GCMMF's Cooperative Structure

            
 
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Case Details:

Case Code : BSTR205
Case Length : 15 Pages
Pages Period : 1991-2006
Organization : GCMMF, AMUL, NDDB
Pub Date : 2006
Teaching Note :Not Available
Countries : India
Industry : Dairy Products

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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EXCERPTS

The Anand Pattern

The Anand Pattern had a three-tier structure. At the bottom of the three-tier structure were VCSs. These were associated with milk unions at the district. The district unions collectively formed a state level federation. The VCS procured milk from the members; district unions transported and processed the milk products, while the role of the federation was that of marketing, strategic planning and investment.

The milk from the farmers was managed by professionals, while the facilities to process the milk were owned by the farmers themselves.

Village Cooperative Society

The VCS was formed by primary producers under the guidance of a supervisor from the district union. On an average, each VCS had 200 members. The main task of the society was to collect milk from the members and make payments based on the quality and quantity of the produce. A farmer could become a member of the cooperative by committing himself/herself to supply a certain quantity of milk...

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GCMMF's Organizaton Structure

GCMMF was a lean organization. At the helm of affairs was the Managing Director (MD) operating from Anand. The MD was assisted by four General Managers (GM) and four Assistant General Managers (AGM).

The four GMs were responsible for marketing of dairy products, human resources development & marketing (new businesses), finance and quality assurance. The four AGMs looked after functions of marketing, systems, co-operative services and technical projects. GCMMF divided the country into five zones, each headed by a zonal manager, who was responsible for sales of all the AMUL products within that zone. The zonal managers reported to the MD and also to the GM/AGM functionally. Under the zonal manager were branch managers. Each branch had three product managers who reported to the branch manager. The product managers in each branch were assisted by sales officers and field sales persons...

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