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Pepsico Distribution And Logistics Operations Pdf Free
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Reverse logistics creates value by turning waste into sales and builds customer trust. Businesses resell, reuse and recycle returned products. In addition, effective reverse logistics keeps down any storage and distribution costs.
As of January 2021, the company possesses 23 brands that have over US$1 billion in sales annually.[4] PepsiCo has operations all around the world and its products were distributed across more than 200 countries, resulting in annual net revenues of over US$70 billion. PepsiCo is the second-largest food and beverage business in the world based on net revenue, profit, and market capitalization, behind Nestlé. PepsiCo's flagship product, Pepsi Cola has been engaged in a rivalry for generations with Coca-Cola; it is commonly referred to as the cola wars. Although Coca-Cola outsells Pepsi Cola in the United States, PepsiCo within the North American market is the largest food and beverage company by net revenue. Ramon Laguarta has been the chief executive of PepsiCo since 2018. The company's beverage distribution and bottling is conducted by PepsiCo as well as by licensed bottlers in certain regions.
In addition to the production and sales of several worldwide Pepsi-Cola, Quaker Foods, and Frito-Lay beverage and food product lines (including Pepsi and Doritos), this segment of PepsiCo's business markets regional brands such as Mirinda, Kurkure, and Red Rock Deli, among others.[67] While PepsiCo owns its own manufacturing and distribution facilities in certain parts of these regions, more of this production is conducted via alternate means such as licensing (which it does with Aquafina), contract manufacturing, joint ventures, and affiliate operations. PepsiCo's businesses in these regions, as of 2015, contributed 10 percent to the company's net revenue worldwide.[62]
Other activities that are related to operations management are the management of purchases, controlling of inventory, quality control, storage and overall logistics. All these can be realized through efficient and effective processes (Heizer, & Render, 2011). Conclusively, it can be said that operations management is the set of all the activities which enhance the creation of goods and services by transforming inputs into outputs (Scribd, 2011).
Product lifecycle management is a vital part of the supply chain management process. It involves a constant effort to evaluate and manage products to move efficiently through total distribution, from production to retail sales. Suppose products have a long lifecycle before being sold out. In that case, PepsiCo can change the product mix or replenish it more often, so there are always newer products available. This helps drive demand for overall product categories and also cycle in new products when appropriate. This is done with the help of POS data, which allows for tracking of products through all aspects of the supply chain management system. It also helps to streamline some operations and inventory controls while raising efficiency levels in others.
Abstract:Since the industrial revolution, greenhouse gas emissions caused by human activities have posed an unprecedented global challenge to social development and impact on the natural environment. With the growing awareness of environmental protection and the promotion of international cooperation mechanisms, there is a global consensus to control greenhouse gases. In order to avoid irreversible and catastrophic climate change, there is an urgent need for more companies to take action and make credible commitments to combat climate change and carbon reduction goals aligned with the Paris Agreement and the UN Sustainable Development Goals. As one of the largest and most influential international food and beverage companies with a range of well-known brands, PepsiCo has made ambitious commitments to science-based climate goals, including reducing GHG emissions from its direct operations by 75% against the 2015 baseline and reducing GHG emissions across its indirect value chain by 40% by 2030, as well as setting an ambitious new target to achieve net-zero emissions by 2040. PepsiCo has incorporated carbon reduction and climate strategies in all focus areas across its value chain, accelerating its work on broadening the scale of sustainable agriculture and regenerative farming practice; reducing plastic use and increasing the use of recycle and renewable materials as well as adopting low-carbon alternatives; developing efficient and alternative solutions in transportation and distribution; shifting to renewable electricity and fuels in manufacturing and fleet. Up to 2021, PepsiCo has achieved a 23% of the absolute emissions target of reducing Scope 1 and Scope 2 emissions and 7.9% of the absolute emissions target of reducing Scope 3 emissions. This research aims to evaluate the performance of PepsiCo on achieving their carbon reduction targets based on the analysis of the reported carbon estimates and reduction strategies, and also provides future strategic suggestions and guidance by adopting case study analysis. Although PepsiCo has reported great progress in reducing carbon emissions, further efforts are needed to achieve these goals.Keywords: net zero; corporate sustainability; climate change mitigation; environmental, social, and corporate governance (ESG)
Production logistics is the flow of goods that includes the management of procured parts and materials, distribution inside a factory, product management, packaging, and shipping to warehouse. Delivery management, warehouse dispatch management, and shipping management can be optimized and the state of delivery vehicles can be managed by smoothly linking procurement logistics and sales logistics described later.
Logistics typically refers to sales logistics. In the past this was mainly delivery from delivery centers and logistics warehouses to distribution points such as wholesalers and retailers. But now direct delivery also makes up a large amount of this volume due to online shopping and e-commerce. Whether delivery through delivery centers and logistics warehouses or direct delivery from production sites, higher efficiency in transportation and delivery and shrinking inventory are indispensable for delivering the necessary goods to the necessary people in the necessary quantities at the necessary time. This also contributes to improving customer satisfaction.
The project concerns the creation and management of a horizontal collaboration community for fresh & chilled retail distribution between 2 Fast Moving Consumer Goods shippers (Nestlé & PepsiCo), a logistics service provider (STEF) and 2 neutral facilitators or trustees (BABM and TRI-VIZOR).
Manufacturers of fast moving consumer goods (FMCG) typically have logistics flows of Less than Full Truck Loads (LTL) to their main customers, mostly retail distribution centers. As a lot of competing FMCG manufacturers have the same retail distribution centers as common ship-to addresses, horizontal collaboration seems like an interesting option for these manufacturers. In recent history, many attempts at horizontal collaboration have been made by many different companies, but due to the absence of a standard legal framework and fear of antitrust laws, these projects could not provide stable long-term solutions. This resulted in an increased demand in the market to establish a standard legal and operational framework for horizontal collaboration. 153554b96e
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