Differences & Use of Vendor Contracts vs SLAs vs NDA in manufacturing projects

International Women’s Day feature on Women in Manufacturing

Women make for only 12% of India’s manufacturing sector, which employs nearly 27.3 million people, suggests research by GE and Avtar. While the number of women employed is low, what we don’t see are the huge strides that the 12% are making, by carving out a niche for themselves and paving the path for future generations to take on roles that exist within a traditionally male-dominated society.

We would like to take this opportunity to commend the extraordinary role women play in their communities and their workplaces. That is why, on International Women's Day we are sharing this feature on the "Women in Manufacturing", who broke the stereotype of it being a male-dominated field. We look forward to sharing their stories with hopes to inspire many more.

For this feature, we spoke to three women in leadership roles from across the industry - covering their journey into the world of manufacturing, their current work as well as their lives beyond work.

Q1:  How did you commence your career in the manufacturing industry? Was it intentional or serendipitous?

Neetu: For me the choice was intentional, having pursued a degree in chemical engineering, I had a range of options to choose from in the manufacturing industry. 

Sravani: I would say it was a bit of both. It definitely wasn’t sheer luck but was more of a conscious decision. The serendipitous part was joining ITC straight out of campus recruitments. I was obviously keen on a job as an engineer but I was sure I wanted to get into core engineering rather than software. This was back in 2005 and I have continued with the organisation to date. 

I started off at Hyderabad in one of the HQs with projects - detailed engineering & procurement, then moved to a manufacturing unit in Bhadrachalam without a second thought, focusing on getting more on-field exposure. This is one of India’s largest single-location pulp & paper industries and I wanted to be here. Thanks to this decision and being an instrumentation engineer (which has a lot of scope) I am now experienced in power plants, paper making, and automation.

I was in operations & maintenance for a couple of years and now I’m taking care of digital transformation for the entire division - at all core manufacturing units as a member of Industry 4.0 centre of excellence. 

Divjyot: Around 22 years ago, I was fortunate enough to be the first girl to crack IIT, from my city, I was determined to break the gender bias. My school was an only girls convent school, and this was a record moment for them too. Suddenly a lot of girls were being redirected to me for career counselling.  I started mentoring them to participate more in engineering professions, and to go out of their homes to pursue professional studies. At the end of my engineering degree, I was determined to go into the core sector, to continue the streak of women operating in traditionally male-dominated sectors. This translated to many firsts, such as first shop floor manager for the division, first operations head etc. While I was nervous in some ways, I also knew that I could do it. My parents always believed in me, and there were many girls looking up to me, which made me keep at it and flourish in the sector. 


 

Q2. Did you face any challenges, since manufacturing is still considered a male-dominated field? How did you tackle them?

Neetu: Yes, there were definitely some challenges such as - gender-based pay gaps, fewer opportunities to advance, lack of support when it came to juggling work and family responsibilities etc

Despite such challenges, I managed to persevere, through self-motivation and moving forward towards accepting things as they flowed and opportunities that came my way. 

To tackle sexism, one needs to learn to not focus on what people say behind your backs. Instead, surround yourself with people who understand you and support you. Learn to love yourself, regardless of the expectations society has from you. 

Sravani: I agree, manufacturing is still a male-dominated industry. The ratio is still skewed, but I have also seen ITC recruit a lot of women over the years. Back when I got recruited I  was the only female engineer in the entire batch and now I see the intake of women has increased.


Sravani with her team in front of a Shoe Roll press
machine at Badrachalam AP

One of the challenges I see is that a lot of manufacturing units are not predominantly in cities and this gets difficult for anyone - not just women, but of course, it can be tougher on women to make the shift. 

I have observed that entry-level positions see a lot of women join, then it gets lesser towards mid-management levels. This has a lot to do with their families as well

To tackle it I would say, there has to be a mindset shift where women don’t see these hurdles but as challenges to take on. They need to help their families understand the importance of these roles more and garner their support. 

Divjyot: Of course, the challenges were immense - such as walking out of the factory to even use a ladies' washroom, challenging men who would get their egos hurt if they had to take instructions from a female manager, getting your hands dirty on the machines - when you’ve never even washed utensils in your mother's kitchen…The job is physically demanding too, working in factories right in the middle of nowhere etc. 

I was always in a situation, with very few women in the room and many a time you will have to be your own mentor, as there may not be role models around for you to look up to. 

But I would like to highlight three things:

  • Believe in yourself. There will be times, you will feel you can't do it. But if you believe in yourself, others will believe in you. This is not only true for this industry but any profession or stage of life. 
  • Always leave on a high, because you are setting an example for the others behind you. Now, you can only do two things - either you deepen the bias or you can break the bias. The choice is yours. 
  • Eventually, it boils down to common sense, being reasonable with your team, ability to learn and pick up, and doing what is right for the organisation. 

These are the guiding tenets. 


Q3. What is your current profile & what does a typical day at your current job look like?

Neetu: I’m currently a deputy general manager - digitization & services in procurement at Hikal Ltd.

I come with 16+ years of experience in Global Sourcing/ Procurement /Cost modelling / Digitization/Services/ Supply Chain Management from Consumer Goods, FMCG, Industrial gas, Plastics and Chemical Industries. 

I’m spearheading the organisation's digitization and services in Supply Chain management. 

I’m responsible for identifying key performance indicators to derive the best value from vendors for business and customers and ensure the alignment happens.

Sravani: I’ve been with ITC since 2005, having spent 12 years as an Instrumentation Engineer. Today I handle automation at all levels-from field instrumentation to controllers and servers, building logic etc Currently I’m leading the integration of all automation across divisions. 

My day-to-day responsibilities include caring for my family and heading to the factory for work. My in-laws live with me and over the years that has been a huge help. We all contribute to the household chores equally including my son and husband. We also live about 5 mins from the factory where both my husband and I work. My office environment is collaborative and we deal with all departments and units including those that are not directly manufacturing.

Work involves coordinating with vendors on new technology which is followed by lots of tech training for internal teams, so they can take on tech activities at their units as well. Over the years I’ve learnt how to interact with people across the board and we all look at each other as partners. There is no hierarchy. 

Divyjyot: Right now I am doing multiple things that are driven by my passion for wellness. The first 14 years of my career were in manufacturing, setting up factories, product development and commercialisation and finally moving towards sales and channel management. Since I was involved in launching a new category/business, it taught me a lot of things about starting up and I developed an acumen for learning. 

After 14 successful years in a corporation, I started my own venture - www.toughlikeamom.com, which focuses on overall wellness through various programs. The idea is to reach out to as many women and men, so they are enabled with tools to handle their overall wellbeing, whether physical or mental. My current job is a mix of adventure, creativity, learning and rigour. Right now I am at an early stage of my venture and there are more questions at the moment than answers. My current phase would be best described as a hustler. I am always talking to startups, mentoring them, understanding ideas, helping and connecting people in whichever way their companies can leverage. 


Q4. What is your biggest professional achievement/most exciting project you have worked on so far? 

Neetu: My biggest achievement was winning the global award for one of the best projects for low-cost country sourcing. 

Sravani: ITC has always given me equal opportunities throughout my time here. Even when I joined as a fresh graduate, I was given an opportunity to travel to Spain. In manufacturing, one rarely receives such opportunities. I travelled to Barcelona for 3 months to help with the dismantling of a machine and my association with that machine continued for a long time after. 


Sravani in front of the paperboard machines at the plant

I now think of it as my pet project since - I was not only a part of dismantling it, I then had to ship the entire machinery back to India and needed to monitor its overhaul, once that was done I was taking care of its operations and maintenance for another 3 years. Even now when I visit that machine floor I feel like I know every part of the machine since I’ve seen it rebuilt from scraps - that's a very very rare experience. The machine is still being used and is one of the prime producers. Even though I worked on other projects, the machine association is special. 

My next big achievement has been getting into Industry 4.0 -  while leading the integration of all automations across divisions. 

Divyjyot: The most exciting project is the one I am currently involved in because it marries my passion, my skills and my experiences very beautifully. However, If I were to talk about past achievements, it would be running two different businesses of varying natures - when I launched Fabelle Chocolates for ITC.  One of the product lines was so premium and handcrafted that it had to be a semi-skilled industry deploying 100s of workmen, whereas, on the other hand, I was putting up a whole factory of 100 crores, with world-class automation, only 3 people to operate the whole plant. Both being done at the same time required quite a shift in the thought process as well as creativity and approach. I thoroughly enjoyed that part of my projects.


Q5. What are some suggestions you’d make to both organisations & women wanting to build careers in the manufacturing industry- how can they build a better workplace?

Neetu: My suggestions for both organisations & individuals would be 

• Take firm steps to prohibit sexual harassment. Creating clearly defined sexual-harassment policies, instituting complaint procedures, making harassment training in-person and interactive, and conducting bystander awareness training are all needed. 

• Ensure equality in pay and promotions. Pay audits, greater transparency and setting current wages without regard to past salary history will help. 

Improve family-friendly policies. Benefits such as paid family and medical leave, flextime help workers balance their tasks at work with those at home and reduce women’s likelihood of leaving their jobs. 

• Support training and re-skilling. Increasingly, well-paying manufacturing jobs require a college degree, at a minimum. Companies should create apprenticeship programs for college students and offer tuition reimbursement for employees.

Sravani: To build a career in manufacturing for women, organisations should focus on providing the necessary infrastructure to make them feel they are in safe and secure hands. And also visibility of a career progression can help make women continue their careers in manufacturing

Women who are already in manufacturing should start accepting the ground realities in manufacturing industries and focus on the scope of learning, dealing with challenges and scope of proving themselves rather than comparing it with infra available in other white-collar jobs

This can help in building better workplaces. 

I also think as individuals we need to stick around and be prominently present in these spaces to be able to take on opportunities that present themselves. 

Divyjyot: For women - acknowledge your needs and accept the fact that you are different. I would say be more vocal about your needs as it is difficult for others to anticipate and accommodate the changes that are required. For example, all it took was for me to escalate or point out the fact that there was no ladies' washroom on the shop floor, this wasn’t something that naturally occurred to the management. Once they knew the issue, they resolved it for me.  

Don't try to prove yourself to be the man, just be yourself and put organisational goals at the top and lead by example. 

For organisations - From my personal experience, I had hired 70% women workforce for one of my factories, and I experienced record levels of low attrition, low absenteeism, low-quality issues. While this might be very subjective to the industry being discussed, when you are open to hiring more women, the quality of selection will go up, you will have 50 % more pool to choose from, and you will get creative and distinct ways to operate in your business, which have not been tried before. 


Q6. How do you ensure a work-life balance?

Neetu: Below are the things I do: 

  • Talk it out with your employers, especially with regards to late working hours.
  •  Proper delegation of work
  •  Draw a line between home and work
  •  Make some time for yourself during the day 

Sravani: In my view, work-life balance is very subjective. 

Hobbies can be good enablers for work-life balance.

These hobbies can help in avoiding overthinking about office work even after returning home.

I developed hobbies like candle-making, reading, writing personal blogs and even took up nutrition and wellness - as a hobby and was able to lose weight gradually and sustain for the long term

Divyjyot: Honestly, it is a personal choice, and has nothing to do with the industry you are in. Don't strive for the perfect schedule; strive for a realistic one. Some days, you might focus more on work, while other days you might have more time and energy to pursue your hobbies or spend time with your loved ones. Balance is achieved over time, not each day. Some of the tips that might  come in handy are:

1. Do not compare yourself with others as they might have different situations. 

2. Take help of support wherever you can  

3. Work-life balance means different things for different people, based on the life stage they are at. Be clear about what it means to you.

 


We would like to thank each of these extraordinary women for sharing their stories with us. They are truly inspiring the future of Women in Manufacturing. We hope that by sharing more of these insightful stories we can build a wonderful community of women entrepreneurs on Venwiz.

To connect with us please reach out at contact@venwiz.com

Project execution using Turnkey solutions

How Venwiz vendors can aid in effective project execution using Turnkey solutions

Large infrastructure projects are usually developed using various methods. One of these methods is turnkey project development. ‘Turnkey’ stands for anything that is ‘complete and ready to use immediately. When applied to project development, a turnkey project meaning remains the same. A turnkey project is one that is designed, developed and equipped with all facilities by a company under a contract. It is handed over to a buyer when it becomes ready to operate a business.
Obviously, the entity responsible for building a turnkey project does it for the cost as agreed in the contract. The work of the company may include design, fabrication, installation, aftermarket support and technical service for the turnkey project.

Benefits of turnkey projects

Turnkey projects are mutually beneficial for both the company that develops them and the client that eventually takes over the projects. Some of the major benefits of turnkey projects are as follows:

  • Cost saving: A client hires vendors that are willing to make projects at a fixed cost mentioned in the contract.
  • Time saving: As there is no need for clients to assign their time, energy and resources on developing a facility, they get time to focus on their own businesses, while vendors who are experienced in the field can take on building the Turnkey soltuion.
  • Hassle-free: As the vendor is dedicating their time and energy to build the turnkey solution for the project, the client is free from of legal and technical challenges - the vednor accounts for the same. This is an inherent feature of the project development, especially in India.
  • Access to expert knowledge and technical know-how: A client running a particular business may not be an expert in building and operating a manufacturing unit for the same. Turnkey projects offer them a chance to hire expert vendors in the concerned field.

Strategies by Venwiz Vendors to help clients improve energy saving: 

Case study in collaboration with M/s Bright Construction & Co

The vendor M/s Bright Construction & Co is an EPC (Engineering, procurement, and construction) Civil Contractor and works with large-sized infrastructure projects. They cover all aspects of civil construction work - from building construction to equipment foundation and structural fabrication works.

Between 2012-2014, M/s Bright Construction & Co were working for BHEL (Bharat Heavy Electrical Limited) on a project at OPaL Dahej. Their scope of work covered the entire civil work for the Black Start DG sets for the CPP (Captive Power Plant).

Challenge:
The client needed to lay a foundation, that was to be constructed in one go.

The dry weight of the 8.3 MW DG set was ~130 MT, which increased substantially when the machine was filled with oil and water. The foundation of the equipment was of dimension 13M (L) X 4M (W) X 3M (H).

Heavy volume foundation, such as TG (turbo generator)foundation - steel support and shuttering is used, and due to continuous, high volume work, shuttering is viable and economical.

However, for a single foundation such as the one the client required, similar solutions were not available. The weight of the foundation was estimated to be 400+ MT which without proper support during concreting can break the support structure and create hazardous situations along with huge cost and delay implications.

Solution:
M/s Bright Construction & Co along with client engineers studied the problem and decided to reinforce the shuttering support with densely packed adjustable pipes, thus creating the provision to adjust the support at varied zones differently.

In addition to that, the structure was made self-supporting, (in line with Newton’s 3rd Law) by running additional TMT bars tying up the opposite side shutter plates. Vertical TMT bars embedded in the foundation raft were also provided for additional strength to the shutter plates. After the casting was set, these vertical bars were removed.

For further safety and to avoid any traffic-related delays at the busy site, the concrete pouring was scheduled on a Friday night, when all other work would not hinder the RMC mixers from reaching the site, from the batching plant.

Thanks to all these intensive and careful planning, innovation and safety measures, the work was completed successfully with the best finish of the concrete. No leakage, bulging, honeycomb etc., appeared on the foundation.

Benefit to the client:
The client managed to get their project completed on time and without any cost overrun. Additionally, due to the quality of the work being good, the PMC was delighted. Further documentation, payment release to BHEL happened smoothly.

Case study in collaboration with M/s A S Automation:

A leading polyurethane (PU) foam company had an urgent requirement for an automation turnkey project, for which they were unable to find the right resources in their plant`s vicinity

Proximity and access play a vital role in project execution. Manufacturing companies located within the vicinity of industrial hubs find it easier to discover resources that can get the job done efficiently. Inversely, for companies located far away from industrial hubs, project execution becomes more complicated.

Challenge:

The client was using a machine that is working in legacy control (i.e. an outdated computing software and/or hardware that is still in use). All the control loops were manually handled using controllers and relays.

With the existing system, the client was not able to improve the process and with the limitation in technology, they also faced the challenge of data extraction and analysis.

Solution:

The client reached out to M/s A S Automation whose team was nearly 1500 km away from the plant. Despite the distance, M/s A S Automation managed to get the project executed successfully, by automating the entire process (Full Automation Control) which includes report generation, alarm generation, user controls and much more.
M/s A A Automation, upgraded the entire process into a closed-loop control system using the latest technologies. As part of the project different closed-loop control systems were taken up and used for execution such as chemical mixing, temperature control, maintaining foam concentration, excess tank fed to external sources, measurement at each stage etc.

Outcome:

Upon implementation, the client successfully came out of the legacy system. Usage of PLC (programable logic controller) gave them a technological advantage. This helped them in improving the process. The client was also able to view periodic reports, receive alerts and alarms, monitor user restrictions and controls etc.

The two factors affecting remote project execution:

  • Client’s accessibility to competent vendors away from the plant.
  • GST taxation policy for working in different states.

The clients were extremely satisfied and signed up with M/s A S Automation for repeat orders.

At Venwiz we realize the importance & impact we can have on your businesses and provide you a platform to search & discover the best vendors. Click here to begin your search now. 

 

 

 

Assessment Framework for Vendors

 

At Venwiz, we realise the importance of matching the most suitable vendor for your business requirements. This is why our team undertakes a thorough technical assessment of all vendors as part of our decision-making process.

We are giving you a sneak peek into the proprietary framework we have created at Venwiz, for vendor assessment. The assessment gives clients a comprehensive view of a vendor’s capabilities to meet specific industrial requirements and their capacity as service providers. 

The assessment commences at the sign-up stage, and continues through the vendor’s lifetime on the platform, with regular follow-ups for addition/removal of information.

This has two main benefits:

  • Establishes a sense of confidence in our clients, since they have visibility on the thorough process being followed on Venwiz
  • It also enables vendors with due diligence by following our processes, making them “ready-to-onboard” on being matched to a  client. 

 

A quick review of the 5-step process Venwiz follows for vendor assessment:

Impact of the budget on the MSME sector of India

Venwiz hosted a session on the Impact of Union budget 2022 on MSMEs on 5th February 2022. During the session, we covered the important announcements relevant to MSMEs in the Union budget 2022, with our guest speaker CA Anil Kumar Gupta.

CA Anil Kumar Gupta is a practising Chartered Accountant, based out of Delhi. He heads Anil S Gupta Associates, a 40-year-old CA firm. He is a trusted advisor to listed corporates, unlisted MSMEs and foreign companies in India.

Plant-Based Meat Industry in India: World Pulses Day Focus

Featuring an exclusive interview with Blue Tribe Foods

The UN General Assembly announced the observance of World Pulses Day back in 2013, The idea was to recognise the contribution of pulses towards achieving the 2030 Sustainable Development Goals (SDG). 

Pulses are recognised for their nutritional value, environmental benefits and food security. They play an important role in climate change mitigation as they can decrease dependence on artificial fertilizers by introducing nutrients such as nitrogen into the soil. 

Legumes & Pulses also improve the fertility of the soil and soil biodiversity, keeping harmful pests away. Additionally, pulses have a broad genetic diversity making them climate-smart, meaning they adapt to changing climates and more varieties can be made climate-resilient. 

Pulses are among the main sources of protein for people who don't consume meat, which brings us to the focal point of our article on the growing plant-based meat market & manufacturing. 

Rise of Plant-Based Meat in the world: 

While the existence of plant-based meat alternatives can be traced back to the 70s in the US, it has seen rising global popularity. There are several reasons people are opting for alternative sources, with climate change and environmental reasons being on top of the list. 

Globally there are companies like Beyond Meat, Impossible Foods and many others using science to manufacture and produce plant-based alternatives that taste and function like real meat while reducing the impact on the environment. The global plant-based meat market is set to grow to $23.2 billion by 2024, market research company 

India isn’t far behind on the transition towards adopting plant-based meats. As a country with a large vegetarian population, we are no strangers to using pulses & legumes as part of our daily food. The major focus for the plant-based meat market was on creating alternatives to replace or substitute meat and now India has over 20+ major plant-based meat brands with the numbers steadily growing. 

Blue Tribe Foods, Good Dot, Wakao, Imagine meats, Vezlay, Urban Platter, Veggie Champ, Shaka Harry are just a few pioneers in the space. 

Large corporations are also looking into entering the plant-based protein market, amid market pressure and changes in consumer behaviour. 

ITC, one of India’s largest conglomerates, recently announced its foray into plant-based meat products as part of their existing product offerings. The company cites GFI India’s research as being a catalyst in the move forward. Figures released by the institute revealed that 63 per cent of urban and upwardly mobile non-vegetarians would buy plant-based meats regularly.

GFI India (Good Food Institute) org, also attributed India’s status as an agricultural and industrial powerhouse to its ability to create unique opportunities for the country, to become a potential sourcing and manufacturing hub for alternative proteins―and pulses are emblematic of that promise.

Plant-Based Meat Manufacturing in India: 

India is one of the largest producers of protein-rich food grains such as pluses. The production of pulses (tur, urad and other lentils) across India were estimated to be at around 25 million metric tons in FY -21. 

With respect to the technologies required to capitalize on these opportunities, a variety of well-understood and related food processes already exist. This allows plant-based meat manufacturers to take a template-based approach for raw materials and overall processing systems. 

Extrusion is one such example; where it is widely used in producing cereals, puffed snacks, bars, and pastas, and serves as a key platform in the production of plant-based meat. 

Interview with Blue Tribe Foods: A  Plant-Based Meat Startup

Blue Tribe Foods is a pioneer in plant-based meat products in India. They recently saw Virat Kohli & Anushka Sharma join them as investors and brand ambassadors. To know more about Blue Tribe Foods you can visit their website

We spoke with Mr. Sohil Wazir, their Chief Commercial Officer, about the plant-based meat market for an insider perspective. Continue reading the interview below: 

1. How did you decide to enter the plant-based meat space what were the influencing factors?

Environmental reasons:

Animal agriculture on an industrial scale contributes to 18% of total carbon emissions generated by human activity; moving away from meat may be the largest and most immediate impact one can make in securing the future of the planet! 

Nutritional reasons:

Even from a resources standpoint, getting food from animals is about 8 times less efficient per calorie than getting it directly from plants. Not to mention the land and water usage which puts stress on indigenous food systems.

The pitch was set! 

2021 saw the launch of plant-based meat as a mainstream food option, with a slew of new products hitting the Indian market which mimic meat in taste, texture, mouth-feel and even close the gap on nutrition through strides in technology. These products are trying to bridge the gap between what tastes great, and what's good for the planet.

 Blue Tribe is our effort to make plant-based meat products for the Indian taste palate, moving away from beef imitations, which are the norm for most western markets.  

2. How is the current market for plant-based meat and how is the market expected to shape up in the future?

Currently, western markets have an established presence of plant based meat products. In India, this category is still in its infancy, but has come a long way in the last couple of years. Now, with more people and celebrities investing in the space, it's bound to grow at a breakneck pace. 

Until recently, plant-based meats were a fringe food item, consumed mainly by vegans either at home or at vegan restaurants. Now, every restaurant has some options available for its clientele. It has become more mainstream, and will continue to do so as demand grows. 

3. What is the manufacturing process? (We would like to understand how mechanised it is, what are some common production bottlenecks, etc)

For manufacturing, we leverage existing technologies and adapt them to fit our production needs. The primary process used is low moisture protein extrusion. A step-by-step breakup is below:

  • Extrusion transforms ingredients such as biopolymers (inputs) into a continuous semi-solid (output). To conclude this process, a screw system within a barrel transfers mass (a combination of dry ingredients, water, and/or oil) through a die (small opening).
  • The mass is then exposed to a combination of parameters, including heat, mechanical energy, pressure, and moisture etc. 
  • The continuous fluid passes through the extruder according to its specific parameters, exits a die, and is cut into various lengths. 
  • Post-extrusion, the output is semi-solid and retains moisture. Wet Textured Vegetable Protein (TVP) output will go through marination, coating, and/or cooling steps. To create dry TVP, the product will pass directly from the extruder onto a conveyor, and then into a dryer. 

The type of machines we use also depend on the output we want to produce i.e. Chicken nuggets, sausages, keema etc. 

One of the major production challenges we faced were in acquiring flavours, which were not readily available in the Indian market. To combat this, we plan our production volumes at least 6 months in advance. Planning this far ahead means that any change would take time to implement. 

If we were to compare production challenges (then vs now), though the challenge remains, our lead time has slightly reduced, there are more vendors that we are able to work with and we are consistently looking for ways to improve our production. Our goal is to achieve price parity with meat, in order for us to be a true substitute. 

4. What are the warehousing and cold storage requirements like for your industry? 

Currently, we are renting out cold storage for our purpose. We need to have decentralised, city-wise cold storage to be able to service the market quickly. 

5. Also please tell us briefly about the infrastructure available in India for such industries.

We are currently piggy-backing on infrastructure used for ice creams, as they also fall into the same frozen category. This has very poor infrastructure outside of the key 25-30 cities. So scaling beyond these is proving to be a problem

6. Is there a need to engage with food consultants? What would be your advice in this respect for other food start-ups in lieu of this?

We have an in-house R&D consisting of both food scientists as well as a chef who work in tandem to develop the products. This category is going to need a lot of innovation to be able to match taste, format, availability and pricing. 

7. What are the testing and certification requirements? How does one go about this - Where to go/timelines/ resources required in the process?

There are multiple agencies that can provide vegan and vegetarian certifications. For exports, there are a few more certifications required which depend from region to region. 

At Venwiz, we realize the importance & impact of a platform to search & discover the best vendors. Click here to begin your search now. 

Data sources: Bloomberg, Euromonitor  &CNBC, Statistica research department, GFI India & BlueTribe Foods

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