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INTRODUCTION TO FINANCIAL MANAGEMENT



Financial management refers to that part of management activity, which is
concerned with the planning and controlling of firms financial resources. It deals with
finding out various sources for raising funds for the firm. The sources must be
suitable and economical for the need of the business. In simple words, financial
management study about the procuring and judicious use of financial resources with a
view to maximize the value of a business enterprise there by the value to the owner is
maximized.
Financial management is very important to every type of organization. It
refers to that part of managerial activity concerned with the procurement and
utilization of funds for the business purposes.
Finance is an important function in any business, as money is required to
support its various activities. It has given birth to Financial management as a
separate subject. As a separate subject, Financial management is of recent origin and
has not acquired a body knowledge of its own. It draws heavily on Economics for
its theoretical concepts.
In the early half of the last century, the job of financial management was
largely confined to the acquisition of funds. But as business firms continued to
expand their markets and they became larger and more diversified, greater control of
financial operation became highly important. Thus now the scope of financial
management is very wide and it should not be considered to be merely restricted for
raising of capital. It also covers other aspects of financing such as assessing the needs
of budgeting, maintaining liquidity lending and borrowing policies, dividend policy
and so on.

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DEFINITIONS:

Ezra Solomon has defined The financial management deals with the
efficient use of an important economic resource namely capital funds.
Financial management is the activity concerned with the planning, raising,
controlling and administrating the funds used in the business.
- Guthman and Dougall.
Financial management is that managerial activity which is concerned with the
planning and controlling of the firms financial resources.
-I.M.Panday.
Financial management is concerned with the efficient use of an important
economic resource namely capital funds.
-Ezra Soloman

Financial management is the operation activity of a business that is
responsible for obtaining and effectively utilizing the funds necessary for efficient
operations.
- Joseph and Massie.


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SCOPE OF FINANCIAL MANAGEMENT
The approach to the scope and the functions of financial management is
divided for the purpose of expositions into two broad categories
Traditional Approach:
Traditional approach to the finance function relates to the initial stages of its
evolution during 1920s and 1930s when term corporate finance was used to describe
in the academic world today as the financial management.
The approach was focused on procurement of long-term funds. In that issue
allocation of funds which is so important today is completely ignored. The utilization
of funds was considered beyond the pure view of finance function.

B) MODERN APPROACH

The Modern approach views finance function in broader sense. It includes
both rising of funds as well as this effective utilization under the preview of finance.
The cost of raising funds and the returns from their use should be compared. The
utilization of funds requires decision making.
Finance functions covers financial planning rising of funds, allocation of
funds, financial control etc. Modern approach is an analytical way of dealing with
financial problems of firms.
In that approach considers there are three basic management decisions i.e.,
investment decisions, financing & dividend decisions within the scope of finance
functions.

OBJECTIVES OF FINANCIAL MANAGEMENT

The objectives of financial management are:
A) Profit Maximization:-
According to this approach actions that increase profits should be under taken
and those that decrease profits are to be avoided. In specific operational terms as
applicable to financial management, the profit maximization implies that the
investment financing and dividend policy decisions of affirm should be oriented to the
maximization of profits.
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B) Wealth Maximization:-
This is also known as value maximization or net present wealth maximization.
In current academic literature value maximization is almost universally accepted and
appropriate operational criterion for financial management divisions as it removes the
technical limitation criterion. It operational features satisfy all the three requirements
of a suitable operational objective of financial courses of actions namely exactness,
quality of the benefits and the time value of money
AN OVER VIEW OF FINANCIAL MANAGEMENT













Trade -off



The financial manager in a bid to maximize owners wealth should strive to maximize
returns relation to given risk. To ensure maximum return funds flowing in and out of
the firm should be constantly monitored to assure that they are safe guarded and
properly utilized.
Financial Management

Maximization of share value

Financial decision

Investment
Decision
Financing
Decision
Dividend
Decision
Liquidity
Decision
Return Risk

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FUNCTIONS OF FINANCIAL MANAGEMENT:
The financial functions can be divided into four broad categories:
1. Investment decisions.
2. Financing decisions
3. Dividend decisions.
4. Liquidity decisions.
1. Investment decision:
Investment decision or capital budgeting involves the decision of allocation of
capital or commitment of funds to long-term assets, which would yield, benefits in
future. Its one very significant aspect is the task of measuring the prospective
profitability of new investments. Future benefits are difficult to measure and cannot
be predicted with certainty.
2. Financing decision:
Financing decision is the second important function to be performed by the
financial manager. Broadly, he must decide when, where and how to acquire funds to
meet the firms investment needs. The central issue before him is to determine the
proportion of equity and debt. The mix of debt and equity is known as the firms
capital structure. The firms capital structure is considered to be optimum when the
market value of shares is maximized.
3. Dividend decision:
Dividend decision is the third major financial decision. The financial manager
must decide whether the firm should distribute a portion and retain the balance. Like
the debt policy, the dividend policy should be determined in terms of impact on the
shareholders value. The optimum dividend policy is one, which maximizes the
market value of the firms shares.

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4. Liquidity decision:
Current assets management, which affects a firms liquidity, is an important
finance function. Current assets should be managed efficiently for safe guarding the
firm against the dangers of liquidity and insolvency. Investment in current assets
affects firms profitability, liquidity and insolvency. Investment in current assets
affects firms profitability, liquidity and risk. A conflict exists between profitability
and liquidity while managing current assets.
Financial analysis is the process of identifying the financial strengths and
weaknesses of the firm. It is done by establishing relationships between the items of
financial statements viz., balance sheet and profit and loss account. Financial analysis
can be undertaken by management of the firm or by parties outside the firm viz.,
owners creditors, investors and others.








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INTRODUCTION TO INVENTORY MANAGEMENT
The dictionary meaning of inventory is stock of goods or list of goods. In
accounting language it may mean stock of finished goods only. In a manufactured
concern it may include raw material, work in process stores.
Every enterprise needs inventory for smooth running of its activities. It serves
as link between production and distribution process. There is, generally it time lay, the
higher the requirement for inventory. The unforeseen fluctuations in demand and
supply of goods also necessitate the need for inventory. It also provides cushion for
future price fluctuations.
The investments in inventories constitute the most significant part of currents
assets and working capital most of the undertaking. Thus, it is very essential to have
proper control and management of inventories. The purpose of inventory management
is to ensure availability of materials in sufficient quantity and when required and also
to minimize investment in inventories.
Inventory management deals with purchasing stocking and issuing of
materials to various departments at right time, right quantity and at right quality.
MEANING OF INVENTORY
Every enterprise needs inventory for smooth running of its activities; it serves
as a link between the recognition of a need and its fulfillment the greater the time leg.
The higher the requirements of inventory, the unforeseen fluctuations in demand and
supply of goods also necessitate the need for inventory.
It also serves as a cushion for future prices fluctuations. The simple meaning
of inventory is stock of goods or list of goods the word inventory is understood
differently by various authors. In accounting language it means stock of finished
goods only, for a manufacturing concern it includes raw-materials, work-in-progress,
finished goods etc.

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Inventories constitute the most significant part of current assets. Many companies
maintain 60% of current assets as inventories. Because of the large size of the
inventories maintained by the firms, a considerable amount of funds is required to be
committed to them. It is therefore absolutely imperative to manage inventories
efficiently in order to avoid unnecessary investment. A firm neglecting the
management of inventories will be failed in its long run profitability and may fail
ultimately. It is possible for a company to reduce its levels of inventories to a
considerable degree within the range of 10 to 20% without any adverse effect by
using simple inventory planning and control techniques. The reduction in excess
inventories has a favorable impact on the profitability of the firm.
DEFINITION OF INVENTORY MANAGEMENT:
Inventory is an idle stock of physical goods that contain economic value, and
are held in various forms by an organization in its custody awaiting packing,
processing, transformation, use or sale in a future point of time.
Any organization which is into production, trading, sale and service of a
product will necessarily hold stock of various physical resources to aid in future
consumption and sale. While inventory is a necessary evil of any such business, it
may be noted that the organizations hold inventories for various reasons, which
include speculative purposes, functional purposes, physical necessities etc.
Inventory management is mainly about identifying the amount and the
position of the goods that a firm has in their inventory. Inventory management is
imperative as it helps to defend the intended course of production against the chance
of running out of important materials or goods.
Inventory management also includes making essential connections between
the replenishment lead time of goods, asset management, the carrying costs of
inventory, future inventory price forecasting, physical inventory, available space for
inventory, demand forecasting and much more.

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CONCEPT:
Inventories are the stock of the product a company is manufacturing for sale and
components that make up the product. The various forms in which inventories may
exist in a manufacturing company are:
Raw materials
Work-in-progress
Finished goods
Raw Materials:
Raw materials are those basic inputs that are converted into finished product
through the manufacturing process. Raw materials inventories are those units, which
have been purchased and stored for future productions. A company should maintain
adequate stock of a continuous supply to the factors for an uninterrupted production.
If it is not possible for a company to produce raw materials whenever needed,
a time lag exists between demand for materials and its supply also there will be some
uncertainty on procuring raw materials in time on many occasions.
The procurement of materials is delayed because of uncertain factors like
strike, transport, disruption or short supply. Therefore the firm should maintain
sufficient stock of raw materials at a given time to streamline production. Other
factors which may necessitate purchasing and holding raw materials are quantity
discounts and anticipated price increase. The firm may purchase large quantities of
raw materials than needed for the desired production and sales levels to obtain
quantity discounts of bulk purchasing.
Work In Progress:
The inventories are semi-finished products. They represent products that need
more work before they become finished products for sale. Work in progress inventory
builds up because of production cycle. Production cycle is the time span between
introduction of raw-materials and emergence of finished products at the completion of
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production cycle. Still, production cycle completes, stock of work in progress has to
be maintained. Efficient firms constantly try to make production cycles smaller by
improving their production techniques.
Finished Goods:
Finished goods are the completely manufactured products, which are for sale.
Stocks of raw materials and work in progress facilitate production, while stock of
finished goods is required for smooth marketing operations. Stock of finished goods
has to hold because production and sales are not instantaneous. A firm cannot produce
immediately when customers demand goods. Therefore to supply finished goods on a
regular basis, their stock has to be maintained for sudden demand from customers.
In case the firm sales are seasonal in nature, substantial finished goods should
be kept to meet the peak demand. Failure to supply products to customers would
mean loss to firms sales to competitors. The level of finished goods inventories
would depend upon the co-ordination between sales and production as well as on
production time.
Inventory Decisions:
In an inventory control situation, there are three basic questions to be
answered. They are:
How much to order? That is to say, what is the optimal quantity of an item that
should be ordered whenever an order is placed?
When should the order be placed?
How much safety stock should be kept? Thus, what quantity of an item in
excess of the expected requirements should be held as buffer stock in
anticipation of the variations in its demand and/or the time involved in
acquiring fresh supplies.


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Inventory Cost:
In determining optimal inventory policy, the criterion most often is the cost
function. The classical inventory analysis identifies four major cost components.
Depending on the structure of an inventory situation, some or all of these are included
in the objective function.
Purchase Cost:
This refers to nominal cost of inventory. It is the purchase price for the items
that are bought outside sources, and the production cost if the items are produced
within the organization. This may be constant per unit, or it may vary as the quantity
purchased/ produced increases or decreases.
Quite often, situation is found when it may be stipulated that, for example the
unit price is rest 20 for an order unto 100 units and rest 19.50 if the order is for more
than 100 units.
Ordering Costs/Set-Up Costs:
This category of costs is associated with the acquisition or ordering of
inventory. Firms have to place orders with suppliers to replenish inventory of raw
materials. It includes costs associated with the processing and chasing of the purchase
order, transformation, inspection for quality, expediting overdue orders and so on.
The parallel of the ordering cost when units are produced within the
organization and the cost of acquiring materials consists of clerical costs and costs of
stationery. It is therefore called a set-up cost. The ordering cost is likely and taken to
be independent of the order size.
Therefore the unit ordering/setup cost declines as the purchase order/
production run increases in size. Ordering costs are costs involved in:
1. Preparing a purchase order
2. Receiving, inspecting and recording the goods received to ensure both
quantity and quality.
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Carrying Costs:
They are involved in maintaining or carrying the inventory. It represents the
cost that is associated with storing an item in inventory. Carrying costs are also
known as holding cost or the storage cost.
The main components of this category of carrying costs are :
1. Storage cost i.e. tax, depreciation and maintenance of the building, utilities etc.
2. Deterioration in inventory because of pilferage, fire, technical obsolescence,
style obsolescence etc.
VED Analysis:
In VED analysis, the items are classified on the basis of their criticality to the
production process or other service. In the VED classification of materials, V stands
for Vital items without which the production process would come to a standstill. E in
the system denotes Essential items whose stock out would adversely affect the
efficiency of the production system.
Although the system would not altogether stop for want of these items, yet
their non-availability might cause temporary losses in, or dislocation of production.
The D items are the Desirable items which are required but do not immediately cause
a loss to production. The VED analysis is done mainly in respect of spare parts.
HML Analysis:
This is similar to the ABC analysis except that, in this analysis, the items are
classified on the basis of unit value rather than usage value. The item are classified
accordingly as their cost per unit is H-high, M-medium and L-low. This type of
Analysis is useful for keeping control over materials consumption at their department
levels.
SDE Analysis:
This uses the criterion of the availability of the items. In this analysis S-stands
for scarce items which are short in supply, D-refers to the difficult items meaning the
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items that might available in indigenous market but cannot procured easily, While E
represents easily available items even from local markets.
S-OS Analysis:
S-OS analysis is based on the nature of supplies, wherein S represents the
seasonal items and Os represents the off seasonal items. This classification of items is
done with the aim of determining proper procurement of strategies.
FSN Analysis:
Based on the consumption pattern of the items, the FSN classification calls for
classification of items, as F-Fast Moving, S-Slow Moving and N-Non Moving goods.
This speed classification helps in the arrangement of stocks in the stores and in
determining the distribution and handling patterns.
XYZ Analysis:
XYZ analysis is based on the closing inventory value of different items. Items,
whose inventory values are high, are classed as X-items while those with low
investment in them are termed as Z- items. Other items are the Y-items whose
inventory value is neither too high nor too low.
It can be easily visualized that the several types of analysis discussed are not
mutually exclusive. They can be, and often are, used jointly to ensure better control
over materials. For example ABC and XYZ analysis may be combined to classify and
control depending on whether the items are AX, BY, CZ, AY of and so on. Similarly
XYZ FSN combine classification exercise will help in timely prevention of
obsolesce.
Receiving and Inspection of Materials:
Receiving Materials:
Receiving is an important control point in the material control system. It is
sometimes considered that receiving is a routine clerical work where the materials
shipped by the supplies are received, unpacked, checked and compared with the
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purchasing and material management, stated that, any problem or error in specific
purchase transaction should come to light during the receiving operation.
If the problem (shortage in quantity, damaged material, wrong item shipped
etc.) is the detected and corrected during the receiving operation, the cost of to correct
the mistake later is much higher. Many hours are frequently spent in determining what
really happened and rectifying the situation.
Hours are required to correct the error that could have been corrected at the
receiving station in minutes.
Receiving Procedure:
The receiving involves much of the paper work and it varies from firm to firm.
However the key issues involved in the receiving function are commodity described
in the following standard procedure.
The receiving division unloads the goods at the delivery bay and verifies the
condition of the consignment to satisfy that it is not received in a damaged condition.
The receiving clerk opens the consignment and verifies the contents with the packing
slip and the purchase order.
Inspection of Materials:
Inspection is the process of examining an object for identification or checking
it for verification of quality and quantity in any of its characteristics. It is an important
tool for ascertaining and controlling the quality of a product. In the words of Alford
and Beatty Inspection is the art of applying tests. Preferably by the aid of measuring
appliances to observe whether a given item or product is within the specified limits of
variability or not. According to Sprigged and Ransburg Inspection is the process of
measuring the qualities of a product or services in terms of established standard. The
standards can be in terms of strength, hardness, shape etc.
The purpose of inspection is to items are produced within the specified items
of variability. Inspection in list broadest sense is the art of comparing materials,
product or performances with established standards.
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By means of inspection one can take a decision to accept are reject certain
item. The items are accepted if these conform to the given specifications otherwise
rejected.
Functions of Inspection:
The following are some important functions of inspection:
Maintenance of specified standards of the quality of products.
Devising means for conducting inspection at lower cost.
Segregating spoilt work, which may be salvaged by recuperation?
Maintaining inspection equipment in good condition.
Detection of defects at source to reduce scraps and defective work.
Store Management:
After inspection the purchased materials are taken to store for preservation, it
they are meant for stock. Non-stock items are directly taken to the assembly lines
from the inspection. Preservation or storage is another aspect of materials
management.
Nature of Stores:
Stores or storage is the function of receiving, storing and issuing materials. It
involves the supervision clearance of incoming supplies, to ensure that they are
maintained in good condition, safety and in readiness for use when required, while
they are in storage and issuing them against authorized requisition. In short, it is
connected with the physical handling and well- being of the stocks. It should be
mentioned that, stores is not meant for stocking purchased materials alone.
Importance:
Efficient storage of stores yields the following benefits:
Ready accessibility of major materials permitting efficient service to users.
Efficient space utilization and flexibility of arrangement.
A reduced need for materials handling equipment.
A minimization of materials deterioration and pilferage.
Ease of physical counting.
Protecting against waste deterioration, damage and pilferage.
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Storage System:
Choosing the most suitable storage system means dealing with a number of
interacting and often conflicting factors. Inevitably, the degree of mechanization
affects layout while the scarcity of space affects the height to which racking is
erected. The need for rapid, intensive order packing means a need for rapid and easy
access to stock.
Fixed location means that, goods of a particular type have a position in the
store assigned to them exclusively. It means that while stock can be found
immediately without a complex system for recording its position there can be
considerable waster space, because when stocks of any one item are low, the space
left vacant cannot be filled. The assignment of fixed position to a particular type of
goods is made on any one of the following basis.
1. On the basis of the supplier
2. On the basis of similarity of items.
3. On the basis of the joint issue of the items.
4. On the basis of the size and frequency of use.
Methods of Valuation:
The government of India has given sufficient flexibility for companies to
introduce scientifically developed methods of valuation of their stocks. In order to
prevent malpractices, it has been stipulated that such methods must be studied and
approved by the Board of Directors, and must be followed for a minimum prior of
three years. The various methods of valuation available are given below.
First in first out [FIFO]
Last-in first out [LIFO]
Periodical Simple Average Method
Normal cost/ Standard cost method
Weighted average method
Replacement price method


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FIFO: (First in first out)
In this case it is assumed that the stores follow the principal that oldest stock
issued first so that stock left out is from the later arrivals. Hence all issues are
assumed to have come out from older stocks. These are valued at old price. The
cumulative value of stock out will give the net value of the existing stock.
LIFO: (Last-in first out)
Here stores are issued from the last stock. This means issues have taken place
from later arrivals. Hence all issued are valued as per the price of the latest arrivals to
compute value of stock left in stores.
Periodical Simple average
In this case after each receipt of material, adding the cost of materials in hand
with the cost of materials received and dividing the same by the total number of units
calculate the average cost. This process is repeated every time new items are received.
This average cost is used for computing the value of items issued and value of items
remaining in the stock.
Normal Cost /Standard Cost Method:
This method is mostly used for items manufactured in house. Here the average
cost of a certain lot is calculated and used as cost of items issued. Since this method is
used for items manufactured, one can use standard costing method also for valuation
of such stocks.
Weighted Average Method:
This method is used when the quantity and prices of items vary widely from
each purchase. In this case, the weighted average price is calculated for each item.
This price is used for computing the value of items and those remaining in stock.


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Replacement Prices Method:
This is a modern method developed by George Tarboro. However without
application it is difficult to price each item. This has not yet become popular. FIFO,
LIFO and Weighted Average methods are popular and acceptable to the government
tax authorities.
Inventory control System:
Inventory control keeps track of inventories. It is observed that too much,
too little or badly balanced inventories are all to be avoided because they cost too
much on many counts. Too much leads to undue carrying charges in the form of
taxes, insurance, storage, obsolescence and depreciation and undue proportion of total
working capital is invested in them. Too little implies of too frequent ordering, loss
of quantity discounts and higher transportation charges. It may be too low in view of
likely shortages in future or future increases the prices or shortfall in output.
Again due to dynamic and unpredictable environmental situation Too little
at one. Time can be very quickly become Too much in a subsequent period.
Similarly inventory purchased at higher prices remaining unused in stock or un
cancelable order represents loss to the organizations.
The balance between too much and too low can be done by means of
effective inventory control. Some of the definitions of inventory control are:
Inventory control is a system of ordering based on the maintenance of the
stock in store using reorder rule based on the stock level.
Inventory control is the technique of maintaining the size of the inventory at
some desired level keeping in view the best economic interests of an
organization.
Inventory control is concerned with various items stocked at predetermined
level or within some safe limits.

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Objectives of Inventory Control:
Though inventory control may not be treated as an executive function but it is
one of the most important functions in an enterprise. The following are the main
objectives of inventory control:
The demand foreseen of any product can never be exact or accurate. There is
likely to become difference that too of varying magnitude, in predicted demand and
actual demand of the product. If sufficient items are available in the inventory, then
the fluctuations in demand can be easily adjusted and the organizations can protect it
from unforeseen economic losses.
Better use of men machines and materials:
In manufacturing system producing for stock the production planning can be
done with an object to have optimum use of resources namely men, machines and
materials. Here the resources can remain engaged during slack period of demand and
there will be no need of generating additional resources in the boom periods as then
the inventory enlarged in slack period can utilize. This will lead to uniform and proper
utilization of resources available with the enterprise.
Protection against fluctuations in output:
Another important function of inventory is to reduce the gap between actual
and scheduled production. In practice, production scheduled cannot be adhered due to
a number of reasons e.g. sudden breakdown in supply of raw-materials, machines,
labor strikes etc.
Control of stock volume:
Inventory control is concerned with the size and the value of goods present in
stock. It is responsible to forecast the value of the stocks on a regular intervals, so that
Capital invested in inventories does not exceed the funds available for the
purpose.
The amount invested in inventory is correctly recorded in account books.
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Protection against theft is ensured.
1. Control of stock volume: Stock analysis is done to be sure that it is in balance
and that obsolescence and depreciation are determines the appropriate size of
the inventory keeping in view the interest of
2. The production department as well as of the outside customer and side by side
holds down the costs.\Inventory is maintained due to the following reasons.
To carry reserves in order to prevent stock outs or cost sales.
1. Never having much of anything on hand.
2. To gain economies in purchases by buying items beyond the desired amount.
3. To maintain reserves in stocks for the period of replenishment
Thus a well formulated inventory policy of an enterprise in likely to ensure
smooth and efficient running of production operation providing optimum Utilization
of man, machine and material. The decision regarding the appropriate size of the
inventory is of paramount significance
Limitations of Inventory Control:
The control of inventories is complex because of the many functions it
performs. It should be viewed as a shared responsibility.
The objectives of better sales through improved service to customer, reduction
in inventories to reduce size of investment and reducing cost of production by
smoother production operations are conflicting with each other.
Methods of Inventory Control:
The fundamental purpose of inventory analysis is to keep the stock of items at
such level that there is a balance between the costs which increase or decrease with
the size of the inventory. This needs determination of
i)quantities should be ordered each time and ii) the time at which this order
should be placed so that both inventory carrying costs and the losses arising out of
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stock-outs are kept at the minimum. These objectives are accomplished by
determining.
1) Economic lot size
2) Re-order level
Economic Lot Size:
The amount of material procured or quantity produced during one production
run by any enterprise is known as lot size. The quantity to be ordered, whether from
inside sources or from out agencies depends on a number of factors. The size of
inventory depends on lot size. Due to increase in inventory size expenditure on
storage, deterioration etc., is likely to increase whereas expenditure on setting up
plant, procurement of materials etc., will increase.
Thus with lot size, there are two sets of factors having opposite contribution
towards the expenditure i.e. one encourages the lot size and other discourage. The
total cost associated with particular lot size is a combination of expenditures on all
these factors.
These opposing forces exhibit an interesting behavior towards total cost. It is
observed that the factors whose costs decrease with lot size has a tendency at a faster
rate than the rate of increase in cost of those factors whose costs increase with
inventory size.
Safety or Buffer stock:
The demand and supply rates can never be assessed exactly. There is bound to
be discrepancy between actual and estimated demand and supply quantities with fair
degree of uncertainty. The organization with a policy of safeguarding interest. Against
these uncertainties maintain the level of inventory at some desired minimum level.
This minimum level of inventory to cover some unforeseen and uncalled for situations
is known as safety or Buffer stock available in inventory when fresh supply arrives. It
is presumed that this stock will be able to, cope with the emergency if and when
experienced. Generally, buffer stock is maintained at the desired level by
discontinuous replenishments at varying intervals of time.
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Factors effecting choice of Buffer stocks are:
1. Uncertainty in demand.
2. Degree of insurance for any item.
3. Uncertainty in lead time
Re-order Level/Point:
The concept of re-order point is basically related with lead time demand. The
problem is that demand can never be accurately projected over the lead-time. Once we
know the demand in lead time, re-order level can be easily determined mathematically
Re-order Level=Lead Time demand + Safety Stock.
Organization for Inventory Management:
In a fairly large size production unit we might be holding stocks worth cores
of rupees and their proper accounting, prevention, security and safety is of paramount
importance. An effective and efficient stores management shall help in improving
service level. Higher inventory is another area of
concern to management because it affects the working capital. Stores department in
order to discharge its functions effectively, it has to have close interaction and co-
ordination with various departments of the organization. The stores department
mainly should have good communication between purchase and production
departments.
Without active integration and cooperation of each of the other departments, it
is very difficult to ensure smooth and efficient functioning of the stores department.
But a stores department is dependent on each of them for its day to day operation. The
smooth functioning of either stores department or the main production units is just not
possible without interactive relations. This need has been merely identified by the
Krishna District Milk Union stores department and a lot of negotiations have been
taken by stores to have a better working relationship with of these departments.
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The inventory refers to stockpile of the products of the firm offering for sale
and various components that make up these products. The inventory consists of raw-
materials, work-in-progress, finished goods.



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OBJECTIVES OF THE STUDY
To analyze inventory classifications, its managements and control.
To examine the methods and techniques of inventory control in ML group
To determine and maintain optimum level of inventory managements.
To study and analyze the various categories of inventory items and its
management and control.
To find out the method of stocking of inventory.
To know the technique of reducing cost.
To know the monitoring and control of stores and spares inventory
classifying.






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NEED FOR THE STUDY
This project report entitled A CRITICAL STUDY ON INVENTORY
MANAGEMENT, starts with the necessity of realization of definition, concepts and
importance of inventory. Inventory may be defined as usual, but idle resource. If
resource may be tangible and physical such as materials then it is termed as inventory.
Inventory Management has acquired a great significance and sound position in recent
years with an objective of profitability and liquidity. The success or failure of a
business enterprise largely depends upon the management of inventory management.

No firm can be maintained without inventory management, but the
requirement of inventory differs from firm to firm. Inventory management is needed
to every business enterprise because it indicates liquidity position of the firm. The
problem of inventory management is one of the maintenance, with in a financial
investment, an adequate supply of goods to meet an expected supply of demand
pattern. This could be raw-materials, work in progress (semi-finished goods) and
finished foods. Moreover inventory can be one of the indicators of the management
effectiveness on the material management front. Inventory management deals with
determinants if optimal policies and procedure for Procuring of commodities.
Inventories constitute, in every business concern, the most significant part of working
capital or current assets.




26

SCOPE OF THE STUDY
The current study focuses on inventory management of ML group Ltd. The
study covers the composition of Raw materials, Work-in-Process, Finished Goods in
total inventory and also concentrates on various inventory management techniques
uses in the company. The scope of the study includes the ABC analysis for four
financial years.

The study provides insight to the management of high value items and also
brings attention of management towards procurement, purchasing, strong supply of
A class items over period of four years. The current study also analyzes the
investment in inventory during the study period. At the end an in depth analysis will
be made on the inventory control system of the company.

The current study focuses on inventory management of ML group Ltd. The
study covers the composition of Raw materials, Work-in-Process, Finished Goods in
total inventory and also concentrates on various inventory management techniques
uses in the company. The scope of the study includes the ABC analysis for four
financial years.




27

LIMITATIONS OF THE STUDY
Any study is having of its own advantages and certain disadvantages.
Among such few of the limitations are expressed below such as,

The reliability of the study depends upon the information furnished by the
officials.
Due to time constraint it is difficult to go into details of the organization.
This study is entirely based on the given information by the stores department,
purchase department, production department and sales department.
The reliability of the study depends upon the information furnished by the
officials.
The study is entirely based on the given by the stores department, purchase
department, production department and sales departments of Swathi Cottons
Pvt.Ltd.
The study is limited for a period of 6 weeks.





28

RESEARCH METHODOLOGY
Methodology is a systematic procedure of collecting information in order to
analyze and verify a phenomenon. The collection is done through two principle
sources.
Primary Data:
The primary data, which is collected, is entirely based on the details given by
the purchase, stores, production and sales department
Secondary Data:
The secondary data is entirely based on the data obtained for the officers,
Managers and staff of ML group ltd Managers and supervisors of the organization
have also been interviewed to elicit necessary information on the basis of non-
structured schedules. And secondary was collected from the companys manuals and
office records pertaining to production, marketing, personal and financial position.
when compare the Swathi Cottons Pvt.Ltd data analysis with the ABC and VED
technical used.

Chapter 1:I learn about introduction about the Swathi Cottons Pvt.Ltd
objectives and need scope and methodology of the inventory management.





29

INDUSTRY PROFILE
Cotton:
Cotton is a soft, staple fiber that grows around the seeds of the cotton plant. It is a natural fiber
harvested from the cotton plant. The fiber most often is spun into yarn or thread and used to make a
soft, breathable textile, which is the most widely, used natural-fiber cloth in clothing today.

Processing of Cotton in India:
In India the raw cotton, also called as Kapas is processed in a multi-stage process described as
below. The Products of processing are
I. Yarn.
II. Cottonseed Oil.
III. Cottonseed Meal.

I. Production of Yarn:
1) Kapas to Lint
2) Lint to Bale
3) Bale to lap
4) Lap to Carding
5) Sliver to Roving
6) Roving to Yarn (Spinning)
Kapas to Lint:
Kapas (also known as raw cotton or seed cotton) is unginned cotton or the
white fibrous substance covering the seed that is obtained from the cotton
plant. The first step in the process is, the cotton is vacuumed into tubes that
carry it to a dryer to reduce moisture and improve the fiber quality. Then it
runs through cleaning equipment to remove leaf trash, sticks and other foreign
matter. In ginning a roller gin is used to grab the fiber. The raw fiber, now
called lint.


30

Lint to Bale:
The lint makes its way through another series of pipes to a press where
it is compressed into bales (lint packaged for market). After baling, the cotton
lint is hauled to either storage yards, textile mills, or shipped to foreign
countries.

Note:
The cotton seed is delivered to a seed storage area from where it is
loaded into trucks and transported to a cottonseed oil mill.

Bale to Lap:
Here the bales are broken down and a worker feeds the cotton into a
machine called a "breaker" which gets rid of some of the dirt.
From here the cotton goes to a "scutcher". (Operated by a worker also
called a scutcher). This machine cleans the cotton of any remaining dirt and
separates the fibers. The cotton emerges in the form of thin "blanket" called
the "lap".

Lap to Carding:
Carding is the process of pulling the fibers into parallel alignment to
form a thin web. High speed electronic equipment with wire toothed rollers
performs this task. The web of fibers is eventually condensed into a
continuous, untwisted, rope-like strand called a sliver.
Sliver to Roving:
The sliver is then sent to combing machine. Here, the fibers shorter
than half-inch and impurities are removed from the cotton. The sliver is drawn
out to a thinner strand and given a slight twist to improve strength, and then
wound on bobbins. This process is called Roving.

Roving To Yarn (Spinning):
Spinning is the last process in yarn manufacturing. Spinning draws out
the short fibers from the mass of cotton and twists them together into a long.
Spinning machines have a metal spike called a spindle which the thread winds
around.
31


II. Production of Cotton Seed Oil:
Processing of cottonseed in modern mills involves a number of steps. They are
as follows:
The first step is its entry into the shaker room where, through a number of screens and air
equipment, twigs, leaves and other trash are removed.
The cleaned seed is then sent to gin stands where the linters are removed from the seed
(delinted). The linters of the highest grade, referred to as first-cut linters are used in
manufacturing non-chemical products, such as medical supplies, twine, and candle wicks.
The second-cut linters removed in further delinting steps, are incorporated in chemical
products, found in various foods, toiletries, film, and paper.
The delinted seeds now go to the huller. The huller removes the tough seed coat with a series
of knives and shakers. The knives cut the hulls (tough outer shell of the seed) to loosen them
from the kernels (the inside meat of the seed, rich in oil) and shakers separate the hulls and
kernels.
The kernels are now ready for oil extraction. They pass through flaking rollers made of heavy
cast iron, spinning at high speeds. This presses the meats into thin flakes. These flakes then
travel to a cooker where they are cooked at 170 F to reduce their moisture levels. The
prepared meats are conveyed to the extractor and washed with hexane (organic solvent that
dissolves out the oil) removing up to 98% of the oil.
Crude cottonseed oil requires further processing before it may be used for food. The first step
in this process is refining. With the scientific use of heat, sodium hydroxide and a centrifuge
(equipment used to separate substances through spinning action), the dark colored crude oil is
transformed into a transparent, yellow oil. This clear oil may then be bleached with special
bleaching clay to produce transparent, amber colored oil.
The refined cotton seed oil has several advantages other than edible oils. It
contains mere advantage over other edible oils. It contains a large percentage of Poly
Unsaturated Fatty Acids (PUFA) which maintain cholesterol in the blood at a healthy
level.
The quality of cotton oil depends on the weather prevailing during the time
that cotton stands in the fields after coming to maturity.
Hence quality of oil varies from place to place and season to season. The
quality of oil is high in dry seasons and low when the seed is exposed to wet weather
in the fields or handled or stored with high moisture. Further cotton seed cooking oil
has a long span of life due to the presence of vitamin E.
32

III. Production of Cottonseed Meal/Cake/Kapaskhalli:
Kapaskhalli (cottonseed extraction/meal) is a byproduct of the cottonseed industry.
Cottonseed is a by-product of the cotton plant, which is primarily grown for its fiber.
Although cotton has been grown for its fiber for several thousand years, the use of cottonseed
on a commercial scale is of relatively recent origin.
Cottonseed was a raw agricultural product, which was once largely wasted. Now it is being
converted into food for people; feed for livestock; fertilizer and mulch for plants; fiber for
furniture padding; and cellulose for a wide range of products from explosives to computer
chip boards.
Diagram 3.1










33

The figure showing the products obtained from processing the raw
cotton.
Source: The Cotton Corporation of India Ltd.:
Cotton Varieties in India:
Bengal Deshi mainly produced in the states of Punjab, Haryana, and Rajasthan.
Jayadhar mainly produced in the state of Karnataka.
Bunny (or) Brahma is mainly produced in the states of Maharashtra, Madhya Pradesh,
Andhra Pradesh, and Karnataka.
Suvin is another variety produced in the state of Tamil Nadu.
H-4 (or) MECH1 is mainly produced in the states of Maharashtra, Madhya Pradesh, and
Andhra Pradesh.
Role of Cotton Industry in Indian Economy:
Over the years, country has achieved significant quantitative increase in cotton production.
Till 1970s, country used to import massive quantities of cotton in the range of 8.00 to 9.00 lakh bales
per annum. However, after Government launched special schemes like intensive cotton production
programmes through successive five-year plans, that cotton production received the necessary impetus
through increase in area and sowing of Hybrid varieties around mid 70s.

Since then country has become self-sufficient in cotton production barring few years in the
late 90s and early 20s when large quantities of cotton had to be imported due to lower crop production
and increasing cotton requirements of the domestic textile industry.

34

Cotton Production Areas in India:
India is an important grower of cotton on a global scale. It ranks third in global cotton
production after the United States and China; with 9.50 million hectares grown each year, India
accounts for approximately 21% of the world's total cotton area and 13% of global cotton production.

The Cotton producing areas in India are spread throughout the country. But the major cotton
producing states which account for more than 95% of the area under and output are:
Punjab.
Haryana.
Rajasthan.
Maharastra.
Gujarat.
Madhya Pradesh.
Andhra Pradesh.
Tamil Nadu.
Karnataka.

Of the nine cotton producing States in India, average yields are highest in Punjab where most
of the cotton area is irrigated.

But the yields of cotton in India are low, with an average yield of 503 kg/ha compared to the
world average of 734 kg/ha. The problem is also compounded by higher production costs and poor
quality in terms of varietals purity and trash content.

However the Cotton plays an important role in the National economy providing large
employment in the farm, marketing and processing sectors. Cotton textiles along with other textiles
also contribute about 1/3rd of the Indian exports.

Contribution of Cotton Industry for Textile Industry:
Cotton is the most important raw material for India's Rs. 1, 50,000 crores textile industry,
which accounts for nearly 20% of the total national industrial production.

The cotton Industry is the backbone of our textile industry, accounting for 70% of total fiber
consumption in textile sector. It also accounts for more than 30% of exports, making it India's largest
net foreign exchange industry. India earns foreign exchange to the tune of $10-12 billion annually from
exports of cotton yarn, thread, fabrics, apparel and made-ups.

The cotton Industry provides employment to over 15 million people. And the area under
cotton cultivation in India (9.5 million ha) is the highest in the world, i.e., 25% of the world area.
35

Steps Taken by the Cotton Producers in India:

Now-a-days the Indian Cotton producers are continuously working to up-grade the quality and
increase the cotton production to cope up with the increased global demand for cotton textiles and to
meet the needs of the 39 million spindles capacity of the domestic textile industry which presently
consumes about 12-14 million bales annually.

In India, cotton yields increased significantly in the 1980s and through the first half of 1980s
but since 1996 there is no increase in yield. In the past, the increase in cost of production of cotton was
partially offset by increase in yield but now with stagnant yield the cost of production is raising.
Besides low yield, Indian cotton also suffers from inconsistent quality in terms of length, micronaire
and strength.
Policy of Government of India towards Cotton Industry:

The Cotton production policies in India historically have been oriented toward promoting and
supporting the textile industry. The Government of India announces a minimum support price for each
variety of seed cotton (kapas) based on recommendations from the Commission for Agricultural Costs
and Prices.

The Government of India is also providing subsidies to the production inputs of the cotton in
the areas of fertilizer, power, etc.

Markets for Indian Cotton:

The three major groups in the cotton market are
Private traders,
State-level cooperatives,
The Cotton Corporation of India Limited.

Of these three groups, private traders handle more than 70 percent of cottonseed and lint,
followed by cooperatives and the CCI.

The Cotton Corporation of India Ltd. for the year 2009-10 had purchased 60.30 lakh quintals
of kapas equivalent to 11.77 lakh bales valuing Rs.1218.70 cores in Andhra Pradesh, Maharashtra,
Madhya Pradesh, Orissa and Karnataka.
Beside these the Corporation had also carried out commercial operations and purchased 2.71
lakh bales valuing Rs.285.82 cores in the year 2009-10 as compared to around 1.00 lakh bales valuing
Rs.108.81 cores during the previous year (i.e. for the year 2009-10).

36

Exports of Cotton:
The main market for Indian cotton export is China. The other markets also include Taiwan,
Thailand and Turkey. In July 2001, the union government removed all curbs on cotton exports. As a
result of these, now the exporters are not required to obtain any certificate from the Textile
Commissioner on the registration, allocation, quality and quantity of export. India exported around 25
per cent cotton during 2009-10 and it is estimated nearly 62 per cent exported to China.

During the year 2009-10 the prices of Indian cotton in early part of the season being lower
than the international prices, had been attractive to foreign buyers and there was good demand for
Indian cotton, especially S-6, H-4 and Bunny, which had resulted in sustained cotton exports, which are
estimated at 55.00 lakh bales

The Cotton Advisory Board estimated an 18-20 percent increase in cotton exports to 65 lakh
bales for Oct 2009- Sep 2010, as against its Aug 2008 estimate of 58 lakh bales.

Imports of Cotton:
Despite good domestic crops, India is importing cotton because of quality problems or low
world prices particularly for processing into exportable products like yarns and fabrics.

India imported just 721,000 bales of cotton in 2006-07. The imports rose to 1,217,000 lakh
bales in 2007-08, 4,700,000 lakh bales in 2008-09 and the anticipated imports for the year 2009-10 are
550,000 lakh bales.

For the year 2009-10 the cotton imports into the country had once again remained limited
mainly to Extra Long staple cottons, like as previous year, which were in short supply at around 6 lakh
bales inclusive of import of around 2 lakh bales of long staple varieties contracted by mills during
April-May 2010.
Role of Cotton Seed Oil in Indian Economy:

The global production of cottonseed oil in the recent years has been at around 4-4.5 million
tons. Around 2 lakh tons are traded globally every year. The major seed producers, viz., China, India,
United States, and Pakistan are the major producers of oil. United States (60000 tons) is the major
exporter of cottonseed oil, while Canada is the major importer.

Cottonseed is a traditional oilseed of India. In India the average production of cotton oil is
around 4 lakh tons a year. It is estimated that, if scientific processing is carried out the oil production
can be increased by another 4 lakh tons.

37

In India, the oil recovery from cottonseed is around 11%. Gujarat is the major consumer of
cottonseed oil in the country. It is also used for the manufacture of vanaspati. The price of cottonseed
oil is generally dependent on the price behavior of other domestically produced oils, more particularly
groundnut oil.

India used to import around 30000 tons of crude cottonseed oil, before palm and soyoil
became the only imports of the country. Currently, the country does not import cottonseed oil.

Role of Cottonseed Meal in Indian Economy:
India produces around 2 million tons of cottonseed meal a year. However, in India mainly
under corticated meal is largely produced. Several associations are promoting the production of
decorticated cake in India and the production of this is expected to increase in the country.

India used to be a major exporter of cottonseed extraction around two decades ago. However,
the demand for other oil meals like soy meal, has lowered the cottonseed demand globally. In addition,
the low availability of decorticated meal in India has also been a major reason for the fall in exports.
The major importers of Indian cottonseed meal (under corticated) used to be Thailand. India in
2002-03 exported only 50 tons of decorticated cottonseed meal. In 2003-04, too there have been no
significant exports. India does not import cottonseed meal.

The Organizations Dealing With the Promotion of Cotton Industry in
India:
The organizations that try to promote the quantity and quality of Cotton in India are:
The Cotton Corporation of India Ltd.
Cotton Advisory Board.
Cotton Association of India.
Central Institute of Cotton Research.

I. The Cotton Corporation of India Limited:

The Cotton Corporation of India Ltd. was established on 31st July 1970 as a Government
Company registered under the Companies Act 1956.

In the initial period of setting up, as an Agency in Public Sector, Corporation was charged
with the responsibility of equitable distribution of cotton among the different constituents of the
industry and to serve as a vehicle for the canalisation of imports of cotton.

With the changing cotton scenario, the role and functions of the Corporation were also
reviewed and revised from time to time. As per the Policy directives from the Ministry of Textiles,
38

Government of India in 1985, the Corporation is nominated as the Nodal Agency of Government of
India, for undertaking Price Support Operations, whenever the prices of kapas (seed cotton) touch the
support level.

The Cotton Corporation of India Ltd. Operations covers all the cotton growing states in the
country comprising of:

Punjab, Haryana and Rajasthan in Northern Zone.
Gujarat, Maharashtra and Madhya Pradesh in Central Zone.
Andhra Pradesh, Karnataka & Tamil Nadu in Southern Zone.

II. Cotton Advisory Board:

The Cotton Advisory Board is a representative body of Government/ Growers/ Industries/
Traders. It advises the Government generally on matters pertaining to production, consumption and
marketing of cotton, and also provides a forum for liaison among the cotton textile mill industry, the
cotton growers, the cotton trade and the Government.

It functions under the Chairmanship of Textile Commissioner with Deputy Textile
Commissioner as a Member Secretary.

III. The Cotton Association of India:

The Cotton Association of India also called as the East India Cotton Association (EICA) was
declared as the statutory body by the Bombay Cotton Contract Act on 28th December, 1922.

Provide and maintain suitable buildings or rooms or a Cotton
Exchange in the city of Bombay or elsewhere in India.
Provide forms of contracts and regulate the marketing, etc. of the contracts.
Fix and adopt standards or classifications of cotton.
Adjust by arbitration or otherwise controversies between persons engaged in the cotton trade.
Acquire, preserve or disseminate useful information connected with the cotton interests.

IV. Central Institute of Cotton Research:
With a view to develop a Centre of excellence for carrying out long term research on
fundamental problems limiting cotton production the Indian Council of Agricultural Research has
established the Central Institute for Cotton Research at Nagpur in April, 1976. CICR was
simultaneously established at Coimbatore to cater to the needs of southern cotton zone.
39

CICR was established at Sirsa in the year 1985, to cater to the needs of northern irrigated
cotton zone. All the three research farms are well equipped with tractors and other farm implements
and efforts are underway to initiate further developmental work in all the farms. The Vision of the
CICR is to improve production and quality of Indian Cotton with reduced cost to make cotton
production cost effective and competitive in the national and global market.
The Mission of CICR is to develop economically viable and eco-friendly production and
protection technologies for enhancing quality cotton production by 2-3% every year on a sustainable
basis for the next twelve years (till 2020).

The Current Scenario of Cotton Industry (2009- 10):

The cotton production in the country has been increasing continuously since last three years
and the same has further gone up by around 12.5% during cotton season 2009-10 at a record level of
315 lakh bales as against 280 lakh bales during 2008-09. Gujarat has turned into a largest cotton
producing State with a record production-level of 93 lakh bales constituting around 34% of the
countrys total production.

The area under cotton cultivation during 2009-10 has also gone up by around 4.5% at 95.55
lakh hectares as against 91.44 lakh hectares during 2008-09. With wide usage of hybrid seeds
throughout the country as well as changed mindset of cotton farmers for adoption of better and
improved farm practices, the average productivity of cotton has crossed 591 kgs per hectare as against
560 kgs during the previous year.

The prices of Indian cotton in early part of the season being lower than the international prices
had been attractive to foreign buyers and there was good demand for Indian cotton. Due to expectation
of bumper crop, the mill demand in the beginning of the season was subdued which put pressure on the
cotton prices right from the beginning of the season and has resulted into fall in cotton prices between
October 2009 & January 2010. Cotton prices reached its peak level by end-March 2010 and there was
some correction in cotton prices in April and May 2010.

Future of Cotton Industry in India:
The Cotton Advisory Board (CAB) has estimated the cotton crop at 322 lakh bales for the
current season 2008-09. This is a historic high and represents a 2.22% jump over last year's crop
estimate of 315 lakh bales. The increase in cotton production area is also expected to increase to 92.60
lakh hectares for the season 2008-09 against 91.55 lakh hectares for the season 2007-08.

Cotton Advisory Board expects exports to be higher at 85 lakh bales as against 65 lakh bales
in 2007-08. Imports in 2008-09 are projected at 6.50 lakh bales as compared to 5.50 lakh bales in 2007-
08, because mills have to rely on foreign growths to spin some finer counts of yarn.
40


Future Challenges for the Indian Cotton Industry:
The challenges that are going to face by the cotton producers in India for the season 2009-10
are:

Rupee Appreciation:
The increase in the value of the rupee gives only smaller import orders to the cotton
producers.
Cheaper Imports:
The appreciated rupee value makes the cotton imports cheaper when compared to past. So this
aspect is also required to consider by the cotton producers.

Low Quality:
The Quality of cotton is also far from satisfactory considering the presence of a large number
of contaminants. So the cotton producers are also required to take care in this aspect.
41

COMPANY PROFILE


About The Swathi Cotton Pvt.Ltd
Swathi Cotton Pvt.Ltd with its diverse interests in core areas is surging ahead
with drive and determination. with all the companies superbly integrated in one
single campus, the group harnesses an entrepreneurial spirit, state-of-art technology
and financial strengths to emerge as an industrial force to reckon with.

Swathi Cotton Pvt.Ltd is driven by a passion be the best in all the areas it
operates. Backed by a high density of advanced technology and sophisticated
manufacturing facilities, its only natural that the group is leaf fogging for an
outstanding future. The total group turnover is around 300 crores per annum.

About The Company:
The founder of Swathi Cotton Pvt.Ltd who has drawn its future planned
growth. A Man whose spirit of Dynamism has helped the group to achieve manifold
growth. Thanks to his pioneering vision, the groups operation grew and market
extended . Today Swathi Cottons is a multi-activity group with a Rs.300crores
turnover, comprising 6 divisions with diverse interest in..
Cotton
Oil
Spinning
Power &Textile

A Ab bo ou ut t S Sw wa at th hi i C Co ot tt to on ns s P Pr ri iv va at te e L Li im mi it te ed d
Swathi Cottons Private Limited was registered on 03 April, 1998. Swathi Cottons
Private Limited's Corporate Identification Number (CIN) is
U17100AP1998PTC029188, Registeration Number is 029188.
Their registered address on file is 6-179, G T Road,g.t.roadganapavarm-522 619,,
Guntur Dist. - 522619, Andhra Pradesh, India.
42

Swathi Cottons Private Limited is currently in Active Status.

Company Name SWATHI COTTONS PRIVATE LIMITED
Cin U17100AP1998PTC029188
Registration
Date
03/04/1998
Registeration
No.
029188
Address
6-179, G T Road,g.t.roadganapavarm-522 619,, Guntur Dist. -
522619, Andhra Pradesh, India
Company
Status
Active

43

The Birth of a Dream:
Prathipati Pullarao set up a cotton ginning mill in 1998. The operations grew
rapidly to lay solid foundations for giant surging ahead in diverse environments. To
the group, the future is rich in possibilities. A future where the best of minds and men
will work. And will have the most resources to draw upon. Its vision of the future
where change will be embraced as the very basis of opportunity and endeavor.

The managing Director of Swathi Cottons Private Limited. Relentless pursuit
of perfection is the hallmark of this young and dynamic. His rich and professionals
experience in the spinning line enabled Swathi Cottons to scale new heights.

His enterprising zeal and cautious planning have been the pivotal points in
driving the group towards trailblazing progress. Mr. Boggavarapu Ankamma rao is
committed to labour welfare and his visionary leadership has earned him a wealth of
respect among the employees of Swathi Cottons. An astute professional by habit, he is
forever aiming higher.

He is widely acknowledged as the man who has fostered a can do culture
which starts at top and filters down to every employee at Swathi Cottons. He is
powered by just one belief..

Success is a matter of excellence, and not chance.

Social service has always been a matter of prime concern to him. Which is
why he perennially strives to provide the best education and undertake multi-
pronged schemes towards the betterment of the community.
While nurturing a corporate culture that encourages individual growth, he is
committed to a vision that encompasses everybodys up liftmen.
44

Cotton Division:
The COTTON GINNING & PRESSING UNIT was started in 1998. The
Division maintains 54 Gins and 1 Hydraulic press with an annualized turnover of
Rs.40crores. The company firmly believes that unmatched capabilities plus an in-
depth knowledge of various cotton growing areas alone can put it on the path to
speedy growth.

This Division also processes Indias best long staple cotton DCH-32 at
Dharwad Branch, Karnataka. The division is poised to excel and is confidently geared
to post an impressive growth rate. This Division has stayed big thinking big and
keeping an eye on the details that sustain quality.

Manufacture of Cotton I.E. By Ginning& Pressing Activities:

LICENSED : Licensed under Industries (D&R) Act, 1951
PROCESSING : 12000 MTs of cotton seed
INSTALLED CAPACITY : 392 MTs of seed per day of 24 hours working
RAW MATERIAL : Cotton kapas
FINISHED PRODUCTS : Cotton lint
Cotton Lint will be supplied to Spinning Mills and Cotton Seed to Oil Mills.

Oil Division:
A totally Integrated Agro Industry extensively engaged in extracting both Crude
Oil and Edible Oil from high quality Cotton Seed Oil is a popular cooking medium
thanks to its low tat and nutritional content. On the other hand., Crude oil finds an
immediate industrial application. Besides these two core oil extractions, the Division
has also extensively diversified into high quality extractions from a variety of other
seeds and beans. Capability on its competence and knowledge of agro industry, the
Division was set up in 1998.

45

The Mills capacity of processing Cotton Seed and Cotton Seed Cake has
jumped to 80 tones. At this division, the De-oiled Cake is further processed in the
solvent extraction plant which gives about 3-4% oil. The De-oiled Cake is then
utilized as cattle, Poultry and Fish feed which is immensely popular.

Success comes with a fierce will to perform. This philosophy to excel has
placed the division on the summit. The Division has consistently bagged excellence
awards for highest Cotton Seed processing and crushing. These awards recognize
Swathi Cottons pursuit of excellence which is achieved through enhanced
productivity, quality, up gradation and a shared of commitment. Indeed, this
outstanding recognition sets an example to all the other oil and extracting industries in
the country. Oil Division consist of cotton seed processing Plant, Expeller (Oil Mill),
Refinery and solvent Extraction Plant.

LICENCIED : Registered with DGTD, New Delhi.
Processing : manufacturing of double refined oil
Installed Capacity : 40 MB Edible oil per day of 24 hours of working
Raw material : Cotton seed, sun flower seed, Soya been seed, rice
bran, other seeds.
Finished products : Cotton linters, Edible refined oil, hulls, extraction

Environmental Protection and Safety A Top Priority:
We believe that environmental protection requires attitude, action and right
application technology. The group is an eco-friendly entity whose concern is
conservation of life and situation. The division does not release any toxic wastes and
pollutants.

And, across every unit of the group, humidity, moisture and temperature are
constantly monitored to ensure top most safety. The very fact that we have made
wearing of masks mandatory for the personnel bears amp witness to our commitment
to industrial safety.
46


The environmental protection commitment of the company firmly believes
that when we use the bounties of mother earth, we have to give back an environment
that is conductive to healthy living.
Count Range:
We are running from 50 to 100 counts in single s well as double (TFO) yarns.
We are running compact yarn with 12000 spindles (suessen). We will achieve 25000
spindles compact yarn shortly.

Statement of Accounting Policies:
General
Fixed Assets
Investments
Depreciation
Inventories
Excise Duty
Sales
Taxes On Income
Segment Reporting
Retirement Benefits
Proposed dividend
Foreign Currency Transactions
Impairment of Assets
Contingent Liabilities
Foreign Exchange Earnings and Out Go

General:
The accountings are prepared on historical cost convention and in accordance
with normally accepted Accounting Principles.


47

Fixed Assets:
Fixed assets are stated at cost less accumulated depreciation. Cost of
acquisition of fixed assets is inclusive of directly attributable cost of bringing the
assets to their working condition for the intended use and interest on borrowings till
the date of commissioning of the assets, CENVAT/VAT credit availed, if any, on
fixed assets is not included in the cost of such fixed assets capitalized.
Investments:
Long-Term investments are valued at cost price less provision for diminution
on account other than temporary decline in the valve of investment.

Depreciation:
Depreciation is a written off in accordance with the provisions of schedule
XIV of the companies Act 1956 as follows:
Under straights Line Method in respect of the assets of Spinning, Power and
Textile Divisions.
Under written down valve method on the assets of all other divisions of the
company.
Inventories:
Valuation of inventories is made as follows:
Raw-Material and Finished goods at cost or net realizable valve whichever is
lower.
Work-in-Progress at cost inclusive of direct production overheads.
Stores and spares at cost.
Electronic power at net releasable valve.

Excise Duty:
Liability on finished goods is accounted for as and when goods are cleared
from factory and there is no liability on closing stock of finished goods at the year
end.

Sales:
Sales are exclusive of sales tax collections due to implementation of AP VAT
Act 2005.
48

Taxes on Income:
Current taxes are determined as per the provisions of income Tax Act 1961 in
respect of taxable income for the year ended 31st march, 2010.

Deferred tax liability is recognized, subject to the consideration of timing
differences, being the difference between the taxable income and accounting income
the originate in one period and are capable of reversal in one or more subsequent
periods. In case of power division which eligible for tax Holiday. Deferred Tax
Asset/ liabilities for timing differences which reverse after the Tax Holiday period
are recognized.
Segment Reporting:
The accounting policies adopted for segment reporting are in line with the
accounting policies of the company with the following additional policies for segment
reporting. Inter-segment revenue has been accounted for based on the market related
prices.

Revenue and Expenses other than interest have been identified to segments on
the basis of their relationship to the operating activities of the segment. Revenue and
expense which related to the enterprise as a whole and are not allocable to segments
on a reasonable basis have been included under Unallocated head.

Retirement Benefits:
The Company makes regular monthly contribution to provident fund which
are deposited with the Government and Group term Insurance is routed through L.I.C,
and are charged against the revenue.

The company has taken Group Gradually (Cash Accumulation) scheme with
Life Insurance Corporation of India. The premium on policy and the difference
between the amounts of gratuity paid on retirement and recovered from the Life
Insurance Corporation of India debited to profit and Loss Account. Leave encashment
is accounted as and when the employees claimed and paid.


49

Proposed Dividend:
Provision is made in the account for the dividend payable (including of all tax
thereon) by the company as recommended by the Board of Directors, Pending
approval of the shareholders at the annual General Meeting.
Foreign Currency Transactions:

Import of material /capital Equipment is accounted at the rates at which actual
payments are effected.
The profit/ Loss arising out of foreign Exchange transactions on sale of goods
are accounted on actual realization basis.
Foreign Currency loans covered by forward contracts are stated at the forward
contracts rates while those not covered are calculated at year end rate.

Impairment of Assets:
At the date of each balance sheet the company evaluates internally, indications
of the impairment if any, to carrying amount of its fixed and other assets. No
impairment loss has been recognized.

Contingent Liabilities:
Contingent Liabilities are not recognized in the accounts, but are disclosed
after a careful evaluation of the concerned facts and legal issues involved.

Foreign Exchange Earnings and Out Go:
The company has earned foreign exchange of Rs.725.72 lakhs of its finished
goods and Rs.1493.16 lakhs by export through merchant /trade house of its finished
goods. The company has spent Rs.58.95 lakhs of foreign exchange towards import of
raw-material, Rs.4.18 lakhs towards import of components & spare parts, Rs.1166.37
lakhs towards import of capital goods including advance paid, Rs.5.02 lakhs towards
interest on foreign currency loan and Rs.11.90 lakhs towards freight, commission &
traveling.

50



Board of Directors:
Sri. Parthipati Pullarao. B.E. - Chairman & MD.
Sri. Boggavarapu Satyanarayana. Director.
Man Power in Swathi Cotton Pvt.Ltd:
Table 3.1:

Oil Division 300
Spinning Division 250
Textile Division 100

Future Outlook:
Operations on consolidated basis continue to pose healthy trends. However,
changes in the industrial trends are bound to influence spinning operations.

Company has acquired 48 looms under first phase of project implementation
for textile division. Textile operations have come out of teething problem but have to
reach estimated levels in operations and profits. This shall take some more time in
view of dip in dollar valuation and decline in exports.

Thus, company has to grapple with an industrial scenario that calls for alert
and caution.
Oil division is showing immense potential to reach higher levels in all spheres
of operations.
Power division shall perform well in the current year also.
In view of this, we are hopeful of improved performance in 2007-08 despite
the difficulties posed.

51

Analysis on Capital Budgeting In Swathi Cotton Pvt.Ltd:
Importance of Investment Decision:
Investment decisions require special attention because of the following
reasons.
They influence the firms growth in the long term.
They affect the risk of the firm.
They involve commitment of large amount of funds.
They are irreversible, or reversible at substantial loss.
They are among the most difficult decisions to make.
Investment Evaluation Criteria:
Three steps are involved in the evaluation of investment.

Estimation of cash flows
Estimation of the required rate of return (the opportunity cost of capital)
Application of a decision rule for making the choice.
EVALUTION OF INVESTMENT PROPOSAL:
At each point of time a business firm has a number of proposals regarding
various projects in which it can invest funds. But the funds available with the firm are
always limited and it is not possible to invest funds in all the proposals at a time.
Hence, it is very essential to select from amongst the various competing proposals,
those which give the highest benefits. The crux of the capital budgeting is the
allocation of available non economic, which influence the capital budgeting
decision is the profitability of the prospective investment. Yet the risk involved in the
proposal cannot be ignored because profitability and risk are directly related, i.e.,
higher profitability, the risk vice versa.


52



53

DATA ANALYSIS AND INTERPRETAION

Inventories are the stock of the product a company is manufacturing for sale
and components that make up the product. The various forms in which inventories
may exist in a manufacturing company are ABC Analysis is basic tool, which helps
the management to place their efforts where the results would be useful to the greatest
possible extent. The first important step in inventory management is to have a
selective approach to fix-up inventory levels and the extent to which the control can
be exercised in Swathi Cottons Pvt.Ltd.
Raw materials
Work-in-progress
Finished goods
Table No:1.1
Raw material










Items 2009-10 2010-11 2011-12 2012-13 2013-14
raw materials 818 849 918 976 871
working in process
371

380

391

449

408
Finished goods 1189 1859 2015 2066 1634
54

GRAPHICAL REPRESENTAION: 2.1



Interpretation:
From the above table we have seen that the raw material of phi lips was
increased in the year 2012&2013 and decreased in 2014&2011. When comparing to
the working progress 2011 was increasedan2009decreased.and finished goods was
increased in the year 2012when comparing to the 2013.






818
849
918
976
871
371 380 391
449
408
1189
1859
2015
2066
1634
0
500
1000
1500
2000
2500
2009-10 2010-11 2011-12 2012-13 2013-14
raw material
work in process
finished goods
55

ABC (Always Better Control) Analysis:
ABC analysis is the selective inventory control technique and this is the first
step in the inventory control process. This is the process in which 1000s of different
types of inventories are classified to determine the type an degree of control required
for each. This technique is based on the assumption that the firm should not exercise
the same degree of control on the items of inventory.
On the basis of unit price and consumption, various inventory items are
categorized into three classes of this analysis:
A
B
C
A group involves the largest investment and inventory control must be
rigorous and intensive and the most sophisticated inventory control technique should
be applied to these items. Type A is of higher cost and highly scarce resource
without which the production process cannot be imagined, which will be very less in
quantity when compared to the investor level
A type of items is only about 10% in number. But account for 75% of the
annual inventory usage value.
B group stands mid-way. It deserves less attention than A and more than
C. Employing less sophisticated techniques can also control it.
Type B is of moderate cost and moderately important. These are freely
available when compared type A.
B types of items are only about 20% in number. . But account for next 50%
of the annual inventory usage value.

C group consists of items of inventory, which involve relatively small
investments although the number of items is fairly large. These items deserve
minimum attention.
Type c items are of lowest cost and less importance when compared to A
and B. As these type of inventories are freely available in the market and can
immediately replace or purchase.
C types of items are about 70% in number. . But account for next 10% of the
annual inventory usage value.
56

ABC ANALYSIS AT BULK ACTIVES DIVISION
Table: 1.2
RAW MATERIAL (AT COST*)
* Rs In million


































Particula
rs
% of
values
2009-
10
% of
values
2010
-11
% of
value
s
2011-
12
% of
value
s
2012-
13
% of
value
s
2013
-14
Raw
Material(
at cost)
819 849 918 871 976

A
64 550.8 70 594.3 69 633.4
2
72 627.12 70 683.2

B
21 171.1 20 169.8 23 211.1
4
19 165.49 17 165.9
2

C
16 87.1 10 84.9 8 73.44 9 78.39 13 126.8
8
57

RAW MATERIAL (AT COST):2.2
* Rs In
Millions




Interpretation:
Consumption of raw material A graduall y increased every year from
2011, raw material Bs consumption increased from 2012 and decreased
thereafter and raw material Cs consumption increased and decrease from
2013-14. Such items have largest investment but not much in number i.e., 10% of
items account of 70% of total capital invested in inventory.





550.8
594.3
633.42
627.12
683.2
171.1 169.8
211.14
165.49 165.92
87.1 84.9
73.44
78.39
126.88
0
100
200
300
400
500
600
700
800
2009-10 2010-11 2011-12 2012-13 2013-14
A
B
C
58

Table: 1.3
WORK IN PROCESS (AT COST)
* Rs In million






















Particulars % of
values
2009-
10
% of
values
2010-
11
% of
values
2011-
12
% of
values
2012-
13
% of
values
2013-
14
Work in
progress


361
380 391 449 408

A
68 239
70% 266 69% 269.79 72% 323.28 70% 285.6

B
22

84
20% 76 23% 89.93 19% 85.31 17% 69.36

C
10

38

10% 38 8% 31.28 9% 40.41 13% 53.04
59

WORK IN PROCESS (AT COST): 2.3
* Rs In million





Interpretation:
The consumption of work-in-progress A gradually increased from 2011
to 2012 and 2013, and decrease in 2014work-in-progress Bs consumption
increased from 2011 and 2013,2014 decreased thereafter and work-in-
progress 2014 is increase Cs consumption increased in the year 2012 when
compared to Decreased in 2012and increased in 2013 and decreased in 2014.










361
380
391
449
408
239
266
269.79
323.28
285.6
84
76
89.93
85.31
69.36
38 38
31.28
40.41
53.04
0
50
100
150
200
250
300
350
400
450
500
2009-10 2010-11 2011-12 2012-13 2013-14
work in progress
A
B
C
60

Table: 1.4


Finished goods (at cost):
* Rs In millions




































Particulars
% of
values
2009-
10
% of
values
2010-
11
% of
values
2011-
12
% of
values
2012-
13
% of
values
2013-
14
Finished
goods

1759
1859 2015 2066 1634

A
63 1008.4
70% 1301.3 69% 1390.35 72% 1487.52 70% 1143.8

B
22 396.6
20% 371.8 23% 463.45 19% 392.44 17% 277.78

C
15 209.6
10% 185.9 8% 161.2 9% 185.94 13% 212.42
61

Finished goods (at cost): 2.4
* Rs In millions





Interpretation:
The consumption of finished goods A increased in the year 2011when
compared 2014 and then it decreased in year 2012 and again it increased in
2012. Finished goods Bs consumption increased in the year 2011 and it is
decreased in the year 2010 and again it decreased in the year 2014. Finished
goods Cs consumption gradually decreased and increase.










1759
1859
2015
2066
1634
1008.4
1301.3
1390.35
1487.52
1143.8
396.6
371.8
463.45
392.44
277.78
154
185.9
161.2
185.94
212.42
0
500
1000
1500
2000
2500
2009-10 2010-11 2011-12 2012-13 2013-14
finisheds
A
B
C
62

Table: 1.5
Inventory total assets ratio
This ratio shows the relationship between inventories to total assets. Inventory
is a part of the current assets of the company. It shows the portion of assets tied up in
inventory generally, a lower ratio is considered better.

Inventory
Inventory to total assets ratio =
Total assets

YEAR INVENTORY TOTAL ASSETS RATIO
2009-10 239880075 269237494 0.890960
2010-11 236975762 356119739 0.665438
2011-12 327412543 370204018 0.884411
2012-13 341906868 498340760 0.686090
2013-14 357607317 182308772 1.961547





63

Inventory total assets ratio : 2.5

INTERPRETATION:
During the period 2009-10 the inventory to total assets ratio was 0.8909. This
is due to rise in inventory resulting due to increase of turnover. This ratio is
not a satisfactory one as it is above.
The quick ratio had inventory 0.8844 in the year 2011-12. At present the
current ratio of the company was 0.686 i.e. in the year 2012-13.
It is maximum our in the year 2009-10 the reason for our quick ratio is due to
increase in current liability when compared 2009-10.
It is minimum 0.159 in the year 2010-11 this is mainly due to high current
liability.




0.8909
0.6654
0.8844
0.686
1.9615
0
0.5
1
1.5
2
2.5
2009-10 2010-11 2011-12 2012-13 2013-14
ratio
64

Table: 1.6
INVENTORY TO CURRENT ASSETS RATIO
This ratio indicates the relationship between inventories to current assets.
Higher the ratio shows that inventory is properly utilized in the organization.
Inventory to current assets ratio is calculated as follows.
Inventory
Inventory to current assets ratio =
Current assets


YEAR INVENTORY
CURRENT
ASSETS
RATIO
2009-10 239880075 129613310 1.85073
2010-11 236975762 153670425 1.54210
2011-12 327412543 211751872 1.54620
2012-13 341906868 354979800 0.96317
2013-14 357607317 563126567 0.63503







65

INVENTORY TO CURRENT ASSETS RATIO: 2.6

INTERPRETATION:
The inventory to current assets ratio in the year 2009-10 was 1.85 during this
period there is high demand in the mark thus leading to maintain of the inventories at
a satisfactory ratio.
The inventory to current assets ratio had been increases to 1.542 in the year
2010-11. This due to fail in both inventories and current assets.
The significant drop in the level of inventory in due falling trend in demand
thus leading to fail in prelates and finally on sales. The decrees in sales lead to
fail in debtors and in turn and the current assets.
The inventory to current assets ratio had increased to 0.041 in the year 2011-
12. The main reason for this is due to environmental conditions per prevailing
in the market, i.e. lack of demand resulted in maintaining of law inventory
levels.
During the period the industry had response from lack of demand thus leading
to incrassating laves of inventory. As a result of this we find a substantial increase in
the inventory to current assets ratio. The inventory to current assets ratio in the period
2012-13 was 0.963.

1.85073
1.5421
1.5462
0.96317
0.63503
0
0.5
1
1.5
2
2009-10 2010-11 2011-12 2012-13 2013-14
Ratio
66

Table: 1.7
Inventory to sales ratio


The inventory to sales ratio measures the percentage of inventory the company
currently has a hand to support the current amount of sales. An increasing inventory
to sales ratio is generally a negative sign. Showing the company may be having
trouble keeping inventory down and /or net sales have slowed and can sometimes
indicate larger financial problems the company may be facing viewing this ratio over
several periods reveals the important aspect of the companys ability to manage
inventory while attempting to increases sale.



Inventory
Inventory to sales ratio =
Net sales

INVENTORY TO SALES RATIO
YEAR INVENTORY NET SALES RATIO
2009-10 239880075 96695127 2.48078
2010-11 236975762 255762587 0.92684
2011-12 327412543 257993866 1.26907
2012-13 341906868 280678564 1.21814
2013-14 357607317 588655944 0.60749






67

Inventory to sales ratio: 2.7



INTERPRETATION:
The inventory to sales ratio in the year 2009-10 was 2.4807. The reason for
this is increases in inventory which is generally due increase in demand at the
market. The increases in sales also controlled this ratio to a certain extent.
The ratio in the year 2010-11 also remains same as in previous year. Here in
this we find a fail in both inventory and net easel thus balancing the ratio. But
this is not a satisfactory one.
For the period 2011-12 the ratio had fall down to 1.554. This is mainly due to
fall in inventory which is due fall in purchases made by the company.
The ratio had increases a little bit in the year 2013-14, but it remains
satisfactory on a whale because we find a falling trend in the ratio.



2.4807
0.9265
1.269
1.2181
0.6074
0
0.5
1
1.5
2
2.5
3
2009-10 2010-11 2011-12 2012-13 2013-14
ratio
68

Table: 1.8
Inventory to working capital ratio
The inventory to working capital measures how well the company is able to
generate cash using working capital at its current inventory levels. An increasing
inventory to working capital ratio is generally a negative sign, showing the company
may be having operational problems. If a company has too much working capital
invested in inventory, they may have difficulty having enough working capital to
make payments on short-term liabilities and account payment.
Inventory
Inventory to working capital ratio = Working capital



YEAR INVENTORY
WORKING
CAPITAL
RATIO
2009-10 187934012 10010874 23.96195
2010-11 239880075 48778889 4.85816
2011-12 236975762 53299726 6.14285
2012-13 327412543 211618840 1.61567
2013-14 341906868 561868362 0.63646



69

Inventory to working capital ratio: 2.8

INTERPRETATION:
The inventory to working capital ratio in the year 2009-10 was 23.961 which
is not a positive sign for the company.
The main reason for this is increases in inventory level of reason for this are
increases in inventory levels of the company.
As the turnover of the company in this period is high the company had
convened in maintain a high inventory level that leading to this negative
inventory to working capital ratio.
The ratio increased to 4.858 in the year 2010-11 which is mainly due to the
fall of inventory. The treason for this lack of demand in the industry forcing
the company to make little purchases and these leading to fall in the inventory.
The ratio further increased to 6.142 in the year 2011-12 here we find a fall in
tremendous fall in inventory. The ratio shows appositive sign.
In the year 2012-13 the ratio has decreed to 1.615. This is due to decreased in
inventory level as there is decreased in the purchases made by the company
due to changing economic conditions.
In the year 2013-14 has decreased to 0.636. In this period we find a decreed in
both inventory and working capital making the ratio satisfactory, the decreed
in current assets and decreed in current liability leads to the decrees of
working capital.



23.9619
4.8581 6.1428
1.6156
0.6364
0
5
10
15
20
25
30
2009-10 2010-11 2011-12 2012-13 2013-14
Ratio
70

Table: 1.9
Inventory turnover ratio
Inventory turnover ratio indicates the efficiency of the firm in
producing and selling its product. It is calculates by deciding cost of goods
sold by averse inventory.
Average inventory consists of opening stock plus closing stock divided
by two a high inventory turnover ratio indicated that the product is selling
well.
A low turnover ratio poor sales and therefore, excess investment.

Sales
Inventory turnover ratio =
Average inventor



YEAR SALES AVERAGEINVENTORY RATIO
2009-10
96695127 127921822 0.75766
2010-11
255762587 216323709 1.1823
2011-12
257993866 132955546 1.94045
2012-13
280678564 1514224895 0.18593
2013-14
588655944 452059781 1.30216

71

Inventory turnover ratio: 2.9

Interpretation:
During the period 2009-10 the inventory ratio of the company was 0.757. It is
satisfactory one as the company is able to generate sales around
The inventory turnover ratio had been decreased to 1.182 in the year 2010-11.
The reason for this is decrease in turnover which is mainly due to prevailing
conditions in the industry.
The inventory turnover ratio had been increased to 1.940 in the year 2011-12.
The reason for this decrease in turnover which is mainly due to prevailing
condition in the industry. The main fall in average inventory is due to
management decision to dispose opening stock of the year and only to make
miner purchaser.
The inventory turnover ratio had been decrees 0.185 in the year 2012-13. The
reason for this is decrease in turnover which is mainly due to prevailing
conditions in the industry. In this year also depressed trend has been there
beware of floods were effected on the production of tobacco.
In the year 2013-14 the IR has been increased 1.30. The main reason for this is
due to increase in turnover and due to fall in average inventory is due. The
reason for fall in average inventory is due minor purchases of the company in
the year thus leading to low closing stock.
0.75
1.18
1.94
0.18
1.3
0
0.5
1
1.5
2
2.5
2009-10 2010-11 2011-12 2012-13 2013-14
Ratio
72

Table: 1.10
Size of inventory
The size of inventory depends on several factors such as sales volume,
capacity of plant, availability of raw materials, fluctuations in prices of raw materials
and finished goods, length of production cycle etc., generally progressive organization
inventory levels continuously increase as increase in sales and production. As already
stated the prime objective of inventory management is to optimize size of inventory
so that smooth performance of production and sales are possible. Increase in size of
inventory involves extra cost apart from adversely effecting profitability and liquidity.
The size of net working capital is measured with the help of following ration.

Inventory
Size of inventory = a
Total current assets


Year Inventory Current Assets Size
2009-10 11,25,61,048.5 23,34,60,275.60 48.21%
2010-11 10,60,57,502.8 23,95,57,366.60 44.27%
2011-12 14,42,27,283.9 2,77,77,345.41 51.92%
2012-13 12,93,34,906.4 29,65,48,627.80 43.64%
2013-14 13,75,29,823.9 32,35,42,095.59 42.51%






73

Size of inventory: 2.10


Interpretation:
The above table shows the size of inventory in the selected enterprise during
the period of 2009-14. It is evident from the table that inventory constituted the most
important element of total current assets in this study as it is found on an average
around 50 percent of the total current assets.

It is observed from the table that the size of inventory of ML &co has
gradually decreased from 47% to 44% in 2009-11and increased in 2012 from 44% to
51% in the study period.
Reason: This is due to fluctuations in price and monopoly supplier.
Suggestion: It is better to start own manufacturing unit






48.21
44.27
51.92
43.64
42.51
0
20
40
60
2009-10 2010-11 2011-12 2012-13 2013-14
SIZE
74

Table: 1.11
Days of Inventory Holding
The reciprocal of inventory turnover ratio gives average inventory holding in
percentage term. When the number of days in the year (say 365) is divided by
inventory turnover, we obtain days of inventory holdings. The size of the days of
inventory holding is measured with the help of the following ratio



365
Days of Inventory Holding = a
Inventory Turnover Ratio


The results of this ratio as applied to ML&co:

Year
No. of Days in
Year
Inventory
Turnover Ratio
Period (Days)
2009-10
365 9.56 38.1
2010-11
365 12.24 30
2011-12
365 12.01 30
2012-13
365 12.72 28.69
2013-14
365 13.09 27.88











75

Days of Inventory Holding: 2.11





Interpretation:
From the above table the trend of inventory holding period of the company. It
is understood that the days of inventory holding has gradually decreased from 38 days
to 30 days, because the inventory turnover ratio and the inventory holding period are
interrelated. If the inventory turnover ratio increases then the days of the inventory
holding decreases and vice-versa. It indicates the improvement in the management
efficiency in converting their inventories into sales as fast as possible.











38.1
30 30
28.69
27.88
9.56
12.24 12.01
12.72 13.09
0
10
20
30
40
50
2009-10 2010-11 2011-12 2012-13 2013-14
Period(Days)
IT Ratio
76

Table: 1.12
Current ratio
A liquidity ratio that measures a companys ability to pay short-term
obligations. the ratio is mainly used to give an idea of the companys ability to pay
back its short-term liability (debt and paybles0 with its short-term assets (cash,
inventory, receivables). if the current assets of a company are more than twice the
current liability then that company is generally considered to have good short-term
financial strength. if current liabilities exceed current assets then the company may
have problems meeting its short-term obligations. the conventional current ratio.

Current assets
Current ratio =
Current liabilities

YEAR
CURRENT
ASSETS
CURRENT
LAIBILITY
RATIO
2009-10 129613310 139624184 0.92830
2010-11 153670425 202449314 0.7590
2011-12 211751872 158452146 1.336377
2012-13 354979800 143360960 2.47612
2013-14 563126567 125982205 4.46988





77

Current ratio: 2.12


Interpretation:
The current ratio in 2009-10was 0.9283 it has been decreased to 0.759 in the
year 2009-10 and further increased in the year.
The current ratio in 2010-11 was 0.7590 it has been decreased to in the year
2009-10.
It is maximum 6.604 in the year 2009-10. The reason for maximum current
ratio is due to the in current liabilities and increased in current assets when
competent to 2010-11.
It is minimum 0.75 in the year 2010-11 the reason for this is due to high
current liabilities low current asset.






0.9283
0.759
1.33
2.476
4.149
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
2009-10 2010-11 2011-12 2012-13 2013-14
Ratio
78

Table: 1.13
QUICK RATIO
Quick ratio is indicator of a companys short term liquidity. The quick ratio
measures a companys ability to meet its short-term obligations with its most liquid
assets. The higher the quick ratio, the quick ratio, the better the position of the
company. It is also known as the algid-test ratio or the quick assets ratio. It is
obtained by subtracting inventories from current assets and then dividing by current
liability.

Current assets Inventory
Quick ratio =
Current liabilities


Table: 1.13
YEAR QUICK ASSETS CURRENT LIABILITY RATIO
2009-10 58320702 139624184 0.416
2010-11 86209650 202449314 0.425
2011-12 25223890 158452146 0.159
2012-13 27567257 143360960 0.1922
2013-14 528935699 125982205 4.1984

79

QUICK RATIO 2.13

Interpretation:
The quick ratio of the company in 2009-10 was 0.4176 it has been slightly
increase to 0.425 in the year 2010-11 and further decreased to 0.159 in the
year 2011-12.
The quick ratio had increased 0.197 in the year 2012-13. at present the current
ratio of the company was 4.198 i.e. in the year 2013-14.
It is maximum 0.42 in the year 2010-11 the reason for 0.42 quick ratio is due
to increased in current liabilities when compared 2011-12.
It is minimum 0.159 in the year 2012-13 this is mainly due to higher current
liability.



2.4
4.4
1.8
2.8
3.2
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
2009-10 2010-11 2011-12 2012-13 2013-14
80

VED Analysis
The items can be classified according to their use. A-B-C classifition is an
oldest and commonly used method, but now-a-days VED and SDE analyses are also
being used, VED analysis is do not consider essential V- Stands for vital items,
without which production would come to halt, E- Stands for Essential items without
which dislocation of production work occurs.
D- Stands for Desirable items. Reaming items, which do not cause immediate
loss in production fall under this category Thus according to this system of analysis
basis is critically of items, whereas in A-B-C analysis consumption of values
1. Vital
2. Essential
3. Desirable
Now company will see the each one
Vital:
V- STANDS FOR VITAL ITEMS, WITHOUT WHICH PRODUCTION
WOULD COME TO HALT. These types of spare parts are most important to the
organization. Of their types of Items are not available the organization couldnt run
For example: power supply analog
Hydraulic cylinder
Cluster contact.

Item Description Category
01211471 415/440 V ACUN VITAL
0121501 110/125 V DCSH VITAL
1211552 CLUSTER CONTACT VITAL
07030762 BEARING UCHB X VITAL
81




Nearly the vital inventory valuation is around Rs: 80,836.23

12021016 SINGARENI ROUND VITAL
13065572 IMPELLER CHBH VITAL
15010091 METALLASTIC UD VITAL
26010054 HSD OIL VAT TAX VITAL
40000184 HYDRALIC VALIVE VITAL
40000206 HYDRALIC VALVE VITAL
40000257 HYDRALIC VALVE VITAL
40000591
HYDRALIC VALVE
POWER SUPPLY UN
VITAL

VITAL
7000042 I/O CHASIS ASSE
7000051 I/O CHASIS 7 SLO VITAL
70000123 POWER SUPPLY UN VITAL
71000046 2 CHANNERL DEVIC VITAL
71000054 FLEXI/O/CONT VITAL
71000071 24 V DCSINK IN VITAL
71000089 24 V DCSOURCE IN VITAL
71000097 ANALOG INPUT MO VITAL
71000101 DIGITAL O/ P MOD VITAL
82

Essential:
E- Is for Essential items, without which dislocation of production work occurs.
These types of spare parts are very important but non as vital items. Only because
these items are not available sometimes there is no effect to organization. For
example: Needle Bearing. Adapter assembles Resistance unit taper roller bearing.
Bearing owed.

Item Description Category
53002741 CAGE BEARING DR ESSENTIAL
53011350 HYDRALIC PUSH ESSENTIAL
53011678 NYLON CONNECTOR ESSENTIAL
53012071 STAR WHEEL COMP ESSENTIAL
53012186 TAPER ROLLER BE ESSENTIAL
53011678 TAPER BEARING ESSENTIAL
53012194 STABILIZER 0347AS ESSENTIAL
5303494 WIRE LOCKING 9S ESSENTIAL
53030826 STEERING BOX AS ESSENTIAL
5400041 HELICAL PINION ESSENTIAL
54000114 TAPER ROLLER BE ESSENTIAL
83

54000149 BY PASS CONTACT ESSENTIAL
54000335 ADAPTOR(135730) ESSENTIAL
54000343 PUMP SEAL KITP ESSENTIAL
54000769 SPRING WASHER M ESSENTIAL
54000874 POWER PACK UNIT ESSENTIAL
54000891 POTENTIMETER P ESSENTIAL
54000955 ANALOG OUTPUT M ESSENTIAL
71000127 CONTROL NET COA ESSENTIAL
71000186 PHOTOCELL MAKE ESSENTIAL
77000031 630A4POLE S/C ESSENTIAL
Nearly this Essential inventory valuation is around Rs.57, 17, 111/-





84

Desirable:
D- Is for Desirable items. Remaining items, which do not cause immediate
loss in production fall under this category. These types of spare parts are required to
organization, nut not essential these types of spare parts are only used in supportive
nature.
For example: Moving contacts, choke-20, main contacts, Are chute, 240V

Nearly this Desirable inventory valuation around Rs. 4, 39,413.69/



Item Description Category
01020016 PHILPS MAKE 36 DESIRABLE
01020102 CHOKE 20W DESIRABLE
01040260 ELEMEX MAKE CHS DESIRABLE
01062204 DOWELLS MAKE 9 DESIRABLE
01200381 SIMENS MAKE 10 DESIRABLE
01201034 MAIN CONTACTS K DESIRABLE
01201239 240V AC 50HZ CO DESIRABLE
01201255 MAIN CONTATS K DESIRABLE
01211404 3 POLE BACK PAN DESIRABLE
01211413 MOVING CONTACT DESIRABLE
101211439 ISOLATING CONTA DESIRABLE
85

Swathi Cottons Pvt.Ltd, Ganapavaram has been procuring the spare parts from
various locations. These locations are very important to the Swathi Cottons Pvt.Ltd,
Ganapavaram.
Items Items Description Supplier Location
I1020111
Ge make 36 ballast for
fluoresce
Sigma technocrat Vijayawada
DC_Electri
Tap aria make Allen keys
sets inches
Gayatri engineering Vijayawada
79000436
63A3Pswith disconnected
make tell
Gayatri engineering Vijayawada
77000056
Power contactor make
Siemens cat. No.3v
Sri gurudatta Vijayawada
76000036
6 to 10ampcb make
Siemens cat.no.3v
Sri gurudatta elec Vijayawada
79000576
Trojan 5 safety swith
make, guarcm
Electro optics pvt
Pondicherry
Pondicherry
1061003
Comet make cbw_03doble
compress
Comet brass produ Mumbai
1061658
Coment make cbw_1
double compress
Comet brass produ Mumbai
86

DC_ Electri
Illuminated flush integral
led spring
Swathi engineering Vijayawada
DC_Electri
Illuminated flush integral
led spring
Swathi engineering Vijayawada
1020064
Ge make 18w 2
fluorescent lamp-ge
Sigma technocraft Vijayawada
DC_Electri
Auto drain value, size
port conne
Al_ Aqmar trading Secunderbad
DC_Electri
Siemens make 4way
oystic cat no:3se
Swathi engineering Vijayawada
1061011 Siemes make cbw 01 Comet brass Mumbai




87

FINDINGS
In the year 2009 and 2014. The decreased inventory turnover ratio indicates
the inefficiency of the firm in the years 2011, 10 and13 it is efficient and
satisfactory.
When compare to the years 2009, 13, in the years 2009,10,11,12 the inventory
size of the ML Group &co raged 25 percent because of sales volume and
capacity utilization of plant which leads to adversely affects the liquidity and
profitability.
Over all the inventory management in ML Group & co up to the mark where
by adequate supply of materials and avoided costly interruptions in operations.
Raw materials of category A increased continually from 2010-13 even
though it in values the largest investment and intensive without which the
production process we cant be imagine. B also the followed the same for
annual inventory use age.
In the year 2012 work in progress of category A products. Drastically
increased because of demand.
Category C products of finished goods are as usually when we observed the
past four years which indicates on easily of demand.
Cluster conduit, Hydraulic value, Moralistic us like such products are vital
without which production would come to fact.
Cage bearing dry, Star wheel comp, helical pinion, such like products are
essential without which causes dislocation of the production.
Moving contacts k, pole back pan, elemis matches, and such products under
the desirable product the products are his loss in the production even having
the adverse effect on the production.
88

SUGGESTIONS
A plan should be drawn to use the surplus tobacco in same seasons for the
manufactures of long live-b products.
The company should introduce continuous stock verification system for all the
materials.
The company should introduce some of major inventory classification method
like XYZ analysis and FSW analysis for better control of inventories.
The composition of current assets is dominated by inventory and other current
assets in this regarded it is regard advised to the company to maintain a
balance among the different components of current assets
It is better to start own manufacturing unit for materials like which has
monopoly supplier. So that ordering costs and carrying casts reduce and can
have materials in time
The Swathi Cottons Pvt.Ltd has maintained the stares of inventory cure
satisfactory. But kepi up continues for the time period according to the
company.
It is suggested to the company that the current assets improve so as to improve
the net working capital.
It is suggested to the company that the current assets as to improve so as to
improve the current ratio.
It is suggested to follow liberal rules to debtors in order to have good
inventory turnover ratio.


89

Conclusion
Finally it is concluded that inventory of tobacco in Swathi Cottons Pvt.Ltd is
very important segment to gain the high profits. Inventory management of
engineering stores is also very important area to the Swathi Cottons Pvt.Ltd.
It maintains the total inventory cost is around Rs 52, 00,000. This inventory
management of engineering stores is marinating mini-max system and VED analyses.
Inventory management is the heart of organization for Swathi Cottons Pvt.Ltd and as
well as the necessaries too.
Inventory management helps the organization to keep the production without
breaks and it help to the productions of the future. Inventory management will also
help the managers to show their efficiency in the work.
It will help the production growth as well as to minimize the cost of the
production and price of the product. It is the area which is very important to any of the
organization and this too.








90

BIBLIOGRAPHY :

Title of the book Author name
Financial Management : IM Panday
Financial Management MY Khan
Financial Management S.N.Maheswari
Financial Management Prasannachandra
Financial Management : V.K.Bhalla
Manual of Stores Department
Five Year balance Sheets ( 2006-11)

Website :
www.google.com
www.mlgroup.com






91

Annual reports of Swathi Cottons Pvt.Ltd for year 2007-08
Particulars Amount
Sources of Funds:
Share capital 13000000
Reserves & Surplus 130270036
Loan Funds
Secured loans 390364244
Unsecured loans 199239493
Differed Tax liabilities 5796209
Total 738669982
Applications of Funds
Fixed Assets:
Gross Block 711492129
Less Depreciation 105478021
Net Block 606014108
capital work in progress 59399
Investments 2983165
Current Assets:
Inventories 187934012
Sundry Debtors 26860540
Cash & Bank Balance 6059037
Other Current Assets 48679846
Loans & Advances 11723019
281256454
(-)Current liabilities:
Current Liabilities 139624184
Provisions 12018960
151643144
Net current Assets 129613310
total 738669982
Particulars Amount
Sources of Funds:

92

Annual reports of Swathi Cottons Pvt.Ltd for year 2008-09
Share capital 13000000
Reserves & Surplus 151136957
Loan Funds
Secured loans 379475270
Unsecured loans 193040880
Differed Tax liabilities 6247531
Total 742900638
Applications of Funds
Fixed Assets:
Gross Block 746114635
Less Depreciation 145033137
Net Block 581081498
capital work in progress 5165551
Investments 2983165
Current Assets:
Inventories 239880075
Sundry Debtors 35992686
Cash & Bank Balance 7150276
Other Current Assets 69640943
Loans & Advances 12529745
365193725
(-)Current liabilities:
Current Liabilities 202449314
Provisions 9073986
211523300
Net current Assets 153670425
total 742900638
93

Annual reports of Swathi Cottons Pvt.Ltd for year 2009-10

Particulars Amount
Sources of Funds:
Share capital 13000000
Reserves & Surplus 194200158
Loan Funds
Secured loans 478682475
Unsecured loans 81595729
Differed Tax liabilities 5523986
Total 773002348
Applications of Funds
Fixed Assets:
Gross Block 738903208
Less Depreciation 182491726
Net Block 556411482
capital work in progress 1855829
Investments 2983165
Current Assets:
Inventories 236975762
Sundry Debtors 36258591
Cash & Bank Balance 13998934
Other Current Assets 93687132
Loans & Advances 10864119
391784538
(-)Current liabilities:
Current Liabilities 158452146
Provisions 21580520
180032666
Net current Assets 211751872
total 773002348
94

Annual reports of Swathi Cottons Pvt.Ltd ted for year 2010-
11

Particulars Amount
Sources of Funds:
Share capital 13000000
Reserves & Surplus 345901071
Loan Funds
Secured loans 429126132
Unsecured loans 83386203
Differed Tax liabilities 42151888
Total 913565294
Applications of Funds
Fixed Assets:
Gross Block 772553600
Less Depreciation 218501632
Net Block 554051968
capital work in progress 1550361
Investments 2983165
Current Assets:
Inventories 327412543
Sundry Debtors 22361498
Cash & Bank Balance 73891461
Other Current Assets 151568707
Loans & Advances 13966691
589200900
(-)Current liabilities:
Current Liabilities 143360960
Provisions 90860140
234221100
Net current Assets 354979800
total 913565294
95

Annual reports of Swathi Cottons Pvt.Ltd for year 2011-12

Particulars Amount
Sources of Funds:
Share capital 13000000
Reserves & Surplus 590704185
Loan Funds
Secured loans 438254754
Unsecured loans 35892612
Differed Tax liabilities 61117474
Total 1138969025
Applications of Funds
Fixed Assets:
Gross Block 981830657
Less Depreciation 326591828
Net Block 655238829
capital work in progress 4423165
Investments 2983165
Current Assets:
Inventories 357607317
Sundry Debtors 92904975
Cash & Bank Balance 54394425
Other Current Assets 70889326
Loans & Advances
7838168
583634211
(-)Current liabilities:
Current Liabilities 108045990
Provisions 555334814

Net current Assets 475588221
total 1138969025
96

Annual reports of Swathi Cottons Pvt.Ltd for year 2012-13

Particulars Amount
Sources of Funds:
Share capital 13000000
Reserves & Surplus 579641764
Loan Funds
Secured loans 119794068
Unsecured loans 393499008
Differed Tax liabilities 76495357
Total 1182430197
Applications of Funds
Fixed Assets:
Gross Block 660559839
Less Depreciation 132111968
Net Block 528447871
capital work in progress 5683165
Investments 2983165
Current Assets:
Inventories 382659410
Sundry Debtors 36716835
Cash & Bank Balance 18354375
Other Current Assets 3797003
Loans & Advances
67381751
508909374
(-)Current liabilities:
Current Liabilities 238466742
Provisions 556145249
791611991
Net current Assets 387818206
total 1182430197

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