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Nestle Operations Management Project


Nestle Operations Management Project contains report about Nestle Pakistan.

Nestlé is the world’s leading nutrition, health and wellness company.

Nestlé S.A. is a Swiss multinational nutritional and health-related consumer goods company headquartered in Vevey, Switzerland. It is the largest food company in the world measured by revenues.

Nestlé’s products include baby food, bottled water, breakfast cereals, coffee, chocolates, drinks, healthcare nutrition, sports nutrition, confectionery, culinary and frozen food, dairy products, ice cream, pet foods and snacks. 29 of Nestlé’s brands have annual sales of over 1 billion Swiss francs (about $ 1.1 billion), including Nespresso, Nescafé, KitKat, Smarties, Nesquik, Stouffer’s, Vittel and Maggi. Nestlé has around 450 factories, operates in 86 countries, and employs around 328,000 people. It is one of the main shareholders of L’Oreal, the world’s largest cosmetics company.

Nestle Operations Management Project


In Vevey, Switzerland, founder Henri Nestlé, a German pharmacist, launched his Farine lactée, a combination of cow’s milk, wheat flour and sugar, saving the life of a neighbor’s child. Nutrition has been the cornerstone of the company ever since.

Nestle is a multinational packaged food company founded and headquartered in Vevey, Switzerland, and listed on the SWX Swiss exchange with a turnover of 87 billion Swiss francs. It originated in a 1905 merger of the Anglo-Swiss Milk Company for milk products established in 1866 by the Page Brothers in Cham, Switzerland, and the Farine Lactee Henri Nestle Company set up in 1866 by Henri Nestle to provide an infant food product. The two World Wars both affected growth: during the first, dried milk was widely used but the second war caused profits to drop by around 70%. Today, it s the World’s largest food Company.


Nestlé’s objective is to consolidate and strengthen its leading position at the cutting edge of innovation in the food area to meet the needs and desires of customers around the world, for pleasure, convenience, health and well being.


“The Nestlé global vision is to be the leading health, wellness, and Nutrition Company in the world. Nestlé PAKISTAN subscribes fully to this vision”.


“…positively influence the social environment in which we operate as responsible corporate citizens, with due regard for those environmental standards and societal aspirations which improve quality of life.” — Henri Nestlé, 1857.


To be a leading, competitive, Nutrition, Health and Wellness Company delivering improved shareholder value by being a preferred corporate citizen preferred employer preferred supplier selling preferred products.


Quality and Safety for our consumers is Nestlé’s top priority. This applies to our entire portfolio, from foods and beverages to all our systems and services.

Quality assurance and product safety is one of Nestlé’s 10 Corporate Business Principles which form the foundation of all we do.


Nestle has been serving Pakistani consumers since 1988. Nestle acquires 40% share in Milkpak. In 1990, Shiekhupura factory started the production of Nido Milk Powder Cereals. In 1992, Nestle took over Kabirwala plant and began to develop its Milk collection network. In 1996, Milkpak was renamed to Nestle Milkpak Ltd. Nestle milkpak was then renamed to Nestle Pakistan in 2005.


Putting its customers, retailers and wholesalers first is its top priority. That’s why they have developed one of the most modern and effective customer service practices in the UK.

For us, all this expertise will mean one thing: the chance to build a customer services career that is second to none. Orders and collections are processed within required time-scales across all Nestlé businesses to getting products delivered to the right people at the right time. They have responsibility for liaising across the business with Sales, Logistics and Planning and for developing and maintaining excellent partnerships both within and outside the business, so as to maximize customer service and customer fulfillment.

As such, good administrative and organizational skills are a must, as is the ability to communicate effectively and clearly at all levels. The capacity to use initiative and support others as part of a team will also play a vital role in making customers the happiest customers around.


Nestle is using a plant layout which is functional in nature. Layout that can handle varied processing requirements.


A basic purpose of supply Chain management is to control inventory by managing the flows of materials.


Our Quality Management System starts on farms. The Quality Management System not only ensures the ongoing access to high quality raw materials but also enable farmers to protect or even increase their income. Often the standard of living of entire rural communities is raised as a result. The system helps address key global environmental and social issues.

Quality is built in during product development according to the requirements of the consumers and following all food safety and regulatory requirements. Nestlé’s R&D network applies in this “Quality by design” to all of product. Nestle apply internationally recognized Good Manufacturing Practices (GMP) to ensure quality and food safety. GMP covers all aspects of manufacturing, including standard operating procedures, people management and training, equipment maintenance, and handling of materials.

Nestlé Quality Policy

    • Build trust by offering products and services that match consumer expectation and preference
    • Comply with all internal and external food safety, regulatory and quality requirements
    • Gain a zero-defect, no-waste attitude by everyone in our company
    • Make quality a group-wide objective

Nestlé Quality Management System

Quality Management System is the platform used globally to guarantee food safety, compliance with quality standards and to create value for consumers. The internal Quality Management System is audited and verified by independent certification bodies to prove conformity to internal standards, ISO norms, laws and regulatory requirements.


Quality is the core competitive priority of nestle. They take quality in two ways.

  • High performance design
  • Consistent quality
  • Availability of its products
  • Customer satisfaction
  • Continuous improvement
  • Quality control
  • Employee involvement


Programs for employee involvement and continuous improvement are aimed at improving quality in general sense. However, TQM often focuses on benchmarking, and product and process design.


Nestle has its own quality standard certification which has much higher standards as compared to ISO, called NestleQuality Standards. Nestle  Kabirwala is approved by Nestle Quality Standards. In which quality is maintained right from the purchase of raw material to the distribution of the products to the ultimate consumers.

  • Quality of Materials
  • Quality of Process
  • Distribution
  • Continuous improvement
  • Customer satisfaction
  • Employee involvement


Benchmarking is a continuous systematic procedure that measures a firm’s product and process against industry leader’s .As NESTLE is industry leader in food products, each factory has its benchmark to improve quality. Nestle Milk Pak Kabirwala takes Nestle Tambula factory Australia as bench mark, which is the best Nestle factory in all over the world. Nestle Milk Pak Kabirwala is at 2nd number.


Following types of inventories are kept by Nestle Pakistan Kabirwala.


Raw Material inventory of Nestle consists of milk. Their Raw Material is kept in Silos. Silos are the big tanks, which are used to store the milk. Inventories of their raw materials cannot be maintained in bulk quality and for a longer period of time. The factory can store the milk up to 596000 liters. They have five silos for storing the milk all have different capacities. The milk can remain for the period of 36 hours without losing quality.


Work in process inventories are not to huge. Whatever they put into production they stop production after its completion if there is no unusual breakdown. The unpacked goods inventory can be considered as the WIP inventory. The condensed milk is stored in Bins. Bins are the big boxes in which the milk powder is stored before packing it. Then through an automatic plant the milk is packed. The butter is stored in huge tubs.


Inventories of packaging material can also be included in WIP inventories. The packing material is purchase externally. The supplier of packing material is packages private limited, Pakistan.  There is a huge warehouse within the factory. In the warehouse they store the finished goods.


There is a separate department in the factory which isresponsible for purchasing the materials and managers itssupply. There is a centralized system of material management. Thewhole operations of which are looked after by the operationsmanagers. There is also a stores officer which also looks after the materials management.


For controlling inventory, Nestle use Continuous Review which is the whole computerized system. In this way they keep a continuous control over their inventory. The stores officer not only maintains records but also makes visits at the warehouses to see the actual situation of materials. The officer can review the inventory at any time. Operations manager and the auditing people also check the inventory and its records so that the risks of loss or manipulation may be minimized.


  • A positive attitude toward work
  • A pragmatic, realistic approach to doing business
  • An open-minded approach to the world
  • A minimal number of systems and written guidelines
  • A personal style of management
  • An atmosphere of mutual trust
  • An avoidance of showing off, windy rhetoric and hypocritical remarks
  • An emphasis on practical experience and on the setting of good examples.


The best mechanism for running a business is to match level of demand (goods, services that customers need) with supply of capacity (recourses, labor force that the business inputs in the production process). They also define capacity as “the maximum level of value –added activity over a period of time”. Thus three main factors come into force here – the capacity of resources and labor force, the process operation which itself leads to satisfying customers through matching demand. It is very important to plan and coordinate all 3 factors very effectively because a difference in capacity and performance easily affects: costs, revenues, working capital, flexibility, quality of goods, speed of response and others.


The world’s leading nutrition, health and wellness company Nestlé, with a 100 year presence in Turkey, is completing the construction of its breakfast cereals production facility which is going to meet the domestic demand and make Turkey an export and production base for the nearby countries. Nestlé is going to start the production of the breakfast cereals, which it has imported up to this date, in Turkey. Built with the support of the Investment Support and Promotion Agency of Turkey (ISPAT) in Karacabey, Bursa, the breakfast cereals production facility will begin production with a production capacity of over 10,000 tons in the second half of 2011. All of the raw materials to be used in the production processes will be procured domestically and Nestlé will buy 4,350 tons of sugar, 5,350 tons of wheat, 4,000 tons of corn and 1,000 tons of rice per year as of 2013. By the completion of production facility, almost all Nestle products which are sold in Turkey shall be produced in Turkey. The production facility, which will transform Turkey into a regional hub in the breakfast cereals category, is launched to the press through a meeting attended by Minister of Trade and Industry.


  • People first

Employees, people and products are more important at Nestle than systems. Systems and methods, while necessary and valuable in running a complex organization, should remain managerial and operational aids but should not become ends in themselves. It is a question of priorities. A strong orientation toward human beings, employees and executives is a decisive, if not the decisive, component of long-term success. Nestle in very much keen about TALENT MANAGEMENT and there HR department works to hire and retain the best industry personnel.

  • Quality products

Our focus is on products. The ultimate justification for a company is its ability to offer products that are appealing because of their quality, convenience, variety and price — products that can stand their ground even in the face of fierce competition.

  • Long-term view

Nestle makes clear a distinction between strategy and tactics. It gives priority to the long-range view. Long-term thinking defuses many of the conflicts and contentions among groups — this applies to employment conditions and relations with employees as well as to the conflicts and opposing interests of the trade and the industry. Of course, our ability to focus on long-term considerations is only possible if the company is successful in the struggle for short-term survival. This is why Nestle strives to maintain a satisfactory level of profits every year.

  • Flexibility and simplicity

From a strictly organizational point of view, flexible, simple structures work best and excessively large units should be avoided whenever possible. In both respects Nestle has a natural advantage: Although it is a big company, it is spread out over many countries and each of Nestle s factories has its own management and responsibility and simplicity

  • Uniformity

A very important concern at Nestle has to do with uniformity: how consistent Nestle ‘s principles, policies, rules of conduct and strategies should be, and to what extent they should differ depending on the country, subsidiary, region, branch or group of products. In general, Nestle tries to limit the uniformity of its policy to a requisite minimum. This minimum is then systematically enforced, unless there are compelling reasons in a given market that justify deviation from policy.

  • Diversification

Nestle does not want to become either a conglomerate or a portfolio manager. Nestle wants to operate only those businesses about which it has some special knowledge and expertise. Nestle is a global company, not a conglomerate hodgepodge. We regard acquisitions and efforts at diversification as logical ways to supplement our business, but only in the context of a carefully considered corporate marketing policy.

  • Research and development

Foresight Nestle is probably unique in the food industry in having an integrated research and development program that engages in applied and basic research in the fields of human physiology, health, nutrition and raw materials. Our research and development program gives us the capacity to create new types of products that we cannot even imagine today, especially in the critical area where preventive medicine and food products overlap.

For Nestle, this is particularly important in packaging. Concern for the effects of packaging on the environment is forcing us to look for new solutions and to consider their interaction with our biological product – food.




Nestle has some very strong brands like Nescafe, Meggi and Cerelec. These brands are almost generic to their   product categories.


The company has been continuously introducing new products for its Pakistani patterns on frequent basis, thus expanding its product offerings.


Nestle has a worldwide network of centers in 17 locations on four continents. An international staff of 3500 engaged in the search for innovative new products and the renovation of existing ones.


Another thing is high level of market share and that people all over the world trust and recognizes Nestle as a big brand name.


They are low cost operators which allow them to not only beat competition but also edging ahead operating excellence, innovation, renovation, product availability and communication are major strengths.


Supply chain:

Company has a complex supply chain management.



Company has potential to expand its business in small towns and others geographies. They can introduce breakfast cereals, chocolates and others thing like that.

Product offering:

Company has opportunity to introduce more new brands.



Because the world is global village and a lot of companies exist in it and trying to produce qualitative product so the competition is increasing and to maintain the level of the products is getting tough day by day.

International marketing standards:

Nestle is facing the threat by the world wide community due to its violation of international marketing standards. Many conferences and campaigns have been held against nestle in this regard which can damage the name of the company and also can break the trust of their customers.

Human Resource Management and Job design

The Recruitment Services team in the UK is recognized within Nestlé globally as the benchmark in leading recruitment practices. That’s because we don’t just fill jobs. Instead, we work with the business to proactively identify and fill their talent gaps. We constantly stand back and work out new ways to attract the very best and keep ahead of the competition, but it isn’t always easy.

Predominantly based in Croydon and York, we provide a service to Nestlé, Purina PetCare and Nestlé Waters, managing the full recruitment cycle for management, staff and some factory roles. Acting as internal consultants, our remit is comprehensive – initially taking the vacancy briefing, defining the attraction strategy, designing the selection process and managing the offer.

You won’t be surprised to know that the key to success in this team is great influencing and stakeholder management skills coupled with the ability to ‘juggle lots of balls’. Ideally you’ll combine recruitment agency and in-house experience. The pace can be hectic, but we do make the time to inject innovative ideas into what we do and how we work, and have some fun along the way!

So, if you want to join a hard-working, high-achieving team with a relentless drive to keep getting better at what we do, this is the place to be.

As a member of the Talent Management and International HR Team, on the other hand, you’ll focus on developing the potential and careers of all our employees, particularly those with high levels of performance and potential who are likely to be Nestlé leaders of the future. Working with the global Nestlé business, you and your team will develop the framework and processes which enable us to identify and develop the potential of our employees. As part of this, the team will support individuals with a clear career development plan to go on international assignments out of the UK to locations such as Nestlé’s international headquarters in Vevey, Switzerland, or to other Nestlé markets around the globe.

As a member of our Learning and Development Team, you’ll divide your time between supporting HR Business Partners in the development of cutting-edge interventions and supporting change through far-reaching development programmes. You’ll also help us create and implement functional development programmes across the business, covering everything from manufacturing to supply chain.

As a member of our Reward and Employee Relations Team, you’ll join one of two expert sub-teams, each with specific responsibility for business-wide strategic and operational remits. As part of the Employee Relations sub-team, you’ll provide business-wide advice and guidance to line managers and the HR community on individual employee relations matters and to HR Business Partners on broader employee relations and change management issues, as well as developing and implementing our policies and procedures in this area and undertaking relevant project work. As part of the Reward sub-team, on the other hand, you’ll focus on maximizing our return on investment to deliver Reward that will motivate our employees to perform at the highest level as well as managing our overall Reward principles and processes including base salary, incentives and Flexible Reward.


Competitive advantages
  • Unmatched product and brand portfolio
  • Unmatched R&D capability
  • Unmatched geographic presence
  • People, culture, values and attitude
There are inherent links between great products and strong R&D, between the broadest geographic presence and an entrepreneurial spirit, between great people and strong values.
Growth drivers
  • Nutrition, Health and Wellness
  • Emerging markets and PPP
  • Out-of-home leadership
  • Premiumisation
These four areas provide particularly exciting prospects for growth. They are applicable across all our categories and around the world.
Everything we do is driven by our Nutrition, Health and Wellness agenda, Good Food, Good Life, which seeks to offer consumers products with the best nutritional profile in their categories


Operational pillars
  • Innovation & Renovation
  • Wherever, whenever, however
  • Consumer communication
  • Operational efficiency
Nestlé must excel at each of these four inter-related core competences. They drive product development, renewal and quality, operational performance, interactive relationships with consumers and other stakeholders and differentiation from our competitors.
If we excel in these areas we will be consumer-centric, we will accelerate our performance in all key areas and we will achieve excellence in execution.


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