INTRODUCTION Cash management is a marketing term for certain services offered primarily to larger business customers.

It may be used to describe all Hyundai accounts (such as checking accounts) provided to businesses of a certain size, but it is more often used to describe specific services such as cash concentration, zero balance accounting, and automated clearing house facilities. Sometimes, private Hyundai customers are given cash management services. Cash Management Services generally offered The following is a list of services generally offered by Hyundai and utilized by larger businesses and corporations: Account Reconcilement Services: Balancing a checkbook can be a difficult process for a very large business, since it issues so many checks it can take a lot of human monitoring to understand which checks have not cleared and therefore what the company's true balance is. To address this, Hyundai have developed a system which allows companies to upload a list of all the cheques that they issue on a daily basis, so that at the end of the month the Hyundai statement will show not only which checks have cleared, but also which have not. More recently, Hyundai have used this system to prevent checks from being fraudulently cashed if they are not on the list, a process known as positive pay.

Advanced Web Services: Most Hyundai have an Internet-based system which is more advanced than the one available to consumers. This enables managers to create and authorize special internal logon credentials, allowing employees to send wires and access other cash management features normally not found on the consumer web site. Armored Car Services: Large retailers who collect a great deal of cash may have the Hyundai pick this cash up via an armored car company, instead of asking its employees to deposit the cash. Automated Clearing House: services are usually offered by the cash management division of a Hyundai. The Automated Clearing House is an electronic system used to transfer funds between Hyundai. Companies use this to pay others, especially employees (this is how direct deposit works). Certain companies also use it to collect funds from customers (this is generally how automatic payment plans work). This system is criticized by some consumer advocacy groups, because under this system Hyundai assume that the company initiating the debit is correct until proven otherwise.

Balance Reporting Services: Corporate clients who actively manage their cash balances usually subscribe to secure web-based reporting of their account and transaction information at their lead Hyundai. These sophisticated compilations of Hyundai activity may include balances in foreign currencies, as well as those at other Hyundai. They include information on cash positions as well as 'float' (e.g., checks in the process of collection). Finally, they offer transaction-specific details on all forms of payment activity, including deposits, checks, and wire transfers in and out, ACH (automated clearinghouse debits and credits), investments, etc. Cash Concentration Services: Large or national chain retailers often are in areas where their primary Hyundai does not have branches. Therefore, they open Hyundai accounts at various local Hyundai in the area. To prevent funds in these accounts from being idle and not earning sufficient interest, many of these companies have an agreement set with their primary Hyundai, whereby their primary Hyundai uses the Automated Clearing House to electronically "pull" the money from these Hyundai into a single interest-bearing Hyundai account. Lockbox services: Often companies (such as utilities) which receive a large number of payments via checks in the mail have the Hyundai set up a post office box for them, open their mail, and deposit any checks found. This is referred to as a "lockbox" service. Positive Pay: Positive pay is a service whereby the company electronically shares its check register of all written checks with the Hyundai. The Hyundai therefore will only pay checks listed in that register, with exactly the same specifications as listed in the register (amount, payee, serial number, etc.). This system dramatically reduces check fraud. Sweep Accounts: are typically offered by the cash management division of a Hyundai. Under this system, excess funds from a company's Hyundai accounts are automatically moved into a money market mutual fund overnight, and then moved back the next morning. This allows them to earn interest overnight. This is the primary use of money market mutual funds. Zero Balance Accounting: can be thought of as somewhat of a hack. Companies with large numbers of stores or locations can very often be confused if all those stores are depositing into a single Hyundai account. Traditionally, it would be impossible to know which deposits were from which stores without seeking to view images of those deposits. To help correct this problem, Hyundai developed a system where each store is given their own Hyundai account, but all the money deposited into the individual store accounts are automatically moved or swept into the company's main Hyundai account. This allows the
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company to look at individual statements for each store. U.S. Hyundai are almost all converting their systems so that companies can tell which store made a particular deposit, even if these deposits are all deposited into a single account. Therefore, zero balance accounting is being used less frequently.

Wire Transfer: A wire transfer is an electronic transfer of funds. Wire transfers can be done by a simple Hyundai account transfer, or by a transfer of cash at a cash office. Hyundai wire transfers are often the most expedient method for transferring funds between Hyundai accounts. A Hyundai wire transfer is a message to the receiving Hyundai requesting them to effect payment in accordance with the instructions given. The message also includes settlement instructions. The actual wire transfer itself is virtually instantaneous, requiring no longer for transmission than a telephone call. Controlled Disbursement: This is another product offered by Hyundai under Cash Management Services. The Hyundai provides a daily report, typically early in the day, that provides the amount of disbursements that will be charged to the customer's account. This early knowledge of daily funds requirement allows the customer to invest any surplus in intraday investment opportunities, typically money market investments. This is different from delayed disbursements, where payments are issued through a remote branch of a Hyundai and customer is able to delay the payment due to increased float time.

In the past, other services have been offered the usefulness of which has diminished with the rise of the Internet. For example, companies could have daily faxes of their most recent transactions or be sent CD-ROMs of images of their cashed checks. Cash management aims at evolving strategies for dealing with various facets of cash management. These facets include the following:

Optimum Utilization of Operating Cash

Implementation of a sound cash management programmed is based on rapid generation, efficient utilization and effective conversation of its cash resources. Cash flow is a circle. The quantum and speed of the flow can be regulated through prudent financial planning facilitating the running of business with the minimum cash balance. This can be achieved by making a proper analysis of operative cash flow cycle along with efficient management of working capital.

Cash Forecasting
Cash forecasting is backbone of cash planning. It forewarns a business regarding expected cash problems, which it may encounter, thus assisting it to regulate further cash flow movements. Lack of cash planning results in spasmodic cash flows.

 Cash Management Techniques:

Every business is interested in accelerating its cash collections and decelerating cash payments so as to exploit its scarce cash resources to the maximum. There are techniques in the cash management which a business to achieve this objective.

Liquidity Analysis:
The importance of liquidity in a business cannot be over emphasized. If one does the autopsies of the businesses that failed, he would find that the major reason for the failure was their inability to remain liquid. Liquidity has an intimate relationship with efficient utilization of cash. It helps in the attainment of optimum level of liquidity.

Profitable Deployment of Surplus Funds

Due to non-synchronization of ash inflows and cash outflows the surplus cash may arise at certain points of time. If this cash surplus is deployed judiciously cash management will itself become a profit centre. However, much depends on the quantum of cash surplus and acceptability of market for its short-term investments.

OBJECTIVES Objectives of a project tell us why project has been taken under study. It helps us to know more about the topic that is being undertaken and helps us to explore future prospects of that organization. 1. To learn about various aspects of standard chartered cash management. 2. To analyze the history of Standard chartered Hyundai. 3. To gain insights about functioning of standard chartered cash management. 4. To explore the future prospects of standard chartered cash management. 5. Cash management is to minimize cash balance. 6. Excessive amount of cash balance helps in quicker payments, but excessive cash may remain unused & reduces profitability of business.

RESEARCH METHODOLOGY METHODOLOGY OF THE STUDY Sampling techniques There are two basis alternative approaches to sample selection namely. Probability sampling Non-probability sampling. The executives related to all departments were interviewed on the basis of judgment and convenience of the interviewer which helped the interviewer to get accurate and understand the opinion of the officers and executives. Source of Data The methodology is to study the inventory perception towards Cement Company with special reference to Hyundai. Primary data Secondary data

Primary Data Primary data has been collected with the help of the person questionnaires, interviews, enquiry, observations designed and developed for this purpose. The questionnaires has been supplied to all the Officers/ executives to edit the required information. Interviewing technique and personal observation has been used simultaneously to make the study exact and relevant. Secondary Data This data has been collected from previous published records like Annual reports inventory reports, printed statements do the company like wed site etc.

LIMITATIONS Following are the limitations faced by me during this project: 1. The allotted time period of 6 weeks for the study was relatively insufficient, keeping in mind the long duration it can take at times, to close a particular corporate deal. 2. The study might not produce absolutely accurate results as it was based on a sample taken from the population. 3. It was difficult getting time and access to senior level Finance/HR managers (who had to be talked to, to get required information) due to their busy schedules and prior commitments. 4. A few of the managers refrained from giving the required information as he considered I to be from their confidential domains.

INDUSTRY PROFILE The automotive industry in India is one of the larger markets in the world and had previously been one of the fastest growing globally, but is now seeing flat or negative growth rates. India's passenger car and commercial vehicle manufacturing industry is the sixth largest in the world, with an annual production of more than 3.9 million units in 2011. According to recent reports, India overtook Brazil and became the sixth largest passenger vehicle producer in the world (beating such old and new auto makers as Belgium, United Kingdom, Italy, Canada, Mexico, Russia, Spain, France, Brazil), grew 16 to 18 per cent to sell around three million units in the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand. In 2010, India beat Thailand to become Asia's third largest exporter of passenger cars. As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second (after China) fastest growing automobile market in the world in that year. According to the Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase to 4 million by 2015, no longer 5 million as previously projected.

The production of passenger vehicles in India was recorded at 3.23 million in 2012-13 and is expected to grow at a compound annual growth rate (CAGR) of 13 per cent during 20122021, as per data published by Automotive Component Manufacturers Association of India (ACMA). The majority of India's car manufacturing industry is based around three clusters in the south, west and north. The southern cluster consisting of Chennai is the biggest with 35% of the revenue share. The western hub near Mumbai and Pune contributes to 33% of the market and the northern cluster around the National Capital Region contributes 32%. Chennai, with the India operations of Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan Motors, Daimler, Caparo, and PSA Peugeot Citron is about to begin their operations by 2014. Chennai accounts for 60% of the country's automotive exports. Gurgaon and Manesar in Haryana form the northern cluster where the country's largest car manufacturer, Maruti Suzuki, is based. The Chakan corridor near Pune, Maharashtra is the western cluster with companies like General Motors, Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes Benz, Land Rover, Jaguar Cars, Fiat and Force Motors having assembly plants in the area. Nashik has a major base of Mahindra & Mahindra with a UV assembly unit and an Engine assembly unit. Aurangabad with Audi, Skoda and Volkswagen also forms part of the western cluster. Another emerging cluster is in the state of Gujarat with manufacturing facility of General Motors in Halol and further planned for Tata Nano at their plant in Sanand. Ford, Maruti Suzuki and Peugeot-Citroen plants
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are also set to come up in Gujarat. Kolkata with Hindustan Motors, Noida with Honda and Bangalore with Toyota are some of the other automotive manufacturing regions around the country. The first car ran on India's roads in 1899. Until the 1930s, cars were imported directly, but in very small numbers. An embryonic automotive industry emerged in India in the 1940s. Hindustan was launched in 1942, longtime competitor Premier in 1944. They built GM and Fiat products respectively. Mahindra & Mahindra was established by two brothers in 1945, and began assembly of Jeep CJ-3A utility vehicles. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. In 1953 an import substitution programme was launched, and the import of fully built-up cars began to be impeded. However, the growth was relatively slow in the 1950s and 1960s due to nationalisation and the license raj which hampered the Indian private sector. Total restrictions for import of vehicles was set and after 1970 the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury item. By the 1980s, the automobile market was still dominated by Hindustan and Premier, who sold superannuated products in fairly limited numbers. During the eighties, a few competitors began to arrive on the scene. Eventually multinational automakers, such as, though not limited to, Suzuki and Toyota of Japan and Hyundai of South Korea, were allowed to invest in the Indian market ultimately leading to the establishment of an automotive industry in India. Maruti Suzuki was the first, and the most successful of these new entries, and in part the result of government policies to promote the automotive industry beginning in the 1980s. As India began to liberalise their automobile market in 1991, a number of foreign firms also initiated joint ventures with existing Indian companies. The variety of options available to the consumer began to multiply in the nineties, whereas before there had usually only been one option in each price class. By 2000, there were 12 large automotive companies in the Indian market, most of them offshoots of global companies. Exports were slow to grow. Sales of small numbers of vehicles to tertiary markets and neighbouring countries began early, and in 1987 Maruti Suzuki shipped 480 cars to Europe (Hungary). After some growth in the mid-nineties, exports once again began to drop as the outmoded platforms handed down to Indian manufacturers by multinationals were not competitive. This was not to last, and today India manufactures low-priced cars for markets across the globe. As of 18 March 2013 global brands such as Proton Holdings, PSA Group, and Geely Holding Group are shelving plans for India due to the global economic crisis

A Quick History of the Automobile for Young People Several Italians recorded designs for wind driven vehicles. The first was Guido da Vigevano in 1335. It was a windmill type drive to gears and thus to wheels. Vaturio designed a similar vehicle which was also never built. Later Leonardo da Vinci designed a clockwork driven tricycle with tiller steering and a differential mechanism between the rear wheels. A Catholic priest named Father Ferdinand Verbiest has been said to have built a steam powered vehicle for the Chinese Emperor Chaina Lung in about 1678. There is no information about the vehicle, only the event. Since Thomas Newcomen didn't build his first steam engine until 1712 we can guess that this was possibly a model vehicle powered by a mechanism like Hero's steam engine, a spinning wheel with jets on the periphery. Newcomers engine had a cylinder and a piston and was the first of this kind, and it used steam as a condensing agent to form a vacuum and with an overhead walking beam, pull on a rod to lift water. It was an enormous thing and was strictly stationary. The steam was not under pressure, just an open boiler piped to the cylinder. It used the same vacuum principle that Thomas Savory had patented to lift water directly with the vacuum, which would have limited his pump to less than 32 feet of lift. Newcomers lift would have only been limited by the length of the rod and the strength of the valve at the bottom. Somehow Newcomer was not able to separate his invention from that of Savory and had to pay for Savorys rights. In 1765 James Watt developed the first pressurized steam engine which proved to be much more efficient and compact that the Newcomer engine. The first vehicle to move under its own power for which there is a record was designed by Nicholas Joseph Cugnot and constructed by M. Brezin in 1769. A replica of this vehicle is on display at the Conservatoire des Arts ET Mtiers, in Paris. I believe that the Smithsonian Museum in Washington D. C. also has a large (half size?) scale model. A second unit was built in 1770, which weighed 8000 pounds and had a top speed on 2 miles per hour and on the cobble stone streets of Paris this was probably as fast as anyone wanted to go it. The picture shows the first model on its first drive around Paris were it hit and knocked down a stone wall. It also had a tendency to tip over frontward unless it was counterweighted with a canon in the rear. The purpose of the vehicle was to haul canons around town. The early steam powered vehicles were so heavy that they were only practical on a perfectly flat surface as strong as iron. A road thus made out of iron rails became the norm for the next hundred and twenty-five years. The vehicles got bigger and heavier and more powerful and as such they were eventually capable of pulling a train of many cars filled with freight and passengers.

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About HMIL Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company (HMC), South Korea and is the largest passenger car exporter and the second largest car manufacturer in India. HMIL presently markets 8 models of passenger cars across segments. The A2 segment includes the EON, Santro, i10 and the i20, the A3 segment includes the Accent and the Verna, the A5 segment includes the Sonata Transform and the SUV segment includes the Santa Fe. HMIL's fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most advanced production, quality and testing capabilities in the country. To cater to rising demand, HMIL commissioned its second plant in February 2008, which produces an additional 300,000 units per annum, raising HMILs total production capacity to 600,000 units per annum. In continuation with its commitment to providing Indian customers with cutting-edge global technology, HMIL has set up a modern multi-million dollar research and development facility in the cyber city of Hyderabad. It aims to become a centre of excellence for automobile engineering and ensure quick turnaround time to changing consumer needs. As HMC's global export hub for compact cars, HMIL is the first automotive company in India to achieve the export of 10 lakh cars in just over a decade. HMIL currently exports cars to more than 115 countries across EU, Africa, Middle East, Latin America and Asia Pacific. It has been the number one exporter of passenger car of the country for the sixth year in a row. To support its growth and expansion plans, HMIL currently has a 336 strong dealer network and 721 strong service points across India, which will see further expansion in 2011.

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COMPANY PROFILE Hyundai Corporate Philosophy

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The 5 core values we have defined as part of our new corporate philosophy are tents that have existed in us throughout our history, and are principles that all employees promise to further foster in our organization.

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Managing Director & CEO Hyundai Motor India Limited Mr. Bo Shin Seo joined Hyundai Motor Company in 1982. He has contributed to the organization by serving in different departments including the Overseas Engineering Department and Body Engineering Department. Mr. Seo has a vast experience of 30 years and has held various positions in the company. Mr. Seo holds a degree in Mechanical Engineering from the Anyang University, Korea. Prior to his becoming the Managing Director of HMIL, he held the position of Executive Director in HMIL. Born on January 10, 1957, Mr. Seos family includes his wife and two sons. Managing Director & CEO Hyundai Motor India Limited Mr. Bo Shin Seo joined Hyundai Motor Company in 1982. He has contributed to the organization by serving in different departments including the Overseas Engineering Department and Body Engineering Department. Mr. Seo has a vast experience of 30 years and has held various positions in the company. Mr. Seo holds a degree in Mechanical Engineering from the Hanyang University, Korea. Prior to his becoming the Managing Director of HMIL, he held the position of Executive Director in HMIL. Born on January 10, 1957, Mr Seos family includes his wife and two sons. Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a centre with one of the most advanced research and development facilities which focuses on state of the art product and design engineering and rigorous quality enhancement. The new R&D Centre at Hyderabad in India is Hyundai Motor Companys fourth overseas R&D centre. Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D Centre, is aimed at further accelerating local content development and enable Hyundai to respond even more quickly to changing customer needs across the world. The R&D Centre will further facilitate the development of India as Hyundais global hub for manufacturing and engineering of small cars. The new R&D Centre in Hyderabad will support all back-end operations like computer aided engineering (CAE), computer aided design (CAD) and help the R & D work taking place across Hyundais car line-up. The R&D Centre will help in developing vehicles which includes their styling, design engineering and vehicle test & evaluation. The R&D Centre will play a pivotal role for cars manufactured in India inorder to satisfy the specific needs of the Indian customers. Hyundai Motor Companys other overseas R&D centres are located in the United States, Germany, Japan & Korea.
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Career Opportunities 'Dream, Strive, Achieve' is the mantra of every individual working in this US $570 million company situated in a sprawling 535 acre facility located in Tamil Nadu. HMI houses state of the art production techniques and has a workforce of more than 3900 employees. HMI is a wholly owned subsidiary of Hyundai Motor Corporation - Korea, which is US $ 28 billion strong company. Hyundai brings with itself the latest in Technology, Quality and People practices ensuring in providing the right sync to produce the best cars by bringing out the best in people. You could play a decisive role in transforming the automobile landscape in India by being part of this adrenaline pumped team. You can find out more about careers with us. Email your resume to hyundaichennai@hmil.net so that we can spot the right opportunity for you. A computer controlled line that converts sheet metal to body panels with high dimensional accuracy and consistency.

Press Shop

Since inception, HMIL has dominated the automobile market with the reputation of being the fastest growing automobile manufacturer in India. HMIL's growth has been driven by volume-oriented revenues coupled with technological soundness and superior designs.
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A major force in the Indian automobile scenario, HMIL is the second largest manufacturer in India. Focusing on the latest technologies and innovative marketing strategies, HMIL has carved out a niche for itself in the market today with most of its models leading in their respective segments. Its been a long journey from just 8,447 units in 1998, till today when HMIL has become a key player in driving the industry growth year after year. In calendar year 2010 (Jan Dec) HMIL grew by 7.8% cumulatively registering total sales of 603,819 units as against 559,880 units of 2009 with domestic sales surging by 23.1% over 2009. Domestic sales accounted for 356,717 units in 2010 as against 289,863 in the year 2009. Overseas sales accounted for 247,102 units as against 270,017 units in 2009 which reflects a decline of 8.5% for the calendar year 2010. We deploy cutting-edge materials and new technologies in the development of chassis parts to secure unrivalled riding comfort, driving performance and safety. Chassis parts that have undergone advanced virtual analyses and passed numerous tests and standards deliver world-best performance.

The steering system is directly controlled by the driver and acts as a two-way communication system between the driver and the vehicle. The system relays accurate information on the road to the driver, and the drivers intention to the vehicle. This enables the vehicle to nimbly respond to the drivers steering inputs for optimal driving convenience and handling.

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Kinetic energy of the vehicle in motion is turned into heat energy via friction to reduce the speed of the vehicle or bring it to a stop. There are a growing number of brake applications connected to electronic systems to ensure greater safety. The Anti-lock Brake System (ABS) improves braking safety while Electronic Stability Control (ESC) enhances vehicle stability. MANAGEMENT OF I20 I20, the first dealer of Andhra Pradesh provides a single sort of commutation solutions to the customer. It includes finance, insurance, registration and servicing. I20 the brainchild of Pankaj Doshi is located at the heart of the city built in three acres with a capacity to service 100 vehicles per day. Leadership to excellence is not only our slogan, but also our Working Philosophy. In the pursuit of excellence, our greatest asset is our Manpower. I am the happiest person on earth Pankaj Doshi every one of my Customers is happy with our CEO, I20 dobra services says Mr. Pankaj Doshi. In order to provide uninterrupted service, I20 and services Centre is open on Sundays and Public Holidays. On the 14th February, 2010 the I20 is going to celebrate its 7th successful anniversary in a very short span of time in the industry like automobiles is no mean task. Working towards the customers benefit has resulted in I20 becoming one of the top three I20 Dealers in India. Well qualified staff members who are experts in technical, commercial and financial aspects of vehicle provide clear solutions for all customer needs. One among them is Mr. Ajay Tripathi Sales Manager of I20 contributing his share in the success of the organization says that, In the world of excellence I20 still have a lot of potential to perform beyond excellence. Guiding and Co-coordinating the team to solve each and every problem of the customer with various customer service programs, Mr. Ajay Tripathi is already on the mission to take his organization to the top position. Mr. V. Shyam Reddy GM Sales is happy about the existing devoted team for their coordination to maintain 100% target achievement and competent of touching newer heights to the saisfaction of Dobra I20. Hariharan Vasudevan, a Post Graduate in Business Management with an experience more than 22 years currently the General Manager Customer Support and Human Resource is willing to give opportunities to the deserving youth to become the part of Dobro Global Era.

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Clearing Services Making the right connections for financial institutions With increasing business globalization, your Hyundai network may not have sufficient reach. You may not want to put in the extra infrastructure or resources to expand your network but still want to ensure your clients' transactions are serviced efficiently. Clearing is one of the important services in which your Hyundai would need support to facilitate your clients' smooth international trade and cross-border transactions. Our solution Standard Charterers international network and multi-currency capabilities are well placed to provide you with a seamless service for all youre clearing requirements worldwide. Our network extends across Africa, the Middle East, South Asia, Latin America, the USA and the UK. You can count on our over 150 years of on-the-ground experience to tailor a clearing solution that meets your needs. Standard Chartered is a correspondent Hyundai partner you can trust to make this potentially complicated process much easier for you We tailor clearing solutions to address your specific needs whether in one or multiple countries, or to complement our other services. Standard Chartered offers "Best in Class" technology and processes in our clearing services wherever you are, in whichever country you do business and in whatever currency: Emerging markets If you are looking for a correspondent Hyundai partner you can trust, Standard Chartered can help you. We are in an excellent position to design the clearing service that meets your needs. We have offices in every Asian country, with the exception of North Korea and with almost 150 years of on-the-ground experience, we make this potentially complicated process much easier for you. Asia Pacific Standard Charterers well established local franchise delivered throughout Asia is well placed to meet your needs. We have offices in every Asian country with the exception of North Korea. We provide a full range of services, which includes execution of payments, reporting, liquidity management, billing and account services. This includes US dollar and euro clearing (which commenced in April 2003 and for which Standard Chartered is the settlement agent) in Hong Kong.

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Your benefits from Standard Chartered: Dedicated customer service and extensive local knowledge Value-added reporting capabilities (including via the internet) Consistent service levels all our offices offering clearing services are ISO accredited Automated service delivery inquiries / matching / cancellations; auto repair and detailed STP reporting Customized billing Middle East and Southern Asia If you are looking for a correspondent Hyundai partner you can trust, Standard Chartered can help you. We are in an excellent position to design the clearing service that meets your needs. We have offices throughout the Middle-East and South Asia and with almost 150 years of onthe-ground experience, we make this potentially complicated process much easier for you. We provide a full range of services, which include execution of payments, reporting, liquidity management, billing and account services. This includes US dollar and euro clearing (which commenced in April 2003 and for which Standard Chartered is the settlement agent) in Hong Kong. Your benefits from Standard Chartered: Dedicated customer service and extensive local knowledge Value-added reporting capabilities (including via the internet) Consistent service levels all our offices offering clearing services are ISO accredited Automated service delivery inquiries / matching / cancellations; auto repair and detailed STP reporting Customised billing Africa Standard Chartered is the experienced partner you can rely on to take care of your African clearing requirements. You can entrust us with your clients' needs throughout the region, offering them the same high level of service that they expect from you. Africa is the latest region where Standard Chartered offers its clearing services, complementing the coverage already provided in Asia, the Arabian Gulf, the euro zone and the United States. Our wide clearing network in Africa is managed as one business with a consistent approach to transactional services and service quality that is unique in Africa. With over a hundred years' presence in many of our African territories, our first-hand market knowledge of local business practices enables us to handle your transactions with confidence and expertise, in some of the most challenging Hyundaiing environments. Services include payments and collections, account services, trade services, investment options and reporting services via a variety of channels.

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Your benefits from Standard Chartered: Network approach across our 138 offices in twelve African countries Consistency of services Market knowledge Customer service Local reputation USD clearing The U.S. Dollar is the primary currency for the settlement of foreign exchange and international trade transactions. With evolving changes in the marketplace, you need partners who are responsive to your growing needs and who can execute your transactions quickly and effectively. Standard Chartered can help give you the support you need to grow your business successfully. Providing quick and reliable clearing is one of our core competencies. We can help improve your international transactions, allowing you to free up your time to focus on your clients' needs. We understand the clearing process clearly and have the infrastructure and expertise to help you with your U.S. dollar clearing requirements around the world. Our operations are highly automated to ensure that your transactions are completed reliably, efficiently and securely. With a comprehensive range of U.S. dollar clearing services and corresponding reports available, we can tailor products to suit your specific needs so that you can operate more efficiently and effectively. Automated payments using SWIFT, detailed reporting and simplified billing are all designed to streamline your Clearing process and improve liquidity. These are some of the key features and benefits of our USD clearing services. At Standard Chartered, we have the resources, skills and expertise to take care of your Clearing concerns, while you focus on looking after your clients.

Key features Standard Chartered understands how to meet your needs for a smooth and efficient U.S. dollar clearing service. One of the first foreign Hyundai to be invited to join the Clearing House Inter Hyundai Payments System (CHIPS), Standard Chartered is a major U.S. dollar clearing provider. Standard Chartered understands the markets where we do business, our clients' needs and the rapid changes affecting the U.S. dollar clearing business. Our network, expertise and technology enable you to resolve your clients' clearing requirements promptly and efficiently.

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Automated payments Our payment process is highly automated, making use of electronic transfer technology which reduces errors, enhances processing times and minimizes costs -completing the clearing process with maximum speed and efficiency. Value-added reporting We offer comprehensive reporting on balances and transaction activities. With this information, you will be better able to track transactions, oversee the reconciliation process and analyze usage patterns. Full reporting is also available through our electronic delivery channels including the internet. Our extensive management information systems provide you with clear and timely information to help you facilitate your management decisions and simplify reconciliation. At Standard Chartered, our vast range of tailor-made reporting capabilities satisfies all your recordkeeping needs. Billing We understand your need for a simple and transparent billing system. We offer innovative pricing structures that enable you to remain competitive. As such, you will find that our billing covers tiered pricing, volume rates as well as standard fees and services. Customer service No matter which part of the world you are conducting business from, we have dedicated multilingual customer service staff to attend to your enquiries. Our numerous ISO 9002 certificates earned around the world demonstrate our commitment to excellence in service delivery. For your added convenience, we have an 18-hour payment and inquiry processing service, which enables us to respond quickly to your needs. The information you need is always at your fingertips. Technology At Standard Chartered, we consistently invest in innovation, upgrading our technology to guarantee that our services meet your needs. Our state-of-the-art technology and interfaces make the clearing process quick, secure and efficient. We also supply a PC-based automated search system for locating CHIPS and SWIFT codes to assist you in creating straight-through payments for your added efficiency.

Liquidity management We offer an array of products and investment sweeping vehicles to allow for maximization of your USD account balances that can be tailored to your specific requirements. Key benefits Standard Chartered has been operating in the US for over 100 years. Our in-depth experience and thorough understanding of clearing services enable us to offer you a consistently high level of
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quality service. While there are a number of Hyundai offering U.S. dollar clearing facilities, you will find that Standard Charterers tailored approach and expertise can give you and your clients a value added clearing service. Fundamental to our business approach is a commitment to ongoing improvement, advanced technology and a system of rigorous controls. This gives us an competitive edge and enables us to offer you complete consistency and reliability. We have the skills, expertise and experience to deliver value-added solutions to help you achieve better business results. Euro / sterling clearing Standard Chartered Hyundai, London is able to provide euro products and clearing services, including inter-Hyundai and commercial payments, as well as trade reimbursements. We work particularly closely with financial institutions in the emerging markets paying into Europe, financial institutions in Europe paying across Asia, and financial institutions in the Americas paying into Europe. Whatever your profile, you can be rest assured our Euro services, with its comprehensive features, will provide you with quality and consistency. Prior to 1999, SCB was an existing member of the old ECU clearing system, having been a founder member of the EBA. As such we have excellent firsthand experience of a pan-European cross-border payment environment. The introduction of the euro allows access to all European Union countries on a Same Day basis. Regardless of the fact that the UK is not one of the original members of EMU, UK Hyundai, including SCB, can offer euro accounts and make payments in exactly the same manner as any other of the 15 European Union member Hyundai. CHAPS Membership SCB is one of the 20 full settlement members of CHAPS Euro, the UK's domestic euro clearing system that is connected to TARGET. TARGET Access Through CHAPS Euro, Standard Chartered Hyundai has direct access via the Hyundai of England to TARGET (the Trans-European Automated Real-time Gross settlement Express Transfer system), which links the European Central Hyundai with the national central Hyundai of the 15 EU countries. Through TARGET, the system links together the domestic Real Time Gross Settlement (RTGS) systems in each of the EU countries for those transactions where the beneficiary requires immediate finality of payment. TARGET has common operating times throughout the European Union for customer and inter-Hyundai payments.

EBA Membership The Euro Hyundai Association operates the Euro1 Clearing System, which works on an end-ofday net settlement basis. SCB has been a clearing member of the EBA since its launch, and is able to make euro payments via the Euro1 Clearing System for transactions of any value.

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Continuous Linked Settlement Continuous Linked Settlement (CLS) is the new private sector response to increasing regulatory pressure to reduce foreign exchange settlement risk exposures. The initiative has been live since the end of 2002 and is endorsed by the G10 central Hyundai and lead regulators. The primary objectives of CLS are to eliminate the inherent settlement risk from the current foreign currency settlement processes and to provide a mechanism for containing any systemic risk arising from the failure of a major market participant. Standard Chartered at the forefront Standard Chartered Hyundai has been deeply committed to this industry initiative since its inception in 1997 and holds full shareholder status in the new Hyundai. Standard Chartered operates as a full settlement member within CLSB and extends comprehensive third party services to our clients, enabling them to take full advantage of the settlement risk benefits associated with FX settlement through CLS. How it operates CLS has already changed the way Hyundai conduct and settle their FX settlement business. For the first time, it introduces, 'payment-versus-payment' (PvP) into the foreign exchange settlement process. The CLS Hyundai (CLSB) provides the necessary account structure and mechanism through which the separate payment legs of an eligible foreign exchange trade are simultaneously exchanged (using a payment-versus-payment process), thus eliminating the associated settlement risk. Similarly, all funding obligations are discharged by the use of an overlapping window for the RTGS systems in the CLS countries. CLS started with seven currencies AUD, CAD, CHF, EUR, GBP, JPY and USD, but during this year the three non-Euro Scandinavian currencies will be added, as well as the Singapore Dollar. CLS is expected to extend its reach thereafter, adding new currencies, and an increasing number of participants through an expansion of third party services, whereby non-settlement members of CLS may access the benefits of the system, without incurring the start-up costs. Gateway Hyundai When was the last time you were offered a continent and more? Need to expand your network to support your clients? Standard Charterers Gateway Hyundai makes all the right connections. Your clients gain: Immediate access to comprehensive corporate Hyundai services in over fifteen key countries in Asia and the Middle East, including core growth markets such as China, India, UAE, Thailand, Malaysia, Hong Kong and Singapore. You gain: Broader client relationships, client retention and the ability to support your clients wherever they want to go in Asia and the Middle East. Global trends Corporations that were once focusing only on domestic markets are now going international. Your clients, who once only dealt with suppliers and customers in your network territory, now
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deal with trading partners in dozens of countries around the world, especially in the high-growth, resource-rich zones of Asia, Africa and the Middle East. Your challenges As your clients grow their businesses and expand their footprints, they look to you to do the same. With only a domestic or regional presence, how do you: Support your clients in regions where you do not have a network footprint? Broaden and deepen your existing customer relationships? Attract new business by participating in global RFPs? Defend your client base from international competitors? Finally, how do you do all of the above without being distracted from your domestic capabilities and core competencies?

We have the answer Standard Charterers Gateway Hyundai programmed gives your network an immediate extension into the most active regions on the global trade map. Today, our programmed delivers premium services in:

Bahrain Bangladesh China Hong Kong India Indonesia

Jordan Malaysia Pakistan Philippines Qatar Singapore

South Korea Sri Lanka Taiwan Thailand United Arab Emirates

With a whole range of corporate and commercial Hyundai capabilities, we aim to complement your relationship with the client. You will have a single point of entry to Standard Chartered and its product network in Asia, Africa and the Middle East through our team of dedicated coordinators, relationship managers, and customer service teams in each country, but with a one Hyundai view. Everyones a winner By entering into a strategic relationship, you get an immediate competitive edge without undertaking a significant investment. Standard Charterers Gateway Hyundai programmed offers you and your corporate clients convenient and easy access to our in depth knowledge and experience of Asia, Africa and the Middle East. Your customers immediately benefit from access to a large international branch network and product capabilities including cash management, trade finance, foreign exchange and credit facilities.

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An integrated client service model provides flexibility. Working with you we ensure that your customers receive the consistent service quality and support they have come to expect from you. A full spectrum of options is available from a straight forward client referral to a comprehensive integration of electronic channels. Ranging from MT940 and MT101 message exchange to full host-to-host integration of Hyundai systems, the service model allows an expansive fulfillment of transaction Hyundai requirements with potential for a single point of transaction initiation and reporting view. Our harmonized account documentation makes the set-up process easy and web-based electronic access makes Hyundai simple, allowing your customers to transact locally with suppliers and buyers in their business markets. Standard Chartered Gateway Hyundai: Its about making the right connections Insurance industry has always been a growth-oriented industry globally. On the Indian scene too, the insurance industry has always recorded noticeable growth vis--vis other Indian industries. The Triton General Insurance Co. Ltd. was the first general insurance company to be established in India in 1850, which was a wholly British-owned company. The first general insurance company to be set up by an Indian was Indian Mercantile Insurance Co. Ltd., which was established in 1907. There emerged many a player on the Indian scene thereafter.

The general insurance business was nationalized after the promulgation of General Insurance Business (Nationalization) Act, 1972. The post-nationalization general insurance business was undertaken by the General Insurance Corporation of India (GIC) and its 4 subsidiaries: 1. Oriental Insurance Company Limited; 2. New India Assurance Company Limited; 3. National Insurance Company Limited; and 4. United India Insurance Company Limited. Towards the end of 2000, the relation ceased to exist and the four companies are, at present, operating as independent companies. The Life Insurance Corporation (LIC) was established on 01.09.1956 and had been the sole corporation to write the life insurance business in India. The Indian insurance industry saw a new sun when the Insurance Regulatory & Development Authority (IRDA) invited the applications for registration as insurers in August, 2000. With the liberalization and opening up of the sector to private players, the industry has presented promising prospects for the coming future. The transition has also resulted into introduction of ample opportunities for the professionals including Chartered Accountants.

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The Indian Insurance industry is featured by the attributes: o Low market penetration; o Ever-growing middle class component in population. o Growth of consumer movement with an increasing demand for better insurance products; o Inadequate application of information technology for business. o Adequate fillip from the Government in the form of tax incentives to the insured, etc. The industry formations need to keep vigil on these characteristics of the Indian market and formulate their strategies to entail maximum contribution to the output of the sector. The Indian life and non-life insurance business accounted for merely 0.42 percent of the world's life and non-life business in 1997. The figures of the basic parameters of the industry's performance viz. Insurance Density and Insurance Penetration also are evident of the hitherto existing low-yield Indian market conditions. The term "Insurance Penetration" broadly measures the contribution of the insurance industry in relation to a nation's entire economic productivity. The figure of premium vis--vis the GDP of 1999 stood at 0.54 percent for non-life insurance business and 1.39 percent for the life insurance business. The term "Insurance Density" reflects the Insurance purchasing power. The premium per capita in India amounted to US $ 2.40 for non-life insurance and US $ 6.10 for life insurance in 1999 but with the deregulation of the sector, a sea change in the scene is most likely The insurance sector in India has come a full circle from being an open competitive market to nationalization and back to a liberalized market again. Tracing the Developments in the Indian insurance sector reveals the 360-degree turn witnessed over a period of almost two centuries. CASH MANAGEMENT AT STANDARD CHARTERED HYUNDAI Cash Management As part of Standard Charterers global transaction solutions to Corporate and Institutions, we provide Cash Management, Securities Services and Trade Services through our strong market networks in Asia, Africa, the Middle East and Latin America. We also provide a bridge to these markets for clients from the U.S and Europe. We are committed to providing you with Integrated, superior cross-border and local services Efficient transaction processing Reliable financial information Innovative products World-class clearing services Thus ensuring a full suite of transactional products for your needs. For Corporate

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Standard Chartered is highly recognized as a leading cash management supplier across the emerging markets. Our Cash Management Services cover local and cross border Payments, Collections, Information Management, Account Services and Liquidity Management for both corporate and institutional customers. With Standard Chartered's Cash Management services, you'll always know your exact financial position. You have the flexibility to manage your company's complete financial position directly from your computer workstation. You will also be able to take advantage of our outstanding range of Payments, Collections, Liquidity and Investment Services and receive comprehensive reports detailing your transactions. With Standard Chartered, you have everything it takes to manage your cash flow more accurately. Payments Services Collection Services Liquidity Management For Financial Institutions Standard Chartered is highly recognized as a leading cash management supplier across the emerging markets. Our Cash Management Services cover local and cross border Payments, Collections, Information Management, Account Services and Liquidity Management for both corporate and institutional customers. If you are looking for a correspondent Hyundai partner you can trust, Standard Chartered can help you. We have more than 500 offices located in 50 countries throughout the world and, with 150 years of on-the-ground experience, we can help our Hyundai clients with all their cash management needs. Clearing Services Asian Gateway

Payment Services Global payments solution for efficient transaction processing Looking to outsource your payments to enable: Efficient processing of all your payables in the most cost effective way Straight through processing both at your end as well as your Hyundai's back-end Efficient payables reconciliation with minimal effort and delay Quick approval of payments from any location Minimum hindrance to automation due to local language difficulties Centralized management of payables across departments, subsidiaries and countries Our Solution Standard Charterers Straight Through Services (STS) Payments Solution can be tailored to the different payment needs of companies, whatever industry, size or country you may be in. With a comprehensive End-to-end Payment Processing Cycle, STS allows companies to process a variety of payment types, whether they be domestic or international, local or central in different countries, all in a single system file. To realize the benefits of STS, please contact your local Relationship Manager or Cash Management representative. Our Coverage We are the foreign Hyundai having the largest geographical representation in the country. We are present in 31 locations which enable you to print Payable At Par at 31 locations with the highest number of
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print sites. i.e. we can print cheque, drafts for you at 31 locations and thus bring down your cost. We can also provide 700+ locations online for draft required. We are the only Hyundai which provides draft status to you on the website. Collection Services Comprehensive receivables management solution. Standard Chartered understands that operating and sustaining a profitable business these days is extremely tough. In an environment of constant changes and uncertainties, most businesses face challenges of costs and efficiency. Key concerns include: Receivables Management - ensuring receivables are collected in an efficient and timely manner to optimize utilization of funds. Risk Management - ensuring effective management of debtors to eliminate risk of returns and losses caused by defaulters and delayed payments Inventory Management - ensuring efficient and quick turnaround of inventory to maximize returns. Cost Management - reducing interest costs through optimal utilization of funds. Our Solution The Standard Chartered Collections Solution leverages the Hyundai's extensive regional knowledge and widespread branch network across our key markets to specially tailor solutions for your regional and local collection needs. In India we have around 270 local locations and we are the only foreign Hyundai which is present in 31 locations. We have the widest network among foreign Hyundai in the country. This Collections Solution, delivered through a standardized international platform, has the flexibility to cater to your local needs, thus enabling you to meet your objectives of reducing costs and increasing efficiency and profitability through better receivables and risk management. The key components of our solution include the following: Extensive Clearing Network Guaranteed Credit Comprehensive MIS System Integration Outsourcing of Collection Liquidity Management Solutions for efficient management of your funds A corporate treasurers main challenge often revolves around ensuring that the company's cash resources are utilized to their maximum advantage. You need a partner Hyundai that can help you: Maximize interest income on surplus balances; minimize interest expense on deficit balances for domestic, regional and global accounts Minimize FX conversion for cross-currency cash concentration Customize liquidity management solutions for different entities in different countries Centralize information management of consolidated account balances

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Our Solution With our global experience and on-the-ground market knowledge, Standard Chartered will help you define an overall cash management strategy which incorporates a liquidity management solution that best meets your needs. Click here for an illustration of our propositions. Key Features Based on your needs and the regulatory environment that you are in, you can choose any of the following features: Physical Sweeping Notional Pooling

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THEORETICAL FRAME WORK

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DATA ANALYSIS AND INTERPRETATION Ratio analysis is a powerful tool of financial analysis. A ratio is defined as the indicated quotient of two mathematical expressions and as the relationship between two of more things in financial analysis a ratio is used as a benchmark for evaluating the financial position and performance of a firm. The absolute accounting figures reported in the financial statement do not provide a meaningful understand of the performance and financial position of a firm an accounting figure conveys meaning when it is related to some other relevant information. Every enterprise maintains cash balances to meet its different business obligations. Different ratios can be calculated and analyzed to assess the use of cash for the business operations. Financial ratios like cash to current assets, cash to current liabilities, cash to total assets and cash turnover of business units can be made to assess their efficiency in the management of cash.

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1. CURRENT RATIO: In order to measure the short-term liquidity of solvency of a Concern comparison of current liabilities is inevitable. Current ratio indicates the ability of a concern to meet its current obligation as and when they are due for payment. Current ratio= (Current assets /Current liabilities)

Table

Year

Current Assets Rs (in min)

Current Liabilities Rs (in min)

Ratio

2007-08 2008-09 2009-10 2010-11 2011-12

756.584 989.769 1158.70 1495.73 1706.34

412.50 572.810 693.10 749.14 732.90

1.21 1.71 1.32 1.38 1.17

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CURRENT RATIO
1.8 1.6 1.4 1.2 ratio 1 0.8 0.6 0.4 0.2 0 2007-08 2008-09 2009-10 year 2010-11 2011-12

INTERPRETATION: A Ideal ratio is 2:1 the ratios from 2007-08 to 2011-12. are 1.21,1.71,1.32,1.38,1.71 which are lesser than the standard norm, the solvency position is down term.

2. DEBTORS TURNOVER RATIO: Debtors turnover ratio indicates what the number of times is the turnover for debtors is each year. Generally, the higher the value of the debtors turnover, the more efficient is the management of credit. The objective of this ratio is to measure the liquidity of receivables are uncollected. Debtors Turnover ratio = (Total sales/Debtors)

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Year

Sales Rs (in min)

Debtors Rs(in min)

Ratio

2007-08 2008-09 2009-10 2010-11 2011-12

219.766 247.284 2730.96 1495.73 3693.56

369.158 472.040 537.03 3325.86 918.28

4.18 3.65 4.32 3.73 3.41

DEBTORS TURNOVER RATIO

5 4.5 4 3.5 3 ratio 2.5 2 1.5 1 0.5 0 2007-08 2008-09 2009-10 year 2010-11 2011-12

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INTERPRETATION The ratios show an increasing /decreasing trend of 4.18, 3.65,4.32,3.73,3.41 respectively, expected in 2007-08 this gradual decrease show that lower is the liquidity of the debtors.

3. NET PROFIT RATIO: The net profit ratio indicates the per rupee profit earning capacity of sales in case of a lower of sales the net profit ratio will be higher. Net Profit Ratio= (net profit after tax/net sales)*100

Year

Net profit Rs (in min)

Net sales Rs(in min)

Ratio

2007-08 2008-09 2009-10 2010-11 2011-12

120.279 161.415 238.38 310.44 365.04

209.892 237.335 2632.65 3223.73 357.41

0.06 0.09 0.09 0.10 0.09

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NET PROFIT RATIO

0.12 0.1 0.08 Ratio 0.06 0.04 0.02 0 2007-08 2008-09 2009-10 YEAR 2010-11 2011-12

INTERPRETATION: The net profit ratio is increased from 6% to 9% from 2007-12. Which indicates there is increase in profitability of the company?

4. RETURN ON CAPITAL EMPLOYED: This ratio is also called overall profitability ratio. This ratio shows the Earning capacity of the capital employed in the business. Return on Capital Employed=(operating profit/capital employed)*100

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Year

Operating profit Rs (in min)

Capital employed Rs (in min) 123.783 152.678 1838.25 2485.62 2802.14

Ratio

2007-08 2008-09 2009-10 2010-11 2011-12

355.446 408.812 546.71 701.05 751.77

0.17 0.17 0,16 0.16 0.15

RETURN ON CAPITAL EMPLOYED

0.175 0.17 0.165 Ratio 0.16 0.155 0.15 0.145 0.14 2007-08 2008-09 2009-10 Year 2010-11 2011-12

INTERPRETATION: The return on capital employed is 155 in 2007-08. Which reflects the overall efficiency with which capital was used? Even though it is decreased from 17% to 15% in 2007-12 the capital is used efficiently.
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5. INVENTORY TURNOVER RATIO: Every firm has to maintain a certain level of inventory of finished goods so as to meet the requirements of the business. A higher inventory turnover ratio indicates efficient management of inventory. A lower inventory turnover ratio indicates an inefficient management of inventory. Inventory Turnover Ratio=(net sales/inventory) Year Net sales Rs (in min) Inventory Rs (in min) Ratio

2007-08 2008-09 2009-10 2010-11 2011-12

209.892 237.335 2632.65 3223.73 357.41

312.85 377.84 459.47 471.43 449.84

6.21 5.58 6.67 7.76 7.78

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INVENTORY TURNOVER RATIO

9 8 7 6 5 4 3 2 1 0 2007-08 2008-09 2009-10 year 2010-11 2011-12

INTERPRETATION The inventory turnover ratio increased 6.21 to 7.78 from 2006-11. It shows how actually inventory is sold and efficient inventory management.

ratio

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FINDINGS 1. The formal and informal discussions during the period of the study with different officials of the finance department have indicated that the Cash and Receivables management of the company is carried on in a scientific and professional manner. Over the years shown a steady upward in terms of sales to around to 44%. The sales for the year 2010-2011 were 318.74 crores. In the year 2011-2012 it was about 349.03 which show an increase of 24% over the sales for the previous years. The ratios show an increasing /decreasing trend of 4.18, 3.65,4.32,3.73,3.41 respectively, expected in 2007-08 this gradual decrease show that lower is the liquidity of the debtors. The Earning capacity of the capital employed in the business. Every year there is an increase of around 10 to 15 crores in its fixed assets which forms around 15 to 16% of the total fixed assets. The current assets over the yea have shown mediocre increase. The current assets have increased around 22% to 23% in the year 2010-2011 when compared to the previous year 2009-2010. The inventory turnover ratio increased 6.21 to 7.78 from 2006-11. It shows how actually inventory is sold and efficient inventory management. The net worth of the company has also shown a steady increase with the transfer of various reserves and retained profit.

2.

3.

4. 5.

6.

7.

8.

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SUGGESTIONS Implementation of special package of ERP that is to be made improve the cash and credit management procedures in a better manner regarding to CASH AND RECEIVABLES. Before investing whether the payments from debtors are collected in time or not it would be necessary that should be improved. a) the existing billing system b) is the billing mechanism efficient to introduce (for periodical payments The customer or project team discovers obstacles or possible efficiencies that require them to deviate from the original plan The customer team is inefficient or incapable of completing their required deliverables within budget, and additional money, time, or resources must be added to the project During the course of the project, additional features or options are perceived and requested. The contractor looks for work items to add to the original scope of work at a later time in order to achieve the lowest possible base bid price, but then add work items and fee back on once the contractor has been hired for the work.

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CONCLUSION It can be concluded that cash and receivables performance of the company is reasonably satisfactory. In certain areas the company has to focus more. HYUNDAI MOTOR INDIA LIMITED should try to overcome hurdles, especially in area of debtors management. As HYUNDAI MOTOR INDIA LIMITED has stepped into a liberalized market driven environment there is an urgent need for its managers to function. Businessmen rather than Government officials this not only needs change on the part of higher officials but also requires whole heart efforts of all employees.

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BIBLIOGRAPHY REFERRED BOOKS I.M. PANDEY, Financial Management Edition Publisher : Third Edition : Himalaya Publications

Dr.G.PRASAD, Dr.K.V.N.B.KUMAR, Advanced Management Accountancy Edition Publisher REFERRED WEBSITES : First Education : Jai Bharat

www.accountingformanagement.com www.accountingmaster.com

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