5.1 Location Strategy / स्थान रणनीति
Head Office:
“Amrud Valley FPO,” near Khandar Bus Stand, Sawai Madhopur, with small office shed (10x12 ft), one desktop, weighing scale, and storage racks.
Operational Points:
1. Bonli Cluster: Guava & Tomato collection hub.
2. Khandar Cluster: Methi & Chilli drying operations.
3. Mobile Machine Base Point: Parked at cooperative godown; shifted by tractor trolley.
4. Buyer Dispatch Point: Sawai Madhopur railway siding or highway courier hub.
Example: On Mondays, the aseptic unit runs in Bonli; by Thursday, it’s moved to Khandar for drying methi batches. Machine on the move, work on the roll.
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5.2 Coverage / कवरेज योजना
5.2.1 Business Coverage – Inputs
• Raw material sourced directly from 200 registered FPO members.
• Each cluster of 20–25 farmers aggregates at a mini-collection point.
• Local helpers handle weighing and cleaning.
5.2.2 Market Operations – Outreach
• Primary: Jaipur (direct buyer tie-ups)
• Secondary: Dausa, Bharatpur, Ajmer
• Online: Small B2B buyers via “Hello Kisan Connect” and “AgriBazaar” listings.
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5.3 Raw Materials & Inputs / कच्चा माल और आपूर्ति
5.3.1 Key Materials
• Guava, Tomato, Methi, Chilli (as per season).
• Salt, Citric acid (natural preservative), and food-grade pouches.
5.3.2 Availability & Supply Challenges
• Seasonal peaks make planning tricky — harvest window of guava is just 6 weeks.
• Backup tie-ups with neighbouring FPOs (Khandar & Dausa).
5.3.3 Quality Control & Specifications
• No overripe fruits accepted.
• Random sample testing using refractometer for TSS (Total Soluble Solids).
• Moisture check for methi flakes <10 %.
Mantra: “Mal kharab nahi hona chahiye, chahe aadha din delay ho jaye.”
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5.4 Utilities / सहायक साधन
5.4.1 Power, Water, Fuel
• Solar + grid hybrid connection (3 kW rooftop unit).
• 1 000-litre overhead tank for washing and cleaning.
• Backup diesel genset for field sites.
• Heat-pump dryer consumes 30–40 % less power than conventional dryers.
5.4.2 Criticality
Power cut = pulp stuck = loss. Hence, a “30-minute standby rule” applies — operator must switch to genset within half an hour of outage.
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5.5 Timelines & Phases / समय-सीमा और चरणबद्ध प्रगति
Phase 1: Idea to Evaluation (Month 1–3)
• Market testing, machine demo, buyer feedback.
• SFAC/NABARD project documentation & loan sanction.
Phase 2: Resource Tie-Ups (Month 4–6)
• Machinery delivery & installation.
• Member training sessions.
• Finalize buyers & service contracts.
Phase 3: Execution & Operations (Month 7–12)
• Daily production logbook maintained.
• Monthly review with Board for volumes, quality, and payments.
• Seasonal product rotation every quarter.
5.5.4 Key Milestones & Deliverables
| Milestone | Target Timeline | Responsible |
| Machine Commissioning | Month 4 | Technical Advisor |
| First Buyer Dispatch | Month 7 | Marketing Head |
| 100 MT Raw Material Processed | Month 12 | Operations Manager |
| Member Profit Distribution | Month 13 | Treasurer |
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5.6 Logistics & Scheduling / लॉजिस्टिक्स और समय निर्धारण
• Machine runs 8 hours/day, 6 days/week.
• Batch allocation chart prepared weekly by Operations Manager.
• Tractor + trolley for movement between clusters.
• Raw material pickup routes fixed with GPS tags to track delays.
• Farmers informed via WhatsApp group: “Aaj Bonli cluster ke liye 10 baje se weighing shuru.”
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5.7 Manpower & Responsibilities / जनशक्ति और जिम्मेदारियाँ
| Role | Person | Responsibility |
| Machine Operator | Rafiq (trained by SNL Innovations) | Production & hygiene |
| Collection Supervisor | Kamla Devi | Weight, receipt, member payout |
| Marketing & Buyer Link | Sanjay Patel | Contract follow-up |
| Helper (2 nos.) | Local Youth | Loading, washing, cleaning |
Each earns ₹8 000–12 000 per month, creating village-level employment.
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5.8 Documentation & Reporting / अभिलेख और रिपोर्टिंग
• Daily production register (batch no., farmer name, quantity).
• Logbook of energy consumption.
• Buyer invoice summary uploaded weekly.
• Internal audit every quarter.
“Hisaab saf hai to business lambe time tak tikta hai.”
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💬 Closing Reflection (अंत की बात)
Operations are not just about machines — they are about discipline and data.
In the old days, farmers said “mal bik gaya to theek hai.”
Now the new line is:
“Mal bana, bik gaya, aur record bhi update ho gaya — tab FPO chalega.”
Amrud Valley FPO’s operational success rests on one golden rule:
Flexibility in field, firmness in figures.
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Would you like me to move next to Part 6 – Marketing and Sales Plan (मार्केटिंग और बिक्री योजना) — where we’ll talk about the brand “Amrud Valley,” its logo, product identity, pricing strategy, and how the FPO tells its story from Sawai Madhopur to Jaipur cafés?
