Library
Part 5/11 Operations Plan

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

MilestoneTarget TimelineResponsible
Machine CommissioningMonth 4Technical Advisor
First Buyer DispatchMonth 7Marketing Head
100 MT Raw Material ProcessedMonth 12Operations Manager
Member Profit DistributionMonth 13Treasurer

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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

RolePersonResponsibility
Machine OperatorRafiq (trained by SNL Innovations)Production & hygiene
Collection SupervisorKamla DeviWeight, receipt, member payout
Marketing & Buyer LinkSanjay PatelContract follow-up
Helper (2 nos.)Local YouthLoading, 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?