Client Name

FrieslandCampina Engro Pakistan Limited ( FCEPL)

Faculty Advisor

Dr. Abdulbasad Shaikh

SBS Thought Leadership Areas

Investment Decision Making

SBS Thought Leadership Area Justification

This Experiential Learning Project fits most strongly within the thought leadership area of Investment Decision Making. The entire project centers on evaluating how FrieslandCampina Engro can make smarter, evidence-backed decisions about where and how to deploy its retail freezer assets to achieve maximum return on investment. By systematically analyzing throughput data across thousands of stores, developing robust performance thresholds, and building diagnostic tools like the Store Analyzer and Power BI dashboards, this ELP equips decision-makers with precise insights to optimize capital allocation.

The project’s outcomes help the company decide which stores deserve continued investment, which require growth-focused support, and which should have assets withdrawn to avoid wasting financial resources on persistently low-yield sites. This directly aligns with the IBA-SBS aim to enhance market depth and efficiency through rigorous data analysis and collaborative research.

Aligned SDGs

GOAL 12: Responsible Consumption and Production

Aligned SDGs Justification

This Experiential Learning Project directly aligns with Sustainable Development Goal 12: Responsible Consumption and Production. By analyzing the efficiency of Omore’s freezer network and uncovering underperforming assets that drain resources without generating proportional sales, the project supports the goal of promoting sustainable business practices and minimizing waste. Freezers require significant energy to operate, and underutilized units contribute to unnecessary electricity consumption and carbon emissions. By providing data-driven recommendations for redeploying, consolidating, or removing inefficient freezers, this project helps FrieslandCampina Engro reduce its environmental footprint while ensuring that resources are directed where they create the most value. In doing so, the project demonstrates how companies in the FMCG sector can balance commercial growth with sustainable operational choices, in line with the broader vision of SDG 12 to ensure sustainable consumption and production patterns.

NDA

Yes

Abstract

This Experiential Learning Project (ELP) was carried out in partnership with FrieslandCampina Engro to evaluate and optimize the performance of Omore’s nationwide retail freezer network in Pakistan’s highly competitive frozen desserts market. The primary objectives were to assess Omore’s market presence and product throughput, benchmark its position against competitors such as Walls and Igloo, and develop a comprehensive, data-driven system to improve asset deployment, store-level sales, and retailer relationships. To achieve this, the project was executed in multiple steps: it began with an extensive on-ground retail audit across Karachi, covering key factors such as availability, freezer placement, discounting, pricing alignment, and retailer feedback. In parallel, raw sales and asset data from tens of thousands of stores nationwide were cleaned, integrated, and analyzed in Excel to calculate standardized throughput per freezer per week. A robust threshold framework was developed to categorize stores into four performance bands: Power Performers, Hidden Gems, Underutilized Stores, and Underperformers. This thresholding approach formed the backbone of a dynamic scoring model built entirely in Excel, which tracked store performance across monthly, quarterly, and annual periods. To operationalize these insights at scale, a custom Store Analyzer tool was created in Excel, enabling rapid store-level diagnostics and clear recommendations for whether to maintain, grow, monitor, or relocate freezers. Complementing this, interactive Power BI dashboards were designed to consolidate top-level KPIs, seasonal trends, channel breakdowns, regional footprints, and scoring distributions, ensuring that insights could be easily interpreted by decision-makers. The analysis showed that a small cluster of high-performing stores consistently drives most of Omore’s sales volume, proving strong asset productivity and reliable consumer demand. In contrast, a substantial share of stores repeatedly underperforms, tying up freezers and operational costs with minimal sales output. Mid-tier outlets demonstrated clear untapped potential, with signs that targeted incentives, improved merchandising, and retailer engagement could elevate their contribution significantly. Based on these insights, key recommendations call for preserving and strengthening the performance of top-tier stores through consistent supply and monitoring, boosting mid-tier stores with focused promotions, training, and better freezer placement, and decisively relocating or removing freezers from persistently underperforming sites to reduce wastage and free up capacity for higher-return opportunities.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

Notes

The data is highly classified hence excel and other work files were not allowed to be submitted by the client.

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Available for download on Saturday, June 15, 2030

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