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Canteen stores department was established with the name of “Army canteen board” after World War I to cater with the needs of the soldiers. During 1927-28 the Army canteen board was liquidated in favor of “Canteen contractors syndicate ltd.”. The main objective of that organization was, in the event of war this organization would be taken over by the govt. of India lock, stock and barrel. In 1942, it became “Canteen stores department (CSD)”. In 1947, when the assets of India and Pakistan are distributed between both the countries, CSD became Canteen stores department Pakistan under the control of ministry of defense.
1. Initially ministry of defense was responsible for A/Cs and finance for the entire organization. That practice became unsuited day by day and in 1959, it was decided that this organization should be treated as a “ non-government commercial concern” under the control of ministry of defense for the welfare of armed forces.
2. As CSD is under the army rule so in an appeal in November 1982, Supreme Court exempted the employees of CSD from the operation of independent relations ordinance 1969.
3. CSD proved to be as an essential service donor in 1965 and 1971 wars. During the emergency the manual of Pakistan military law will apply to all CSD employees.
4. Today CSD is the largest retail chain of Pakistan with their shops in the congested as well as in the remote areas all over the country.
Retailing is the business activity of selling goods or services to the final consumers. A retailer is any business establishment that directs its marketing efforts towards the final consumer for the purpose of selling goods or services.
There are three distinctive features of retail chain.
Centralization is the concentration of policy and decision making in one location either called central head quarter or the home office. A retail chain has a high degree ofspecialization, which incorporates a greater number of functional divisions in its organizational structure. Also a retail chain has a high degree of standardization or similarities between the operating and merchandising operations of the business.
All modern retail management structure came from a plan, which was introduced in 1927 by an investment banker named Paul Mazur. The Mazur plan divides the retail organization into four functional divisions: Finance, Merchandising, Promotion and Operations.
a) To provide entitled customers with standard quality items of daily use, other than those supplied from the govt. or army authorized source at reasonable rates through its retail shops and unit canteens.
b) To form the basis of an efficient canteen organization in the event of peace and war for troops located anywhere in the country and operational areas during war.
2. Common item shall not be costlier than the Utility Stores Corporation sale prices.
3. 2% discount shall be given on retail sale prices to unit canteen contractors and other institutional sales.
4. Efforts shall be made to ensure that the retail sale prices are as close as possible to the wholesale rates in the market.
PCL (Price change list) group is a separate group in P & S Division, which is responsible for,
1. Price fixing.
2. Price revision.
3. Price monitoring.
PCL section is a centralized portion of P & S Division where al the retail prices of CSD goods are decided. First when a new product is introduced, PCL section adjusts the price of new product. PCL section has a close coordination with rest of the groups of the division that’s why whenever the price of any product is changed; the PCL section decides the revised retail price of the product, which is lesser than the market and USC prices.
USC is the main competitor of CSD and it is the goal of Canteen Stores Department to keep their prices lesser than USC. In every major station of CSD, there is a board appointed by GHQ consisting of two or three armed forces personnel. The prime responsibility of that board is to monitor the prices of CSD shops in that particular area. This board reports the price fluctuations at CSD shops in that particular area on quarterly basis.
The entire price induction, revision and monitoring are recorded in a form called “Draft PCL”.
Computer Section at PCL section
Two stand-alone computers are in PCL group, which are working in FoxPro 2.6 while all reports are issued in Microsoft access. There is a main item file, which constitutes of the entire ASL product list, their type, their previous and current prices etc. Each item in this file is represented by a unique cat-no, as it is the primary key of almost all the files.
This is a basic document showing the list of merchandise to be made available by the Canteen Stores Department.
Assorted Items under the Food group
Ø All edible items.
Ø All grocery items.
Ø Generic products such as rice, pulses, sugar etc.
Ø All bakery items.
Ø Vegetable and fruit etc.
Total of 3375 items.
Ø Plastic items.
Ø Cosmetics etc.
Total of 1300-1400 items.
Ø Uniform cloths for officers.
Ø Cotton western.
Ø Under garments.
Ø Socks etc.
Total of 350-400 items.
Ø Washing powders.
Ø Tooth paste and brushes.
Ø Shaving items etc.
Total of 5000 items approximately.
Ø Hire purchase costly items as well as less costly items such as,
o Deep freezer.
o Air conditioner.
o Microwave oven.
o Washing machines.
o Sewing machines.
Total of 50-100 items with almost 16 shops of durable group all over the country. These items are delivered on cash as well as on convenient monthly installments to the armed forces personnel by the hire purchase division.
There is a distinction between the demand procedure of other groups with that of durable group as all the items under this group is centrally procured. On the basis of information retrieved from the shops and hire purchase division, this group sends a demand letter to the suppliers. This is the prime responsibility of this group to ensure the required inventory stock at CSD shops so that the products are issued to the respective customers on time.
After the demand has been placed to the concerned shop, the shop manager sends the supplier’s bill along with a RV and then the usual billing process is followed.
Previously this group was concerned with the procurement of imported goods such as sports wares, officers sticks etc. Now these activities have been obsolete and now the Coordinate section that is responsible for stimulating the daily office work, pay and allowances of the employees, furniture and stationary procurement etc replaces this group.
The major duties are,
Ø Maintaining office discipline including receipts and dispatch of mail, maintenance of personnel records.
Ø Sales analysis.
Ø Sale incentive schemes.
Ø Disposal of dead items.
Ø Any other task to be assigned by Director P & S.
The Stores and Distribution division is responsible for ensuring smoth flow of ASL (Assortment list) items, regulating supplies and distribution of stores, monitoring monthly stocks and sales and controlling losses or damages of all items held in the inventory.
Ø Planning of inventory system and ensuring it implementation.
Ø Preparation of monthly stock statement.
Ø Maintaining quantity records of all depots and shops including their sales and stocks.
Ø Scrutinizing and progressing all stock sheets until all discrepancies are reconciled and regularized.
Ø Verification of supplier’s bills.
Ø Receiving reports of all losses in respect of stores and coordinating actions regarding their investigation, regularizations, write off etc.
Ø Controlling losses of stores via pilferage, damage or deterioration.
Ø Accounting and disposal of packing material.
Ø Ensuring technical efficiency of all depots and their periodic inspection.
Ø Carrying out surprise stock taking.
Ø Processing of all losses.
Ø Recovery of losses from the suppliers to the extent they are held responsible.
Ø Replenishment of shops stocks.
Ø Bulk sales.
Ø Transportation of CSD shops.
Ø Disposal of packing material.
Ø Disposal of slow moving/ dead/ un-saleable items.
Ø Processing of debit/ credit influences on change of prices.
Ø Monitoring sale pattern of each item, identify slow selling/ dead stock and disposal as per SOP.
|S & D DIVISION (MANUAL SECTION)|
|Special grade manger||1||1||________|
|Senior grade manager||2||2||________|
|Junior grade manager||1||2||+1|
|Office in charge||1||1||__________|
|Data entry operator||9||11||+2|
v Processing/ verification of stock sheets of respective zone.
v Processing of court of inquiry of zone in respect of losses until regularization.
v Regularization of shortage/ surpluses/ imposition of markup.
v Verification of quantity of stores supplied by the regular suppliers.
v Verification of quantity of supplier bills/ RVs of payment after sale.
v Preparation of data of shortages or surpluses.
v Annual statements of shortages or surpluses for incorporating in the annual statement.
v Compilation of goods in transit.
v Processing of clearance certificate/ bonus pay sheets.
v Surprise stocktaking of depots/ shops/ petrol pumps.
v Issue of policy letters on all S & D Division matters.
v Processing/ vetting of demands in respect of centrally procured items such as groceries/ spices etc.
v Distribution/ allocation of stores.
v Inter zone transfer of goods.
v Coordinating procurement of office equipment, stationery, personnel and administration of divisional office staff.
v Preparation of critical (necessary) items report. These are usually fast moving items.
v Scheduling of monthly/ annual stock taking.
v Sale/ stock/ over stocking reports.
v Sale/ stock data required by the other divisions.
v Monthly progress report.
v Bulk sale.
v Transportation of Canteen Stores Department outlets.
v Disposal of packing material.
v Lifting of Canteen Stores Department outlets by unit canteen contractors.
v Disposal of slow moving/ dead/ un-saleable items.
v Credit sale of other items.
1. Audit shop account
Audit of stock sheets of shops on value basis by comparing related documents i.e. rates of items on stock sheets with PCL, receipt, issue/transfer, return to supplier invoices, credit/ debit notes etc.
2. Audit depot account
Audit of stock sheets of depots on quantity basis by comparing related documents i.e. quantity/ value of items on stock sheets with receipts, issue/ transfer, return to supplier invoices and credit/ debit notes etc.
3. Data entry of the following
a. Stock in hand.
b. Previous balance stocks.
c. Entry + audit of “transfer goods voucher”.
d. Entry + audit of “receipt goods voucher”.
e. Entry + audit of “debit notes”.
f. Entry + audit of “credit notes”.
g. Entry of return to supplier voucher.
h. Entry of change in PCL.
i. Landed value.
j. Entry of DCS (deposit cash sale).
k. Entry of hire purchase credit note.
4. Retrieval of necessary reports
This section publishes various reports pertaining information about the inventory and running stocks of depots and shops.
a) Reports regarding each shop are as follows.
i. Summary of monthly account of each shop.
ii. Stock sheet report.
iii. Negative sale report.
iv. List of receipts from other shops.
v. Summary of packing material for each shop.
vi. List of receipts from supplier/ depots etc.
vii. List of debit notes.
viii. List of credit notes.
ix. Return to suppliers report.
x. Landed value of goods in transit.
xi. Landed value of return to suppliers.
xii. Summary of landed value of shops/ depots.
xiii. Summary of landed cost.
b) The reports regarding sale of items, depot and zone etc. are as follows.
i. Sale of an item shop wise (selected shop).
ii. Sale of an item shop wise (all shops).
iii. Sale of an item department wise (selected items).
iv. Sale of all items department wise.
v. Zonal items wise sale.
vi. Slow moving items zone wise.
vii. Shop wise surplus or deficiency of selected items.
viii. Sale / stock / value of centrally procured items.
ix. Sale / stock of hire purchase items.
(c) Reports regarding stock are as follows.
i. Over stocking state (more than 45 days).
ii. Under stocking state (stock less than 30 days).
iii. Over stocking state of not demanding items (stock more 45 days).
iv. Under stocking state of not demanding items (stock less 30 days).
v. Dead stock report (if average monthly sale of an item of less than 10% of existing stock, the item is considered as dead).
vi. Slow moving stock report (if average monthly sale of an item is less than 30% of existing stock, the item is considered as slow moving item).
vii. Surplus stock.
viii. Zone wise stock.
In S & D Computer Section the software, which is installed, is made in FoxPro 2.5 with “Peer to Peer” network topology since 1992.
To cater with the shopping and packing bags requirements, following machines were installed in the vicinity of head office in 1992.
1. Poly project lane extruder machine Rs. 250,000
2. Sealing/ cutting machine Rs. 65,000
3. Printing machine Rs. 200,000
Up gradation in 2000 Rs. 175,000
Total investment Rs. 690,000
|North zone 2250 kg.||1900 kg.|
|Central zone 1459 kg.||900 kg.|
|South zone 950 kg.||1050 kg.|
|Total 4950 kg.||3850 kg.|
|Total 5500 kg.||3000 kg.|
Finished material of packing bags is procured from the market via P & S Division while sealing, printing and cutting is done at the project. Shopping bags are completely prepared in the project.
Following are the major activities at S & D Division, which take place in collaboration with the manual section and the computer section.
1. Inventory control
Stock level for shops and depots is laid down proportionate to monthly sale to ensure that overstocking does not tale place and funds are not blocked. The following stock levels have been laid down.
|Categories||Running stock||Reserve stock|
|Outstation shops||30||30, 50% of reserve is at depot and 50% at shop.|
|Local station shops||30||------------|
Zonal manager are authorized to make shift of stocks with in zones in order to keep stock level according to the specified limits. In this way stock/ surplus in one shop is transferred to other shop for quick disposal.
3. Transfer outside the zone
Director Stores and Distribution Division approve such transfers. Stock surplus in one zone is transferred to other zone for liquidation.
4. Replenishment System
Demand of DD items are placed by depot on authorized firms 60 days in advance. Demand from shops to depots is placed 90 days in advance, which is also reflected in the stock sheet copy.
The shop manger demands shop delivery items 60 days in advance directly from suppliers through respective zonal office.
Centrally procured items such as costly items of hire purchase scheme are demanded and distributed by P & S Division.
5. Monthly stock verification
· The most important job of Stores and Distribution Division is checking/ scrutinizing of monthly accounts of each shop/ depot all over the Pakistan. A board physically checks stock of each shop/ depot once in the month. Surprise stock taking also takes place, which is conducted by the board in collaboration with the zonal office/ head office for selected shops. The board conducts annual stocktaking in every June.
The board itself or their liaisons collect stock sheets from the respective shop/ depot that is prepared in triplicate. Two copies are sent to Stores and Distribution Division and one copy to respective depot. These sheets after detachment of annexed transfer invoices, summaries and other supported documents are passed on to Computer section for the purpose already spelt out. One set of the observation of the computer section regarding shortage/ surplus is returned to shops with instructions to raise justification for each difference in their calculations. The volume of work at S & D computer section can be ascertained by the fact that about 5000 sheets involving approximately 1.25 million entries are verified every month. The verification process entails the observation of the following accounts.
a) Opening balance.
b) Receipt voucher.
c) Transfer invoices.
d) Debit/ credit notes.
e) Cash deposit/ bank statement.
f) Credit sales invoices.
g) Stock in hand.
h) Hire purchase credit notes.
6. Overstock handling
Depots/ shops are expected to place demands after due consideration of existing stock/ expected sale. Due to many reasons they often falter and over stocking takes place. This overstocking is removed by the option of liquidation.
a) Transfer to potential sale areas.
b) Return to suppliers.
c) Readjustment of sale price.
d) Bulk sale (Discount on bundles of items).
7. Recovery/ regularization of losses
Losses/ shortages frequently occur at Canteen Stores Department. Most of them are detected during scrutiny of stock sheets monthly/ surprise stock taking conducted by the head office team/ zonal team. Comprehensive SOP’s exist for the regularization through departmental/ court actions. Better management at zonal level and frequent visits/ inspections by head office teams can help reduction in these losses.
Shortages in the depot/ shop usually occur due to some of the following reasons.
Ø Preparation of wrong receipt/ issue/ transfers invoices.
Ø Wrong entry of cat-no of an item.
Ø Wrong entry of sale price of certain item (ignoring latest PCL).
Ø Entry of fake stock figures by the shopkeeper.
Ø Less deposit of sale proceeds in the bank.
Ø Knowingly or unknowingly wrong preparation of debit/ credit notes by the shopkeeper.
As per SOP’s in vogue shop manager are required to raise justification against shortages declared by Stores and Distribution Division with in 15 days. In case no justifications against declared shortage is raised, the shop manager is required to deposit the shortage with in 25 days. In case of failure Stores and Distribution Division approaches F & A Division for recovery from pay and allowances of the shop manager along with 15% markup.
Following are some of the major terms and their descriptions, which are used in Stores and Distribution Division.
1. Classification of shops
· Shops are classified on the basis of volume of monthly sale as follows.
|5 million and above||I|
|0.8 million and above||II|
|0.4 million and above||III|
|0.15 million and above||IV|
|0.15 million and below||V|
2. Slow moving/ Dead stocks
Based on monthly sale, the stocks are classified as follows.
The stocks with less than 30% sale of an existing stock monthly are called slow moving items.
The stocks with less than 10% sale of an existing stock monthly are called dead stock items.
3. Negative Sale
It means excessive inventory. The shop manager is also responsible to raise justifications for the excessive inventory, which do not match with the shop accounts at S & D Computer Section.
Hire purchase and confiscated division is responsible for delivering costly as well as less costly items to armed forces service employees on equal monthly installments. As the motto of Canteen Stores Department is to give relief to army personnel in the event of peace and war, Hire purchase division being an integral part of CSD has been serving its customers since the distant past.
Hire purchase division is dealing with the leasing of two items mainly.
1. Less costly items
2. Costly items
Items, which are of cost 5000 or lesser, are called “Less costly items” such as pedestal fans, sewing machines, bicycles etc. while the items which cost more than 5000 are called “Costly items” such as microwave oven, TV, refrigerator, air conditioner, deep freezer, motorcycles etc.
Usually costly items are centrally procured items.
1) To provide the facility for purchase of much needed items to the entitled person at convenient installments.
2) To promote customer interest through spirit of participation at the level of senior head quarters, unit and individual buyers.
3) To highlight the welfare image of the CSD in giving its esteemed customers a positive feel of much needed help.
1. CR section
Central registry section is responsible for mail disbursement of Hire purchase division. Main CR is procured by P & A Division, which is further distributed to each of the division of Canteen Stores Department.
This is the place where all the items, which are being leased, are displayed. All the information about down payments, lease installments etc. are notified at the spot. Application forms are received and further dispatched to DO cell. There are two types of application forms in accordance with costly and less costly items.
· Following are some of the particulars that are required along with the application form.
Ø Bank slip of down payment.
Ø Copy of NIC of the customer.
Ø Counter sign of CO of the unit.
Ø Salary certificate (For lower ranks).
3. DO cell
DO stands for Delivery Order. This is that part of Hire purchase division, which is directly, linked with the CSD customers. Following are the prime responsibilities of the DO cell.
Ø To receive an application from the DO cell or reception, preliminary audit the particulars and then dispatch the application to Computer Section along with an “ Objection Check List”. Computer Section again audits these particulars and then sends it back to DO cell with a final detail of all objections.
Ø In case, no objection is raised by any discipline, a delivery order is issued to the respective customer via Computer Section. Earlier these orders are issued by DO cell manually but now this practice has been replaced by the issuance of computerized Delivery Orders.
Ø One copy of Delivery Order is issued to the respective shopkeeper while one to the respective customer. This Delivery Order contains important information about date of issue, down payment, monthly installments, number of installments, detail of other rules and regulations etc.
Ø Customer reaches the shop and reconciles his Delivery Order with that of shopkeeper and finally receives the product.
Ø The shop sends a credit note to DO cell as well as to Stores and Distribution Division after it transfers the product to the respective customer.
Ø Further, the DO cell attaches that credit note to a specific file with a unique case, no which is assigned to each leased asset.
Ø This file is further sent to respective group of Hire purchase division where it is maintained till the closing of the case.
Ø In case of any objection, adjustment, transfer or refund, DO cell sends acknowledgment letter to the respective customers containing details of the above-mentioned facts.
Ø In order to avoid over or under stocking, DO cell continuously interacts with the P & S Division and the CSD shop. The shops weekly fax the stock position to the DO cell.
4. Motor cycle group
· This is the most costly item the Hire purchase division is leasing to its respective customers.
After DO cell sends the concerned file of a product and the customer to Motor cycle group, this group issues a first letter to the respective customer. After that Motorcycle group receives the vouchers of the monthly installments via IBCO section and maintains a side chart, which constitutes of Hire purchase price (the total cost of the product with installments), due date, monthly installments, cost of financing COF (which is the penalty on delayed payments) etc. These payments are also recorded in a “Subsidiary ledger” for backup.
In the first letter to customers, the due date for monthly installment is especially mentioned. After that due date, a reminder is issued and 14% COF on monthly installment is charged from the customer. This amount is recorded in the side chart along with the original due amount. A customer has to pay that COF at the end of his installments, otherwise his case would not be closed and he has to confront a serious problem at the time of his retirement as all armed forces personnel have to take clearance from Hire purchase division at the time of their retirements from armed forces. Earlier if customer threw no attention to that clumsy COF, it was compounded continuously and interest was accumulating in that amount. With the passage of time it may yielded in a massive cash burden on the customer and he would be in a catastrophic situation. But now this policy has been revised.
In May 2001, Hire purchase division revised its policy and it has been decided that as the principal amount is recovered, COF would freeze and no further interest is charged. This has given a lot of financial relief to the CSD customers.
Following are some of the details of terms and conditions possessed by Motorcycle group.
No of installments: 30 with 25% down payments.
Varieties: Honda CD70, Honda CG125, Yamaha, Sohrab.
Rebate: CSD gives 13% rebate to its respective customers if they submit there remaining balance lump sum at any moment during the leasing period.
Clearance certificate: After all the installments are recovered an internal auditor of Hire purchase division audits the entire file of the customer again, checks any shortage or surplus, bank receipts etc. If no objection appears before the internal auditor, the Motorcycle group issues a clearance certificate to the customer.
All armed forces personnel including army, PAF and Navy have to take the clearance certificate from Canteen Stores Department at the spot of their retirement from armed forces as well.
5. AC/ Refrigerator group
· This group also comes under the head of costly items.
· Same as Motorcycle group.
No. Of installments: 24 with 25% down payments.
Varieties: PEL, Dawlance, Singer, Waves.
6. TV group
This group is dealing with leasing of all varieties of television. This also comes under the head of costly items.
· Same as Motorcycle group.
No. Of installments: 24 with 25% down payments.
Varieties: Philips, Gold Star, Singer.
7. Miscellaneous group
All less costly items such as pedestal fans, sewing machines, bicycles etc. and costly items such as microwave oven come under the head of miscellaneous group.
· Same as Motorcycle group.
No. Of installments: 6 to 9 for less costly items and 15 for costly items with 50% down payments.
Varieties: Sohrab bicycle, Singer Microwave oven, Pak fans etc.
8. Internal auditor
Before any case is closed an internal auditor scrutinizes all files. After clearance from that person, respective group issues a clearance certificate to the respective customer.
9. IBCO Section
· IBCO stands for “Inter bank credit order”. This section is responsible for receiving the daily bank slips, compilation and tabulation of these slips, and then dispatching these slips to the respective group.
The summary of these receipts is also recorded in Computer Section but this is not recorded in accordance with case no. which is assigned to individual customers. This is only for checking the various bank balances. Due to this reason it is not possible to check any individual balance via computer in the old setup.
Now in new software, a utility is there to comprehend with the daily bank receipts but this is at a very initial stage and has not started working properly.
10. Confiscated group
· This group of the Hire purchase division deals with all smuggled commodities, which are procured from custom authority on cash basis. These commodities are further transferred to CSD customers on convenient installments.
11. Computer Section
· As an integral part of the Hire purchase division, the Computer Section is involved in the following activities.
1) Processing and delivery of DO’s.
2) Processing and delivery of First letters.
3) Processing and delivery of Credit notes.
4) Processing and delivery of daily bank receipts.
5) Processing and delivery of adjustment and transfer cases.
6) Processing and delivery of refund cases.
7) Processing and delivery of retirement cases.
8) Processing and delivery of pending list (analysis of present and the past stock information of each HP shop).
Since the distant past FoxPro 2.6 was incorporated in the Computer Section of Hire purchase division. This software was capable to enter the necessary information about the transactions and to print major notes.
With the passage of time, it had been seen that that software is not pertinent for the existing requirements and could not fulfill some of the basic requirements of the system such as maintenance of side charts, recording of daily bank receipts, MIS reports etc. This was an early impetus for the development of the new software.
Recently new software by Fuji soft, which has been made in Oracle 6i, is incorporated in HP Computer Section. This software is capable of maintaining some additional utilities such as maintenance of side charts, daily bank receipts, MIS reports etc.
|Old software||New software|
|FoxPro 2.6||Oracle 6i|
|Peer to peer||Star|
Huge record maintenance
Hard ware capabilities
The M&P (Marketing And Project) Division plays an important role in CSD business structure. There are many activities performed by this division and I will consider each and every activity of this division one by one. Now we start from its structure and will proceed step by step.
This division is performing various functions as follow.
The division is actively committed in the 4th ‘P’ of the marketing mix i.e. Promotion. Major activities regarding marketing are as follow,
a) Appraisal and Evaluation of quality of service by ‘Business Reply envelope’ is being carried out.
b) Improvement of shopping environment.
c) Addition Of New Facilities i.e. Ladies Exclusive shops, Bakery, perishable goods etc.
d) Issue of guide lines, instructions etc.
e) Marketing-Innovative Measures: Guidelines for marketing Innovative measures i.e. Eid Bazaar, Ramzan Stalls, bulk sale of fruit and vegetables etc.
f) Sale promotion, Customer of the month scheme and other sales promotion schemes such as lucky draws etc.
g) Renting out CSD space to companies for their publicity boards.
This division is also engaged in planning training schedules for cadres, for new entrants, for JSA/ SSAs. It also arranges various seminars and conferences for the training of managers. It also designs special programs for the newly posted directors for their awareness to the organization.
This involve opening of new CSD shops, their feasibility, users requirements, construction monitoring etc.
4. Private Shops
As an integral part of big Canteen Stores Department, private shops are located all around the CSD shopping complex as electrons are revolving around the central nucleus. These are small franchised shops in order to meet those requirements of the customers, which cannot be fulfilled by the CSD shop.
Marketing and projects division has another very important responsibility, which is the maintenance of these private shops. This involves,
a) Policy formulation about private shops.
b) Processing of applications.
c) Bids and comparative study.
d) Procurement of allotment instructions.
e) Check of contract and items.
f) Compile record of all shops of all zones.
g) Monitoring and controlling their quality and prices through ‘Zonal Monitoring teams.
h) Monitoring of special private shops such as Petrol Pumps/ CNG Stations.
Marketing and projects division is actively involved in the initiation and stimulation of an efficient information technology infrastructure in the Canteen Stores Department. This involves,
a) Direct and control all segments of computers in CSD.
b) Maintenance of existing software’s.
c) Maintenance/ repair of existing hardware.
d) Identifying the requirements of users, suggest changes, get verification/approval.
e) Coordinate with external software developers.
f) Monitoring of development and implementation process in case of outsourcing.
g) Management of network (LAN etc.)
h) Management of data and databases.
i) Design/implementation of backup/recovery procedures.
j) Specify up gradation of computer equipment.
k) Test/interview of new applicants.
l) Enhance the proficiency of existing personal.
m) Study and technical evaluation of proposals.
n) Preparation of demand of computer stationary of CSD.
o) Technical vetting of computer stationary.
p) Quarterly inspection of computer equipments.
The achievements of the Marketing and projects division are as follow.
In the field of Marketing…
· “Advertisement offers reasons to buy while Sales promotion offers incentive to buy”.Philip Kotler
· Promotion is an important element of the ‘Marketing Mix’. It suggests persuading the mind and thoughts of the customers in favor of our organization outlets and the products. M&P division realizing importance of promotion, issues comprehensive advertisement instructions on various occasions such as,
· To reduce the sale price and addition of product range.
· Opening of new shop/ facility.
· To sale price marketing innovative measures i.e. Eid bazaars, Ramazan stalls, Bulk fruit sale, addition of depots etc.
· To sale price sales promotion activities by the companies i.e. Lever Brothers, Singer, Yamaha and Rafhan etc.
· The ads were created, designed and got printed in newspapers.
· Customer of the month scheme
· Clearance sale M&P division, realizing that were many ‘Dead stock’ items lying with CSD over last many years, issued instructions to S&D division. And all zones, for clearance sale, in June 2000.
· Sales promotional schemes were arranged in collaboration with various companies.
· ‘Lucky Draw Schemes’ were arranged in collaboration with companies at our outlets. Recently Lucky Draws of ‘Lipton Yellow Label’ and ‘Singer were conducted.
· Renting Out Space To Companies for their Public Boards
· The media for promotional activity normally used is as following:
o Hand bills, leaflets.
o Notice boards.
Customer’s is the main tool that guides management to make its operations more effective and customized. Feed back is being received from customers through “Business Reply Envelop’ and action is being taken accordingly.
At shopping complex…
· M&P division actively involved for improving the shopping environment.
· Shop timings were enhanced keeping in view the market and shopping behavior of the customers.
· Uniform was introduced for the sale staff so that they are distinguished and can attend to the customers in a dignified manner.
Addition of New Facilities
Following new facilities have been added to CSD shops at different location:
· Self service vegetable shop at CSD shops.
· Ladies exclusive shops.
· Temporary sale points of textbooks.
· Temporary sale points-Fish
The retail business, besides many other aspects pivots around ‘customer service’:
An Urdu brochure was written, prepared, printed and was issued to all shops. It is comprehensive brochure suggesting Dos and Don’ts.
Similarly, a detailed paper on ‘customers services’ was written and issued to all Zonal Offices. Needless to emphasize that such materials, Preparation keeping in view own business environments, have contributed greatly in improving customer service. The effect is visible and the staff is more courteous and at the service of our esteemed customers.
Free-check up campaigns was arranged for HONDA & YAMAHA motorcycles in collaboration with these companies. The activity was highly appreciated by the customer’s particularly young officers.
In the field of Training…
Human Resource Division HRD is and important area of any business organization. Efforts are being made from within the resources to impart training in shape of cadres, on job, conferences/seminars.
Usually there are three types of training procedures prevailing in the organization.
1. Regular Training of Sales Force
This sort of training is for the lower level employees including JSA/ SSA, new entrants, managers etc. the purpose is to make their services more and more productive.
Following are the salient features of this training procedure.
Training for grade-17 A two weeks training session was designed and conducted for the orientation of new managers in Jan 99.
Training for Grade 11-14 A six week training course was designed and conducted for the training of newly inducted persons in Jan, Feb 2000.
Lectures were delivered in ‘Retail Management’ and ‘Promotional Activities’ by M&P.
As per corporate culture internship training is being offered by CSD Since sep 99. Six students have completed their internship training including me.
In the field of Projects…
The projects that have been completed in the last two years and under construction are,
The projects which have been constructed
1) CSD shop cavalry ground A new shopping complex i.e. CSD main shop and 11 private shops at cavalry ground have been constructed.
2) CSD shop Multan CSD shop Multan has been completed. All coordination was carried out from architectural drawing to furnishing and operation. All equipment was worked out for the best utilization of space.
3) The work at CSD shop Jhelum is near completion.
4) CSD shop Peshawar Near completion.
5) CSD shopping complex Rawal Pindi Design directorate E-In Construction branch has been approached for master planning and architectural design for new CSD S/C Rawalpindi.
M&P division streamlined procedures of private shops and took up increase of revenue as a challenge since Oct 1998. All out efforts were made to pursue old cases, update records, coordinate with Zones and F&A division. It yielded positive results and increase of 32 lacs has been achieved during this period, which comes to 164.30% growth.
· Perishable shops, such as vegetable /fruit, bakery mutton/beef and chicken shops are run by CSD management by employing own staff with the view to providing good quality products and better services to all esteemed customers.
Petrol pump-Peshawar Cantt
The CSD petrol pump at Peshawar has been remodeled by shell and has started functioning.
In the field of IT-development…
The computer system has been organized and measures have been initiated to ensure the followings
· Maintenance of hardware and software.
· Streamlined induction system of equipment.
· Streamlined procedure of computer purchases.
· Certain projects have been initiated.
o Networks were established in S&D and F&A division computer section for sharing of resources, enhancing efficiency and better control.
o HP Projects Hire Purchase software projects had been awarded to ‘Fuji Soft’ a subsidiary organization of Fuji Foundation. After verification of the ‘prototype’, main version has been installed on newly established LAN. The system is functioning satisfactory during the ‘Stabilization Period’.
o Point of Sale a company on trial basis at CSD naval complex is installing the system.
There are three zonal depots all over the country which streamline the daily operations of CSD shops by meeting their demand and supply requirements.
1. Zonal depot south.
2. Zonal depot center.
3. Zonal depot north.
v Demand procurement of all CSD shops in the zone.
v Demand placement to CSD shop of the depot delivery items.
v Streamline the monthly stock procedures.
v Assessments of rate of consumption.
v Negotiate with the suppliers.
v Stock taking of zonal depot in collaboration with the Stores and Distribution Division.
All stocktaking’s for CSD shops and depots are conducted on every 23rd of the month. On the behalf of this stock taking, demand is compiled and procured for the next month from 25th to 30th of month. Further demand is placed to CSD shops from 3rd of the next month to onward.
Zonal depot north is classified in to the following groups.
1. Food group.
2. General group.
3. Textile group.
4. Computer Section.
1. Food group
This group is further classified into the following subgroups.
Food 1, which deals with grocery, generic products.
Food 2, which deals with packed edible items.
As demand is placed from the depot, the goods reach the group on the assorted date. The group receives the goods and signs a “Packing note” containing details of the arrival goods. This packing note is further transferred to the Computer Section for entering in to the computer. As goods are transferred from the group to the respective shop, again group reaches to the Computer Section and records the details of the transaction.
2. General group
This group is further bifurcated into two groups_ Toiletry and Household.
Same as Food group.
3. Textile group
Same as Food group.
4. Computer Section
This is the section where daily arrival and dispatch of the goods are recorded in the computer. Software made in Cobol has incorporated in to the Computer Section, which efficiently keeps track of all the daily transactions.
All groups reach to the Computer Section along with packing notes to record the daily arrival of goods. As the goods are transferred from the depot to the shops, Computer Section issues a transfer invoice. One copy of transfer invoice is sent to the shop, one to head office and one in the record of the depot.
All revenues of Canteen Stores Department pivots around shopping complexes as they are at the front end to the customer. There are 109 CSD shops all over the country. These shopping complexes constitute of CSD main shop, private shops and franchised shops.
On the behalf of revenues these shops are categorized in to following four categories.
|5 million and above||I|
|0.8 million and above||II|
|0.4 million and above||III|
|0.15 million and above||IV|
|0.15 million and below||V|
v Packing of all generic products such as rice, pulses, sugar, grams etc., which are purchased by the P & S Division in bulk from the supplier.
v Processing of “Daily cash statement”.
v Procurement of “Payment after sale” commodities.
v Processing of RV’s.
v Processing of “Debit and Credit notes”.
v Providing customer a best possible service via various channels such as self-service, printed price list on the commodities, separate counters for ladies and gents and for single item, special display, one stop shopping, a peaceful environment, ensuring the quality of goods via suppliers investigation and guarantees.
v Announcement of sales promotional schemes such as lucky draws, customer of the month, suppliers sale schemes etc.
v Maintenance of private shops, ensuring the quality and fewer prices of the goods sold there.
Big CSD shops are authorized to demand the products on their own which are local purchase or payment after sale products. These are also known as shop delivery items. Mostly CSD shops procure their demand through zonal depots. As the demand is placed to the selected CSD shop, the shop signs a RV and then sends that RV along with sales invoice of the supplier or the depot transfer invoice to the P & S Division. P & S Division further processes those bills as mentioned earlier.
All CSD shops are closed on every 23rd of the month for stocktaking. All stock sheets along with transfer invoices, RV’s, debit/ credit notes etc. are sent to S & D Division for scrutiny.
This is a written evidence of all daily sales of CSD shop. It constitutes of,
v Total daily sales.
v Details of local purchase.
v Bank receipts.
v Detail of other utility bills.