMG. From carrying milk in a
few tankers, India is now mature enough to run full-fledged milk trains. They will comprise tankers
carrying liquid milk, wagons carrying dry dairy products, and specially designed refrigerated wagons to
carry ice cream, butter, cheese, paneer, dahi, chhachh and other dairy products that need to be kept cool
for longer distances and periods.
These trains will run from Amuls supply stations in Anand to various destinations across India.

Dynamic Logistics System At Amul

Operational Efficiency of an organization is based upon the nature of a firms operations strategy. This
comes from the mission of the firm itself and is tied to the notion of achieving competitive advantage
through operations. A key subsequent decision is what type of process a business needs. Design must
follow strategy; so given priorities from the strategic plan, a process can be designed that will support
these priorities. There should always be flexibility in the strategy adopted by an organization. Strategies
ensure organizational effectiveness and efficiency because with the help of strategies the resource can be
put to the best of their efficiency and maximum contribution to organizational objectives. Thus, strategies
ensure that resources are put in action in a way in which they are specified. The strategies can be
implemented only when we have a proper organizational design.
Any dairy is able to survive if the amount of milk procurement increases. For this various aids have been
provided by the unions to the farmers like cattle feeds, the mineral mixture powder, the veterinary

services, for better breeding of the cattle they have artificial insemination. It has been found that all these
inputs haeve helped in the production of milk. The procurement at Amul has increased from 41.42 lakh kg
to 64.38 lakh kg resulting a growth of 55.42% in last 10yrs . In Gujrat, the village societies have got so
much profit that they have a fund from which they are able to contribute some money for the upliftment
of their village like opening a school, building a hospital etc. This gives a good impact on the villagers
and encourages them to become a part of the co- operative. These village societies are a link between the
members and the union. The co-operative helps the farmers to get remunerative price as well as
continuous market for the milk. In addition to the price of the milk they also get a bonus at the end of the
year from the profit of the organization. The professionals utilize it by diversifying the products and
finding suitable market. To further improve the efficiency of the procurement the organization has used
the technology for this. Every society has its own computerized system where the testing of milk is done
and payment is made according to the quantity and quality. Milk being a perishable commodity it is
necessary to preserve it properly. To maintain its quality the society maintains a Bulk Milk Cooling
system which preserves the milk below 40oC. This also reduces the expenses of the transportation as the
society which has this unit the van goes only once a day to collect the milk. Further to prevent the scourge
of the milk the union has its own chilling centers which help in preserving the milk procured from the far
off societies.

The IT angle
With three million farmers making at least two transactions a day at thousands of collection facilities, you
can imagine how complex things get. SAPs Enterprise Resource Planning technology has been
implemented at the higher levels of GCMMF to improve the efficiency of transporting milk from
thousands of collection points to a central facility as well as product manufacturing and distribution
including general monitoring of the enterprise. The successful utilization of IT and computer application
in Amul has aptly been described by Dr V Kurien, chairman, GCMMF and the man credited for
revolutionizing the co-operative movement. Computers were not created to solve the problems of
poverty; hence it is futile to expect that the world will be a better place if we all had access to computers
and the Internet. But information is power and it stands to reason that if this power is shared equitably, all
will benefit. There is no better example than Amul to prove this fact.

Role of Computer application

Computer application has played a critical role in the development of the Amul brand. The logistics
behind the co-ordination of approximately six million litres of milk per day from about 10,675 separate
village co-operative societies throughout Gujarat, and storing, processing and producing of milk products
at the 12 district dairy societies, is carried out with military-like precision. Its in these operations that
Computer application plays a critical role. The installation of over 3,000 Automatic Milk Collection
System Units (AMCUS) at village societies to capture member information, milk fat content, volume
collected, and amount payable to each member, has proved invaluable in ensuring fairness and
transparency throughout the entire organisation. The role of Computer application in Amul is best
summed up by B M Vyas, chief executive officer, Amul (GCMMF) when he says, Amul is not a food
company, it is an IT company in the food business. GCMMF is an apex co-operative organisation that
comprises 12 affiliated member dairies/district milk unions, with each having its own manufacturing unit.
These member dairies in turn have collectively about 2.1 million milk-producing members who supply
milk twice a day to the respective village co-operative societies. As the collection and co-ordination of
milk was a complex task, the organisation needed a methodology to streamline operations. Further,
following the relaxation on food imports by the government of India, the Indian dairy sector Page 110
faced a strong challenge from large organised dairies. To meet this challenge, the Indian dairy sector
needed a strategy to make its operations competitive. Accordingly, IT was decided as the thrust area that
would streamline the production and collection process and the processing of milk products. This is where
the installation of AMCUS made the entire operation look simple. For example, on an average, around
thousand farmers come to sell milk at their local co-operative milk collection center. Each farmer is given
a plastic card for identification. At the milk collection counter, the farmer drops the card into a box and
the identification number is transmitted to a personal computer attached to the machine. The milk is then
weighed and the fat content of the milk measured by an electronic fat testing machine. Both these details
are recorded in the PC. The computer then calculates the amount due to the farmer on the basis of the fat
content. The value of the milk is then printed out on a slip and handed over to the farmer, who collects the
payment at the adjacent window. Earlier, members had passbooks containing details like identification
number, fat percentage of milk and volume of milk. The volume of the milk was recorded in the passbook
and a small sample was stored in plastic bottles for measurement of the fat content. The testing of the
milk was done at a later date and the entire process used to take more than a week. In the current scenario,
with the help of IT, the farmers receive their payments within a matter of minutes. Also, as the method is
transparent, the likelihood of fraud has also decreased to a large extent. But all these initiatives have not
come without challenges. For example, in Page 111 the initial phases, to convince skeptical farmers, the
AMCUS were installed free of cost and the co-operative was requested to pay up only if they found the
unit satisfactory. However, the experiment paid off and these initiatives made farmers aware to the

benefits of the new system. Today, the application is being used in over 3,000 rural locations. Subbarao
Hegde, Chief Information Officer, Amul - GCMMF says, As milk is a highly perishable commodity, the
AMCUS initiative is vital for our operations. Due to this automation, we are in a position to collect six
million litres of milk per day from around two million members. More importantly, this initiative has
increased the trust and transparency for IT in rural areas. There are around 10,755 organized village cooperative societies in Gujarat, which are affiliated to the respective district union or member dairies. Each
member preserves the milk in the cold storage, processing it and producing several products, which are
then sold under the Amul brand name. As all products have a limited shelf life, the organizations ability
to conduct its operations in a smooth way is much more praiseworthyespecially when one considers the
scale of the operations. Amul makes about 10 million payments daily amounting to transactions worth Rs
170 million in cash. More than 5,000 trucks move the milk from the villages to 200 dairy processing
plants twice a day, according to a carefully planned schedule. In modern day lingo, it can be described as
Just-in-Time supply chain management with Six Sigma accuracy. While Amul has always been at the
forefront of Computerization initiatives, the major thrust came only in 1994, when the organization
decided on Computerization as the key component needed to sharpen its competitive advantage. Amul
studied its existing functions and operations and formulated an IT plan for spearheading its growth in the
21st century. The guiding principle behind the exercise was to align the information strategy with the
business strategy of the organisation, and derive maximum benefits from computerization. During the
implementation of the plan, Amul took a strategic decision to redesign and re-organize the existing
software applications. While implementing the new software, care was taken to integrate the applications
in such a manner that once the information was captured at source, it could be leveraged for the
enterprises decision making process. The main focus was to ensure that the output of one system could
become input of another system and vice-versa and thus providing a seamless flow of information.

Automatic Milk Collection Systems

The traditional process of milk collection in India begins with dairy farmers bringing their milk to the
local village-level dairy cooperative society where the milk is poured into metal buckets (aluminum or
stainless steel) and weighed on a steel scale. After weighing, the fat content of the milk is measured using
electronic testers. Once these measurements are completed, the transaction details (the quantity and
quality of milk) are manually recorded in the dairy cooperatives paper register and on the farmers
membership card. Farmers are paid for the collected milk usually a day or two after it is initially sold;
because the calculations for payment must be done manually from the data in the register, it typically
occurs at a later time to avoid further delays while milk collection is going on and people are in line.
Payments are made based on the information previously recorded on the farmers membership cards. This

process is susceptible to fraud, both in the initial recording of the milk quality and quantity and at the time
of payment, because most of the farmers are illiterate and hence cannot read what was entered on their
membership card. Automation of the measurements eliminates the potential for milk purchasers to
misrepresent the quality of the milk and cheat farmers out of a fair price.
In

the

product

development

process,

AMCUS spent a considerable amount of

time researching the milk collection process.
They focused not only on the functional
aspect of the process but also on external
factors such as the physical environment
(hot, humid climates), and the human
capacity of the societys staff. Based on their
research, they developed appropriate systems
to automate the collection process at the
village cooperative society level that used
simple
Technology and had a rugged design. For example, farmers can insert their identification card in any
direction and it will be readthe card does not need to be swiped in only one particular direction. The
system also designed to be user-friendly, requiring minimum keyboard inputs in the milk collection
activities.

Automating the Weighing Scales

The electronic weighing scale has a stainless steel base, a

milk receiving pail which holds 10 kilograms, a large
digital display, and load cells to compensate for
temperature variation. It features an auto-zero capability
(the scale is set to zero after each measurement) and an
interface to transfer weight data from the weighing scale
to the PC. Scales are available in capacities of five to
5,000 kilograms. The Electronic Weighing Scales are been
mainly used by the Milk Producers Cooperative Society.
The Integration with the computers is done to find the
weight of the milk and transfer the data to the computers
directly.

Geographic Information Systems (Gis)

In addition to the EIAS, Amul has also been using Geographic Information Systems (GIS) in an
innovative way. The company uses GIS in its head office and key marketing offices. Using the Indian
map in GIS, the company is in a position to plot zone/depot boundary as well as a pointer for zone, depot
and distributor locations, which are superimposed by product-wise sales data. This data is then used for
sales and distribution planning according to the various zones. The unique thing about Amuls GIS is that
it is used for business planning activity at the collection level as it captures the farmer-member census
information, which includes animal census data. This has enabled Amul to decipher information regarding
milk production and productivity of animals, region wise in Gujarat. This ultimately helps in forecasting
milk production according to the region and suggests remedies, if any, for a region that has a lower milk
production rate. The same GIS system can also be used for monitoring veterinary health and controlling
the outbreak of diseases.

Dependence on 3PL
Mini dairy owners depends on 3PLs for their logistics needs including milk collection, distribution of
dairy product and sale of product through dealer and through retails store. Growth in semi urban areas and
tier 2 & tier 3 cities has given rise to super market and department stores, which have fueled the
consumption levels of dairy product. The issue lies in the smooth transportation from places of origin to

actual shelf. Trying to overcome this issue, major part of this function is performed by 3PLs. However,
dairy owners need to retain control and assure quality and timely delivery, especially for perishable
products such as fresh milk.

Conclusion:
Amul has implemented TQM very successfully, but this concept has grown old. In order to succeed in this
competitive environment Amul must use the concept of Six Sigma, which means putting the customer
first and using facts and data to drive better solutions. Six Sigma generally focuses on three key areas:
Improving customer satisfaction, reducing cycle time, reducing defects. Improvements in these areas
usually represent dramatic cost savings to businesses, as well as opportunities to retain customers capture
new markets. In a cooperative organization the farmers are more important than the professionals, as the
latter are the employees of the former. It is the prime duty of every employer to see that their employees
are satisfied. Although Amul has a good system of induction and training of the employees as well as the
wholesalers, but they do not have a continuous development program for the executives like any other
organization. It is always recommended that organization should have a centralized training center for the
training of the farmers as well as the employees. This will enable them to organize continuous workshops
for them. This will also enable the farmers and the members to be well aware of the latest technological
development in the field of dairying. To develop the people and to increase the effectiveness of the
working, Amul should have a training center where they can have a regular training programs for the
employees as well as for the wholesalers and retailers. Even though growing with time and on scale, it
has remained with the smallest producer members. AMUL is an example par excellence, of an
intervention for rural change. Today AMUL is a symbol of the triumph of indigenous technology and also
of making a strong business proposition out of serving a large number of small and marginal suppliers by
developing and coordinating a vast co-operative network.

References
www.amul.com/
www.amuldairy.com

http://www.sciencedirect.com/science/article/pii/S1877042815020170

Patil, A.P., Gawande, S.H., Nande, M.P. and Gobade, M.R. (2009). Constraints by the
dairy farmers in Nagpur district while adopting animal management practices,
Veterinary World, Vol.2, No.3, pp.111-112
Subburaj, M., Ramesh Babu, T., Gladstone, E. and Suresh Subramonian, B.(2011).
Factors influencing Dairy Supply Chains Sourcing in Tamilnadu, India, ICASCMM,
IIT-Kharagpur.
Kulandaiawamy, V. (1982). Cooperative Dairying in India, Rainbow Publication, First
Edition, Chapter IV, pp.125-145.