Operation and Supply Chain Management at FEEDO

Operation and Supply Chain Management at FEEDO

FEEDO is a massive PepsiCo subsidiary that has 4800 workers and 38 firms. The company does several productions that are worth billions of sterling pounds. However, in the food industry, the development of products takes place at the kitchen experiment before the submission is made to a focus groupwhen the market test is being done. The focus of the paper is to discuss the operation and supply chain management at Frito.

Determination of Productivity at Frito

The production at Frito begins from the farm where the corn and Ruffle potatoes used in the production process are being inspected. The productivity continues throughout the process of manufacturing that determines the number of quality products (Sarkar, 2017). This is done through statistical process control and the visual inspections of the product variables that are used in the production process. Additionally, more production determinations are conducted at the shipment, packaging and delivery stage where small varieties and large volumes of expensive equipment are used in the facility enhancement.

Sources of Pressure on FEEDO to Reduce their Environmental Footprint

Significant causes of pressure on FEEDO include requisition of vast amounts of natural gas, electricity, fuel, and water to reduce their environmental footprints.  However, in maintaining the rapidly growing ecological concerns; FEEDO has designed ambitious plans to ensure that they produce snacks which are environmentally friendly. Notably, these ecologically friendly foods require a lot of resources (Sarkar, 2017). Therefore in recognizing the environmental effect, the firm has remained an aggressive “green manufacturer,” with mild initiatives in resource sustainability and reduction. For example, the energy from the management program in the company involves large inclusions of several elements which are designed to create patient engagement between employees to reduce the amount of power being consumed. These elements include customized actions and scorecards plans which aim at empowering employees to recognize their achievements.

Development of Quality, Low Cost, Flexible and Productive Practices at FEEDO

At FEEDO, development of quality products begins at the farm which includes onsite inspection of the all the potatoes that are used in Ruffles as well as the corns which are used in Fritos. Flexibility in productive practice is achieved through the creation of different work shifts in the firm(Dale& Plunkett, 2017).

Similarly, the improvement of the firm depends on the well-trained workforce at FEEDO who readily recognize the firm’s problems early for professional maintenance on every shift. As a result, the company develops a low cost in the productive practices (Slack & Brandon-Jones, 2018). However, downtime is usually very costly and may result in late deliveries leading to high maintenance cost.

Production Process at FEEDO

The production process includes washing of potatoes in large amounts of water, sliced using a sharp and heavy blade, fried in deep oils, seasoned before being portioned into Lay and Ruffles chips bags as shown below.At FEEDOCompany, over 500,000 pounds of potatoes are delivered every day as shown in the chart below.

 

 

 

 

The Frontier Concept at St. Augustine, Florida, Orlando, and Casa Grande Plants

FEEDO maximizes its production levels by ensuring that all the operations are with accordance to the stipulated code of conducts of the firm (ReVelle, 2016). The company outdoes others due to its flexibility and low production cost in productive practice.

Cost and Quality

The price and quality of production in the four differs significantly. For example in Florida and Orlando firms, the production cost varies depending on the availability of the resources. On the other, in Casa Grande and St. Augustine the cost and quality production depends on the qualified personnel.

Cost and Responsiveness

The responsiveness of FEEDO in the production level is exemplary. In Florida, Orlando, Casa Grande and St. Augustine, the cost and responsiveness vary depending on the nature and period of the production. For example, the higher the production, the lower the cost and responsiveness.

Cost and Flexibility

Cost and flexibility of the four other productions depend of the number of employees within the department. In Casa Grande firm, available workerscannot conduct a comprehensive output as compared to FEEDO.

In conclusion, FEEDO remains the most valuable firm in food production. It has stable operations. Generally, the presence of many employees in the firm makes it very flexible. The created weekly shifts allow these employees to have rest for the quality production process.

 

 

References

Dale, B. G., & Plunkett, J. J. (2017). Quality costing. Routledge.

ReVelle, J. B. (2016). Manufacturing handbook of best practices: an innovation, productivity, and quality focus. CRC Press.

Sarkar, N. R. (2017). Machine vision for quality control in the food industry. In Instrumental methods for quality assurance in foods (pp. 177-198). Routledge.

Slack, N., & Brandon-Jones, A. (2018). Operations and process management: principles and practice for strategic impact. Pearson UK.

Tennant, V., Briscoe, M. T., & Clarke, C. S. (2016). Human Factors Affecting Productivity in Jamaica.

 

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