Findings and analysis of the article on nestle

Introduction to Production and Operation Management (MGT-330)

Submitted to-
Prof. Dr. MD. Mamun Habib

Submitted by-
Group I
N0. Name ID
1 Faisal Salim Rahman 1710124

2 MD MustainBillah 1730364

3 Sanjana Sultana 1820284

4 Shafat Saleh 1621596

5 Abrar Faizullah 1830710

 Table of Contents

Table of Contents........................................................................................................................................2
Letter of transmittal.....................................................................................................................................3
Executive summery.....................................................................................................................................4
History of nestle..........................................................................................................................................5
The pioneer years....................................................................................................................................5
The Belle Époque.....................................................................................................................................5
Crisis and opportunity.............................................................................................................................5
Greater consumer convenience..............................................................................................................5
Towards Nutrition, Health and Wellness.................................................................................................5
Creating Shared Value.............................................................................................................................5
Introduction.................................................................................................................................................6
Analysis......................................................................................................................................................14
Methodology.........................................................................................................................................14
Solution.................................................................................................................................................15
FINDINGS...................................................................................................................................................16
Conclusion.................................................................................................................................................17
References.................................................................................................................................................18
 Letter of transmittal

20th September, 2020

Prof. Dr. Md. Mamun Habib

Professor of General management
School of Business
Independent University, Bangladesh.

Subject: Submission of findings and analysis of the article “Controlling the sustainability of

food supply chains” on nestle.

Dear Sir,
It is indeed a great pleasure for us to be able to hand over the result of our hardship of the MGT-
330 report of supply chain on nestle. This report is the result of the knowledge which has been
acquired from the respective course and perceptive knowledge. We tried our level best for
preparing this report. Thank you for your supportive consideration for formulating an idea.
Without your inspiration this report would have been an incomplete one. The information of this
report is mainly based on the article found on the internet. All of us gave our level best for
making this report come together.

We, fervently hope that you will find this analysis worth reading. Please feel free for any query
or clarification that you would like us to explain. Hope you will appreciate our hard work and
excuse the minor errors. Thanking you for your cooperation.

Yours Sincerely,
Abrar Faizullah

Faisal Salim Rahman

MD MustainBillah

Sanjana Sultana

Shafat Saleh
 Executive summery

Nestlé was formed in 1905 by the merger of the Anglo-Swiss Milk Company, established in
1866 by brothers George and Charles Page, and Farine Lactée Henri Nestlé. The company grew
significantly during the First World War and again following the Second World War, expanding
its offerings beyond its early condensed milk and infant formula products and now expanding to
baby food, medical food, bottled water, breakfast cereals, coffee and tea, confectionery, dairy
products, ice cream, frozen food, pet foods, and snacks.

The article was based on the supply chain of their main focused product coffee and cereals. The
article by Jens Hamprecht and Daniel Corsten interested us to look into it. We went through the
article many times that helped us find the analysis and findings from the report. Also the
overview of the report was firmly understood and explained as in the report they discussed on the
method of the supply chain of the raw materials where they retraced the supplier of the product.
 History of nestle

The pioneer years

Our history begins in 1866, with the foundation of the Anglo-Swiss Condensed Milk Company.
Henri Nestlé develops a breakthrough infant food in 1867, and in 1905 the company he founded
merges with Anglo-Swiss, to form what is now known as the Nestlé Group. During this period
cities grow and railways and steamships bring down commodity costs, spurring international
trade in consumer goods.
The Belle Époque
In 1905, Nestlé & Anglo Swiss has more than 20 factories, and starts using overseas subsidiaries
to establish a sales network that spans Africa, Asia, Latin America and Australia. As World War
One approaches, the firm benefits from the period of prosperity known as the Belle Époque or
‘Beautiful Age’, and becomes a global dairy company.
Crisis and opportunity
After the war military demand for canned milk declines, causing a major crisis for Nestlé &
Anglo-Swiss in 1921. The company recovers, but is rocked again by the Wall Street Crash in
1929, which reduces consumer purchasing power. However, the era carries many positives: the
company’s management corps is professionalised, research is centralised and pioneering
products such as Nescafé coffee are launched.
Greater consumer convenience
The post-war period is marked by growing prosperity, and people in the US and Europe spend
money on machines that make life easier, such as refrigerators and freezers. They also favour
convenience foods, and Nestlé Alimentana meets this need with new products including Nesquik
and Maggi ready meals.
Towards Nutrition, Health and Wellness
Following years of growth, Nestlé disposes of unprofitable brands and promotes those that
satisfy increasingly health conscious consumers, in line with its new ‘Nutrition, Health and
Wellness’ ambition. The company expands in the US, Eastern Europe and Asia, and targets for
global leadership in water, ice cream and animal food.
Creating Shared Value
Nestlé articulates its Creating Shared Value approach to business for the first time, and launches
its Nestlé Cocoa Plan and Nescafé Plan to further develop sustainable supply chains in cocoa and
coffee. While strengthening its position in traditional segments, infant formula and frozen foods,
Nestlé strengthens its focus on medical nutrition.
 Introduction

Nestle was formed in 1905 by the merger of the Anglo-Swiss Milk Company, founded in 1866
by Henri Nestle. The company grows significantly during the First World War and again
following the Second World War. Nestle is one of the largest food companies in the world. The
product of Nestle mainly includes the cereals, baby food, coffee, tea as well as ice cream and pet
foods.
Supply chain is the heart of Nestlé as Nestle is the leading nutrition, health and wellness
company. Thus, even though it has a sophisticated chain, Nestle keeps customers at the centre
with the motto being the leader in supply chain in its industry. Supply chain professionals at
Nestle plays a critical role in ensuring the quality of the products that reached to the customers
and consumers. To achieve this Nestle collaborate with commercial teams to develop demand
forecasts and the suppliers around the world.
The purpose of the article was for the food industry, the depletion of arable land and a growing
world population demand controlling the sustainability of agricultural Inputs to the industry.
Controlling the sustainability of these supplies means controlling the economic, social, and
environmental performance of the supply chain. Supply chain is responsible for safely storing
and transporting the products to meet our customers and consumers. So, the authors propose a
method for integrating controls of social and environmental performance in a supply chain
controlling framework. This method is illustrated with case studies on Nestlé’s food supply
chains. The report provides an overview about the supply chain management of Nestle
Company. Mainly, the report explains how they traced the raw materials (milk and cereal) of
nestle down to their suppliers. And every control points were assessed so that the economic,
social and environmental safety and efficiency is ensured. Then the hand over points and control
points to guarantee food safety and quality in the supply chain.
We’ll discuss briefly about background, selection of supply chain management and the method
of integrating controls of social and environmental performance in a supply chain controlling
framework of Nestle.
See discussions, st ats, and author pr ofiles for this publication at : https://www .researchgate.net/publication/242019661

Controlling the Sustainability of Food Su pply Chains

Article in Supply Chain Management · Februar y 2005

DOI: 10.1108/13598540510578315

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Supply Chain Management: An International Journal
Controlling the sustainability of food supply chains
Jens Hamprecht Daniel Corsten Manfred Noll Evelyn Meier
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Chain Management: An International Journal, Vol. 10 Iss 1 pp. 7 - 10
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Gabriela Alvarez, Colin Pilbeam, Richard Wilding, (2010),"Nestlé Nespresso AAA sustainable quality program: an investigation
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Journal, Vol. 15 Iss 2 pp. 165-182 http://dx.doi.org/10.1108/13598541011028769
Craig R. Carter, P. Liane Easton, (2011),"Sustainable supply chain management: evolution and future directions",
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 Insight from industry

Controlling the sustainability of food supply

chains
Jens Hamprecht and Daniel Corsten
Kuehne-Institute for Logistics, University of St Gallen, St Gallen, Switzerland
Manfred Noll
Nestle·, Vevey, Switzerland, and
Evelyn Meier
Nestle· Suisse, SA, Wangen, Switzerland

Abstract
Purpose For the food industry, the depletion of arable land and a growing world population demand controlling the sustainability of agricultural
inputs to the industry. Controlling the sustainability of these supplies means controlling the economic, social, and environmental performance ofthe
supply chain. In practice, little is known about how companies can efficiently extend their existing supply chain controls to cover these aspects. This
paper tries to address this particular gap.
Design/methodology/approach The authors propose a method for integrating controls of social and environmental performance in a supply chain
controlling framework. This method is illustrated with case studies on Nestle· s food supply chains.
Findings The case studies highlight why quality controls along the whole food supply chain are an import precondition for controlling sustainability.
Originality/value This study is useful for the food industry in the control of sustainability of agricultural inputs to the industry.
Keywords Switzerland, Food products, Supply chain management, Quality

Paper type Case study

Background 300,000 farmers worldwide, providing Nestle· with 2 per cent

Nestle· is the world s largest food and beverage company. In
2003, the group employed 253,000 people and held
operations in 511 factories worldwide. Financial turnover
for the Swiss-based corporation in the same year exceeded 87
billion Swiss Francs. Nestle· s CEO describes quality as being
cornerstone of the business success, and greatest
differentiating factor for Nestle· s brands in the world s
markets. This positioning is clearly communicated in the
marketplace. Nestle· products carry a label with the inscription
quality and trust .
Given this differentiation, sourcing high-quality raw
materials is critical to the success of the business. Nestle· s
most prominent raw materials include milk, coffee, cocoa,
and cereals. These raw materials are partly sourced direct
from farmers. Milk, for instance, is sourced directly from
The Emerald Research Register for this journal is available at
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The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1359-8546.htm
of global milk production. Other raw materials, such as sugar
and oil, are sourced through trade only.
For every agricultural supply chain, Nestle· has a broad set
of controls, covering aspects like quality, safety, cost, service
level, and flexibility of supplies. The controls for these
performance aspects have become increasingly sophisticated. the
Controlling supply sustainability presents two major
challenges. First, the controls need to be regularly refined or
extended, to ensure consideration of new research findings.
For example, the list of herbicides that can be recommended
to farmers needs to be regularly reviewed to ensure that crop
protection has a minimal impact on biodiversity. Second,
controls of environmental and social performance aspects
need to be integrated with economic controls. Often,
environmental and social performance aspects are accounted
for in separate control systems. However, in order to ensure
their efficient application, controls of social and
environmental performance also need to be linked closely to
other controls of the food supply chain, such as quality, food
safety, and costs. Whenever possible, synergies should be
created in the controlling process. Ideally, one piece of

Supply Chain Management: An International Journal
q10/E1m(2er0a0ld5)G7r o1u0p Publishing Limited [ISSN 1359-8546]
supported by [DOI 10.1108/13598540510578315]
The authors thank Dr Hans Joehr, assistant vice president Nestle· and
corporate head of agriculture as well as Professor Fritz Fahrni, ETH
Zu¤rich for their support of the project.
The analysis of Nestle· s Swiss dairy supply chain was
Martin Maeder and Daniel Schmocker, Nestle· Switzerland.

7
 Controlling the sustainability of food supply chains
Jens Hamprecht et al.
information on a supply chain should serve multiple purposes
order to minimise time for data collection.
This consideration motivated the joint project by Nestle·
and the University of St Gallen. We sought to investigate how
controls of sustainability could be merged in a more efficient
manner.
Selection of the supply chains
The project began with the selection of two of the business
most important raw material supply chains: fresh milk and
cereals. For each of these supply chains, we conducted case
studies in the Swiss market. At the beginning of the case
studies, we faced an important question: Would the
integration of economic, social, and environmental controls
differ from supply chain to supply chain? Or would there be
significantcommonalities we could build on? This presented a
challenge, since the nature of salient environmental and social
issues in one supply chain can be very different from those in
another. To illustrate, excess inputs of nutrients can
contaminate ground water. This is a challenge that farmers
in many European and North American regions need to
address. In tropic regions, however, farmers need to avoid
degradation of the thin soil due to a lack of nutrients. Hence,
at the beginning of the case studies, there was a question as to
what extent the results of one case study could be generalised
to other raw material supply chains. Throughout the case
studies, however, common patterns emerged.
Method
Figure 1 shows the method we developed for integrating
controls of the sustainability of supplies. First, we selected a
controlling framework of the factories that could
accommodate the broad range of economic, social, and
environmental performance aspects. Subsequently, we traced
the supplies of the factories key raw material back to
agricultural production.
Once material flows and information flows were known, we
followed a continuous improvement process. We short-listed
controls in the supply chain and revised these in line with the
goals of improving economic, environmental and social
performance. Finally, a check for these controls was
Figure 1 Method for implementing the controls of sustainability
Supply Chain Management: An International Journal
Volume 10 • Number 1 • 2005 • 7 10
integrated in the total quality management (TQM) in
framework of the factories. In the following, we provide an
example of this method.
Application of the method at Nestle·
At Nestle·, we selected an existing TQM framework as the
basis for integrating supply chain controls. The origin of the
selected TQM framework dates back to 1991, when a group
of 14 European businesses, including Nestle·, jointly
developed the business excellence model of the European
Foundation for Quality Management (EFQM, 2004).
The EFQM model allows an assessment of both current
business practices (the so-called enablers) as well as results.
Today, the EFQM model includes partnerships with other
businesses as an assessment criterion. A controlling of
operational processes, however, has typically been limited to
firm boundaries in TQM frameworks. Usually, assessments of
a supplier s operational processes have been done separately
by the responsible purchasing managers.
We developed a supply chain-specific extension of the
TQM framework for milk sourcing Nestle· factories. This
extension accommodates the controls of food safety, quality,
costs, flexibility, and sustainability of the factories major
agricultural chain.
Following the identification of a suitable controlling
framework, we traced the flow of materials. We randomly
selected a batch and traced the raw material flow from the
factory gate back to agricultural production. In addition, the
process of delineating the material flows allowed us to control
traceability in the supply chain. If a supplier of an agricultural
raw material had been found unable to identify his/her own
suppliers, then the first action would have been to ensure an
update of his/her traceability records. In the case studies we
verified that the cereals as well as the fresh milk supplies could
be traced to agricultural production.
Figure 2 shows the chart of material flow we found for a
batch of cereals delivered to a Nestle· factory. Note that
beyond the mill, we did not retrace supplies to individual
farmers. Instead, we randomly selected one of the mill s silos
for wheat deliveries. From there on, we retraced the flow of
materials back to the collection points and ultimately, back to
the farmers. At every stage we short-listed the present control
8
 Controlling the sustainability of food supply chains
Jens Hamprecht et al.
Figure 2 Tracing a batch of cereals from food manufacturer back to agricultural production
points for food safety and quality in the supply chain. For
every control point, we reported relevant information such as
the critical limits of the controls. A complete set of control
points in the supply chain was considered highly important. It
emerged that especially those control points at the hand-over
from one party to another can serve several tasks.
Traditionally, these control points have been used for
controlling food safety and quality of the product. However,
these control points can be enhanced to account for the
sustainability of agricultural production.
The first extensions of these control points cover
environmental performance aspects. To illustrate, in
Switzerland Nestle· now requires that dairy farmers calculate
the nutrition demands of their soils annually. Any over-
fertilisation is forbidden. Compliance with this regulation will
controlled by an independent body. The transport provider
only accept and collect fresh milk from farms complying
the scheme. Consequently, existing food safety and
controls are complemented with an environmental
aspect. production. As a consequence, the mill now maintains
Similarly, social performance aspects such as a controlling
labour standards can be integrated in existing supply chain
controls. At the first hand-over in the supply chain, the buyer
can ensure that the farmer complies with certain standards.
With the help of the following hand-over documents in the
supply chain, this information can be passed downstream to
the gates of the food-processing factory. Figure 2 illustrates
the hand-over points that are used to pass on information in
the cereals supply chain. If the food manufacturer can trace
his/her supplies back to agricultural production, he/she is in a
position to verify compliance with these standards.
In summary, the procedures which had originally been
designed for the purpose of quality and food safety assurance
can provide a basis for ensuring sustainable practices. In the
Swiss fresh milk supply chain, the focus has been placed on
improving the environmental performance of the farms.
Supply Chain Management: An International Journal
Volume 10 • Number 1 • 2005 • 7 10
receives a financial bonus from Nestle·. In addition, the state
supports improved environmental performance of farming
operations financially.
Collaboration is essential
However, there is an important difference between the
different supply chains that we studied. In the case of fresh
milk supplies, the farmers sell their entire production to
Nestle·. This means that a continuous improvement of supply
chain controls, as shown in Figure 1, can be achieved on a
business-to-business level. However, in the cereals supply
chain, Nestle· is only one of many customers of the mill.
Today, the mill depicted in Figure 2 processes wheat for three
different eco-labels . These eco-labels guarantee the be
consumer that the cereals originate from a particular will
environmentally-friendly production. Each of the three with
customers of the mill has established slightly different quality
standards on what constitutes environmentally-friendly performance
separate storage containers for every label. During transport, of
wheat flour of one eco-label may not be mixed with wheat
flour of the other two eco-labels. Clearly, system costs in this
supply chain are higher than they would be in a supply chain
without such a multitude of labels. Furthermore, had the
three businesses jointly designed a sourcing standard, they
might have achieved a leverage effect in the market. For
additional customers of the mill it would have been easier to
join a common initiative rather than adopting a label
proprietary to one business.
Based on this consideration, Danone, Unilever and Nestle·
founded the SAI Platform, the Sustainable Agriculture
Initiative of the food industry in 2002. The initiative jointly
develops standards on the sustainable practices of agricultural
production. Today, it enjoys active participation of food
operators such as McDonalds, Sara Lee and Kraft. Jointly,
9
 Controlling the sustainability of food supply chains Supply Chain Management: An International Journal
Jens Hamprecht et al. Volume 10 • Number 1 • 2005 • 7 10

However, the efforts of the farmers are rewarded. If a farmer these businesses develop social, environmental and economic
improves the quality of his/her fresh milk production, he/she standards that they can communicate to commodity traders

10
 Controlling the sustainability of food supply chains
Jens Hamprecht et al.
and the farming community more effectively than any single
business could.
Currently the Sustainable Agriculture Initiative runs pilot
projects on a number of commodities, including cereals (SAI,
2004). Once the sourcing guidelines are completed,
continuous improvement efforts in the commodity supply
chains can be achieved in a more efficient manner.
As an outcome of this project, we have developed an
extension for the TQM frameworks of factories sourcing fresh
milk. This extension allows us to evaluate quality, safety, cost,
flexibility and sustainability of suppliers processes as an
integral part of the factory s TQM framework. The same
approach can be followed for factories sourcing commodities
such as cereals once the industry initiative has finalised its
guidelines on sustainable sourcing.
Conclusion
We conclude that the effective control of sustainable practices
a supply chain does not build on an entirely new set of
skills. Instead, efforts to create more sustainable practices
contribute to the continuous improvement capabilities of a
business (Sharma and Vredenburg, 1998). In this context, the
completion of controls as shown in Figure 1 should not be
viewed as a one-off approach. Developing and fine-tuning
controls for the supply chain is more of a continuous
11
Supply Chain Management: An International Journal
Volume 11 • Number 1 • 2005 • 7 11
improvement process, building on both past experiences and
new research findings.
In the case studies described here, we focused on one pillar
in the creation of sustainable supply chains: quality
management. In the food industry, the creation of the
Sustainable Agriculture Initiative points to the enabling role
that horizontal alliances can play. In other sectors such as the
electricity or the automotive industry, equally important
initiatives have emerged (WBCSD, 2004). We encourage
studies that investigate the role of these horizontal alliances in
various industries. Alliances as well as quality management
skills and a commitment to achieving change could prove vital
in creating sustainable supply chains.
References
EFQM (2004), European Foundation for Quality
Management , available at: www.efqm.org
SAI (2004), Sustainable Agriculture Initiative , available at: in
www.saiplatform.org
Sharma, S. and Vredenburg, H. (1998), Proactive corporate
environmental strategy and the development of
competitively valuable organisational capabilities ,
Strategic Management Journal, Vol. 19 No. 8, pp. 729-53.
WBCSD (2004), World Business Council for Sustainable
Development , available at: www.wbcsd.ch
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 Analysis and Findings

Analysis
Nestle is the world's largest food and beverage company tries to maintain a certain standard of

quality. High quality can be provided by using the high quality of raw materials such as milk,

cocoa, coffee, cereals, etc. Nestle alone collects about 2 percent of global milk production.

Nestle must control the supply sustainability of these items. There are two major problems nestle

faces while ensuring supply sustainability is – The control needs to be regularly refined based on

new research and findings and secondly social and environmental performance aspects need to

be integrated with economic controls. The case aims to find out how controls of sustainability

could be merged in a more efficient manner. Two of the most important raw materials that are

fresh milk and cereals were selected. For both supply chain processes, we conducted a case study

and the questions that arise were -Would the integration of economic, social, and environmental

controls differ from supply chain to supply chain? Or would there be considerable commonalities

we could build on? This was hard to determine as the supply chain may vary depending on the

social and environmental issues. For example, some areas may require more nutrient input, and,

in some cases, nutrients should be avoided since it may contaminate the ground.

Methodology
To start with, a controlling framework of production lines that could accommodate the

wide scope of social, environmental, and economic issues was chosen. They traced back from

suppliers to the agricultural production of the raw materials. The process was followed, and total

quality management was integrated. The first TQM method that was followed was developed in

1991. Later, it was changed to the European Foundation for Quality Management (2004)

developed by 14 European businesses including Nestle. The EFQM model permits an evaluation
of both current strategic policies just as results. Today, the EFQM model incorporates

"partnerships" with other organizations as an appraisal model. Following a suitable framework,

the flow of materials was traced back. The original suppliers of the raw materials were being

traced back and if not, their traceability records were to be updated(figure1).

In figure 2 a random silo of wheat was selected and traced back to the supplier than to the farmer

keeping in might the control points of food quality and safety. For the milk production, the

farmers directly sell all their production to Nestle which is why a standard is maintained. But in

figure 2 we can see that food is processed for three different companies’ indifferent storage units

with eco-labels separate for each since the quality standards vary. To make it easier to ensure

control and to save cost and time the three companies came up with the SAI platform

(Sustainable Agriculture Initiative) which is a set standard for Quality management. SAI was

running piloting several commodities. Due to this project, an extension to the TQM framework

was developed to ensure the proper safety cost, quality, sustainability, and flexibility of the

suppliers as an essential piece of the TQM process of the factory.

Solution
The solution might be making laws that require all the parties involved to ensure social

and environmental control inability to follow which will directly cancel their ties with the

company. This will reduce time as every single party will stay responsible and the producer such

as Nestle does not have to separately go through the process of ensuring this for every single

supplier and farmer.

FINDINGS
This means that a continuous improvement of supply chain controls, as shown in Figure
1, can be achieved on a business-to-business level. However, in the cereals supply chain, Nestle ́
is only one of many customers of the mill. Today, the mill depicted in Figure 2 processes wheat
for three different “eco-labels”. These “eco-labels” guarantee the consumer that the cereals
originate from a particular environmentally-friendly production. Each of the three customers of
the mill has established slightly different standards on what constitutes “environmentally-
friendly” production. As a consequence, the mill now maintains separate storage containers for
every label. During transport, wheat flour of one eco-label may not be mixed with wheat flour of
the other two eco-labels. Clearly, system costs in this supply chain are higher than they would be
in a supply chain without such a multitude of labels. Furthermore, had the three businesses
jointly designed a sourcing standard, they might have achieved a leverage effect in the market.
For additional customers of the mill it would have been easier to join a common initiative rather
than adopting a label proprietary to one business.

Based on this consideration, Danone, Unilever and Nestle ́ founded the SAI Platform, the
“Sustainable Agriculture Initiative” of the food industry in 2002. The initiative jointly develops
standards on the sustainable practices of agricultural production. Today, it enjoys active
participation of food operators such as McDonalds, Sara Lee and Kraft. Jointly, these businesses
develop social, environmental and economic standards that they can communicate to commodity
tradersand the farming community more effectively than any single business could.

Currently the Sustainable Agriculture Initiative runs pilot projects on a number of

commodities, including cereals (SAI, 2004). Once the sourcing guidelines are completed,
continuous improvement efforts in the commodity supply chains can be achieved in a more
efficient manner.

As an outcome of this project, we have developed an extension for the TQM frameworks
of factories sourcing fresh milk. This extension allows us to evaluate quality, safety, cost,
flexibility and sustainability of suppliers’ processes as an integral part of the factory’s TQM
framework. The same approach can be followed for factories sourcing commodities such as
cereals once the industry initiative has finalized its guidelines on sustainable sourcing
 Conclusion

For the food industry, the depletion of arable land and a growing world population demand
controlling the sustainability of agricultural inputs to the industry. Controlling the sustainability
of these supplies means controlling the economic, social and environmental performance of the
supply chain.

In our case, we have decided to analyse the supply chain strategies of Nestle and its
sustainability. The organization is having impressive supply chain management but they need
focus on two particular factors. One is making vendors partners of the organization and another
is increasing information technology tools to manage their vendor relationship.

In modern business world no organization can sustain without having a well-established,

effective and efficient supply chain management. Role of vendors along with vendor
management with the introduction of information and technology is an important consideration
for organization.

Therefore in coming years importance of supply chain management is expected to increase in

competition and globalization.
 References

Corsten, J. H. (2015). Controlling the sustainability of food supply. Supply Chain Management: An
International Journal, 8.

nestle. (n.d.). Retrieved from https://www.nestle.com/aboutus/history/nestle-company-history