Final Report

Internship Report
Submitted to: Sir Dr. Mubbsher Munawar Khan
Submitted By: Azhar Abbas

Roll # MS14MBA022
11/25/2015
INTERNSHIP REPORT ON COCA COLA BEVERAGES PAKISTAN LIMITED 1
ACKNOWLEDGEMENT
In the name of ALLAH, the most Kind and most Merciful.
First of all I’m grateful to ALLAH ALMIGHTY, who bestowed me with health, abilities and
guidance to complete the project in a successful manner, and without HIS help I was unable to
perform this task.
More than anybody else, I would like to acknowledge my project advisor, Mr. Khurram Anwar
Malik for his never ending support and untiring efforts. He was always there to guide me
whenever I felt stuck off and his encouragement always worked as morale booster for me. I have
found him very helpful while discussing the tricky issues in this dissertation work.
I would also like to thank Mr. Jabran Hameed Sethi for providing me the opportunity to have an
excellent learning experience during my internship. His critical comments on my work have
certainly made me think of new ideas and techniques.
Table of Contents:
HISTORICAL BACKGROUND AND HISTORY........................................................................ 5
HISTORY ................................................................................................................................... 5
CCI’s Goals:................................................................................................................................ 6
COCA COLA BEVERAGES PAKISTAN LTD (CCBPL) ....................................................... 7
Vision: ............................................................................................................................................. 9
Mission:........................................................................................................................................... 9
Values: ............................................................................................................................................ 9
WHY CCBPL ............................................................................................................................... 10
UNIQUE CULTURE: ................................................................................................................... 10
EMPLOYEE DEVELOPMENT ................................................................................................... 11
CCBPL Capability Development Wing .................................................................................... 11
Benefits & Rewards .................................................................................................................. 11
Workplace Diversity ................................................................................................................. 11
COKE GALA............................................................................................................................ 12
SOCILA RESPONSIBILTY ........................................................................................................ 13
CCBPL’s commitment to making a positive difference in the world ....................................... 13
Day of Caring:........................................................................................................................... 13
Kashf Foundation ...................................................................................................................... 14
Environment Day Celebration .................................................................................................. 14
MANAGEMENT .......................................................................................................................... 15
LEADERSHIP TEAM OF CCBPL .............................................................................................. 15
DEPARTMENTS IN CCBPL....................................................................................................... 17
FINANCE DEPARTMENT ..................................................................................................... 17
HUMAN RESOURCE DEPARTMENT (HR) ........................................................................ 18
COMMERCIAL DEPARTMENT............................................................................................ 18
SUPPLY CHAIN: ..................................................................................................................... 19
PRODUCTS OF THE COMPANY .............................................................................................. 21
Coca-Cola: ................................................................................................................................ 21
Sprite: ........................................................................................................................................ 22
Sprite Zero: ............................................................................................................................... 22
Fanta Orange: ............................................................................................................................ 23

Fanta Citrus: .............................................................................................................................. 23
Diet coke: .................................................................................................................................. 24
Kinley:....................................................................................................................................... 24
Minute Maid Pulpy: .................................................................................................................. 25
Human Resources Policies:........................................................................................................... 26
Recruitment Policy.................................................................................................................... 26
Training and Development Policy ............................................................................................ 26
Resignation or lay off policy: ................................................................................................... 26
Voluntary Haj Scheme Policy:.................................................................................................. 26
Compensation & Benefits ......................................................................................................... 27
Organizational Management Policies: .......................................................................................... 28
Marketing Policy:.......................................................................................................................... 28
Settlement of Direct SalesSystem i Logon Screen ................................................................... 29
Basis Main Screen after login ................................................................................................... 30
Main Menu Screen After login ................................................................................................. 31
Basis Application Main Menu .................................................................................................. 31
Main Route Settle Menu ........................................................................................................... 32
Settlement Menu ....................................................................................................................... 32
Delivery Route Review ............................................................................................................ 33
Settle Route ............................................................................................................................... 34
Settlement Header Entry & Cash Slip ...................................................................................... 35
Navigation Control Menu ....................................................................................................... 36
Delivery Document Entry ......................................................................................................... 37
Load Overview.......................................................................................................................... 41
Cash Overview .......................................................................................................................... 41
Document Summary ................................................................................................................. 42
Empties Excess ......................................................................................................................... 44
Empty Deposit (Sold) ............................................................................................................... 44
Empties on Credit (Shortage).................................................................................................... 45
Daily Sale Reconciliation: ........................................................................................................ 45
Head Office Sampling: ............................................................................................................. 46

Gam Ciza .................................................................................................................................. 46
Profitability ratios ..................................................................................................................... 47
SWOT Analysis ............................................................................................................................ 52
Strengths: .................................................................................................................................. 52
Weakness: ................................................................................................................................. 52
Opportunities: ........................................................................................................................... 53
Threats: ..................................................................................................................................... 53
PEST Analysis: ............................................................................................................................. 54
Political Factors: ....................................................................................................................... 54
Economic Factors: .................................................................................................................... 54
Social Factors: ........................................................................................................................... 55
Technological Factors: .............................................................................................................. 55
Comparative Analysis: .................................................................................................................. 55
Coca-Cola vs. Pepsi .................................................................................................................. 55
CONCLUSION AND RECOMMENDATIONS ......................................................................... 57
Conclusion: ............................................................................................................................... 57
Recommendations: .................................................................................................................... 57
References: ................................................................................................................................ 57
CHAPTER 01
HISTORICAL BACKGROUND AND HISTORY

HISTORY
COCA-COLA ICECEK (CCI)
Introduction:
Coca-Cola entered into the beverages industry in May 1886 in Atlanta, Georgia U.S. But the idea
of selling the cola in bottles didn’t hit them until 1895, almost 10 years after it was formed. From
that time onwards with their powerful strategies it gained global popularity and is now a very
strong multinational company with its product being recognized throughout the world. The
company now has 139,600 employees worldwide, with over 3500+ beverages, from diet and
regular sparkling beverages to still beverages such as 100 percent fruit juices and fruit drinks,
mineral waters, sports and energy drinks, tea and coffees, milk-and soy-based beverages, around
the world. Around 1.7 billion beverages under the name of coca cola are consumed per day
worldwide. It’s now the world’s most valuable brand and included among the top financially
sound companies.
Coca-Cola İçecek (CCI) is the 6th largest bottler in the Coca-Cola System in terms of sales
volume. CCI produces, distributes and sells sparkling and still beverages of The Coca-Cola
Company (TCCC) across Turkey, Pakistan, Kazakhstan, Azerbaijan, Kyrgyzstan, Turkmenistan,
Jordan, Iraq, Syria and Tajikistan.
Coca-Cola has further two functional companies working together for the progress of Coca-Cola:
The Coca-Cola Company (TCCC):

It’s an American beverage corporation of manufacturer, retailer and marketer for the non-
alcoholic beverage concentrate and syrup that happens to be their secret formula. As already
described its popular for its brand “Coca-Cola” which was invented by pharmacist John
Pemberton.
The Coca-Cola Bottlers:

In general, The Coca-Cola Company (TCCC) and/or subsidiaries only produces (or
produce) syrup concentrate which is then sold to various bottlers throughout the world who hold
a Coca-Cola franchise Coca-Cola bottlers, who hold territorially exclusive contracts with the
company, produce the finished product in cans and bottles from the concentrate in combination
with filtered water and sweeteners. The bottlers then sell, distribute and merchandise the
resulting Coca-Cola product to retail stores, restaurants and food service distributors.
It was the time of 1886 in New York Harbor; workers were constructing the Statue of Liberty.
Eight hundred miles away, another great American symbol was about to be unveiled.
Like many people who change history, John Pemberton, an Atlanta pharmacist, was inspired by
simple curiosity. One afternoon, he stirred up a fragrant, caramel-colored liquid and, when it was
done, he carried it a few doors down to Jacobs' Pharmacy. Here, the mixture was combined with
carbonated water and sampled by customers who all agreed this new drink was something
special. So Jacob’s Pharmacy put it on sale for five cents a glass.
Pemberton's bookkeeper, Frank Robinson, named the mixture Coca-Cola, and wrote it out in his
distinct script. To this day, Coca-Cola is written in the same way. In the first year, Pemberton
sold just 9 glasses of Coca-Cola per day. A century later, The Coca-Cola Company has
produced more than 10 billion gallons of syrup. Unfortunately for Pemberton, he died in 1888
without realizing the success of the beverage he had created.
Over the course of three years, 1888-1891, Atlanta businessman Asa Griggs Candler secured
rights to the business for a total of about $2,300. Candler would become the Company's first
president, and the first to bring real vision to the business and the brand’s G. Candler, a natural
born salesman, transformed Coca-Cola from an invention into a business. He knew there were
thirsty people out there, and Candler found brilliant and innovative ideas to introduce them to
this exciting new refreshment. He gave away coupons for complimentary first tastes of Coca-
Cola, and outfitted distributing pharmacists with clocks, urns, calendars and apothecary scales
bearing the Coca-Cola brand. People saw Coca-Cola everywhere, and the aggressive promotion
worked. By 1895, Candler had built three syrup plants in Chicago, Dallas and Los Angeles
respectively.
Inevitably, the soda's popularity led to a demand for it to be enjoyed in new ways. In 1894, a
Mississippi businessman named Joseph Biedenharn became the first to put Coca-Cola in bottles.
CCI’s Goals:
CCI’s goals are as follow:
People and Organizational Leadership:

Build a highly capable organization and be the employer of choice.
Commercial Leadership:
Profitably deliver superior value to consumers & customers at the optimal cost to serve.
Supply Chain:
To be the best in class consumer demand fulfillment organization that exceeds customer
expectations highest in quality, lowest in cost, in a sustainable, socially responsible
manner.
Operational Excellence:
Create a culture of Operational Excellence to support continuous improvement of their
business process and systems.
Sustainability:
Ensure the long term viability of business by being proactive and innovative in protecting
the environment and be recognized as one of the most responsible corporate citizens by
all stakeholders.
CCI’s Operating Geography:

CCI has operations in Turkey, Pakistan, Kazakhstan, Azerbaijan, Kyrgyzstan, Turkmenistan,
Jordan, Iraq, Syria and Tajikistan.
COCA COLA BEVERAGES PAKISTAN LTD (CCBPL)

As a part of its drive to enhance the quality, availability, and image of Coca-Cola products, The
Coca-Cola Company established a new Company in Pakistan in 1996, by the name of “Coca-
Cola Beverages Pakistan Limited” (CCBPL or Company). In July 1999, Company acquired from
Fraser and Neave Limited its 75 percent ownership interest in F&N Coca-Cola Pvt. Limited
(F&N Coca-Cola). Prior to the acquisition, Company held a 25 percent equity interest in F&N
Coca-Cola. Acquisition of Fraser and Neave Limited's 75 percent stake gave company full
ownership of F&N Coca-Cola. F&N Coca-Cola holds a majority ownership in bottling
operations in Brunei, Cambodia, Nepal, Pakistan, Sri Lanka, Singapore and Vietnam.
PAID UP CAPITAL:
Paid up capital of Coca Cola beverages Pakistan Limited is;
Authorized capital 11200 shares
Issued & Paid up capital 7040 shares @ $0.25 par value
Coca-Cola Beverages Pakistan is one of the largest multinationals in Pakistan, engaged in the
manufacturing and marketing of world’s leading beverage brands. First Coca-Cola had allowed
people to buy their franchises and work independently but then as they got to know that the
franchise owners weren’t using the Coca-Cola’s name rightly, they bought all the franchises and
now it’s under Coca-Cola as well. Now with their international setup they are working very
effectively and progressively in Pakistan. Now they are giving more attention in increasing their
market share in Pakistan. Though Coca-Cola is the top most valuable company in the world yet
it’s behind Pepsi in Asia and especially in the regions like Pakistan, India, Bangladesh, and Sri
Lanka etc. Coca-Cola has a market share of around 25% in Pakistan market. The GM of the
Coca-Cola Pakistan is Mr. JOHN STEWARD.
The CCBPL has around six plants in Pakistan that distributes their beverages in different regions
of Pakistan.
These are:
 KARACHI
 RAHIM YAR KHAN

 MULTAN
 FAISALABAD
 GUJRANWALA
 LAHORE
 ISLAMABAD – Only Sale Center
Vision:
Their vision is,
“To become a market leader in ready to drink segment while adding best-in-class value to all
stakeholders”
Mission:
They have stated that,
“Coca cola Pakistan exists to refresh the consumers, inspire moments of optimism through
our brands and actions as well as benefit all stakeholders, which we will do with highest social
responsibility and with uncompromising commitment towards quality of our products and
integrity in our operations”
Values:
The values which I have found in CCBPL are as,
Their core values underline everything they do. They live by them for two reasons; they are good
and right in themselves, worthy of adherence even at the risk of loss of profit-making
opportunities, and they epitomize their Company’s integrity, which they believe will produce
value for their stakeholders over the long term.
Their values are:
Accountability:
They act with high sense of responsibility and hold themselves accountable.
Passion:
They put their hearts and mind into what they do.
Integrity:
They are open, honest, and ethical and they trust and respect each other.
Teamwork:
They collaborate for their collective success.
CCBPL is a part of Coca-Cola İçecek which is sixth largest KO bottler in the World. It has a
presence in ten countries including Turkey, Kazakhstan, Kyrgyzstan, Azerbaijan, Jordan, Iraq,
Turkmenistan, Tajikistan, Syria, and Pakistan. Coca-Cola İçecek (CCI) has 48% shares of
CCBPL with Management Control.
CCBPL started the process of acquiring and investing in locally franchised bottling operations.
This process was completed in 2006 and, thereafter, all manufacturing and selling rights of Coca-
Cola products are now with CCBPL.
CCBPL has 6 plants and 13 warehouses throughout the country and serves a population of more
than 190 million with a production capacity of 111 million physical cases. CCBPL is a
significant player in the growth of Pakistan’s economy since it is one of the country’s top foreign
direct investments in FMCG (Fast Moving Consumer Goods) business and is one of the major
tax paying beverages companies of Pakistan.
WHY CCBPL
 Unique Culture
 Employee Development
 Benefits and Rewards
 Workplace Diversity
 Coke Gala
UNIQUE CULTURE:
Whether it's the people affinity for their brands, the attraction to their boundless opportunities or
the chance to make a difference in the world, there is one thing they all have in common—
passion. From day one, it will be noticed that a culture where their people are truly dedicated to
living their values.
When someone joins the Company, He/she will enjoy an environment where ideas are free to
find their way, support is close at hand and pride inspires them to grow. Each they are
developing meaningful and accelerated learning opportunities and anticipating the skills and
resources they will need to meet their their demands. Their job is to refresh the world, and it
requires the vision, innovation, and passion of every single one of them. Each day the
relationships build will help to succeed not only in job, but in career as well. They believe in
fostering a workplace that embraces all of their people’s unique abilities.
These elements define the key pillars of their organizational culture and are a deeply linked as:
 Be agile
 Be inclusive
 Act like owners

 Trust each other
 Inspire innovation
 Focus on Customers
 Have fun & enjoy
 Collaborate for success
EMPLOYEE DEVELOPMENT
Career progression at CCBPL is based on potential. They carefully analyze their abilities through
experience, performance ratings, qualifications and competencies and in strive for excellence;
they ensure that potential is put to its best and most efficient use in their various departments.
CCBPL Capability Development Wing

Capability Development is a fundamental strategic objective of CCBPL and an integral part of
one of the main pillars of CCI’s Vision 2020 – People and Organizational Leadership. They aim
to systematically build key organizational capabilities, develop and maintain a pipeline of
diverse talent and foster a high performance workforce. The CCBPL Capability Development
Wing would be focusing on organizational competencies in order to bridge the skill gap leading
to superior performance as well as create focused training & development plans for their
employees. With the introduction of new training methodologies in the Sales Capability
Development they would be developing a superior Sales Force that is Business driven. CCBPL
Capability Development Wing is striving to achieve the objective of Living Positively, Adding
Value, Making a Difference…!
Benefits & Rewards

Their people are their greatest assets. And bringing out the best in them takes a dedication to
development. It’s what grows their business, but more importantly, it’s essential to the growth of
someone’s career. That’s why they take a holistic view of all the elements to reward and
recognize employees to ensure a complete, comprehensive package of pay, benefits and learning
and development programs.
As market dynamics evolve, CCBPL regularly assesses their benefits programs to ensure
employees receive those benefits they value and are provided with diverse options that address
the issues of individuals and families and promote healthy lifestyles.
Workplace Diversity
Diversity is at the heart of their business. They strive to create a work environment that provides
all their associates equal access to information, development and opportunity. By building an
inclusive workplace environment, Company seeks to leverage its global team of associates,
which is rich in diverse people, talent and ideas. They see diversity as more than just policies and
practices. It is an integral part of who they are as a company, how they operate and how to see
their future.
COKE GALA
Cultural Element Celebrations
To make Cultural Elements part of the fabric of CCBPL, every quarter CCBPL carries out
initiatives to re-strengthen and re-invigorate its cultural elements within its employee population
through Quarterly Cultural Element Celebrations.
In the first quarter of 2012, the CCBPL HR Department organized an exciting CCBPL Tape Ball
Cricket Tournament – Game On Hai!!! The cricket tournaments were organized at each territory
to celebrate the cultural element “Collaborate for Success”. CCBPL Cricket Tournament brought
Teams Coca-Cola, Sprite, Fanta & Minute Maid head to head on the cricket field. Team Coca-
Cola won the series by exhibiting excellent team work and collaboration to earn the Winner’s
Title.
In the second quarter, they celebrated Act Like Owners – with Refresh to Workstation
Challenge!!! It was an exciting event in which all employees were provided with a chance to Act
like Owners and take an initiative to Refresh and Revamp their workstations in whatever way
they like. The workstations were judged on predefined criteria and the winning workstations
were awarded prizes.
Such activities not only give employees a platform to interact with each other and exhibit team
work but also provide them an opportunity to relate to these cultural elements as well as
understand their importance in everyday personal and professional lives.
The Cook off Challenge

In keeping with its commitment to celebrate cultural values, CCBPL held a Cook off – Master
Chef Challenge at its Head Office in an attempt to inspire innovation amongst participants.
Using only a limited number of standard ingredients all participants were faced with the
challenge of preparing a savory dish in only 60 minutes.
As the clock came down clicking Ghulam Mustafa from the BSG team made it to the finish line
victorious with his delicious spin on a Bengali Chicken Curry! All dishes in the competition
were tasted and judged by the attendees and the winner was chosen based on a public poll.
The event was thoroughly enjoyed by participants and audiences alike.
Inauguration of KO Kids' Kottage

Coca-Cola Beverages Pakistan Limited has scored another striking success by Initiating “KO
Kidz Kottage”, a day care facility for Kids of working parents of CCBPL. Talent Acquisition
team of CCBPL has been continuously striving hard to brand CCBPL as an “Employer of
Choice” and this initiative is one of those key steps it has taken for promoting a culture of work
life balance, increased productivity, positivity and more employee engagement.
Rengin Onay, CCI Director HR inaugurated “KO Kidz Kottage” on her arrival to Pakistan on
September 10th 2012. She appreciated this spirit of building day care facility for employees and
shared that this is the first day care facility in whole CCI Network. She also added that this
would be a significant step towards attracting & retaining diverse talent.
The key Objective of this facility is helping working parents of CCBPL to pursue their
professional commitments in a comfortable manner by providing them an environment of
belongingness. A state of the art day care center has been built in the office premises which has a
separate, adequate indoor space for different child activities, rest and meals.
The Day Care Centre has a child-friendly environment of large colorful displays, reading corner,
nap corner, kids dinning, and play materials that child can take and play on his/her own.
SOCILA RESPONSIBILTY
CCBPL’s commitment to making a positive difference in the world
Building a culture of sustainability and social responsibility begins at home, with the people who
work for The Coca-Cola Company and its bottling partners. They have embedded their
commitment to sustainability into a framework they call LIVE POSITIVELY.
LIVE POSITIVELY is a way for them to think holistically and globally about sustainability
efforts throughout the Coca-Cola system. It is a modern expression of The Coca-Cola Company's
heritage of caring about their people and planet. LIVE POSITIVELY includes goals, metrics
and principles for their work in developing beverage benefits; supporting active healthy living
programs; building sustainable communities; improving environmental programs for their
operations; and creating a safe, inclusive work environment for associates.
LIVE POSITIVELY focuses on seven core areas key to our business sustainability:
 Beverage Benefits
 Active Healthy Living
 Energy Management and Climate Protection
 Community
 Sustainable Packaging
 Water Stewardship
 Workplace
Day of Caring:
Giving back to the community and contributing as socially responsible corporate citizen has
always been one of CCBPL’s top prerogatives as a conscious stakeholder in the environment it
thrives in. In that context, The Inaugural CCBPL’ Day of Caring’ was organized on 5th April,
2012 across all CCBPL territories nationwide as a continued effort by the company to give back
to the community and to give a chance to all employees to engage in activities promoting
citizenship and social responsibility.
The activity took place in various identified locations in different cities, involved the employees
enthusiastically dedicating time from their office hours to go and engage in a community clean-
up and rehabilitation for those locations.
Kashf Foundation
Kashf Foundation has been working in Pakistan for poverty alleviation with the vision of
providing financial services to poor households, especially women since 1996. Kashf Foundation
has developed a unique lending model which targets women from low income communities
along with providing them ongoing support through financial education and other training
opportunities.
Through the grant acquired from the CCBPL, Kashf Foundation has helped more than 35 female
entrepreneurs expand their businesses and increase their incomes. In 2012, CCBPL will be
empowering 100 more women expanding to all the plants regions across Pakistan.
Coupled with the financial literacy trainings that Kashf Foundation’s Business Development
Officers have undertaken with these clients, the clients have been able to improve their
businesses, be better equipped to make financial decisions through more effective working
capital management, and be in a better position to undertake savings. This will allow their
businesses to become sustainable and scalable, leading to economic empowerment and socio-
political mainstreaming.
Environment Day Celebration

On 5th June, 2012, Coca Cola Beverages Pakistan Limited – Rahim Yar Khan collaborated with
Environment Protection Agency and participated in the rally for awareness of protecting
environment.
CHAPTER NO 02
MANAGEMENT
LEADERSHIP TEAM OF CCBPL

John Seward - General Manager
Mr Seward joined the Coca-Cola System in 1997 as Managing Director in Nigeria, operation of
Coca-Cola Hellenic. In 2004, John moved to Coca-Cola Bottling Indonesia & PG, which is a
subsidiary of Coca-Cola Amatil, as Managing Director in charge of the operations in Indonesia,
Papua New Guinea, the Solomon Islands and East Timor. In 2010, he was assigned to his recent
role in Coca-Cola Amatil, Australia, as Head of Commercial. John is a graduate of University
College Cork, Science & Technology and completed his MSc on Management at Stanford
University, California.
Before joining the Coca-Cola System, John served for several years for different companies at
various roles including Production Manager in Sligo Dairies, Ireland, CEO in Almarai, a Saudi-
American dairy company in Saudi Arabia, Vice President Sales & Marketing in Masstock, based
in Atlanta, Commercial Director in Elopak, UK, Technical Director and Operations Director in
Express Dairies, UK.
Amara Bashir - HR Organizational Architect

Highly experienced human resources manager with proven success in strategic business
partnering, organizational and employee development, talent management,internal
communications across functional lines and implementation of human resources information
systems. Worked in 3 continents i.e. USA, Europe and Asia. Extensive exposure to local and
international HR management practices. Widely traveled and experience of working with diverse
cultures. Posses’ unique ability to lead and balance strategic Business initiatives with employee
advocacy. Demonstrated leadership and analytical skills with a strong sense of customer service
and creative flair.
Muhammad Khalid Ahmad - Chief Financial Officer

Mr. Ahmed joined CCBPL in 2007 in the capacity of Head of Business Planning and Treasury,
Pakistan and he was later re-designated as National Manager Business Planning and Treasury,
Pakistan. He is an MBA from Institute of Business Administration, University of the Punjab,
Lahore, Pakistan and also an Associate Cost and Management Accountant (ACMA) from
Institute of Cost and Management Accountants, Pakistan. His previous work attachments have
been with Lafarge Pakistan Cement, FMC United Pakistan and Unilever.
Zafar Abbas Jafri - Regional Director South

Mr. Jafri has worked with the Coca-Cola system in Pakistan for the last 20 years. After a stint
with Pakistan State Oil, he joined TCCEC in 1990 as Franchise Manager for Southern Pakistan
and went on to assume the role of Customer Service Manager Pakistan in 1996 and later PAC
Manager in 1998 till he joined CCBPL in 2001 as National Key Accounts Manager. In 2003
promoted as Business Operations Manager Lahore, and later promoted to his current role in
2006. He holds an MBA degree from Institute of Business Administration Karachi.
Ahmed Imran-ul-Haq - Director Marketing & Sales Services

Mr. Haque joined CCBPL in 2006 in the capacity of Territory General Manager, Islamabad
territory and he was later transferred to Head Office as General Manager Key Accounts in 2010.
He holds a BSc in Electrical Engineering and an MBA from Lahore University of Management
Sciences, Lahore, Pakistan. He is a member of Marketing Association of Pakistan and Pakistan
Engineering Council. His previous work attachments have been with Monsanto Pakistan, Al
Ghurair Group, FMC United, and Pak Arab Fertilizers.
Mohammad Amir Chaudhry - Director Internal Audit

Mr. Chaudhry joined CCBPL in 2007. He is a qualified chartered accountant and had been
associated with PricewaterhouseCoopers (PWC) Pakistan. He has 14 years of diversified
working experience and had previously worked as Chief Financial Officer and Group Internal
Audit Head in textile and sugar industries. Mr. Chaudhry represents Coca-Cola Beverages
Pakistan Limited in the CCI’s Board Audit Committee meetings. With functional reporting line
to CCI’s Chief Audit Executive, he also coordinates with CCI corporate audit team for audit
assignments in CCI’s international operations.
Saadia Abbasi - Director Marketing

Saadia Abbasi joined CCBPL as Director Marketing in February 2015. She is primarily
responsible for thought leadership of marketing function for product launches, promotions,
innovations, market insights and best in class trade execution. Saadia holds a Master’s degree in
International Business Management from Queen Mary, University of London, England. Prior to
joining CCBPL, Saadia has 11 years of commercial leadership experience in developing,
launching & growing businesses. She was working as Regional Channel Leader-Distributed
Power at General Electric for Middle East, Pakistan and Turkey. Formerly she was part of
Experienced Commercial Leadership Development Program at General Electric as Marketing
Strategy Manager. She has also worked at Shell Oil as a National Sales Manager-Commercial
Fuels, Al-Tuwairqi Engineering as the Head of Marketing & Sales and Emaar as Head of
Customer Care and Asset Management.
Mubashir Amjad Hussain - Chief Information Officer

Mubashir joined CCBPL in June 2006 as a Business Systems Assistant Manager and after
becoming the Business Systems Manager in 2008, he went on to become the Business Solutions
Manager for commercial in 2010. During this period, he played a vital role in the organization by
delivering key business innovations in the commercial function. Owing to his blend of technical
and managerial skills, he moved to the CIO position in 2013. As a CIO, he is now charged with
spearheading our drive for efficiency and effectiveness through automation of business processes
in CCBPL. He is also the Innovation Champion for CCBPL, responsible for establishing and
executing an Innovation culture across all functions. He is a LUMS graduate and an MBA from
the University of Sheffield (UK) with more than 10 years of experience in the technology sector.
Ambreen Shah - Director Legal

Ms. Shah started her professional career with the FBR (Federal Board of Revenue) and was
associated later with various corporate entities such as Pakistan State Oil and ICI Pakistan
Limited, in leadership roles. She also worked with prestigious law firms like “Malik,
Chahudhary, Ahmed, Siddiqui & Waheed Advocates and Barristers” and provided
consultancy/advisory services to the energy sector and various companies. Ambreen joined
CCBPL in 2014. In academia, she has done her LLB from University of Karachi and LLM in
Corporate & Commercial Law from UCL, University of London in 2003.
DEPARTMENTS IN CCBPL
 FINANCE
 HR
 COMMERCIAL DEPARTMENT
Sales
Marketing
 SUPPLY CHAIN
Production
Quality
Warehouse
Store
Purchase
FINANCE DEPARTMENT
Finance Department is responsible for proper flow of cash and for the controlling of financial
assets of the organization. The budget is allocated by Executive Committee for the period of one
year. On the whole, they all are hardworking and loyal to the organization.
The responsibilities of Finance Department up to the some extent can be understandable by the
Hand made chart. Different Subsidiaries are directly reporting to the accounts manager. These
are departments in Accounts department such as Route Settlement, Gate Operations, Cash
department, Finance division.
HUMAN RESOURCE DEPARTMENT (HR)

The key to their success is their people. It’s been the same story from day one. At The Coca-Cola
Company, they understand the importance of Human Resources, which is why they have one of
the most robust departments. Staffing, Training, Compensation and Benefits, Organizational
Development, Employee Relations and Compliance and Occupational Health are the main
functions of HR.
COMMERCIAL DEPARTMENT
Sales Department:
Regional Sales managers, sales managers, market development officers are sales merchandise
officer and delivery man are playing key role in sales department.
Their responsibilities are to co-ordinate the activities of sales department and of Marketing
Department. They assist the regional sales managers for the sale in their regions. They also assist
marketing manager for running the marketing activities smoothly. Then there are RSM’s that
supervise the Sales Managers (SM) and SM supervise the MDOs’.
Distribution:
The three broad regions under the Lahore plant are:
 Lahore Plant at Raiwind Road

 Kot Lakhpat sale centre
 Saggian Pul sale centre
Marketing:
Market service manager, market executives and market officers are key personnel at Coca-Cola
marketing department.
Marketing in CCBPL means the co-ordination of the sales department, the basic task of the
marketing department is the distribution of company’s assets in the market in the form of deep
freezer, Visi cooler, and chest cooler or in the form of cabins, boards, hoardings etc. They are
also responsible for the proper maintenance of the record of these assets i.e. they have to
maintain the record that which asset is where and in which condition and how many assets we
have in the store? They are also responsible for the distribution of assets among different regions.
When a new lot of deep freezer came to plant by TCCEC then marketing department distribute
these assets among different regions according to their requirement and their sale.
Marketing Activities include following:
 Signage
 Activation
 VPO
Signage:
Signage means outlet external decoration with shop board, flex, wall paint, plain paint, iron
counter and cabin. All work is done through marketing personals.
Activation:
In-door advertisement of the outlet is known as “Activation”
 Counter branding
 Cooler head
 White menu board
 Flag
 Permanent poster
 Pet rack
 Counter top rate list
 Liter pack
 Menu card
Activation strategy in coca cola includes blitz, coke branding, and cooler’s purity and flag
campaigns.
Branding:
It includes following:
 Choosing memorable name

 Using eye catching colors
 Using best quality
Advertising blitz and personnel visits of marketing executives to shops to make sure the
availability of their product is part of activation strategy in which company involves in
decorating the outlets and inserting coke flags.
SUPPLY CHAIN:
Supply chain is also working as an important mechanism of Coca-Cola beverages. Operating a
global business places tremendous demands on the supply chain. That’s why at The Coca-
Cola Company, very best people answering the call everywhere we do business. The main
functions of supply chain department are Distribution and Logistics, Procurement, Equipment
Services and Customer Service. It’s an amazing challenge, with equally amazing opportunities
for highly top performers.
Production:
In Coca-Cola Production Executives and production planners are in charge of the production
department.
Production is the functional area responsible for turning inputs into finished outputs through a
series of production processes The Production Manager is responsible for making sure that raw
materials are provided and made into finished goods effectively. He or she must make sure that
work is carried out smoothly, and must supervise procedures for making work more efficient and
enjoyable.
Quality Control:
In coca cola visual inspector is responsible for quality check and control. Quality control is a
process by which entities review the quality of all factors involved in production. Quality control
emphasizes testing of products to uncover defects, and reporting to the management who will
make the decision to allow or deny the release.
Warehouse:
Warehouse executives are involved in monitoring of warehouse operations in Coca-Cola.
Generally speaking, a warehouse is a hub in a logistics network where goods are temporarily
stored or rerouted to a different channel in the network. Warehouse is located at sales center.
Store:
The stores department is responsible for stocking all the necessary tools; spares, raw materials
and equipment required servicing the manufacturing process. Where sourcing is unreliable,
buffer stocks will need to be kept and the use of computerized stock control systems helps keep
stocks at a minimal but necessary level for production to continue unhindered.
Purchase:
The purchasing department is responsible for providing the materials, components and
equipment required to keep the production process running smoothly. A vital aspect of this role
is ensuring stocks arrive on time and to the right quality.
CHAPTER 3
PRODUCTS OF THE COMPANY

In October 2009, Coca-Cola revealed its new 90-calorie mini can that holds 7.5 fluid ounces.
The first shipments are expected to reach the New York City and Washington D.C. markets in
December 2009 and nationwide by March 2010. The main product range is as follows:
 Coca-Cola
 Sprite
 Sprite 3G
 Diet coke
 Fanta Orange
 Fanta Citrus
 Sprite Zero
 Minute Maid Pulpy orange
 Juices (Mango, Guava, Peach, Grapes)
 Kinley (Mineral water)
Coca-Cola:
Coca-Cola also commonly called Coke is the primary product of the Coca-Cola Company. It is a
carbonated soft drink which has the most unique taste and the highest number of sales in the
world.
It Contains caffeine.
Ingredients:
water, sugar, carbon dioxide, caramel color, acidulant (phosphoric acid), natural flavours,
caffeine
Nutritional Table (per 100 ml)
Energy 42 kcal
Carbohydrates 10.6g
sugars 10.6 g
Protein 0.0 g
Fat 0.0 g
Sodium 0.0 g
Sprite:
Sprite is a colorless, lemon-lime flavored, caffeine-free soft drink, created by the Coca-Cola
Company. Over the years Sprite has become the most popular soft drink in the colorless
category.
Ingredients:
water, sugar, carbon dioxide, acidity regulators (citric acid, sodium citrate), preservative (sodium
benzoate), natural flavors.
Energy 42 kcal
Carbohydrates 10.2g
Sugars 10.2 g
Protein 0.0 g
Fat 0.0 g
Sodium 0.0 g
Sprite Zero:
Ingredients:
water, carbon dioxide, acidity regulators (citric acid, sodium citrate), preservative (sodium
benzoate), sweeteners (aspartame (0.01%), acesulfame potassium (0.01%), saccharine
(0.004%)), natural flavors.
For Phenylketonurics: Contains a source of Phenylalanine
Contains non-nutritive artificial sweeteners which should be used only by persons who must
restrict their intake of ordinary sweets
Energy 0.6 kcal
Carbohydrates 0.0g
sugars 0.0 g
Protein 0.0 g
Fat 0.0 g
Sodium 0.0 g
Fanta Orange:
Fanta is the second oldest brand of The Coca-Cola Company coming out in 1940. It is consumed
more than 130 million times every day around the world.
Ingredients:
sugar, carbon dioxide, acidity regulator (citric acid), stabilizers, preservative (potassium sorbate),
flavors, antioxidant (ascorbic acid), colors (sunset yellow, amaranth)
Energy 54 kcal
Carbohydrates 13.4g
Sugars 13.4g
Protein 0.0g
Fat 0.0g
Sodium 0.0g
Fanta Citrus:
Contains caffeine.
ingredients:
water, sugar, carbon dioxide, acidity regulator (citric acid, sodium citrate), stabilizers (gum
acacia, saib), preservative (potassium sorbate), caffeine, flavors antioxidant (ascorbic acid),
colors (tartrazine)
nutritional table (per 100 ml)
Energy 54 kcal
carbohydrates 12.3g
sugars 12.3 g
Protein 0.0 g
Fat 0.0 g
Sodium 0.0 g
Diet coke:
Diet Coke, also known as Coca-Cola light, is a sugar- and calorie-free soft drink with a
deliciously crisp taste that gives a light boost in a busy day.
It contains caffeine.
Ingredients:
water,carbon dioxide, caramel color, acidity regulators (phosphoric acid, citric acid), natural
flavours, sweetners (aspartame, acesulfame potassium), preservative (sodium benzoate),
caffeine
for phenylketonurics: contains a source of phenylalanine
contains non-nutritive artificial sweeteners which should be used only by persons who must
restrict their intake of ordinary sweets
nutritional table (per 100 ml)
Energy 0.3 kcal
carbohydrates 0.0g
sugars 0.0 g
Protein 0.0 g
Fat 0.0 g
Sodium 0.0 g
Kinley:
Kinley is the mineral water brand of the Coca-Cola Company. In Pakistan Kinely is regarded as
the most purified and safe drinking water.Clear & still drinking water
Mineral Content
Calcium 30-100 ppm
magnesium 12-25 ppm
potassium 1.7-5 ppm
Sodium 5-50 ppm
Chloride 50-150 ppm

Sulfate 24-60 ppm
Fluoride 0.01-0.1 ppm
tds (max.) 500 ppm
Ph 6.5-7.5
kinley water comes from a deep underground source. It has been purified and filled by coca-
cola beverages pakistan ltd. d-51 estate avenue, karachi, using high safety standards and modern
technology (reverse osmosis). kinley water is bottled untouched under hygienic conditions,
ensuring constant mineral structure of the water, which is a guarantee of its unique taste and
purity.
Minute Maid Pulpy:

Ingredients:
water, sugar, orange pulp, orange juice concentrate, acidity regulators, ascorbic acid, stabilizers,
natural and imitation flavors, color (beta-carotene)
Nutritional table (per 100 ml)

Energy 43 kcal
carbohydrates 10.6 g
of which sugars 10.6 g
Protein 0.0 g
Fat 0.0 g
Sodium 0.0 g
vitamin c 7.5 mg of ascorbic acid
CHAPTER 4:
POLICIES OF ORGANIZATION
These are as follows:
Human Resources Policies:

Recruitment Policy
Right person for right jobs is the key to carry out operations of an organization successfully.
CCBPL provides equal opportunities to both males and females. There is no gender
discrimination. Moreover, at CCBPL hiring is mainly of two types i.e. direct hiring and
promotion from lower levels. Company’s policy is to hire suitable candidates. By suitable
candidates company refers to candidates having proper educational qualification, experience and
background.
Coke trainees(KOTs) are selected every year. The KOTs scheme was a highly competitive and
sought after induction scheme, in which candidates were short-listed. But since last couple of
years.
Training and Development Policy

CCBPL’s policy is to take special interest in recruitment and training. This training is given
in two ways i-e, the Off-job training and the On-job Training. To impart technical skills to its
staff “Training and Development Center” offers programs in several skill areas. Its employees
attend seminars and courses offered by the company training wing. It also offers various
computer-training courses to its employees. It is obligatory for each staff member of the
company to attend a minimum number of training courses during the course of a year. Wherever
the Training Department is unable to provide focused training for certain groups of staff,
reputable external training providers are invited to fill the gap.
Resignation or lay off policy:

At CCBPL, firstly, new hires are inducted on contract basis with may be of 2 or 3 years. After
this period, employees are made permanent. But even being permanent or in contractual period,
if an employee wish to leave the organization, he/she has to give 3 months prior notice and 3
months’ salary is surrendered to the company. Otherwise, he/she is not issued experience
certificate.
Voluntary Haj Scheme Policy:

 Company will send one employee from every territory for Haj each year. This
arrangement will be made through Government Haj Scheme.
 Employees will be selected through lucky draw at each territory. The procedure for
balloting is at management’s discretion.
 This Haj scheme is voluntary. Selected employees will have to fill out application that is
available at the Human Resources department.
 Once an employee is selected, he/she will not be included in the draw again.
 In addition to payment towards the Government Haj Scheme, company will pay each
employee Rs 10,000 for incidental expenses.
 Employee selected through Haj scheme will be entitled to 20 days Haj leaves and
additional leaves will be adjusted from employees’ Annual Leaves, subject to prior
approval of Functional Head & HR Business Leader. In case Annual Leaves have already
been availed, the employee can request next year’s Annual Leaves in advance.
Compensation & Benefits

CCBPL offers a comprehensive compensation and benefits program, keeping in mind the diverse
needs of its employees and the unique requirements of business.
It strives to attract, retain and motivate talent to deliver on business opportunities.
The Compensation and Benefits department at CCBPL is the custodian for all reward and
benefits programs, ensuring their application through effective and streamlined processes.
These programs are designed to compete globally for sought after talent.
The HR Business Planning and Reporting and audits also fall under the ambit of Compensation
and Benefits, at CCBPL. HR business needs forecasting, ongoing reporting (local and
international) for efficient and productive decision making and term audits and audit support for
ensuring HR compliance and process efficiency are all covered under the Compensation &
Benefits Umbrella, as well.
CCBPL’s Compensation and Benefits function has been a pioneer in building a Center of
Excellence, by centralizing and streamlining controls and application for the strategy and
operations, relevant to them. Also, this function has been spearheading automation and
technology reliance for overall HR, through cross functional collaboration.
Gratuity Policy
Provident Policy
Loan Policy
Monthly free sampling
Medical Hospitalization Policy
Education Assistance Policy:

Organizational Management Policies:

Management must have to adopt some administrative style to get all the activities to be
done effectively and efficiently. As far as the management styles at CCBPL are concerned, there
is both centralization and decentralization to some extent. Management must adopt some
administrative style to get all the activities done effectively and efficiently.
Management refers to the universal process of effectively and efficiently getting activities
completed with and through other people. It is a process by which certain basic functions, that
are planning, organizing, leading and controlling, are performed to achieve the desired objectives
of the organization. There is no strict job description in a way that an employee can only work
exactly what he/she is hired to do. He/She can assists others to get their work done. In short,
team work is what the essence of working at company is.
Marketing Policy:
CCBPL invests heavily for the marketing policies and orientation, for the publicity of its
new products/services. It uses television advertisements, newspaper as well as various
promotional schemes to attract customers. The company sponsors a number of sporting and
community development initiatives to play its part as a responsible corporate citizen. Recent
marketing advertisement positions the company to achieve dreams which helps determined
people to get to their destinations. It focuses on all customers.
CHAPTER 5:
ASSIGNMENT HANDLED DURING JOB
Settlement of Direct SalesSystem i Logon Screen

Basis Login Screen
Each user logins with their user Id and Password. After the username and login is entered, I
use the Crtl button to login.
Note: The “Enter” button is used only for data entry proposes. Whereas “Crtl” button is
used to enter into another screen or to another menu.
Basis Main Screen after login

Main Menu Screen After login
For Settlement of out loads and Accounts Receivables I use the basis application menu. “1” –
“MENUBARS”
To Work with queries I use select 97 or “WRKQRY”
Basis Application Main Menu

Here I again type “1” to enter into basis application menu.
Main Route Settle Menu
For Settlement of out loads I select “5”.
Settlement Menu
Here I select for “2” settlement of a route.

Delivery Route Review
Note:
This menu is where the actual loads are picked up for settlement, from the list of routes
available.
To open a route, “1” is placed next to the desired route and then use Crtl to open the route. If the
route sheet has more than one out loads, I pick all of them the exact same way.
Settle Route
Note: Here before settling the route sheet I check whether the driver/personnel number matches
with the basis, if not then I change it.
It only happens when a driver is unable to take his daily route.

Settlement Header Entry & Cash Slip
Note: Here I use settlement identifiers to let the system know which item is for what purpose.
Settlement Identifiers:
“.12” is for number for documents that are in the route sheet, is mainly an assumption.
For the above route, the sheets Ire around about 20.
“.216” is for driver/personnel number of the route. After the identifier, the personnel
number is entered.
“.331” is the cash identifier, the total cash is entered for the route sheet.
“.341” is the Cheque identifier.
To go into the next menu I use Crtl and for data entry I use Enter, after each identifier and its
relevant entry.
When I have done with all the entries on this menu, I open the navigation control menu by
“Crtl”.
Navigation Control Menu
Note: Here I can either review the Delivery documents or I can enter, if there are any breakages,
bursts, empties excess or deposit of RGB(Regular glass Bottles). It can be done by selecting “4”
and going into the delivery “document entry menu”.
Also I can look at the out load and inloads that are already entered in the system by the
Warehouse Departement and Sales Services(Cordination). I can only look at these hoIver I
cannot alter them or change them.
I start with the entry of brust or breakages of emties and pet bottles. I do this in the Delivery
document entry menu, that can be acessed through the navigation menu. I enter the document
with the help of SDS (Sampling delivery Slip), it has all the information that I need to enter in
the system and it is verified by the Warehouse department.
Delivery Document Entry
Notes: Here I start with entering the SDS (Sampling delivery Slip) number.
In the above route sheet it is “02 M 11018621”.
The “02” is the location (Lahore).
After the document number entry I enter the driver personnel number in case of burst or
breakage of bottles.
”.120” is the settlement identifier of transaction code and “700” is for allowance.
”.139” is for the usage code that tell the system which header the relevant entry belongs to, for
Market breakage its “24” and for burst its “27”.
“.9” is the identifier for the empty glass bottles, it is used in market breakage, shipping breakage
and contract breakage. After “.9” I always have to put “0” in the next column.
In the above route sheet, 4 bottles brusted. Therefore the relevant product article is entered and
afterwards the number of brusted bottles are entered
“121400” is the article number for Coke Regular 500ml and “.4” are the number of bottles. For
any liquid bottles a “.” İs entered before the number of bottles to let the system that the bottles
entered Ire liquid.
After the entry of allowance I move to the next aspect of the settlement which is either to cancel
an order or to change an order if there are some changes that need to be made to an order.
 It should be kept in mind that I use Crtl to let the system know I want to move on to the
next screen or navigation screen/menu.
After the entries of brust and breakage, I move on to checking the invoices of the route sheet. If
an order is cancelled or rejected by the oulet I open the relevant invoice and make it
unproductive. If this is not done then at the end there would be cash shortage of the same amount
that the order is.
I open the nagviagtion menu by pressing “Crtl” on the Delivery document entry screen. Then I
go through all the documents and review each of them, this can be through selecting “All
documents” that is on “8”.
When the cash or credit invoices open up, I review each one of them and if an invoice needs to
be cancelled or made unproductive. I do it by opening a menu and choosing the relevant matter
with the outlet.
The next page shows how to make the outlet unproductive.
Here I make this invoice unproductive by Pressing “F7” and then “F4” a list will open up.
Once it opens, I select the relevant matter of the invoice whether the outlet is closed or the outlet
rejected the order or the driver was unable to deliver the load, there Ire no empties with the
outlet. Whichever the case, I place “1” next to the message to select it and then enter it with
Ctrl.
This makes the Order unproductive and then I move on to the next invocies. If there are more
invoices like this, I make all the invoices undproductive.
Important: If an invoice is unprodcutive it has two invoices in the route sheet, one is white and
the other one is pink. The white one is for the owner oultet or the person who recives the goods
form the delivery man. The driver mentions what the issuse is, was the oulet close or they didnt
have enough cash for order or whatever the issus is.
Then I move onto the rest of the invoices, I check each invoice to see whether the outlet picked
up the whole order or partail.
Usually the outlet sometimes buy a few products from the invoice therefore I need to change the
invoice in the system. I open the invoice like before form the “Delivery document Screen” and
once the invoice opens. I change the products that need to be changed or removed from the
invoice.
After the changes are made to the invoice I go back to the navigation menu by pressing “Crtl”.
There I either can review the out loads and inloads or I can run a calculation by pressing “F8” in
the navigation menu.
The caluclation tell us whether is there is an overage of products or shortage. There are two types
of caluclations: one is for cash that I put in the settlement header at the begining of the this
process, the other one is of load overview.
Load Overview
When I run the calculation through the naviagtion menu, the above screen comes up. This gives a
view of the total load that was in the route sheet. If the sheet was entered properly: Breakages or
Brust, Cancellation of orders . Then there would be no overage or shortage of goods.
After I are satisfied that the load is entered properly then I move on the cash overview, it can be
opened by pressing ”F7” on this screen.
Cash Overview
If the cash in the settlement header and the cash submitted to the cashier matches with the total
cash of the route sheet then cash overview would only show small figure of overage or shortage
of cash which is permitted.
However if the driver didn’t pay the full cash to cashier, the cash overview would show a
shortage. Then the shortage amount has to be paid by the driver.
If there is an overage of cash then, the excess amount can be placed in the drivers account. This
can be done in the settlement header, the identifier is “.311” and then the excess amount needs to
put next to the settlement identifier. The driver will get the total amount at the closing of each
month, after the addition or subtraction of each day, if the amount is of significant value.
At this point I check all the documents that are in the route sheet, their nature to be precise.
Whether is there are sampling delivery Slip (SDS) or Credit invoices in the route sheet other than
the normal cash invoices.
This can be done by pressing “Shift” and then “F8” at the cash overview menu.
Document Summary
The above route sheet shows that there are “26” Cash invoices, “2” Credit Invoices and “4”
Breakage invoices. Each invoice can be vieId by the same method that is used to open a
document.
 It should be noted that the credit invoices should be thoroughly verified, by checking the
route sheet that each outlet have received the shipment. They stamp the invoice, this is
the only way of ensuring that the good have been delivered to them. If the stamp on a
credit invoice is missing then, then drivers needs to get the approval from the relevant
sales personnel. In this case he will need to talk with the his\her sales manager(SM). It
should be noted that I only enter two types of the breakage invoices; Burst and Market
Breakage. There is another type of breakage too, it is the replacement of low fill bottles.
This is already entered in the system, I only verify it; by checking the signatures of
managers on the SDS.
HoIver when the low fill consignment is delivered to the outlet, they return the Shell of RGBs. I
only enter this part in the system, in case of low fill.
Here I put “427” in the place of empties’ article code, which usually is “22”. This is done
because shells are returned. In the above mentioned case I have already change it so that it looks
like “427 1-”.
Low fill replacement invoices are usually more than one, after every entry of shell I move on to
the next invoice, which again is the load overview, so as to be sure that there is no overage or
shortage of goods. Cash overview should also check again at this point to once again ensure that
there is no shortage of cash.
Once all these are checked and no shortage or overage of cash & goods is found. I manually
confirm the route sheet. This is done by pressing “F3” in any window or menu screen. This is
only done if there are no discrepancies are found in the route sheet as, once confirmed the load
cannot be opened again. Therefore it should be ensured before manually confirming that the
route sheet has no issues.
If for some reason you cannot solve the issue or you need to do another route sheet, it can be
interrupted by pressing “F3” and selecting “1” in that screen, pressing “Crtl” which takes you
back to list of routes available list.
The manual conformation and interruption (Close Batch) menu looks like the image below.
In normal circumstances the route sheet has only cash and credit invoices plus either breakage or
burst. Therefore, if there is no cash shortage or load overage/shortage then the sheet has to be
manually confirmed.
However there is another type of document that I enter, it is manually generated document that is
either of; empties excess of an outlet/driver, empties deposit or empties on credit (empty
shortage) to an outlet.
Empties Excess
Empties excess are entered in the same manner that the breakage and burst bottles are entered.
Through “Delivery Document Entry” menu, first I enter the document number and then if it’s
from an outlet I enter the outlet number.
Afterwards I enter;
“.120 900” “.9 0” “.5 0”
Also here I enter the empties identifier and then I enter the number of empties cases the driver
has brought back, I enter the number with a negative sign at the end. For example; “22 5-”
The route sheet should also have an empties excess form with verification form the
Warehouse Department.
Empty Deposit (Sold)

Empties deposit is when an outlet buys glass bottles at cash. I record it in almost the same
manner that I do in the empties excess case. I enter it in “Delivery Document Entry” menu.
“.120 112” “.9 0” “.5 (total amount deposited)”
“.5” is the settlement identifier of cash, I enter the total amount deposited for the bottles next to
it.
After the entry of cash, I enter the total cases of bottles sold on deposit to the outlet.
The cases (empty+ shell) sold should be entered with the relevant empties code and after the
empties code I enter the number of cases sold. For example: “22 8”
If in case the outlet only bought, the empties without the shell then I use “366” and afterwards
the number of cases sold. For example: “366 8”
I also have to put the total cash deposited for the empties with the shell and without the shell to
the settlement header too.
For only empties I use “.357” and the total cash for the empties sold.
For shells sold I use “.358” and the total cash for shells sold.
Empties on Credit (Shortage)

Empties on credit are given to an outlet on temporary basis only if they have been approved by
Regional Sales Manager and Ware House Manager.
Before making entries in basis I verify that the empties on credit have been approved or not.
Approvals are emailed on daily basis and a printed document is also delivered with the signature
of relevant personnel by Sales coordination department.
I start with the same manner as I before, from “Delivery Document Entry” menu.
“.120 900” “.9 0” “.5 0”
Then the relevant empties codes and then the number of empties given on credit. For example;
“22 8”
Then in the next column I enter the time period, the empties are given on credit the outlet. The
settlement identifier for this is “.142” and then the date till the empties are approved for in this
format (DD/M/Y). For example; “.142 200715”
After the checking that all the entries are done, I run a final calculation so as to be sure that there
is no shortage or overage of goods. If there are none, then I move on the finalizing the settlement
of the batch. That is manually confirming the route sheet.
I am also handling following activities in my job:
 Supply to Head office staff on monthly basis.

 Supply to key credit customers i.e MacDonald, Gam Ciza
 Closing reconciliation with cash office and gate operations
 Closing reconciliation with Shipping Department
 Manual settlement at the day end when Basis is closed.
Daily Sale Reconciliation:

At the end of settlement, I reconcile the daily sale with cash office. In this I reconcile figures of
cash, cheques, pay order and account receive able with cash office. Cash office, therefore
physically collects the cheques and cash and I reconcile it with the BASIS queries. Any
difference, I have to find before the closing of the day. After all of this I have to run different
queries to find out any mismatch and difference and after reconciliation off all of above things, I
have to reconcile the daily outload and inload figures with shipping department.
After doing this, I sends the closing message to Karachi and after this they perform the closing at
their end.
Head Office Sampling:

Supply to head office go daily basis for staff and for their home sampling. Different codes are
used for this purpose. In the last week of month I make debit note and other necessary documents
for this purpose which are required by the head office for evidence purpose and delivers it to
head office. Filing and maintain of records are maintained for this purpose.
Gam Ciza
Gam Ciza are the outlets of MacDonald. These are credit customers of CCBPL. Supply send at
these outlets on credit basis. At the end of month, I prepare the documents required for this
purpose. Proper filing and documentation is to be made and sends to MacDonalds. They make
payment through Account Reciveable or via online fund transfer mode.
CHAPTER 6:
FINANCIAL ANALYSIS
Profitability ratios
Return on capital employed
2012
ROCE= profit before interest & taxation*100% / (Share capital and reserves+long term debt
capital+preference share capital)
=11412/19232+34213*100=21.35%
2013
ROCE =10834/33173+19154+0*100=20.7%
2014
ROCE=8842/30320+19063+0*100=17.9%
Return on capital employed shows how much actual profit is generated from all means of
investment. It has been decreased in from 2013 to 2014 because of decrease in share capital and
reserves also. Still it is unfavorable to some extent.
Return on shareholders capital

ROSC=Profit after taxation and preference dividend*100/Share capital & reserves
2012
ROSC=9086/34213*100=26.55%
2013
ROSC=8626/33173*100=26%
2014
ROSC=7124/30320*100=23.5%
As the profit decreased from 2013 to 2014 it also affect Return on shareholder capital which
shows the unfavorable condition. As a result the shareholders may go for disposal of their
investment.
RETURN ON ASSETS
ROA= Profit before interest & taxation*100/Assets
2012
ROA=11412/91708*100=12.44%
2013
ROA=10834/90055*100=12%
2014
ROA=8842/92023*100=9.60%
Return on asset has been decreased due to overall decline in profit and increase in assets.
PROFIT/SALE RATIO
P/S Ratio= profit*100/sale
2012
G.P/S=28964/48017*100=60.32%
2013
G.P/S =28433/46854*100=60.70%
2014
G.P/S=28109/45998*100=61%
N.P/S
2012
N.P/S=9086/48017*100=18.92%
2013
N.P/S=8626/46854*100=18.40%
2014
N.P/S=7124/45998*100=15.50%
GP ratio is very high as compared to NP ratio shows high amount of operating expense every
year. Increase in GP ratio & decrease in NP ratio shows operating expenses are increasing,
although sales decreased from previous years.
ASSET TURNOVER RATIO

Asset T/O Ratio= sales / (share capital & reserves + long term debt capital)
2012
Asset T/O Ratio= 48017 / (19232+34213)= 0.89 times
2013
Asset T/O Ratio= 46854 / 52327= 0.90 Times
2014
Asset T/O Ratio=45998/49384= .93 times

This improved ratio in 2014 from previous years shows sales revenue of company are better than
past.
INVENTORY TURNOVER RATIO

Inventory turnover =cost of sales/inventory (closing)
2012
I.T.O=19053/3390=5.60 Times
2013
I.T.O=18421/3277=5.62times
2014
I.T.O=17889/3100=5.77Times
Inventory conversion period shows how much time is taken to convert raw material into finished
goods. It is improved in 2014 from previous year shows work efficiency of company.
Debtors Turnover Ratio

Debtors T/O Ratio= sales/debtors receiveable
2012
D.T.O= 48017/5120=9.38 Times
2013
D.T.O=46854/4873= 9.60 times
2014
D.T.O=45998/4466= 10.30 times

Company improved its A/R cycle that is favorable as we move from 2012 to 2014. The company
has benefit of improved liquidity position.
Creditors Turnover Ratio

C.T.O Ratio=cost of sales (credit purchases) / trade payable
2012
C.T.O Ratio=19053/9756=1.95times
2013
2014
As a result of debtor ratio improvement, company’s ability to pay its debt also improved as
shown from better creditor ratio.
CURRENT RATIO
C.R=C.A/C.L
2012
C.R=48858/24924=1.96times
2013
C.R=31304/27811=1.13times
2014
C.R=32986/32374=1.02 times
Liquid ratio shows company’s short term solvency position was better in 2012 which is a bit
unfavorable in 2014.
QUICK RATIO
Q.R= Current Assest-inventory/current liability
2012
Q.R= 48858-3390/24924= 1.82times
2013
Q.R=31304-3277/27811=1.00times
2014
Q.R=32986-3100/32374= 0.92 times

As the decrease in quick assets from 2012 to 2014 also affected the quick ratio and short term
solvency position
DEBT /EQUITY RATIO

Debt/equity ratio= Long term debt/share capital and reserves*100
2012
Debt/equity ratio=19232/34213*100=56.20%
2013
2014
Debt equity ratio shows an increase which is not favorable in sense that it has more debt to pay
although actual debt decreased. The major reason is capital reduction policy of company.
INTEREST COVER RATIO

I.C.R= Profit before interest & tax / interest charges in the year
2012
I.C.R= 11412/397= 28.75 times

2013
I.C.R= 11014/463= 23.80times
2014
I.C.R= 8842/483= 18.30times

Company have enough profits to cover its interest payment, but decrease in profit & increase in
interest payment also affect the interest coverage going against company.
SWOT Analysis
After studying the CCBPL strategies, and its performance I have identified some strengths,
weakness, opportunities and threats.
Strengths:
CCBPL Positive Image:
CCBPL has positive image and reputation in the minds of customers so far them it’s a great
strength because its helps in the sale of their products.
Financial Strength of the Business

The Beverages business is financially very strong as mentioned by present annual report.
Established Nation- Wide Infra-Structure

The CCBPL business has established nation-wide infrastructure. It has network of dealers in all
over the country, which will help in the sale of company’s products.
Up To Date Technology
CCBPL has up to date technology in its production. As coca-cola company claims that they are
very sensitive about hygienic conditions, so that’s why they using up to date technology to
achieve this objective.
Quality
CCBPL claim continuous quality products to their customer.
Multinational Culture
Coca-Cola Company is multinational culture so that’s why they know about different culture,
this is strength for CCBPL.
Weakness:
Distribution Network
The major weakness of CCBPL business is that they don’t have complete distribution network.
They just have distributors in different cities which carry their products and then retailers have to
use their own means to get bottles from those distributors and then make it available for sale for
the customer.
Non –Availability
Coke is not available in small towns and in rural areas, reason being that the Distribution channel
of Coke is not large, is not extended owing to limitations of Resources and lack of proper
infrastructure.
Limited Capacity of Multan Plant

Multan Plant has on two lines to depend on which is only for 250ml and for other product it has
to depend on other plants and this makes shortage of products and delay in the lead time.
Formality of Rules and Regulations:

The organizational structure of Coke is too formal ( being supervised by CCI),so the lengthy
processes of decision making and implementation through hierarchy system (i-e follow order
from CEO to downwards) have to be followed and employees in Pakistan even (GM) is not
allowed to take decisions to change even smallest of things like (Instruction on bottle) on their
own .So many brilliant ideas to improve and boost sales remain locked up in employees brain as
they are not allowed to work at their own will.
Opportunities:
Increase Quality Awareness among the Customers
One of the greatest opportunities for CCBPL is that now a day’s people are very much conscious
about the quality. As CCBPL is producing high quality product so it will increase the demand of
company’s so it is a great opportunity for CCBPL.
Billion Cases Markets

Another opportunity for CCBPL is that Pakistan is billion cases market. From which CCBPL
covers only millions. So its big opportunity for CCBPL that they have big market.
Emerging Market
Coke currently holds about 35% market share in Pakistan. Pepsi leads by holding 50% of market
share 10% to other small beverages e.g. RC- cola, Maka-Cola, Pak-Cola etc. So, there is vast
opportunity for Coke to capture 65% market share.
Coca-Cola with International standards can increase its market share many folds with little
efforts. Increasing distributing channels and infrastructure to ensure availability insmall towns
and areas, line extension like Fanta, Coke, and Sprite in different flavors, launch a new product.
It can do it successfully as it’s is well established, Company and has already positioned itself in
customers mind (as those who provide the ultimate in taste and quality) so they are bound to try
their new product as well.
Threats:
Pepsi and its products as it is market leader so time to pose a serious threat to coke.
New Entrants:
New entrants like Makka-Cola, Pak –Cola , GOURMET COLA that can exploit anti-Jewish and
anti-war sentiments, provoke nationalism sell at low price and thus can be a source of threat for
Coke in future once they fully launch their product in Pakistani market so Coke management has
to look out for them over time.
Nestle Products:
Like juices, Milo cold coffee, drinks, etc as well as Sheezan products e.g. squashes, tetra pack
juices are also sort of threat but not the direct threat for Coke because they provoke health
consciousness and physical fitness. Although Coke has converted their attack on health issues by
offering Diet Coke yet the threat isn’t over. However Coca-Cola can effectively counter their
threat at any time by launching their own juice.
Taxes (Govt. Laws and Policies):

The Coca-Cola management is not happy with the Govt. tax laws and policies. Being a
multinational with whole plants in 10 cities it is under heavy tax .Imposition so much so that on
single bottle revenue. It has to pay as much as Rs3.51/- as tax to the government.
PEST Analysis:
The PEST analysis examines changes in a marketplace caused by the following factors.
 Political Factors
 Economic Factors
 Social Factors
 Technological Factors
Political Factors:
In Asia and especially in Pakistan where the political environment is not stable no Government
has completed its tenure except the last and the politics also a great influencer on the different
industries of the country. Now following are the effects on the beverages industry.
 The govt. decides that what will be the rates of sales tax
 The rates of main operating variables inputs such as the Electricity are also decided by
the govt.
Economic Factors:
The country like Pakistan whose economy is not strong enough is affected by so many
economic variables which are the following.
 Low literacy rate is a problem due to which rural customers are not able to differentiate
between Coca-Cola, Pepsi , gourmet cola etc.
 Employment opportunities will be higher.
 Increasing demand of Coca-Cola requires establishment of new production plants.
 Combined pricing decisions with mutual agreement between Coca-Cola and Pepsi.
 If the country faces inflationary trend in the market, the price of the Coke will ultimately
increase which will lower its demand.
 Fiscal Policy: It is the policy of taxes. If heavy tax is levied on Coke then its price will
rise having negative effect on its consumption.
Social Factors:
The social factors of each society and culture are different from each other so these also
influence the industries as well.
 Now it has become a trend that soft drink should be served in almost every gathering. So
coke has to be there in the gatherings, functions etc.
 Fast food popularity among teenagers has led to the increase in demand of Coca-Cola.
 They have been sponsoring different cricket events and Pakistan cricket team for almost
10 to15 years.
 Religious factors can also affect the sales as what happened in 2003 with Coca-cola when
US attacked Iraq, most of the people banned Coca-Cola and Pepsi because they were
multinational brands.
 People who are conscious about their social status would never go for a local brand like
gourmet or amrat cola. Rather they would, just for the sake of their status, go for Coca-
Cola etc which happens to be a renowned brand.
Technological Factors:
Coca-Cola like other same companies uses technology as there can be no survival without the
use of IT and technology.
 There is very limited automation to keep production record. Most of the record is
maintained manually but currently they are trying to shift towards fully automated
production control system.
 Coca-Cola in has only 6 plants which is not sufficient. They must get themselves some
new manufacturing plants so that they could meet the required demand.
 The software they use for multiple activities like recording data, fetching data etc is
BASIS.
Comparative Analysis:
Coca-Cola vs. Pepsi
 Pepsi uses blue colored cans and uses the same color in advertisements while Coca-Cola
uses red color as it defines Coca-Cola, it’s the companies strength.
 In the ads of Pepsi youth is generally targeted while in the ads of Coca-Cola one can see
that it makes the ads without the age discrimination.
 When it comes to taste Pepsi is sweeter than Coca-Cola and that is one of the reason
behind Pepsi being more successful in bottom regions of Asia. While Coca-Cola has less
artificial sweetener which makes it a stronger tasting beverage more like a “COLA”.
 In America cola is “Coca-Cola”. Pepsi isn’t so successful globally. It’s the Coca-Cola
that is successful if considered globally.
 Even the fizzy effect is more in Coca-Cola because of the higher concentration of carbon.
Its more carbonated than Pepsi thus is more stronger.
 Coca-Cola was pioneer. It was introduced in 1886 while Pepsi was introduced in 1898.
 Pepsi operates as a franchise while Coca-Cola doesn’t. This makes the Coca-Cola pay
higher taxes and unsuccessful. But in this way it keeps the brand to international
standard.
 The salaries are higher at Coca-Cola than Pepsi because Coca-Cola is under the
company..
 But when it comes to quality Coca-Cola has an edge over Pepsi. Coca-Cola is less
unhealthy than Pepsi.
 Also it has been founded that the customers of Coca-Cola are more loyal, when they
don’t get Coca-Cola they don’t go for Pepsi. While such is not the case when it comes to
Pepsi.
CHAPTER NO.07
CONCLUSION AND RECOMMENDATIONS

Conclusion:
I will summarize this report with following words:
The sales of company decreased with respect to previous years but operating expenses remains
same. This has unfavorable effect on the profitability of the company. The return on capital
employed has decreased so shareholders’s earnings have decreased. The liquidity position of the
company is not satisfied. Company should increase its liquidity and current assets should
increase. However inventory turnover is better which represents better efficiency. Debt financing
is higher, company should rely more on equity financing. Company is performing well but
profitability has decreased up to some extent. Company should focus to increase its profitability
in coming years.
Recommendations:
As we seen from the previous analysis of the financial statements I have realized that that
CCBPL is performing well. But there is a room for improvement, so I will recommend following
suggestions for CCBPL:
1. There should be a need to revise the marketing strategies so therefore sales can be
increased.
2. Company should put focus to minimize its operating expenses so that the profitability
of the company can be enhanced.
References:
Coca Cola Beverages Pakistan Limited
http://www.ccbpl.com.pk/

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Internship Report

Submitted to: Sir Dr. Mubbsher Munawar Khan

Submitted By: Azhar Abbas

In the name of ALLAH, the most Kind and most Merciful.

Fanta Orange: ............................................................................................................................ 23

Head Office Sampling: ............................................................................................................. 46

HISTORICAL BACKGROUND AND HISTORY

The Coca-Cola Company (TCCC):

The Coca-Cola Bottlers:

People and Organizational Leadership:

CCI’s Operating Geography:

COCA COLA BEVERAGES PAKISTAN LTD (CCBPL)

Paid up capital of Coca Cola beverages Pakistan Limited is;

Authorized capital 11200 shares

Issued & Paid up capital 7040 shares @ $0.25 par value

 RAHIM YAR KHAN

Their values are:

 Act like owners

CCBPL Capability Development Wing

Benefits & Rewards

The Cook off Challenge

The event was thoroughly enjoyed by participants and audiences alike.

Inauguration of KO Kids' Kottage

Environment Day Celebration

LEADERSHIP TEAM OF CCBPL

Amara Bashir - HR Organizational Architect

Muhammad Khalid Ahmad - Chief Financial Officer

Zafar Abbas Jafri - Regional Director South

Ahmed Imran-ul-Haq - Director Marketing & Sales Services

Mohammad Amir Chaudhry - Director Internal Audit

Saadia Abbasi - Director Marketing

Mubashir Amjad Hussain - Chief Information Officer

Ambreen Shah - Director Legal

HUMAN RESOURCE DEPARTMENT (HR)

 Lahore Plant at Raiwind Road

Marketing Activities include following:

In-door advertisement of the outlet is known as “Activation”

 Choosing memorable name

PRODUCTS OF THE COMPANY

Nutritional Table (per 100 ml)

For Phenylketonurics: Contains a source of Phenylalanine

Nutritional Table (per 100 ml)

Energy 0.6 kcal

Nutritional Table (per 100 ml)

nutritional table (per 100 ml)

for phenylketonurics: contains a source of phenylalanine

nutritional table (per 100 ml)

Energy 0.3 kcal

Calcium 30-100 ppm

magnesium 12-25 ppm

potassium 1.7-5 ppm

Sodium 5-50 ppm

Chloride 50-150 ppm

Sulfate 24-60 ppm

Fluoride 0.01-0.1 ppm

tds (max.) 500 ppm

Minute Maid Pulpy:

Nutritional table (per 100 ml)

Human Resources Policies:

Training and Development Policy

Resignation or lay off policy:

Voluntary Haj Scheme Policy:

Compensation & Benefits