Patanjali Ayurvedi Case Study

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Abstract
Patanjali Ayurveda Limited is an Indian brand of Ayurvedic, herbal and wellness products. It is one of the fastest growing FMCG Company which has turned out to be most disruptive force in the Indian market (Kumar, 2016). It has exponentially expanded its product portfolio across the wide range of FMCG products. There are 15000 exclusive retail outlets, 3000 Patanjali chikitsalaya kendras and other retail chains for the wide range of products (Pandey and Sah, 2016). The increased competition among firms necessitates them to constantly enhance their product in terms of its features, cost, timely delivery and services. Thus, firms are using supply-chain management as a tool for gaining competitive advantage and customer satisfaction (Lambert et al., 2005). Competition is no longer between organizations, but among supply chains (Rampier and Bala, 2012). Patanjali Ayurved has risen amidst this competition riding on innovation, alternate marketing
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It contributes to higher operating margins. But the margins offered are 4-6 percent lower than the competitors and in addition the products are less costly (Khanna, 2015). Patanjali Ayurveda's products are sold at a price of 15% - 30% lower than that of competition. (Singh and Gopal, 2016) Like other FMCG companies, Patanjali has recently tied up with Future Groups to enter into market through Big Bazaar Retail stores. This will be advantageous as it will attract more customers (Khanna, 2015). Thus this paper shall trace the journey of the brand and explore the supply chain that has brought it into the league of reputed FMCG brands.
The paper will discuss the review of literature of supply chain management, Research Methodology and the Timeline of the research paper. Further the research methodology and timelines are mentioned. The study will examine the highly inter-related aspects in the supply

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